Essay - Glass Ceiling the Barriers that Hinder Career Advancement of Women...


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Glass Ceiling

The barriers that hinder career advancement of women are complex, and have become important issues for most corporations and the government (Adaire, 1994). "Glass ceiling" is a term that describes numerous ***** that prevent qualified individuals from advancing higher in their careers. While many women hold management positions, few ***** made the breakthrough to top-level, executive positions.

***** to stat*****tics, women ********** exist across corporate America, and many believe that they may actually be more effective managers than men (Patterson, 2005). In fact, women managers are consistently rated higher ***** their male counterparts on 37 of 47 critical management qualities such as leadership, social skills, problem solving and decision-making, according to a study by the H*****g*****rg Consulting Group, a management-consulting firm in Foster City.

However, some ***** the traits that make women successful middle managers ***** ***** *****ir ability to become executives (*****, 2005). Many believe that this is because women focus *****o much on details, speak elliptically ***** do not take as ***** risks, accord*****g to the Hagberg study. Men have more of a tendency to see the big picture. The research included 396 women and 1,600 men, in addition to 360-degree feedback from supervisors and subord*****ates.

Despite fe***** managers' high ratings in the *****, relatively few ***** achieved a senior level in their companies (Patterson, 2005). Among Fortune 1000 companies, only seven have female CEOs, according to a recent ********** in Barron's magazine. According to Catalyst, a research firm, women hold 10.6% ***** board seats at the n*****ion's 500 largest *****, a small increase from the 8.3% *****y held in 1993. Also, women who hold director-level positions say they lack the *****fluence their male counterparts have on such ***** issues as management succession and executive compensation.

Women often say that the reason they ***** not advance as far as men is that men prefer to promote after their own image (Patterson, *****). Too ***** women ***** the authority to hire, fire or de*****ine compensation, ***** there simply are not enough role models or mentors ***** them at the executive level, says Barron's research.

***** addition, there are other potential reasons for women's failure to break the glass ceiling (Patterson, 2005). The results of ***** Hagberg study indicate that qualities that make women successful at the mid-management ***** are also harmful to ***** *****. The main hindrance seems to be *****'s perceived discomfort with risk-taking. ***** Hagberg study suggests ***** women, because they ***** so detail oriented, want all the data before they make big decisions. This conservative decision-making style, which has helped women reach middle management, may discourage ***** from accepting career-advancing, high-risk assignments.

However, taking risks and accepting the consequences is a required skill in corporate *****'s top ***** (Patterson, *****). "When you're ***** ***** management, you're expected to act boldly, so failures are very likely ***** very visible," says Hancock Williams. "If ***** not ***** risks and dealing with f*****out, perhaps you're demonstrating that you won't like the intensity [at the senior management level]."

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