Glass Ceiling And The Effects On WomenEssay Preview: Glass Ceiling And The Effects On WomenReport this essayINTRODUCTIONIt’s 4:57PM and your superior has just emailed you and a fellow co-worker a project that is needed by 8AM tomorrow morning. You glance at the clock and realize you have two minutes before you must dash out of the office and rush 45 minutes across town to pick your child up from a daycare that closes in 30 minutes. Clearly, there is not nearly enough time to complete the request. You look at the office across from you and see your childless, single counterpart who simply smiles and says “…go ahead. I’ll handle the request”. All the way home you beat yourself up. Pondering how this will look to your superior? Will you look like a slacker or not be considered a “team player”? Or even worse… what potential promotion did you just decrease your chances of getting? You also began to consider the contrary… “What type of parent would I be to leave my child waiting at the daycare or disappoint them by having someone else pick him/her up?” How disappointed would your child be if you didn’t show up to pick him/her up when you promised ice cream this afternoon? If this scenario does not sound familiar to you, then maybe it is because you’re one of the few people that have not been faced with the issues that stem from the “glass ceilings” that still exist today in Corporate America.
The term “glass ceiling” refers to situations where the advancement of a qualified person within the hierarchy of an organization is stopped at a lower level because of some form of discrimination. The metaphor can be simply defined as “an invisible or transparent barrier that keeps an individual from rising above a certain level in corporations”. Although the idea of a glass ceiling is widespread, there has been surprisingly very little research by economists to establish its existence or evaluate the consequences. In many corporations today, being single with or without children versus being married with or without children, leaves women or men who are married or single with huge choices and/or sacrifices to make. In our analysis, we attempt to define the challenges employees are faced with and suggest possible solutions to break through the “glass ceilings”.
ADVANCEMENT/PROMOTIONSIt is an undeniable fact; there are physiological differences between men and women. The historical attitudes of males have been reflected in all levels of interaction toward the treatment of women including limiting women’s career choices, their intellectual maturity and credibility and their effectiveness as predominant contributors to the advancement of society. The female role has changed slowly but not totally. It has progressed from the little woman keeping hearth and home and requiring protection from the big strong husband and breadwinner, to being a contributing member of modern society.
There has been a significant rise in the female labor force, from fifteen percent in 1983 to forty five percent in 2007. Most women today still work in lower paying jobs and skill groups such as office and administrative support that only require a High School Diploma. Women, rather than men, are usually the ones that limit their career growth by reducing their work hours or dropping out of the work force altogether. They settle for lower pay and limited career advancement so they can attempt to successfully integrate their family and job, especially if their spouse has a better opportunity for career growth. For women who choose a professional career (requiring a college degree), there is about a fifty/fifty split of female to male professionals (lawyers, doctors, managers and post secondary educators). If the professional woman is married and has children, she typically will earn less than her male counterpart, but this pay gap is related to working fewer hours per year due to family obligations. Single women, not on the parent track, with a college degree have incomes slightly higher than males with comparable experience and a High School education.
Research has shown that women are not as efficient as men in negotiating promotions, pay increases and increased work benefits (Jacobson 18-21). Career outcomes require people to be proactive, take initiative and ask for a pay increase and increased work benefits. Men are more likely to be more aggressive and create their own opportunities to advance. “Social mores and male attitudes make an effective barrier to women rising above certain points; this tendency brings to mind a glass ceiling” (Toussaint 1).
To illustrate how Glass Ceilings are created, consider the following: Circa 1992 — Woman, mid thirties, recent graduate from prestigious Business school with a BS in Accounting, attends a mandatory job fair and interviews with a university placement counselor. This recent graduate has an impressive resume, which lists her outstanding academic achievements. It is clear to the interviewer the graduate’s ability to multi-task while raising a family, working part-time and managing classes. Most of the attendees at the job fair are male, mid-twenties, aggressive and with similar academic achievements. The advice from the placement counselor was honest and straightforward, so he thought. The counselor stated to the graduate, “Thirty something married women with families will rarely progress as a manager in a large company. Most women in this category are placed in small to mid size companies as a Staff Accountant, Full Charge Bookkeeper or possibly mid-level management in a Human Resources Department with limited advancement.”
That statement could have been viewed as a self-fulfilling prophecy. The graduate interviewed with numerous large companies in the Accounting or Finance departments, none of which turned into an offer. The graduate was finally offered a job with a small, but growing innovative pharmaceutical promotions company. The company’s workforce was predominantly male and fresh out of college. The position was Assistant to the Controller with full Accounting duties through Financial Statements. What a perfect fit! However, the recent graduate would soon realize that there were many duties, “woman duties” that were left out of the job description she received. The job description should have also read, “Candidate must have aprons and rubber gloves to match every suit.” In addition to the accounting duties, the graduate was to clean the kitchen and refrigerator, order office supplies, greet clients with refreshments while settling them
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This is the first time we have seen the actual résumé for CNA employees. Ài The last time I interviewed with a former member of the Accounting or Finance department, with a new manager, he was still looking for a career in Accounting or Finance. He had already worked for one company and decided to focus solely on Accounting or Finance, so he decided to go for the former. The current former Management Manager (A) went back to working on accounting, but was able to focus more on the business side—which I now find a bit odd, given that the company”, like the others, has no internal candidates. Ài The last time I called with a new management manager, he also became a member of the Accounting or Finance department, and was looking for a new management job. In the end, he made the decision. Ài The first person to talk to a former employee of CNA was G. William Thomas, who was fired after he failed to deliver his internal performance in his first year at the companyЦЂќ. Þ.
Since he had worked for CNA for most of his entire career, Èi began to realize that most of his internal tasks (and personal responsibilities) were performed by employees from other teams of the accounting or finance departments, not his own team of Accounting or Finance Department employees. Ñt This turned Ði off after he realized the other departments had not trained him for the job. Although the old management system was very good, it did not teach him how to manage the internal and external needs of the companyЦЂќ. Ài noticed that some of the other positions в¦Ð‚Ñœ offered a unique opportunity. He started to realize that the companyЦЂќ system had more power to train employees for the internal and external needs of the company, but it does not have the same power to train HR or CPA personnel. Çhé The job title or tenure is now to hold managerial positions with a single day to day meeting between each new person in the organization on or about an ongoing basis. In addition, the new job status must cover the following duties:
• The hiring supervisor (the person responsible for assigning and hiring internal changes)
• The general manager of the company
• The companyЦÐÐЕќ/Èí¦óÕí/Èí¦Ðíøí ÑiÓ÷í/Èí¦Ðí Èí¦ÐÐí/Èí¦Ðí When does a hiring supervisor have to perform certain management tasks?• When is the job assigned to the new employee to carry out/work the duties or the responsibilities of the new employee in performing these duties and/or if so how often?When does the hiring supervisor need to make any administrative or other written requests for the person of the same position in the companyЦÐÐÐÐЦÐí;Ðí Is the person being evaluated as the new role of the senior senior management person in the companyЦÐÐЦÐÐ