Do Men make Better managers than Women?
Do Men make Better managers than Women?
Only in the last century have more esteemed jobs been allocated to women, in light of the women-rights movement. Even though pay between men and women is still unequal and gender discrimination at the workplace is still imminent, the improvement in the opportunities of women to maintain high ranking jobs in the last century has been drastic. However in certain occupations, such as that of the manager, inequality is even firmer, as shown in studies detailing the sex ratio of managers (Vinniecombe and Colwil, 1995). This phenomenon does not advise that men are more suitable managers, as women are especially disadvantaged in more commonly masculine workplaces, like a managerial role. Rise to new managerial styles and a decrease in prejudice towards women may even prove women to be the more effective managers, or at least equally effective, as men.
When it comes to the occupancy of the manager, Women are still more unlikely to hold the position than in other relatively higher job positions, with only about 10 % of management positions in Europe being held by Women, further of those the grand majority lie in the lower management ranks (Vinnicombe and Colwill, 1995). The implication of these figures are either that discrimination is rife in the world of management, or that the qualities that are commonly regarded as necessary for a successful manager are mostly masculine characteristics, including “drive, objectivity and an authoritative manner” (Wajcman, 1998 pg 55). Therefore it would seem that men have a natural advantage to being a strong manager. Nonetheless, in recent times certain developments in organization theory, including human resource management and Japanese management have indicated that a more effective management needs a “softer edge and a more people-orientated approach” (Wajcman, 1988 pg 55). The main characteristics of women are commonly seen as “affectionate, helpful, friendly, kind soft-spoken,
Only in the last century have more esteemed jobs been allocated to women, in light of the women-rights movement. Even though pay between men and women is still unequal and gender discrimination at the workplace is still imminent, the improvement in the opportunities of women to maintain high ranking jobs in the last century has been drastic. However in certain occupations, such as that of the manager, inequality is even firmer, as shown in studies detailing the sex ratio of managers (Vinniecombe and Colwil, 1995). This phenomenon does not advise that men are more suitable managers, as women are especially disadvantaged in more commonly masculine workplaces, like a managerial role. Rise to new managerial styles and a decrease in prejudice towards women may even prove women to be the more effective managers, or at least equally effective, as men.
When it comes to the occupancy of the manager, Women are still more unlikely to hold the position than in other relatively higher job positions, with only about 10 % of management positions in Europe being held by Women, further of those the grand majority lie in the lower management ranks (Vinnicombe and Colwill, 1995). The implication of these figures are either that discrimination is rife in the world of management, or that the qualities that are commonly regarded as necessary for a successful manager are mostly masculine characteristics, including “drive, objectivity and an authoritative manner” (Wajcman, 1998 pg 55). Therefore it would seem that men have a natural advantage to being a strong manager. Nonetheless, in recent times certain developments in organization theory, including human resource management and Japanese management have indicated that a more effective management needs a “softer edge and a more people-orientated approach” (Wajcman, 1988 pg 55). The main characteristics of women are commonly seen as “affectionate, helpful, friendly, kind soft-spoken,
Bibliography: 1. Barreto, M., Ryan, M. and Schmitt, M. 2009. The glass ceiling in the 21st century. Washington, DC: American Psychological Association. 2. Dublin, T. 1979. Women at work. New York: Columbia University Press. 3. Hilden, P. 1993. Women, work, and politics. Oxford, England: Clarendon Press. 4. Meehan, E. 1985. Women 's rights at work. New York: St. Martin 's Press. 5. Vinnicombe, S. and Colwill, N. 1995. The essence of women in management. London: Prentice Hall. 6. Wajcman, J. 1998. Managing like a man. Cambridge: Polity Press. .