In the End Women Are Too Weak for Management
IN THE END WOMEN ARE TOO WEAK FOR MANAGEMENT?
Gender issues within Organisations.
ODUM Uchechukwu Azubike.
12398408
There is a general saying which is very common amongst industrious women which states thus; “what a man can do, a woman can do even better”. A publicly reverberating affirmation, perhaps to correct the impression that apparently clouds professional viewpoints on the effectiveness and relative success of female versus male managers, probably stemming from women around the world who have shown themselves to be exemplary in areas where the men folk have failed.
The time immemorial argument geared towards identifying which sex is stronger has been a resonant issue throughout society. In Christendom on the one hand, teachings of the early church as documented in the first letter from Apostle Paul to Timothy advocated “Women should learn quietly and submissively. I do not let women teach men or have authority over them, let them listen quietly” (1 Timothy 2:11-12a, NLT). On the other hand, St Peter reinforcing and contradicting these views suggested "In the same way, you husbands must give honour to your wives. Treat your wife with understanding as you live together. She may be weaker than you are, but she is your equal partner in God’s gift of new life. Treat her as you should so your prayers will not be hindered." (1 Peter 3:7, NLT). Furthermore, in biology it is argued that men by virtue of their anatomy possess superior physical capabilities to women. However, research findings suggest that male fetuses are more likely to develop complications during the mother’s pregnancy, carry a greater risk of premature delivery and in adulthood are more vulnerable to infection and are less able to withstand diseases (Glezerman, 2009).
This long-running argument, finding its way into management and professional life suggests that men are better managers based on the assumption that women are not as interested and effective as men in handling leadership and
Gender issues within Organisations.
ODUM Uchechukwu Azubike.
12398408
There is a general saying which is very common amongst industrious women which states thus; “what a man can do, a woman can do even better”. A publicly reverberating affirmation, perhaps to correct the impression that apparently clouds professional viewpoints on the effectiveness and relative success of female versus male managers, probably stemming from women around the world who have shown themselves to be exemplary in areas where the men folk have failed.
The time immemorial argument geared towards identifying which sex is stronger has been a resonant issue throughout society. In Christendom on the one hand, teachings of the early church as documented in the first letter from Apostle Paul to Timothy advocated “Women should learn quietly and submissively. I do not let women teach men or have authority over them, let them listen quietly” (1 Timothy 2:11-12a, NLT). On the other hand, St Peter reinforcing and contradicting these views suggested "In the same way, you husbands must give honour to your wives. Treat your wife with understanding as you live together. She may be weaker than you are, but she is your equal partner in God’s gift of new life. Treat her as you should so your prayers will not be hindered." (1 Peter 3:7, NLT). Furthermore, in biology it is argued that men by virtue of their anatomy possess superior physical capabilities to women. However, research findings suggest that male fetuses are more likely to develop complications during the mother’s pregnancy, carry a greater risk of premature delivery and in adulthood are more vulnerable to infection and are less able to withstand diseases (Glezerman, 2009).
This long-running argument, finding its way into management and professional life suggests that men are better managers based on the assumption that women are not as interested and effective as men in handling leadership and
References: Adler, N. (1987) ‘Women in Management Worldwide’, International Studies of Management and Organisations, 16. Pp3-32 definitely Adler, N Bartsch, R., Burnnet, T., Diller, T. & Rankin-William, E. (2000) ‘Gender representation in television commercials’, Updating an update. Sex roles, 43, pp. 735-743; Bass, B., Avoilo, B Bertz, R., Judge, T., Honeycutt, T. & Ronen, B. (1997) ‘Family friendly human resources policies, salary level, and salient identity as predictors of organisational attractiveness’, Journal of Vocational Behaviour, 50, pp.271-290 Broderick, R Divorce Statistics collection, (2005) [Online] http://www.divorcereform.org/mel/awomensocialrole.html Dwyer, C Eagly, A. (1987) ‘Sex differences in Social Behaviour: A social role interpretation’, Hillsdale NJ, Erlbaum. Eagly, A. & Johnson, B. (1990) ‘Gender and leadership style: A meta-analysis’. Psychological Bulletin, 108, 233-256 Eagly, A., Makhijani, M Eze, N. (2004) African Industrial and Organisational Psychology: Lagos, Pumark Press Glezerman, M Harris, G. (2004) ‘Women’s Role in International Management’, In A. Harzing & J. Van Ruysseveldt (Eds) International Human Resource Management. London, Sage Herzberg, F., Mausner, B., Peterson, R & Capwell, D International Civil Aviation Organisation [Online] (http://www.icao.int/Hyperdocs/display.cfm?V=2&name=C-WP%2F12996&Lang=E International Labour Office (2004) Breaking through the glass ceiling [online] http://www.ilo.org/dyn/gender/docs/RES/292/f267981337 Jacobs, J. (1999) ‘The sex segregation of occupations: Prospects for the 21st century’. In G. N. Powell (Ed) Handbook of gender and work. Thousand Oaks, CA. Sage Kling, K., Hyde, J., Showers, C., & Buswell, B Konrad, A., Ritchie, J., Lieb, P. & Corrigall, E. (1998) ‘Men’s and woman’s definition of good jobs’. Work Occupations, 25, pp168-194 Martinez, M Powell, G. & Graves, L. (2003) Women and Men in Management, 3rd ed, London Sage Powell, G Ragins, B. & Sundstrom, E. (1989) ‘Gender and power in organisations’, Psychological Bulletin. 105. pp 51-88 Roos, P Sadker, M. & Sadver, D. (1994) ‘Falling at fairness: How American schools cheat girls’. NY, Charlie Scribner’s Sons Singh, V & Vinnicombe, S Vinkenburg, C., Jansen, P. & Koopman, P. (2000) ‘Feminine leadership- A review of gender differences in managerial effectiveness’, In M. Davidson & R Bruke (Eds) Women in management: current issues Vol. 2, London, Sage White, B Marshal, J. (1984) Women managers: Travellers in a Male World. London Wiley Schein, V Vinnicombe, S. & Singh, V. (2002) ‘Sex role stereotyping and Requisites for successful top managers’, Women in Management Review, 17(3), pp120-130 Verma, A & Stroh, L