View
131
Download
1
Category
Preview:
Citation preview
ARTICLE REVIEW
Submitted by: GROUP-1, SECTION-APADMANIHARIKAISHASIRAJGAURANGSAURABH
WHAT’S HOLDING WOMEN BACK?
BARRIERS TO ADVANCEMENT
• Based on a survey conducted by CATALYST, a research and advisory organization committed to advancing women in business.[2003]
• The article is about the challenges women face in advancing to the highest levels of corporate leadership.
OBJECTIVE
• To understand the reasons for slow rise of women into senior line positions like chairman and CEOs.
METHODOLOGY
• Catalyst surveyed Fortune1000 CEOs and women executives at the vice president level and above.
FINDINGS
• Exposes some of the deep disparities between female executives’ and CEOs’ perceptions about the barriers to women’s advancement.
• There are a multitude of individual, cultural, and organizational factors that executive women feel block heir advancement.
BARRIERS CITED BY RESPONDENTS [Agree or strongly
agree] FEMALE
EXECUTIVES
• Exclusion from informal networks [77%]
• Stereotypes about women’s roles and abilities[72%]
• Lack of mentoring[63%]• Lack of role models [68%]• Commitment to personal
or family responsibilities.[67%]
CEOs
• 43%
• 51%• 49%• 49%
• 35%
FEMALE EXECUTIVES• Failure of top leaders to
assume accountability for women’s advancement.[68%]
• Lack of opportunities for visibility [51%]
• Ineffective Leadership style[16%]
• Lack of skills to reach senior levels[13%]
CEOs
• 58%
• 35%
• 31%
• 24%
• Although three-quarters of women respondents were within two reporting levels of the CEO, stereotypes about women’s abilities still persist.
THE BARRIER ON WHICH BOTH AGREE
• Lack of general management or line experience.
WHY WOMEN DON’T RISE INTO SENIOR LINE POSITIONS?
• Women aren’t aware that such positions are open to them.
• They may be discouraged from pursuing these roles by colleagues and superiors.
• Women simply aren’t on the slate when succession decisions are made.
THE INDIAN CONTEXT
• There are women who have taken on the entire world-Indra Nooyi, CEO, Pepsico, Naina Lal Kidwai, MD, HSBC India, Pragya Raman, group executive president of Aditya Birla Group- to name a few.
• It is also estimated that women entrepreneurs presently comprise about 10% of the total number of entrepreneurs in India, with the percentage growing every year.
• Despite all this feel-good news, Indian companies seriously lack women in senior management roles.
• According to a study[2006], only 26.1 percent of the listed companies (392 of 1,500 firms) have a woman on their boards.
• Out of the 278 directors on the BSE Sensex companies, there are only 10 women directors.
• Apart from this, women executives in India earn 40 percent less than what men earn over their entire career.
• Even when compared to global counterparts, corporate India stands below average.
• Only 36 percent of Indian companies have women holding senior management positions as compared to 91 percent of companies in China.
THE DOUBLE BIND FACED BY WOMEN
• A research shows that when a woman is assertive and takes charge, people often react negatively, but if she fulfils the prescribed stereotype of being a kind and gentle woman, she may be regarded as a poor leader.
THE CHANGING SCENARIO
• Some of India’s top companies are now giving specific mandates to head-hunting firms to fill middle and senior management roles with women candidates.
• Bharti Enterprises and American Express have mandated their recruitment agencies to have a certain percentage of women candidates at the interview stage.
• While American Express asks for at least one-third representation among those appearing for job interviews, it is 25-30% for Bharti Enterprises.
• These efforts of promoting diversity are being appreciated in the corporate world.
INFERENCE
• Glass-ceiling metaphor is oversimplified.
• Glass walls [Lateral barriers] exist : Limit women’s job potential almost from the beginning of their careers.
• Main problem: Top leadership’s failure to ensure that women get the profit-and-loss experience.
WHAT NEEDS TO BE DONE
• Aggressive and effective efforts to change business-culture norms and move women into leadership roles.
• The CEO should build a strategic vision and business case for gender diversity.
• Set concrete goals to meet the commitments.
• Hold management accountable for achieving diversity goals.
• The families of ambitious women should support them in pursuing their careers. The so called family burden being shared by both the partners equally.
CONCLUSION
• The change is underway, albeit slowly.
THANK YOU
Recommended