Advancement of women in the labour market through Management Development
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Leadership and Management Development programmes in the workplace as a catalyst for the advancement of women in the labour market

Leadership and Management Development programmes in the workplace as a catalyst for the advancement of women in the labour market

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Advancement of women in the labour market through Management Development Presentation Transcript

  • 1. PRIO Communications and Consulting (Pty) Ltd Management Development A catalyst for the advancement of women in the labour market MS SHARON SHAKUNG Director JO'BURG THEATRE COMPLEX Braamfontein - Johannesburg - 12 September 2013
  • 2. Management Development - A catalyst for the advancement of women in the labour market Food For Thought ... “Women who seek to be equal with men lack ambition.” 2 Marilyn Monroe American actress, model and singer (1926 – 1962)
  • 3. Management Development - A catalyst for the advancement of women in the labour market PRESENTATION OVERVIEW  Introduction – the need for a common understanding  The current state of woman advancement in the labour market  The desired state  Critical success factors  Conclusion 3
  • 4. Management Development - A catalyst for the advancement of women in the labour market NEED A COMMON UNDERSTANDING 4 Management Development ...? A catalyst ...? for the advancement of women ...? in the labour market INTRODUCTION
  • 5. Management Development - A catalyst for the advancement of women in the labour market NEED A COMMON UNDERSTANDING Management vs Leadership 5 Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007] [Paperback] Late 1970s (Zaleznick):  A „Manager‟ is a rational, bureaucratic, dutiful, practical and unimaginative dullard  and a „Leader‟ is a visionary, restless, experimental, dynamo The 1990s (Kotter) and early 2000s:  „Management‟ is necessary to bring order, consistency and quality to otherwise chaotic organizations  „Leadership‟ is about preparing the enterprise for change and helping employees cope as they struggle through it. INTRODUCTION
  • 6. Management Development - A catalyst for the advancement of women in the labour market NEED A COMMON UNDERSTANDING 6 Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007]  Less hierarchical; less bureaucratic; less predictable  Capacity to establish strategic direction and to inspire others to follow - is no longer the exclusive preserve of those at the top of organizations  Those with responsibility in the organization - will be called upon to lead … and follow, at different times in their work, irrespective of their job title 21st Century Organisations INTRODUCTION
  • 7. Management Development - A catalyst for the advancement of women in the labour market NEED A COMMON UNDERSTANDING 7 Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007] „Management in the sense of controlling what people do is hardly useful when dealing with knowledge workers. They cannot really be managed. They can only be led.‟ Paauwe and Williams (2001) The Knowledge Worker! Re-defining „management‟ and „leadership‟ - narrowing the divide. INTRODUCTION
  • 8. Management Development - A catalyst for the advancement of women in the labour market NEED A COMMON UNDERSTANDING What distinguishes „development‟ from „training‟? 8 Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007] Job-specific skills improvement in a current job role Development wider-ranging objectives organization seeks to cultivate leadership talent; manager takes on responsibility for life- long learning L E A R N I N G Training INTRODUCTION
  • 9. Management Development - A catalyst for the advancement of women in the labour market NEED A COMMON UNDERSTANDING 9 Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007] Interventions and processes through which the knowledge, skills and abilities of managers are developed, to enhance their performance at personal and organisational levels.  And why is it important? Managers play a pivotal role in an organisation – brokering knowledge, diffusing learning, and manufacturing meaning – their development needs to be taken seriously.  So, what is Management Development? INTRODUCTION
  • 10. Management Development - A catalyst for the advancement of women in the labour market NEED A COMMON UNDERSTANDING 10 A Catalyst...? ... facilitates a change INTRODUCTION  Women – historically overlooked, undermined, oppressed; not only in the labour market, but in many other spheres of life  Progress / move forward  Towards equity & fairness Advancement of Women ...?
  • 11. Management Development - A catalyst for the advancement of women in the labour market Women in Senior Management (Globally)  Women hold one in five senior management roles globally (24%), very similar to the level in 2004 (19%).  Russia, Botswana, the Philippines and Thailand have the most women in senior management (46%-39%); India, Germany and Japan the least (14%-5%).  In the US the proportion of women in senior management has fallen to 17% in 2012 from 20% in 2004.  Globally, 34% of businesses have no women in senior management; and only 9% of businesses are led by women CEOs. 11*GRANT THORNTON INTERNATIONAL BUSINESS REPORT (IBR) 2012 Key findings from the IBR 2012* CURRENT STATE
  • 12. Management Development - A catalyst for the advancement of women in the labour market Women in Senior Management (Globally)  Approximately one in every two people on the planet is female, and yet women hold one in every five senior management roles. 12*GRANT THORNTON IBR 2012 Why do these findings matter?  It has taken forty years for the proportion of women in the mature workforce to rise from 48% to 64%, and yet the proportion of women in top jobs around the world is still very low. CURRENT STATE
  • 13. Management Development - A catalyst for the advancement of women in the labour market Women in Senior Management (in SA)  In South Africa, the overall percentage of women in senior management is 28%, higher than the global average of 24%.  Women constitute 50.9% of the SA population, but their representation in decision- making roles continues to be low.  While the proportion of women on boards of JSE listed companies has more than doubled since 2004, they still represent less than one in six of all members. 13*GRANT THORNTON IBR 2012 CURRENT STATE
  • 14. Management Development - A catalyst for the advancement of women in the labour market Women in Senior Management In SA, corporate transformation is legislated - women are a designated group whose employment, training and development is promoted and protected by law. 14For more about the Grant Thornton study, check www.internationalbusinessreports.com/Reports - 2012, 2013 What is being done...? „The Women Empowerment and Gender Equality Bill‟ Many economies, especially in Europe, are choosing to implement quotas on the number of women on boards. CURRENT STATE
  • 15. Management Development - A catalyst for the advancement of women in the labour market Barriers to Development & Advancement Lack of support structures and development opportunities 15The South African Board For People Practices (SABPP) Women’s Report 2011 Patriarchal societies and cultures Male dominated organisations with „glass ceilings‟ Gender prejudice, stereotyping and negative attitudes towards women Preference for masculine traits and behaviours in management Out-dated policies and work arrangements Women having to balance multiple roles CURRENT STATE
  • 16. Management Development - A catalyst for the advancement of women in the labour market Barriers to Development & Advancement 16http://www.sabpp.co.za/research SABPP Women’s Report 2011, 2012  Executive women not willing to help and promote younger women in their careers (April, K., Dreyer, S. & Blass, E., 2007)  Reluctant to help other women advance in their careers and instead surround themselves with men (Staines, G., Tavris, C. & Hayagrante, T., 1973) The ‘Queen Bee Syndrome’ CURRENT STATE
  • 17. Management Development - A catalyst for the advancement of women in the labour market Enabling Women Advancement Lack of support structures and development opportunities 17The South African Board For People Practices (SABPP) Women’s Report 2011 Patriarchal societies and cultures Male dominated organisations with „glass ceilings‟ Gender prejudice, stereotyping and negative attitudes towards women Preference for masculine traits and behaviours in management Out-dated policies and work arrangements Women having to balance multiple roles DIFFERENT ATTITUDES!!! DESIRED STATE
  • 18. Management Development - A catalyst for the advancement of women in the labour market Enabling Women Advancement  Transformation of organisational culture, attitudes and practices  Adherence to legislation designed to advance women in the labour market  Strategies and plans that are well-thought through in terms of gender equity  Appointment / promotion of suitably qualified women into management positions  Appropriate training / development of women in managerial and pipeline positions 18 DESIRED STATE
  • 19. Management Development - A catalyst for the advancement of women in the labour market Enabling Women Advancement  Coaching and mentoring of women as part of organisational development strategies  Succession plans that are well-thought through in terms of gender equity, and implemented accordingly  HR policies that allow flexibility in terms of work-hours and working arrangements; gender parity in reward systems  Management approaches and work environments that are suited to managing and leading knowledge workers, and women in particular  Development programmes that promote both feminine and masculine perspectives of management and leadership, and a multi-cultural perspective – in terms of models, theories and case studies 19 DESIRED STATE
  • 20. Management Development - A catalyst for the advancement of women in the labour market Enabling Women Advancement 20 Factors crucial to successful promotion, development and advancement of women within organisations Identify, promote and track potential Establish and support networking groups Ensure effective coaching and mentoring Develop women across functions Take risks and offer tangible ‘stretch’ roles Factors crucial to successful promotion, development and advancement of women within organisations Implement succession plans with a visible focus on women Facilitate balance between work and personal responsibilities Hold all managers accountable for women’s advancement Establish a comprehensive, sustained development initiative http://www.catalyst.org Factors crucial to successful promotion, development and advancement of women within organisations 1 2 3 4 5 6 7 8 9 DESIRED STATE
  • 21. Management Development - A catalyst for the advancement of women in the labour market Enabling Women Advancement The gap between males and females with higher education qualifications in SA has moved almost to parity (Scarce Skills Research Project, HSRC, 2009) 21The female leadership advantage: An evaluation of the evidence, 2003, Alice H. Eaglya, Linda L. Carlib Of interest... There are no gender differences in SA with regards to restructuring work to accommodate one‟s home life and family responsibilities (Paddey and Rousseau, 2011) DESIRED STATE
  • 22. Management Development - A catalyst for the advancement of women in the labour market Women are more than Capable & Ready 22The SABPP Women’s Report 2011  Government has created an enabling environment for advancing women in the workplace and in society  Organisations should investigate assumptions and practices that underpin management and leadership development  It is inappropriate to develop women‟s leadership skills in the mould of masculine traits and behaviours  Development programmes should enable women to give expression to their own style of leadership  The necessary support should be provided to facilitate success CONCLUSION
  • 23. Management Development - A catalyst for the advancement of women in the labour market Women are more than Capable & Ready Women should take ownership of their development and accept the challenge to promote themselves in the workplace and in society at large 23 CONCLUSION
  • 24. THANK YOU Management Development A catalyst for the advancement of women in the labour market 24 Sharon Shakung Mobile: +27 76 032 2189 LinkedIn: http://www.linkedin.com/in/shakungsharon Skype: sharon.shakung Facebook: https://www.facebook.com/sharon.shakung Twitter: @s_shakung