INTERCULTURAL ANALYSIS OF THE "GLASS CEILING"
The "Glass Ceiling" refers to a hidden or unstated barrier to advancement within a corporation (Moshavi, 1998, ENT 2). In her article discussing that issue, Moshavi reported that women and minorities are the fastest-growing group of business owners, and that growth should be attributed to Corporate America.
She cites polls from Catalyst and other women's nonprofits that showed women and minorities were dissatisfied with their corporate jobs. Women cited the "glass ceiling" and lack of challenge twice as often as women whose businesses are more than 20 years old. When women quit their jobs, "top reasons for leaving were, in order: inflexibility; glass-ceiling issues, such as not being valued; unpleasant environment; and lack of challenge. Black women felt far more affected by the glass ceiling and racial discrimination than other groups. Hispanic women had the fewest complaints" (Moshavi, 1998, ENT 2). This paper will analyze those charges by examining two companies within the same industry -- Delta Air Lines and Compagnie Nationale Air France.
Described as "mostly unprofitable" it is clear that the "state-owned French air carrier is changing -- as little as possible" (Hoover's Online). With 46,385 employees and a 1998 employee growth rate of 3.4% the company could hardly be accused of growing.
However, a 27.4% sales growth during 1998 suggested that the company might be doing something right (all figures are from Hoover's Online). A good indication of whether a corporation has a glass ceiling or not can be estimated by a study of the top corporate officers. Air France is controlled totally by men.
The third-largest airline in the U.S., Delta's 70,846 employees help keep it profitable. With an 11.2% employee growth and a 17.2 percent growth in net sales, the company is staying afloat. Two women appe
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