The first few years on the job: Women in management

Rosen, Benson; Templeton, Mary; Kichline, Karen

doi:10.1016/0007-6813(81)90021-5

Cited by 31 publications

(13 citation statements)

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“…Some recognize that they are different: women possess special qualities which make them suitable managers (Grant 1988;Brockbank and Airey 1994), and have different leadership styles (Davidson and Cooper 1987). Others suggest women and men are not significantly different in their managerial practice (Ferber, Huber and Spitze 1979;Donne11 and Hall 1980;Powell 1990; Colwill and Vinnicombe 1991; Alban-Metcalfe and West 1991), work attitudes (Brief and Oliver 1976), career commitment and ambition (Alban-Metcalfe 1989; Rosen, Templeton and Kichline 1981), personalit!, responses to work and overall effectiveness (Dipboye 1987;Morrison, White and Van Velsor 1987;Adler and Izraeli 1988;Powell 1990). These studies indicate that the negative evaluations of women's management potential are unwarranted.…”

Section: A Glass Ceiling Prevents Women's Equal Ascent To Senior Manamentioning

confidence: 95%

Female and male managers – equal progression?

Broadbridge¹

1996

The International Review of Retail, Distribution and Consumer R

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Retailing is a labour-intensive industry, and one which relies heavily on the employment of women. The gender and occupational structure of one major mixed retail company is analysed. This reveals that men and women occupy different positions within the company structure. Although recruited equally to management trainee positions, the evidence suggests women in retailing may be encountering a glass ceiling. Achieving senior management positions is clearly more difficult for women than men. Some explanations for the lack of women in retail management are proposed and among the strategies to enable their more equal participation are: readdressing personnel policies, recognizing the benefits of women's values and management style to the company, identifying training needs to allow women to pursue management careers successfully and flexible working at all levels within the company. T o be successful it is crucial these strategies are supported by top management.

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Section: A Glass Ceiling Prevents Women's Equal Ascent To Senior Manamentioning

confidence: 95%

Female and male managers – equal progression?

Broadbridge¹

1996

The International Review of Retail, Distribution and Consumer R

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“…For example, in Fernandez' (1981) study, 40 percent of the managers believed that many minorities, and 44 percent believed that many women, have a much harder time than white men in finding a mentor. Similarly, Rosen et al (1981) found that more male managers (62 percent) than female managers (50 percent) felt that there was someone in the organization who had taken a special interest in their careers. Dreher & Ash (1990) surveyed 440 business school graduates about their mentoring experiences.…”

Section: Mentoringmentioning

confidence: 99%

“…There is some evidence that female as well as minority managers may feel excluded from informal relationships with their white male colleagues. For example, Rosen et al (1981) found that more than 60 percent of female managers felt that they had been excluded from the "informal organization." In addition, women reported significantly fewer interactions with their supervisors than men.…”

Section: Networkingmentioning

confidence: 99%

“…Their male colleagues, on the other hand, reported that they were out making contacts, forming coalitions, and increasing their visibility within the organization (Rosen et al, 1981).…”

Section: Behavioral and Attitudinal Implications Of Power Differencesmentioning

confidence: 99%

“…Interactions with other managers or superiors can provide feedback that facilitates career development (Rosen, Templeton, & Kichline, 1981), and information and contacts that reveal career-enhancing opportunities (Fernandez, 1981). Since general management is the point at which managers are either admitted into the "club," or excluded if they lack the proper background, image, sex, and so forth (Morrison et al, 1987), exclusion from informal networks is a potential barrier to the advancement of minorities and women.…”

Section: Networkingmentioning

confidence: 99%

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The Glass Ceiling: Potential Causes and Possible Solutions

Dugan¹,

Terner²,

Tagliarini³

et al. 1993

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Publc ,-saqbuude lt USE CblIUUOA~ to =IOMIO toMorI nowhCS V oftU est u gnw. 10101IM" 05W tie for ritinir"~ matw. Approved for public release; distribution is unlimited. ABSTRACT (Maxumum 200 wonS)Identifying barriers to advancement in its civilian workforce for women, minorities, and the disabled is a continuing concern for the Department of the Army. This literature review focuses on three potential causes of underrepresentation of minorities and women in the management ranks; lack of data on the disabled precluded treatment of this subgroup.The three causes of underrepresentation are systemic barriers, stereotypes and biases, and group differences.Systemic barriers are widespread policies and practices that perpetuate discriminatory treatment. Stereotypes and biases are thought to underlie the belief that minorities and women are not suited for managerial jobs.Individlual factors and group differences refer to the extent to which individual deficiencies, common to members of a subgroup, are responsible for underrepresentation of women and minorities in the management ranks. Based on findings in the literature, the report suggests avenues for future research on barriers to advancement within the Army and highlights methods that might reduce such barriers. Army Project Number Mhnpomr and Peronnel 20263007AMh2Approved for public relsme; disatbulon Is u nmled. il FOREWORDA recent review of the Senior Executive Service (SES) program in the Department of the Army concluded that more attention is needed in preparing candidates at grades 13, 14, and 15 for SES appointment. The review also concluded that the representation of women and minorities is disproportionately small at higher management levels. To explore possible reasons for this result, the Army has initiated a study of the "glass ceiling." The glass ceiling is an invisible barrier based on attitudinal and organizational bias that prevents minorities, women, and persons with disabilities from advancing into mid-and senior-level management The Department of the Army wishes to initiate a glass ceiling study to identify barriers to advancement for women, minorities, and the disabled in its civilian workforce. As a first step in this study, the U.S. Army Research Institute for the Behavioral and Social Sciences was tasked to survey the glass ceiling literature for the Deputy Assistant Secretary, Military Personnel Management and Equal Opportunity Policy. This report is the product of that literature review. Procedure:The literature review focused on three potential causes of the glass ceiling: systemic barriers; stereotypes and biases; and individual factors and group differences. Systemic barriers are widespread policies and practices, both formal and informal, that perpetuate discriminatory treatment of women and minorities. Stereotypes and biases are thought to underlie the belief that minorities and women are not suited for managerial jobs. Individual factors and group differences refer to the extent to which individual deficiencies, common to members of a su...

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Sex Differences in Responsiveness to Organizational Career Management

Pazy

1987

Human Resource Management

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This is a study of differences between women and men in their responsiveness to formal organizational career management. Questionnaire data from 272 men and 101 women were analyzed. It was found that women's individual career variables were mostly similar to men's, but their responsiveness to organizational career management was higher than men's. Women's career effectiveness (performance, attitudes, identity, and adaptability) and career planning increased when the level of perceived organizational career management was high. The sex difference remained even when the effects of two other responsiveness‐reducing factors, managerial position and tenure, were controlled. The results are interpreted in terms of women's cognitive construction of organizational reality. It is suggested that human resource managers have to distinguish between two different objectives: enhancing women's effectiveness vs. enhancing their career progress. To attain the first objective, formal career management systems should be developed. To attain the second, it is argued that women need to relate differently to the informal organizational system.

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The first few years on the job: Women in management

Cited by 31 publications

References 0 publications

Female and male managers – equal progression?

Female and male managers – equal progression?

The Glass Ceiling: Potential Causes and Possible Solutions

Sex Differences in Responsiveness to Organizational Career Management

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