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 *****ir careers. While many women hold management positions, few have made the breakthrough to top-level, executive *****.

Accord*****g to statistics, women *****s exist across corporate America, and ***** believe that *****y 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 decisi*****-making, according to a study by the H*****gberg Consulting Group, a management-consulting firm in Foster City.

However, some ***** the traits ***** make ***** successful middle managers may ***** their ability to become executives (*****, 2005). Many believe that this is because women focus *****o much on details, speak elliptically and do not take ***** many risks, ***** 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 subordinates.

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

Women often say that the reason they ***** not advance as far as men is ***** ***** prefer to promote after their own image (Patterson, 2005). Too few women ***** the authority to hire, fire or de*****ine *****, ***** there simply are not enough role models ***** mentors for them at the executive level, says Barron's research.

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

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

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