Discusses the findings of a recent study into the development of women managers, in the field of information technology (IT). Addresses the key question as to why few women are entering IT. Provides an insight into the perception of women working in IT, and their role in this``fast-growing'' technological area. Identifies four obstacles ± gender stereotypes and attitudes, family responsibility, working time constraints, and lack of confidence ± that have had a restrictive impact on the careers of female managers employed in this field. Albeit each of these obstacles has an overlap of common characteristics, it was decided that it would be better to explore each in individual context for the purpose of clarity. Also evaluates evidence taken from``personal interviews'' carried out with 46 female delegates enrolled on a specialised IT training course, and 17 female managers from various companies. Uses structured questionnaire to elicit and record this data.
Aims to disseminate the findings of an investigation into the perception of women as managers and the obstacles that they face in the workplace. Identifies the issues and problems faced by women from``multinational corporations'' and the impact of operating across national boundaries. The three key issues are age, gender, and family responsibility. Reports on evidence found from conducting``personal interviews'' and``focus group'' discussions, showing that the ensuing implications have had a significant impact on women in the workplace. Argues that little has changed in terms of employers' perception of working women so far. The study was supported from funds provided via the European Union under the European Social Fund Scheme.
Practical implications -Argues that, to achieve this organizations have to drive home the message that diversity and inclusion are everyone's business. Social implications -Advances the view that a unified approach to diversity and inclusion, which is embedded in the business ethics of the organization, can have a sustainable positive impact on the health and well-being of individuals, business and society. Originality/value -Considers diversity and inclusion from diverse perspectives and draws conclusions that can help organizations to perform better in these areas. Article type: General reviewKeyword(s): Equal opportunities; Diversity; Inclusion; Organizational performance; Corporate culture Diversity and inclusion in the workplace are increasingly accepted as fundamental business tools in today's organizations. This is because businesses are gradually beginning to recognize that their potential to achieve better results is increased when people from diverse backgrounds and perspectives are included at different levels of the organization, including in the decision-making process. However, many organizations still struggle with how to effectively implement a robust diversity and inclusion agenda and embed it into their business plan. The need for effective engagement
Presents the findings of a survey by means of structured questionnaire, interviews and discussions with students on the Returners into Enterprise programme at Middlesex University. Attempts to discover the key issues relevant to women at work, particularly in management. Considers areas such as pay, gender disparity, age and family responsibilities before considering ways to over come these obstacles.
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