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The Development of Female Managerial Roles, Adam Newman

The Development of Female Managerial Roles, Adam Newman -...

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Adam Newman MGT 320 Professor Kalika 10/20/2011 The Development of Female Managerial Roles In today’s progressively globalizing society and economy , gender has become an increasingly important and controversial topic in every organization or institution that requires leadership . These fields include business , politics , religion and education . As organizations and nations prioritize the minimization of gender inequity in national and transnational business it has become a reality that females play a substantial role in the current and future development and growth of our world . Therefore , it is imperative that as businesses expand and cultural barriers are crossed that we fully understand and evaluate the potential implications on productivity and growth and the adjustments necessary to fully integrate women into dynamic purposeful leadership roles . “Women’s participation in the economic activity and in most dimensions of social life has increased considerably and has led to increased feminization of occupations typically considered masculine such as management” (Fernandes & Cabral- Cardoso , 2003) . As managers , females are subjected to substantial stereotyping and adversity , possessing unique and diverse traits and styles that have substantial effects on how organizations that operate globally are internally and externally designed , developed and perceived . The combination of these female managerial differentiators is what will shape the future of business as we know it . Stereotyping and Gender Inequity In order to have a well-rounded understanding of how females in managerial roles effects the framework of global business , it is important to be aware of the many stereotypes and adverse effects females face as managers and as employees who aspire to achieve a managerial or leadership position .
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“The limitations that hinder women’s progresses in organizations are well documented , including the persistence of gender stereotypes , bias in recruitment and selection practices” (Powell , 2000) . These issues can severely inhibit a women’s ability to advance in a company or get a job , be a productive member of a company , or motivate lower-level employees . Although definite progress has been made in the decreasing of the old “glass ceiling” concept , men still tend to have greater access to jobs of higher power , prestige , and pay (especially in politics) . “Masculinity comprises instrumental , assertive , and individualistic traits , whereas femininity comprises expressive , empathetic , and communal ones” (Kirchmeyer , 1998) . Although these descriptions in explicit circumstances may be true , it is impossible and irresponsible to universally state that all women fulfill these traits or to assume that these traits will affect their ability to be a quality manager .
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