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Forms of Discrimination Against Women

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In most states, 25 years ago, a woman couldn't sign an apartment lease, get a credit rating, or apply for a loan unless her husband or a male relative agreed to share the responsibility. Similarly, a 1965 study found that 51 percent of men thought women were "temperamentally unfit for management" (Christopher 5). There can be no doubt that we have progressed a long way from these ideas in the last quarter century. However, it is also unquestionable that women in the work force, even (or perhaps especially) those in top management, are still discriminated against.

In this paper we will address some of the forms this discrimination takes, such as the differences in professional status, management level, and earning capacities for male and female executives. We will also examine two significant court cases involving sex discrimination in upper level management as illustrations of what kind of legal remedies are currently available.

Anyone who thinks sex discrimination is a thing of the past only has to ask Muriel Kraszewski or Ann Hopkins to learn differently. Muriel Kraszewski worked for State Farm Insurance Company for 12 years and was the leading candidate for an important promotion. She was denied the promotion because, her employers said, she had no college degree and was too much under the control of her husband. Kraszewski sued the company and won her case, after a nine year battle, in late January 1988. She was given what may be the largest sex-bias award in

. . .
l number of women have achieved high rank in almost every field at this point, it remains a sad fact that the majority of women in top management positions are in fields that are either associated with women directly, or that are associated with stereotypically female skills. For instance, the fashion and cosmetics industries have a larger than usual percentage of women in positions of power, including a good number of female CEO's like Estee Lauder and Gloria Vanderbilt. Similarly, areas such as human resources and public relations have more than the average number of women managers because they require the traditional female qualities of good interpersonal skills, persuasion, and diplomacy (Mancini 661). If a woman wants to excel in a traditionally male field, her best chance is to start her own business. This is probably one of the major factors in the dramatic rise in the number of female entrepreneurs we have witnessed in the last decade. Many women have begun to recognize that in order to become the head of a major company they might as well start out as the CEO and build the company around them rather than waiting for an already existing company to make them its CEO (Walker 140). If, however, a woman decides that sh
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Approximate Word count = 2216
Approximate Pages = 9 (250 words per page)

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