Disadvantage of Male Managers and Advantage of Female Managers - Literature review Example

Reflective Essay: Should companies be forced to have female directors on the board? My part: Disadvantage of male managers" and advantage of female managers Institution Date 1. Introduction The fundamental purpose of our group assignment was to demonstrate the capability of doing research, analyzing and presenting diverse reasons of HRM. In general, the essay assesses an aspect of HRM: Disadvantage of male managers" and advantage of female managers. The paper begins with a clear review on female managers and aims to elaborate and define my contributions during the activity of writing the paper. It also identifies, the merits and demerits acquired through the learning process. On the other hand, the theories surrounding companies being forced to have female directors on the board have been used to discuss my stand on disadvantage of male managers and advantages of female managers. I am of the opinion that it is the most useful experience in my personal development and interests in my area of specialization. The remaining part of the essay is divided into four sections that go hand in hand with the scope of the essay. In this case, section 2 outlines the role of female managers, development and their impact to the firm. The next section identifies what I have learned from the experience of male managers and outlines what should be done in the firm in the future. Section 4 of the paper focuses mainly on identifying the effects that a similar circumstance may impact the organization. The last section outlines the approaches to leadership that might be appropriate for selecting female managers in the firm. The paper concludes with summary remarks of all the aspects that have been discussed in the paper. 2. Female Mangers and a leadership space In discussing why female managers should be incorporated in the company, I have used a number of sources. This entails my personal views, the notes made in my diary and the dialogue between colleagues prior to the time and in the future. Conversely, I have made a decision not to outline the source of my data with an intention of outlining reality to the reader and is part of a desirable feature of qualitative work (Buchanan 2012). Northeastern (2013) suggests that men tend to occupy top and most influential positions in firms whereas women are accorded inferior positions. In the following table (Figure 1), I show my experiences at different levels of the established model. Figure 1: Thomas and Elys learning and effectiveness paradigm. Source: Adapted from Northeastern University (2013) 2.1 Discrimination and Fairness Paradigm I was shocked with the way organizations worked tirelessly to avoid lawsuits by recruiting and retaining women in lower positions as a way of diversifying the job positions. On a personal note, I believed that women were only gaining representation in the middle management ranks and being limited to senior ranks through the recruiting and retention process (Featherby, 2011). The organizations had been trying tirelessly to incorporate affirmative action and corporate efforts to absorb women in the system, but their percentage accounted for less than 10% of Fortune 500 Corporate officers in 2014. Whereas men are considered as the strongest while women are considered as the weakest gender. The stronger people were considered as the most hardworking, calm and quiet while the weaker people were considered as lazy people who do not deserve top jobs (Vinnicombe and Burke 2013). I was very devastated that people can have such a perception towards women during recruitment and appointment process. Yet they are also hardworking, vigil and committed towards meeting the security and justice goals. 2.2 The access and Legitimacy Paradigm I was also disappointed to learn that there is no diversity in terms of understanding customer markets due to gender disparity in the top management. The obstacles surrounding women prosperity to top level management have restrained the firms into corporate advancement. As such, there are constraints imposed upon women by the society, families, employers that limit them in reaching out to new markets. I noticed that the behaviour expectations of the firm regarding the roles of women have also contributed much to corporate mobility and progress of the firm in new markets. For instance, the roles of child upbringing have imposed an extra luggage on women that the organizations take advantage in assigning top positions. In return, they miss out on the new and existing markets that can be explored by women (Braund, 2014). 2.3 Where diversity really works well paradigm As I tried to explore the diversity exemplified by organizations, I noticed that many firms do not understand where diversity works well. This has been brought about by stereotyping and preconditions that organizations have on the abilities of women. The management of many firms belief that men match careers in any corporate environment unlike women. Thus, women do not access line positions that can diversify their skills in executing different roles in the firms. Also, women are excluded from formal channels of communication concerning the operations of the company and the opportunities that are in place for promotion (Bloomberg, 2014). 3. Approach to appointment of female managers to the board of Directors Based on the statistics given in Figure 1, there are a number of positions and areas that I can improve when given the mandate. In this case, I will focus my approach to making appointments of female managers in top jobs according to their merit. I understand that the experience I have gained during my work surveys and analysis serves as a learning tool for major public appointments in employment following my graduation. First, I outline my strategy towards female appointments in public top jobs based on Barsh & Yee (2011) called Mckinsey Survey. The survey outlines that individuals should work together in order to address the issue of inequality in an enterprise, particularly with regard to giving women higher positions in an enterprise. This implies that Careers and jobs are dependent on the ways in which an organization is structured. As such, it is true that an organizational management that is gender sensitive is vital shaping the social, economic, and psychological outcomes of the firm. Also, it is true that female managers also influences trumps in the marketplace as well as efficiency considerations in economic analysis of careers and work. In this case, therefore, the organizational level practices and policies are vital with regard to influencing gender inequality that is based on work. I assumed that Mckinsey Survey meant that the policies should be outlined as follows in Figure 2 & 3 below: From Barsh & Yee (2011) called Mckinsey Survey and my reaction to female appointments in public top jobs, it is evident that my arguments were justified but needed more arguments to outline the facts. This is based on the fact that I had not considered aspects that motivate women at middle management levels to move to the top level management. I noticed that Mckinsey carried out a survey on 2, 500 men and women in different organizations to come up with a clearer understanding of the driving force towards career decisions in men and women (Fineman, 2012). I also learnt that women resign from their respective positions with a strong reason of pursuing personal achievement. However, when a firm realizes the distinctive strengths that women can bring to leadership, it leads to the prosperity of the firm. In general, the desire of women to move to the next level at work is based on their aspiration to to have a leadership role in any organization, desire to be in top management and belief that being in top management is worth the cost. Clarke and Branson (2012) state that allowing women into top management increases their commitment demonstrations and interaction styles. 4. Conflicts & Perceptions of appointing female managers to the board of Directors Given that I have outlined my experience with reference to a number of theories during my learning process of how companies view women management, I will now consider my analysis for organizations facing similar circumstances. In this case, my own experience will entail: perceptions that firm’s management has on women and existing issues in companies (Evensen, 2006). Perceptions of different companies on women’s top level leadership differ in various ways (Prosser 2014). This is evident in 4 different frames of perceptions evident in Table 3.1 below: Perceptions Implications Stereotypes and Preconceptions Negative preconceptions of women’s abilities in corporate Environment Lack of Access to Line Positions There are no positions where women can demonstrate abilities that have a a clear bottom line impact Lack of Careful Planning Women are not delegated duties that can give them a broad experience in senior positions Informal Channels of Communication Women are not well informed about the operations of the firm and available opportunities that can lead to promotion Counterproductive Behaviour Male co-workers have adopted counterproductive ways that hinder progress of women workers Source: Adopted Content from Corporate Leadership Council (2013) My personal perspective towards conflict in leadership among women surrounds stereotyping and preconceptions. I believe men have a mentality that they have diverse aims and objectives than women in a given organization. However, Buchanan (2012) states that in order to determine whether organizations should be forced to have women directors on the board, it is appropriate to use the mental models outlined by Corporate Leadership Council (2013). These can help to understand the deeply rooted and widely held work norms as well as practices that should be gendered. These models stipulate that our minds carry deeply ingrained assumptions and images of ourselves, institutions, other people like glass panes. These frames and distorts our vision in a subtle manner. The mental models are the ones that influence the ways in which we act and see. Since mental models are normally tacit, prevailing below our awareness levels, they can easily be unexamined and untested (Davies, 2005). For instance, mental models are considered normative, making it possible to identify real images as well as behaviour modes that reveal certain beliefs pertaining to success routes, organisational loyalty and commitment, and exemplary behavioural traits. Most of these are normally taken for granted and rarely discussed or questioned. As such, they are considered natural rather than remarkable (Profeta and Aliberti 2014). Additionally, mental models have the potential of manifesting themselves in solid work structures, practices, processes, and daily routines in daily life. These processes can be formal as in the case of performance appraisal tools, or reward systems. They may also be informal, such as commitment demonstrations and interaction styles (Clarke and Branson 2012). Identifying as well as analysing mental models in the perspective of where organizations are forced to have female directors on the board is powerful in the context of facilitating organizational and gender change. Mental models play a vital role with regard to helping individuals to examine the prevailing assumptions, which drive the behaviours, structures, processes, and systems in an organization (Clarke and Branson 2012). Most importantly, it can help organizations to choose certain mental models, which address the dual agenda pertaining to unanticipated negative consequence in the case of both organizational effectiveness and gender equity (Thomson and Graham, 2005). These can then contribute to raising the level of awareness in an organization to determine whether it is appropriate to welcome women directors on the board. This would make it possible for individuals in an enterprise to reflect on the diverse influences affecting both the personal role of women directors in the organization and the organizations ability to meet its objectives (Singh 2012). By considering the issue of mental models when considering whether to support the issue of women directors on the board, the approach interrupts the status quo and offers both men and women revolutionary ways of viewing their company in a systematic as opposed to individual behavioural determinants. Furthermore, mental models naming provides organizational members with a legitimate platform within which they can discuss the diverse issues as well as values that are considered as taboo to the culture of their organization (Singh 2012). To facilitate in uncovering mental models influencing whether to accept women as directors in the board of an organization, it is appropriate of one to consider the diverse aspects governing the culture of an organization (Goodley, 2012). These include exemplary behaviour, unwritten and written success rules, informal or formal work processes, ideal workers, decision-making processes, communication patterns, across and down the hierarchy, reward and promotion systems, evaluation, management and leadership styles (Prosser 2014). It is also appropriate to consider the issues that women encounter when seeking directors’ positions and the entire organization. In this case, it would be possible to identify the structures, behaviours, norms and beliefs that reinforce the issue of forcing organizations to have women directors based on the prevailing inequality in the company. This way, it would be possible to understand the issues limiting the performance and effectiveness of an organization (Thomson 2011). 5. Which Leadership Approach? I think that appointing female managers to the board of Directors is essential to the prosperity of any organization. The appointments may transform dysfunctional aspects of the firm leading to the success of the firm. Also, selecting a promotional approach that is suitable and matches the aims of the firm is an essential step (Vinnicombe & Burke, 2013). Barsh & Yee (2011) outlines that failing to encourage and support women leadership can lead to poor results. This is based on the fact that the role of women in reinforcing macroeconomic growth is based on the positions they have in leadership. Over the years, many authors have tried to define the right path to take in addressing the issues of leadership and forget about the roles of women in the leadership. However, existing studies lack sufficient theorizing regarding leadership in different organizational traits that have significant influence on the issue of forcing firms to have female directors on the board. Additionally, women’s access to leadership matters in an organization are a subject of internal pressure, which influences inequality in the workplace (Economist 2011). Different scholars who are interested in understanding organizational demography emphasize on the processes that generate inequality based on the different ways in which diverse groups in an enterprise are represented. These influence the manner in which particular groups can be sustained or eliminated while allocating resources. Some researchers have stipulated that increasing the representation of women boosts leadership in their organizational standing and reduces inequality. In case women are allowed to occupy top positions in a firm, workplace equality is facilitated since negative aspects of inequality are eliminated (Davies 2005). In general, the true definition of leadership can be outlined in various ways such as: Leadership is a fundamental key towards the growth of organizations. In the process of leadership, there must be a leader and a follower that remains loyal to the leader in meeting the objectives of the firm. In most cases, leadership is expressed through spearheading a firm to achieve its objectives. The table 4.1 below outlines the central features of both styles of leadership as transformational and transactional leadership styles in women. Source: Bass and Avolio (1994) I believe that in Transformational leadership, top leaders should create awareness among all genders in a firm and give women more leadership positions. Transformational leaders should adopt higher levels of moral and ethical standards while selecting and promoting women to top leadership. On the other hand, transactional leadership should upliaft women in the various posts given that various organizations have adopted constructive and corrective transactions in the line of leadership. 1. Conclusion In the essay, I have outlined my experiences in the appointment of female managers to the board of Directors. The fundamental lessons learnt shows that a considerable effort should input in the appointment of women to higher positions in firms to achieve the targets and objectives of the firm. Also, there is need to have a defined leadership point through recruiting and retention process of women to more senior ranks. Also, I have learnt that the issue of forcing companies to have female directors on the board has attracted significant attention among the most developed countries in the world. For instance, it has been argued that those firms that have at least one female director on the board are higher performers unlike those without one. Moreover, it has been revealed that the top performing and profitable companies globally mostly lack female directors on board. Even though more than half of American women are top performers in both school and college, they encounter challenges when competing with men in executive positions, particularly in positions of directors. Additionally, it has been revealed that women are less aggressive as in the case of men when pursing top ranking jobs. They fail to catch up with their male colleagues when in their jobs since they lack sufficient motivation to cope with men. Moreover, men practice discrimination against women in executive positions, as they treat them as inferior. As such, several governments have imposed regulations to force women to add women to serve as directors on the board. However, most of these regulations have not worked as they have resulted to companies firing highly skilled senior directors and add young non-qualified women in order to cope with the regulations. In this case, it is true that companies should not be forced to add female directors on the board, but should be requested and given ample time in order for them to search for the appropriate candidates to fit such positions. As such, the performance of companies would not deteriorate, but advance at a moderate pace based on the unique operational strategies provided by the two genders. References Bass, B.M & Avolio, B. J. 1994. Improving Organizational Effectiveness Through Transformational Leadership. New York: SAGE Publications. Barsh, J & Yee, L. 2011. Unlocking the full potential of women in the US economy. USA: Mckinsey& Company. Bloomberg. 2014, Companies Cant Afford Not to Have Women on Boards, viewed 9 December 2014, . 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Thomson, P & Graham, J. 2005. A Womans Place is in the Boardroom. London: Palgrave Macmillan. Vinnicombe, S. 2009. Women on Corporate Boards of Directors: International Research and Practice, New Jersey: Edward Elgar Publishing. Vinnicombe, S & Burke, R J. 2013. Handbook of Research on Promoting Women’s Careers. New Jersey: Edward Elgar Publishing. Read More