Gender Issues in Business
This is an excerpt from the paper...
As increased numbers of women have entered the workforce over the past decades, increased number of women have advanced to supervisory and managerial ranks. While there is considerable controversy over the "glass ceiling" which ostensibly keeps women from the highest levels of management, women are now commonplace in many organizations at lower and middle levels of management. The increased numbers of women in management has focused attention on the differences between the way that men and women manage, and the differences in which men and women respond to being managed.At a manufacturing company with which I am familiar there is only one woman manager; she is responsible for accounting and human resources in a company which employs approximately 50 individuals. All of her subordinates save two (there are eight positions reporting to her) are women and she reports to the chief financial officer, a man. When there are conflicts in the accounting department, meetings are held behind closed doors and no employee has, in the memory of other employees, been reprimanded or sharply corrected in the presence of others. In other areas of the company, this does not hold true. This manager also documents events (both positive and negative) and refers to the documentation when presenting formal reviews. In addition, the women in the accounting department have, when questioned, noted that their supervisor does touch their shoulders or arms when speaking to them on oc
. . .
the resources more than R&D.
"Dammit, Gary," said Moe, his voice rising, "your people just eat up resources without contributing to the bottom line. We bill out our time at $125 an hour and we're able to produce the revenue that funds your project."
"Right, Moe," replied Gary, his voice also loud. "Without your department there would be no ABI. What you don't understand is that in this country, we don't just worry about the present, we invest in the future. My projects ensure that we'll have something to sell six months, a year, two years from now. I should get the new programmer."
"There is no f--king way you should get the programmer. I can bill out his time right now. He'll be spending a lot more time coming up to speed if he works for you."
"That's not true, Moe, and you know it," countered Gary. "You can't bill out his time before he learns the product."
At this point, the president interjected. "Why don't we bring on the programmer and have him divide his time between the two departments? That way, he'll be able to learn the product and work on future development while we bill out some of the more routine custom tasks." Although the president veiled his request in the form of a question, all present understood th
. . .
Some common words found in the essay are:
Gender Issues, James ABI, Gary Moe, Gordon Whelan, Gary Gary's, Traditionally James, Western European, Moe Gary, SPC Moe, Iranian Gary, increased women, moe gary, herman 1996, due lack familiarity, abi computer software, company president, haines 1998, due lack, hemphill haines, computer software company, direction company, shoulders arms speaking, larsen 1997, gordon whelan 1998, final decision,
Approximate Word count = 2420
Approximate Pages = 10 (250 words per page)
More Essays on Gender Issues in Business
|