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 barriers that prevent qualified individuals from advancing higher in *****ir careers. While many women hold management positions, few ***** made the breakthrough to *****p-level, executive *****.

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

Despite female managers' high ratings in the *****, relatively few ***** achieved a senior level in their companies (Patterson, 2005). Among Fortune 1000 companies, only seven have ***** CEOs, according to a recent *****rticle in Barron's magazine. According to Catalyst, a research firm, women hold 10.6% of board seats at the n*****ion's 500 largest *****, a sm*****ll increase from the 8.3% *****y held in 1993. Also, ***** 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 ***** that the reason they do not advance as far as men is that men prefer to promote after their own image (Patterson, 2005). Too few women have the authority to hire, fire or de*****ine compensation, ***** there simply are not enough role models ***** mentors for them at the executive level, says Barron's *****.

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

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


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