...“Are Women Better Managers than Men?” APS 300 Fall 2014 Robert Ayer October 13, 2014 “Introduction” A question has developed over the last 20 or so years as more women are emerging as managers in the workplace. “Are women better managers than men?” When I conducted my research, most of the viewpoints were in agreement that women are better managers than men. Many articles pointed to the same study. In October 2011 Jack Zenger and Joseph Folkman wrote an article in the Harvard Business review called “Making Yourself Indispensible.” In this article they listed 16 leadership competencies to be an effective manager. “They found in their study that women scored higher than men in 12 out of the 16 competencies by a significant margin.”(Anderson 1) Two of the competencies that women consistently scored higher on were “Champions Change”, and “Solves Problems and Analyzes Issues.”(Zenger and Folkman) To be an effective manager at Food 4 Less, a manager needs to be flawless at demonstrating these competencies on a consistent basis. Everyday a manager has to solve problems that arise. We are well versed in change at Food 4 Less. We are constantly changing policies, sign packages, or anything that will help take care of our customers. The female managers I have had seemed to perform both functions easily without much difficulty. Even though the research shows that women make better managers, other data supports that management is still considered an “all boys...
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...The issue of when women are the leader an organization is becoming a good reason to discuss with. According to (Cohen & Huffman, 2007; Brenner and colleagues, 1989) concluded that today’s female manager expected to treat their colleagues both men and women fairly in promotion, selection and placement decisions. There is no such biased in career. Talent does not discriminate gender. Everyone can be a good manager. But to be a good manager the person need to have several things such as skills, talent and the ability in managerial. Besides, leadership roles that is the trait to lead others shown by women through their leadership style can empower followers, building trust and innovative which suited to business challenges nowadays (Eagly & Carli, 2007). Organization that do not pay a proper attention to this talent- management issue, will suffer because they fail to keep up with others in the movement of the world today, especially to their competitors. Organization need to work even harder to attract, develop and to retain the best candidates to serve as the next generation of leaders. In the history of various cultures, women have always excelled than men. According to the list of Fortune 1000 list of companies publishes by Fortune Magazine, women hold 4.6 percent of Fortune 1000 list of CEO position. Despite of being minority in managerial world, women make a better manager because they are highly motivated, easy to communicate, have the power to convince people and have a capability...
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............................................ 26 6.0 References............................................................................ 28 . ABSTRACT This study is based upon research previously that have been investigates and studied. Therefore the previous study will be main reference and it will state on literatures review, and then will be discussed in this study. The literature supporting issue suggest that women often have great success in performing their expatriates’ assignments than men and the literature not supporting issue will discuss about advantages over male side rather than women in expatriates assignments. These both literature issues will be discuss and compare on details in perspectives expatriate gender between male and female. The previous study have found, suggest that women often have great success in performing their foreign assignments, certain have stated that women and men performance expatriates equally same and also certain found that men will be much better perform expatriate task rather than female expatriates manager. 1.0 INTRODUCTION Business firms are increasingly becoming aware that the key to success in the marketplace rests with their ability to mobilize and utilize their human resource talent in formulating and implementing new global business strategies. To achieve that, many medium-sized...
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...to Wajcman, 1988). This report will start with the analysis in management as masculine, followed by the research on the five different divisions in a large airline - Airco, including Cabin Services, Cargo, Marketing, Finance and Human Resources to find out whether women manage differently from men and in which ways that people think women will do the job of management differently from men. First of all, masculine management is considered as the preserve of men only. It is right to some extent that today men have been continuing to dominate the position of top management although there is a huge increase in women's participation in workforce. In the past, management was defined as something which concentrated on precision, objectivity, rationality and control - all characteristics associated with masculinity. According to the author, most industry and organizations were structured according to F.W. Taylor's The Principles of Scientific Management (1911) which also focused on impartiality, rationality, objectivity and the exclusion of feelings as well as emotions. Therefore, management is believed to be rooted in masculinity and being the job of men instead of women. However, the thought of management being only for men is gradually eliminated. With the development of human, management nowadays is about occupying the hearts and minds of employees in the way to persuading them to follow and controlling them. This leads to the must of understanding emotions and the participating of...
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...driven, top down hierarchical and authoritarian. More advanced military systems require discipline, control and following orders without questions. In the battle of the sexes, I observed and believe that women are better leaders than men. For recent studies show that women have certain characteristics that make them better leaders--though men still hold the majority of these positions. In the world of small business, there are more men than women bosses. However, two recent studies show that women may make for better leaders. According to a survey conducted by Chris Bart, professor of strategic management at the DeGroote School of Business at McMaster University, and Gregory McQueen, a McMaster graduate and senior executive associate dean at Still University’s School of Osteopathic Medicine, women actually run better performing businesses than men. Zeneger Folkman, a company that studies leadership, found that women rated higher than men on 12 out of 16 attributes tested. After analyzing 7,280 of their clients' performance evaluations, they found two traits where women outscored men significantly: taking initiative and driving results. And here are the five ways that women are more effective bosses than men: (1) Better communicators –women are better listeners than men, and this is exactly the skill that is most critical for managing employees and customers. According to Dr. Susan Sherwood,...
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...Korean company, has been recruiting more men than women, a practice that is common throughout the country. This essay finds that the HRM practices in this company do not align with the company’s business strategy, especially during the process of implementation of new technology. The essay further discusses how the hiring of more women would improve the competitive advantage of this company. A recruitment and retention plan for this company targeting women employees is also included. Potential obstacles that the company is likely to face during the process of recruiting more women are examined. Finally, the essay recommends some of the HRM practices that this company could adopt in order to the visibility of women employees. 1. How the HRM practices align with the company’s business strategy According to Lorber (2005), the HRM practical model represents effective solutions for issues related to gender inequality in organizations. The model values all people, irrespective of gender, in pursuit of goals within an organization. It stresses the role played by every individual within a given organization and presents equal opportunities for all. Thus, the diversity promoted by HRM model in valuing people helps in the promotion of gender equality, which is in turn associated with accomplishment of goals of an organization. Although there has been significant progress to ensure gender equality in South Korea, SK Holdings does not treat men and...
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...not surprising that females reported higher perceived effectiveness then men in the communicating skills. Females are more likely than males to indicate that they use an interactive style of management called transformational leadership. This leadership style was found to be correlated with lots of management skills associated with success. After doing lots of research I have found that females receive more developmental opportunities than their male colleagues. Through the early 1990’s, a growing body of research emerged that there were no gender differences in gender differences(Rosener , 1990). Although the work of Rosener have shaken lots of studies to find out if gender really play a part in your work place, they all have difference in opinion. Given the number of studies that have been done on this subject everyone has came up with different findings. Gender differences in such styles such as leadership and management it is important to emphasize that the research results may not provide enough evidence of gender differences in actual leadership behaviour and management effectiveness. Rather, the study provides insight into gender differences in self-rating of leadership styles and management skills. Women in much of the research have found to have more skills and more pride in their work. Males have pride but lack the communication that is needed to provide self-skills in doing a great job. Women were found to listen and pay more attention than their male colleagues...
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...conflict resolution and leadership skills cannot be understated. As more and more women are moving into decision-making positions, the issue of whether there are gender differences in the ability to manage conflict and to lead effectively has become an important concern. This literature review examines 14 studies that address the role of gender in conflict resolution and leadership. Studies from areas of conflict resolution, negotiation, and leadership are included. Evidence is provided that while women and men are, in fact different from one another, neither outperforms the other in all situations. In fact, while some researchers claim a male advantage in a male-oriented world, others assert a feminine advantage for 21st century leaders. Implications for women leaders are included. Conventional wisdom says that conflict management skills are important if individuals are to function effectively at any level within an organization. They are a particularly important part of effective leadership. As more and more women are moving into decision-making positions, the issue of whether there are gender differences in the ability to use conflict management skills to lead effectively has become an important concern. In fact, some researchers have expressed skepticism about women’s abilities to fit in to the masculine managerial world. As far back as 1979, Powell and Butterfield found that the “good manager” was described in masculine terms (p. 396). Their study utilized the Bem Sex-Role...
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...ISM UNIVERSITY OF MANAGEMENT AND ECONOMICS INTERNATIONAL HUMAN RESOURCES MANAGEMENT BACHELOR STUDIES 3rd year students: Rasa Bartulyt Silvija Daikeryt Ieva Avulyt 2012 10 03 Women Expatriates Supervisor: Lineta Ramonien VILNIUS, 2012 Contents Introduction ..................................................................................................................................... 3 Women do not want to be international managers.......................................................................... 3 Companies refuse to send women abroad ....................................................................................... 3 Foreigners are prejudiced against women expatriate managers ..................................................... 4 Differences between men and women ............................................................................................ 4 Multinational companies should encourage women expatriates .................................................... 5 What can women do in order to be promoted to international positions? ...................................... 5 Conclusion ...................................................................................................................................... 5 List of References ........................................................................................................................... 6 Introduction Every organization seeks to have the most effective human...
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...Women prefer to work for male bosses... because they're 'better managers and less prone to moods' By Daily Mail Reporter Last updated at 8:42 AM on 13th August 2009 • Comments (32) • Add to My Stories Most women prefer to work for male bosses because they are less prone to mood swings, research revealed yesterday. Two thirds of female employees said they like having a man in charge in the office. Those questioned also said male bosses are more authoritative, straight-talking and better at making decisions than their female counterparts. [pic] Battle of the sexes: Two thirds of women say they prefer working for a male boss because they are better decision-makers than their female counterparts But the study did find the fairer sex are better at delegation and more likely to dish out praise. The statistics come ten days after Harriet Harman declared men in power can't be trusted. Labor’s deputy leader said: 'I don't agree with all-male leaderships. 'Men cannot be left to run things on their own. I think it's a thoroughly bad thing to have a men-only leadership.' The results of the survey also revealed four out of ten women who have female bosses believe they could do a better job than their superior. A spokesman for www.OnePoll.com, which conducted the research, said: 'The results make interesting reading as there were pros and cons to both sexes.' The research found while women are good at dealing with employees' personal issues within the office environment...
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...Bagher Fardanesh MGT 522 – Women in Leadership March 15, 2015 Propose some lessons we can learn from gender communication in business. Some of the main focuses of gender communication in business are the differences and stereotypes of the way females and males communicate. From their use of language, tone, to negotiation skills, men and women have always differed. This mainly stems from the upbringing of girls and boys. There are various lessons society can learn from gender communication in business. Some of the main these lessons can be learned are the following; • Understanding the differences in leadership styles of men and women. • Identifying what types of non-verbal communication methods men and women utilize. • Describing the stereotypes and other biases against women and men in the work place. Men and women have very different leadership styles. Women are classified as transformational leaders. Men are classified as more of transactional leaders. (Reeves 2010) Transformational leaders are more dedicated to building rapport and relationships with co-workers, supervisors, clients, or customers. Transactional leaders are more assertive, direct, and represent themselves in an authority figure image. Men and women utilize different methods of non-verbal communication. Women usually more reserved then males at work. They may simile and nod their head in meetings, and keep a lot of direct eye contact with the speaker. Men are more physical and care...
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...(c) 2003 by the President and Fellows of Harvard College. All rights reserved. Men and women are still treated unequally in the workplace. Women continue to earn less, on average, for the same performance, and they remain underrepresented in top jobs. Research has shown that both conscious and subconscious biases contribute to this problem. But we’ve discovered another, subtler source of inequality: Women often don’t get what they want and deserve because they don’t ask for it. In three separate studies, we found that men are more likely than women to negotiate for what they want. This can be costly for companies—and it requires management intervention. The first study found that the starting salaries of male MBAs who had recently graduated from Carnegie Mellon were 7.6%, or almost $4,000, higher on average than those of female MBAs from the same program. That’s because most of the women had simply accepted the employer’s initial salary offer; in fact, only 7% had attempted to negotiate. But 57% of their male counterparts—or eight times as many men as women—had asked for more. Another study tested this gender difference in the lab. Subjects were told that they would be observed playing a word game and that they would be paid between $3 and $10 for playing. After each subject completed the task, an experimenter thanked the participant and said, “Here’s $3. Is $3 OK?” For the men, it was not OK, and they said so. Their requests for more money exceeded the women’s...
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...harassment against women in the workplace. Males have predominately rules the workplace on Wall Street and had the perception of having no women take their glory. For years women were filling suits with the EEOC (Equal Employment Opportunity Commission) about the way men were treating them. Women were getting mistreated, demoted, harassed or even fired in some incidents for reasons beyond their control. Robert Thomann is a good example of the mistreatment that was being laid on the female brokers. Thomann was out on 8 weeks maternity leave and when she came back, her branch manager which was known as the tyrant demoted her. Cueno, her branch manager, said that any sexual harassment charges would be deliberated in the Boom, Boom Room which was located in the basement of the firms building. It was a room decorated like a fraternity with a toilet seat hanging on the ceiling. After I read that, I could not believe it. The way the men were acting and treating women is unbelievable. Something needs to change at Thomann and other women keep filling suits against these male dominated managers that were not scared of any repercussions of the way they were acting. They did not think that they were doing anything wrong because their mindsets were all about the males in that industry were better suited. For the women who have been with the same company for over 10 years and have proved sales wise that they are more qualified for upper level manager positions, they were...
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...Why Women Are Better Than Men In Doing Administrative Jobs Conclusion; we have different types of researches which show why women are better than men in doing administrative jobs. 1. Numerous studies over the years have provided evidence that women deserve to be board directors. One 2007 study found that boards with significant representation of women have a 66% higher return on invested capital, 53% higher return on equity, and a 42% higher return on sales compared to boards with more men. Another 2009 study discovered that having a female board director slashes a company’s bankruptcy risk by 20%. Other studies have shown that women can yield superior results in other areas of business as well. We recently reported on a study from financial services firm Rothstein Kass showing that female hedge fund managers outperform their male counterparts--by a lot. And yet, women make up just 9% of corporate board membership globally 2. The study, published in the International Journal of Business Governance and Ethics, surveyed 600 board directors (75% of them were male) and found some striking differences between the way men and women make decisions in corporate settings: the men opted to make decisions based on tradition, rules, and regulations, while the women tended to shirk tradition, consider the interests of all stakeholders, cooperate, and be more inquisitive. REFRENCE; http://www.fastcoexist.com We also have an article written by the Cosmopolitan magazine on 10 things...
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...interviewing hundreds of line managers and executives at length, we’ve seen that companies get better results when they ease up on the control tactics. It’s more effective to engage managers in solving the problem, increase their on-the-job contact with female and minority workers, and promote social accountability—the desire to look fair-minded. That’s why interventions such as targeted college recruitment, mentoring programs, self-managed teams, and task forces have boosted diversity in businesses. Some of the most effective solutions aren’t even designed with diversity in...
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