Breaking the Glass Ceiling

Politics and human race rights constitution effectuate break through alterd signifi coffin nailtly throughout the second half of the ordinal century, nonably in congenator to attitudes well-nigh race, gender, and sexuality, and although they have nurtured a contingent vision of social justice. Unfortunately, not tout ensemble the occupations of constitute opportunities at the blend in have been actd. For female employees, chicken feed capital constitutes great opportunities to be as treated and protected (to just about(prenominal) extent).During half a century, geological fault nut pileus policies have proved their effectiveness, that outhousenot abolish gender and racial inequalities. For this reason, readiness and promotion activities as a part of breakout folderol jacket policies are rattling for successful organizational per actance. The significance of breaking render cr induce policies is that it gives wo men opportunities to be promoted and advancedly paid, occupy high administrative posts according to their skills and professionalism.Findings were provided by Federal Glass Ceiling Commission and revealed that 95 percent of senior level managers are men and of that 95 percent, 97 percent are discolor. And of the five percent of these managers who are women, tot all in ally 5 percent are minority women (Redwood, 1996). In spite of the concomitant that equal opportunities policies have implemented for decades and women occupy 44 percent of the total persons occupied in executive this category is extremely broad, and women are grossly underrepresented at the top executive positions of Fortune 500 corporations (Jackson, 2001, p.30). To over come these feasible threats organizations should conduct programming of specific human resources activities, based on personal information and human capital policies. The problem is that many women are strip their right to occupy high administrative position. The sine qua non o f breaking folderol detonator is received by dominance by white males in American consortforce. At the beginning of the XXI century they occupy the majority of managerial positions and many of the more than master(prenominal) blue-collar stage businesss. The procedure of women is to occupy overthrow-paying positions.On the slightly different hand, women racial minorities found considerable barriers to entering the labor market at the higher paying levels. Following Chaffins et al (1995) candy ceiling is the form of discrepancy has been depicted as a barrier so discriminating that it is transparent, yet so strong that it prevents women and minorities from moving up in the commission hierarchy (Morrison & Glinow, 1990 cited Chaffins et al 1995, p. 380). The water ice ceiling has been evident in both position and pay deep down organizations (Frieze et al. , 1990 cited Chaffins et al 1995, p. 380).In general, field applesauce over ceiling means the invisible bar rier for women and minority groupings that prevent them to be ordained to high administrative and managerial positions. Glass ceiling is a presage of a big problem of equal opportunities and discrimination at work, and a part of salmagundi trouble. Equal opportunities policies play a major and act type in the lives of nation, especially with the growth of large-scale business organisations and the dissociate of ownership from counsel. Organisations of one form or an separate are a necessary part of a society and serve many important needs.The decisions and actions of steering in organisations have an increasing disturb on individuals, other organisations and the community. It is important, thitherfore, to get a line the role of equal opportunity policies and the pervasive influences which it exercises over the behaviour of hoi polloi. Heated discussions invade the role of glass ceiling in organizational development and its jolt on HR prudence. Discrimination on the g rounds of sex or national status is unlawful, and has to be overcome in the work spatial relation (Morrison, 1994, 72).The necessity of breaking glass ceiling policies is an issue of the day, because women and minoroties are discriminated in many aspects of our life and work. The selection process in particular directly discriminates amongst people in outrank to offer the reward of a job to one but not the others. Certain forms of discrimination are welcome but others are not, and have been made unlawful. drop deadical Area Legislation, wilful codes of practice and par initiatives have allow fored in some increase towards equality of treatment for women, but there remains inescapable evidence of continuing discrimination.More upstart approaches of the business case for breaking the glass ceiling, the economics of equal opportunities, the valuing and managing of diversity in organisations, and the mainstreaming of equal opportunities are a response to the in fitting progre ss made so. The main problem is that women do not have a chance to rich high management and administrative positions in some organizations that deprived them from challenges to achieving recognition, promotion and resulted in discriminating policies. The article by doubting Thomas R. Miller and Mary A.Lemons Breaking the glass ceiling lessons from a management pioneer describes a personal example of Lillian Gilbreth (1878-1972), and difficulties based by this charr based on gender discrimination. This article shows that there is a necessity of breaking the glass ceiling strategies because there are al ways certain(prenominal) groups in any society that are discriminated against unfavourably due to the prejudices and preconceptions of the people with whom they have to deal. Lillian Gilbreth was one of the charr faced by glass ceiling at the beginning of her career.The authors inform that preconceptions were sometimes verbalised, and the male managers and executives hold ining th ese preconceptions were incognizant of the way that they saw and judged things and people, especially women employees. Lillian Gilbreth had to prove that she was worthy high managerial position functional hard for years and had to complete more work than male employees had to do. The authors portray that this glass ceiling policies within organizations went deep, and in relation to women concerned challenging a system of institutional discrimination and anti-female learn in the prevailing stopping point.The another article Designing Women A qualitative Study of the Glass Ceiling for Women in Technology written by Mary A. Lemons , Monica J. Parzinge represent an provokeing problem concerning the role of women in engineering and technology management, and dominant role of men in this sphere. The statistical results from IT pains suggest that In 1971, the female portion of computer systems analysts and other specialists was only 9%. By 1990, this proportion had jumped to 35%. In 1 996, the Department of mercantile system noted a decline in the proportion of females to 30% (Foster, 2000, cited Lemons, Parzinge, 2001, p.4). The authors explain that males culture is important in two ways in glass ceiling first, in respect of the whole range of approaches to cultural diversity, organisational culture is a determinant of the way that organisations treat women. Breaking glass ceiling tended to concentrate on behaviour and, to a small extent, attitudes, whereas management recognise a need to go beneath this. Glass ceilings for women in IT results in lack of construeing between male and female employees and prejudices towards the role of women in information technology field.However, these preconceived ideas influence the actions of the people who hold them, and the way they deal with others. The effects of this can be larnn in the usage arena, as this is inextricably linked with discrimination in the rest of society. These offer some useful perspectives and pra ctices, although the key concepts also raise some issues and concerns. In the article, The glass ceiling are women where they should be Stephanie Chaffins et al raise a motility concerning biased perception towards women and stereotypes that influence decision making of executives.In essence, women are working in occupations which reflect their perceived role in society, and are by and large found servicing and caring for others. It is recognized that many organisations are adopting breaking glass ceiling policies and are disadvantageously examining whether they are fulfilling the potential of all their staff. The interrupted pattern of womens avocation therefore decreases the incentives for both women and employers to engage in their training. Although this may explain the position for some it does not explain the position of women who do invest their time in procreation and training.Neither does it explain the disparities in cyberspace which exist between men and women whe re neither have committed themselves to education and training The article Breaking the glass ceiling African-American women in management positions by A. Mitra the author unveils another important issues of double glass ceiling policies gender and racial discrimination. This article reveals disturbing results and shows that among supervisors with a high school and college education, black women earn lower wages than black men even after controlling for detailed background, personal, and human capital characteristics.The lower earnings of black female supervisors can partly be attributed to the fact that they are segregated in predominantly female jobs (Mitra, 2003, p. 67). These facts suffice to understand the causes and reasons why women cannot achieve high managerial position at the aforesaid(prenominal) as men employees and factors that prevent them. From the managerial point of view, disadvantaged groups, who have already been identified, are women, people from other racial b ackgrounds, disabled people and older people, and in the USA there is legislation protecting the employment rights of the first three of these four groups.Causes Taking into narrative the information mentioned above, it is evident that glass ceiling has deep roots and requires special programs and policies in order to provide equal opportunities for women and racial minorities at work. The main caused of glass ceiling is prejudices against female wit, lack of recognition and discrimination. The fact that prejudices has been interpreted seriously by organizations despite initial ridicule, especially in the popular press, suggests that womens liberationist concerns have become more publicly acceptable.There are other signs of reactivity to feminist criticism for example female wit. Though there is disturbing evidence that only a small minority of women heart able to report discrimination at work based on low recognition and appraisal. It should, however, be framed so that it is ea sy to fall from it policies on these and other aspects of conduct at work. It should also provide a theme on which to build training on such problem themes in a way which is convincing even to people who competency otherwise consider them to be matters only for campaigning special interest groups.Cultural values and traditions supported by years of discrimination form _or_ system of government towards women is other cause of glass ceiling. There has been a significant shift in attitudes towards greater acceptance of equality, despite abundant evidence of continuing prejudice, inertia and discrimination and there are indications of a greater willingness to respond sympathetically to women scathe sexual harassment or physical violence from men. But the role of groups and individuals committed to achieving equal rights and fair treatment is clearly still essential.It translates into a syndrome that people who do the hiring feel most comfortable hiring people who matter like them. (Redwood, 1996). The other important facts represent by Rene Redwood who suggests that the underlying cause for the existence of the glass ceiling is the perception of many white males that they as a group are losing losing competitive advantage, losing control, and losing opportunity as a direct consequence of inclusion of women and minorities (Redwood, 1996). The mental picture of women as a weak member of society and housewife earns a negative image of an employee able to manage effectively.In addition, economic position of many women has deteriorated, some cosmos forced to accept lower wages and many losing protection of their rights at work. High unemployment, changing job patterns policies have meant that the position of working-class women has tended to worsen. This cause Rene Redwood calls societal barriers, which accept a supply barrier connect to educational opportunities and the level of job attainment (Redwood, 1996). Lack of training and promotion is also a cause of glass ceiling. Performance deficiencies can result from lack of women training which is closely connected with lack of skills.Many companies do not propose equal training facilities for female and male supposing that women are more likely to leave job for looking after the children than men, so they see investments in female employees unnecessary and ineffective. Solutions If organizations do not take actions and do not implement appropriate policies aiming to break glass ceiling they can face with strong feminists movement and equal right movement. Also, female employees can organize antidiscrimination campaigns in order to protect their rights and equal opportunities.Also, glass ceiling deprives organizations from highly skilled work force and high qualified professionals. Women can leave an organization if they do not promote for a languish time and face with discrimination policies. Today, the debate concerns the action that should be taken to alleviate the disadvantages of women. One company supports legislative action, while the other argues that this will not be effective and that the only way to change basically is to alter the attitudes and preconceptions that are held about women. However, there have been some efforts to change attitudes directly in addition to this.The major reason for breaking glass ceiling can be explained by the fact that discrimination against motley groups in an organization has been made unlawful and legislation designed to turn away discrimination have been introduced, but they cannot solve all the problems arisen at the work place, and glass ceiling exploited by managers is the only possible way to manage diversity. Also, it was found that Female ways of managing life are practically collapse suited to tomorrows business than is traditional male behavior. (Lemons, Parzinger, 2001, p. 4). The concept of the tuition curve is important in breaking glass ceiling policies.It ascends quickly, showing increasing profic iency. There are various levels in the curve, where a woman is consolidating and developing her friendship. Where a group of persons is trained, the group may set norms which may stop individuals from moving ahead, and therefore it is important to ensure that the group norms are the same as the objectives of the trainer, so that individuals can progress. For managers, it is important to propose equal opportunities for males and female at the workforce avoiding violation of human rights and dignity.A indemnity for promotion is needed and its contents may be all promotions to be made, as far as possible, within the firm the main basis of promotion to be merit and ability. Seniority (often the number of years service) to be considered but not to form the sole reason for promotion opportunities given to all employees to reach the highest grades vacancies be advertised and be kept open to all employees accurate personnel records must be kept and these must complicate grading and merit ratings and other relevant details.These occur from one surgical incision or job to another or both and may solve a number of problems. Clear records are essential to obtain knowledge of the new jobs requirements and the qualities needed for it. The employee, or department head, may have pass the transfer. Care and tact are needed in these postal services. After identifying the development needs of the individual the choice of course must be made. or so firms have noted the waste of money on affirmative action. Nevertheless, this policy deprives individuals to be given an opportunity to use the knowledge gained.The evolution of todays organizations requires a different emphasis on attributes in developing future managers. These attributes include team working, high interpersonal skills, negotiating, consensus management, and the ability to handle several issues or projects at one time (Lemons, Parzinger, 2001, p. 4). Breaking glass ceiling policy cannot be considered in isolatio n from the remuneration policy. Wages may account for up to 80 per cent of total costs in some industries.The objects of a policy of remuneration are to attract and retain sufficient staff of the required calibre to meet the organizations objectives to provide staff with incentives for better work to have a policy which is logical and consistent, easily intelligible and flexible. After objectives, policies and priorities have been determined, the methods of remuneration to be used to achieve them should be considered, i. e. job evaluation, merit rating, incentive schemes and fringe benefits. ReflectionWomen with a high exertion motivation may perceive that successful performance is caused by their own internal forces, and their ability and effort, kind of than by the nature of the task or by luck. An employee (and woman as well) may expect promotion as an outcome of a high level of contribution in help to achieve an important organisational objective. They determine the perceived equity of their own position. Feelings about the equity of the exchange is make believeed by the treatment they receive when compared with what happens to other people.Today, breaking glass ceiling covers a range of approaches and emphases, some snuggled to equal opportunities, some very different. In reality, there remains the dubiousness of the extent to which approaches have really changed in organisations. Equal opportunities in may just be a way of making it more pleasant-tasting in todays climate, may be used to revitalize the equal opportunities agenda. In professional activity and personal leadership these strategy will help to overcome possible difficulties and help to sustain strong position within the company.For academic purpose breaking glass ceiling can be seen as reflective as it deals with people already in the organisation, rather than getting people into the organisation -managing rather than expanding diversity. Many organizations prefer not to invest in wome n, because they are not sure that it will be repaid with interests. Nevertheless, knowledge of these facts will help to find appropriate solutions and consensus in training and promotion activities. For leadership policies, breaking glass ceiling should play a major and continuing role on the organization-employee relations.The decisions and actions have an increasing impact on individuals, other organisations and the community. For HR manager breaking glass ceiling policies will help to have a clear understanding of the side by side(p) concepts of individualism and membership in a group, important of a personality in the group, important to held meetings privately and in public. For a manager and a leader, breaking glass ceiling should involves setting policies, formulating plans, and trying to make the best decisions possible.All this is make in a context of how the organisation as a whole, and the HR manager in particular, see the role of glass ceiling, the environment of the b usiness, and the situation in which it operates. The importance of breaking glass ceiling can be explained by the fact that these policies create an environment which encourages the creativity of all, and enables everyone to work without feelings of insecurity, and without insult. Equal treatment of all employees and absence of glass ceiling is vital in every organization.For future manager nn important priority is to create an environment of trust and shared commitment, and to involve staff in decisions and actions which affect them. References 1. Chaffins, S. , Cangemi, J. P. , Forbes, M. , Fuqua Jr. , H. E. (1995). The Glass Ceiling Are Women Where They Should Be, Education, Vol. 115, p. 380. 2. Jackson, J. C. (2001). Women middle managers perception of the glass ceiling. Women in vigilance Review. Vol. 16, Iss. 1, pp. 30 41. 3. Lemons, M. A. , Miller, T. R. (1998). Breaking the Glass Ceiling Lessons from a Management Pioneer. SAM Advanced Management Journal, Vol. 63, pp. 4-5.4 . Lemons, M. A, Parzinger, M. (2001). Designing Women A qualitative Study of the Glass Ceiling for Women in Technology, SAM Advanced Management Journal, Vol. 66, p. 4 5. Mitra, A. Breaking the glass ceiling African-American women in management positions, Equal Opportunities International. Vol. 22, Num. 2, Feb. 2003, pp. 67-79. 6. Morrison, A. M. , White, R. P. , Velson, E. V. Breaking the Glass Ceiling Can Women Reach the Top of Americas Largest Corporations? Addison Wesley Publishing Company, 1994. 7. Redwood, Rene. The Findings and Recommendations of the Federal Glass Ceiling Commission. Retrieved from http//www