This topic is all about resolving conflicts among workers in a certain workplace. Human relation is having a good relationship with your colleagues and build report in order to have a healthy and peaceful working environment.
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Progress in gender diversity in public relations remains painfully slow in many ways, but Time’s Up for the field. According to The Homes Report, women make up about 70% of the PR workforce, but they only hold about 30% of the top positions in the industry.
The Plank Center hosted a free webinar titled “Women and Leadership in Public Relations.”
The Center’s 2017 Leadership Report Card found that being successful in the field is still challenging for women—the pay gap is real; the opportunity gap is real; and the being-heard-and-respected-gap is real.
The webinar discusses bridging those gaps, including action items for current leaders at all organizational levels. Led by industry professionals:
Julia Hood, founder, Pop-Up Media and AgendaZoom
Jacquie McMahon, senior account executive, Ketchum
Donnalyn Pompper, public relations professor & endowed chair, University of Oregon
Brian Price, corporate communications manager, Starwood Retail Partners
And moderated by Leah Seay, assistant manager, public policy communication, General Motors.
To view the archived webinar, go to The Center's website: http://bit.ly/PlankWebinars
1) Women in Australia face significant financial disadvantages compared to men due to the gender pay gap and lack of representation in leadership roles. On average, women will have $1 million less in retirement savings than men.
2) Despite being highly educated, women are underrepresented in corporate leadership positions and face biases that negatively impact their career progression. Only 9% of corporate board positions in Australia are held by women.
3) Systemic changes are needed to level the playing field for women, including setting targets and quotas, auditing hiring and pay practices, mandating flexibility, and engaging both women and men in leadership roles to advance gender equality. Leaders play a key role in creating an inclusive culture.
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The document discusses how the ideal body image of American women has changed over time due to media influence. In the past, women were praised for curvier figures, with dress sizes ranging from 8-12 and average weights of 120 pounds. Now, the ideal woman has a boyish figure with slight hips, perky breasts, and no visible fat. Dress sizes range from 2-4 and average weights are around 108 pounds. The media places intense pressure on women to be thin through portrayals of extremely thin models and actresses. It also discusses how women's roles and occupations have changed from homemakers to having careers, and how education and plastic surgery have impacted body image over the years.
Millennial Women and Workplace Transformation: A PreparedU Infographic StorybookBentley University
Bentley University's PreparedU Project examines the unique challenges and opportunities facing millennial women in the 21st Century workforce. How can they be prepared for success? What roles do parents, companies, mentors, higher education institutions, and millennial women themselves need to play? Drawing on the results of the PreparedU survey, this infographic storybook moves past the problems to highlight solutions grounded in data and in the personal stories of women leaders at all stages of their careers. Learn more at www.bentley.edu/prepared and follow the conversation on Twitter with #PrepUWIB.
Want to be seen as a leader at the office? Learn how to identify and push back against gender bias by supporting your female colleagues at work. Read the full tips at leanin.org/tips/mvp
This document discusses gender inequality in the workplace, education, and income. It notes that women are more likely to hold interactive jobs like teaching while men dominate fields like engineering. Women on average value flexibility and social purpose over salary. Though more women now graduate from post-secondary education, they still earn less than men. The feminist perspective aims to ensure equal opportunities and pay. Possible solutions include more flexible work schedules, improved parental leave, and encouraging gender diversity in career paths.
Progress in gender diversity in public relations remains painfully slow in many ways, but Time’s Up for the field. According to The Homes Report, women make up about 70% of the PR workforce, but they only hold about 30% of the top positions in the industry.
The Plank Center hosted a free webinar titled “Women and Leadership in Public Relations.”
The Center’s 2017 Leadership Report Card found that being successful in the field is still challenging for women—the pay gap is real; the opportunity gap is real; and the being-heard-and-respected-gap is real.
The webinar discusses bridging those gaps, including action items for current leaders at all organizational levels. Led by industry professionals:
Julia Hood, founder, Pop-Up Media and AgendaZoom
Jacquie McMahon, senior account executive, Ketchum
Donnalyn Pompper, public relations professor & endowed chair, University of Oregon
Brian Price, corporate communications manager, Starwood Retail Partners
And moderated by Leah Seay, assistant manager, public policy communication, General Motors.
To view the archived webinar, go to The Center's website: http://bit.ly/PlankWebinars
1) Women in Australia face significant financial disadvantages compared to men due to the gender pay gap and lack of representation in leadership roles. On average, women will have $1 million less in retirement savings than men.
2) Despite being highly educated, women are underrepresented in corporate leadership positions and face biases that negatively impact their career progression. Only 9% of corporate board positions in Australia are held by women.
3) Systemic changes are needed to level the playing field for women, including setting targets and quotas, auditing hiring and pay practices, mandating flexibility, and engaging both women and men in leadership roles to advance gender equality. Leaders play a key role in creating an inclusive culture.
This document discusses generational differences and strategies for attracting and retaining Generation Y employees. It outlines the defining characteristics and outlooks of Veterans, Baby Boomers, Generation X, and Generation Y. For Generation Y, it emphasizes the importance of fair and direct communication, engagement in professional development, technology skills training, work-life balance, and opportunities for career growth. It provides recommendations for retention strategies focused on individualized career paths, mentoring, feedback, and conveying how work impacts business goals. Finally, it discusses the benefits of intergenerational teams and flexibility in today's workplace.
The document discusses how the ideal body image of American women has changed over time due to media influence. In the past, women were praised for curvier figures, with dress sizes ranging from 8-12 and average weights of 120 pounds. Now, the ideal woman has a boyish figure with slight hips, perky breasts, and no visible fat. Dress sizes range from 2-4 and average weights are around 108 pounds. The media places intense pressure on women to be thin through portrayals of extremely thin models and actresses. It also discusses how women's roles and occupations have changed from homemakers to having careers, and how education and plastic surgery have impacted body image over the years.
Gender stereotypes begin from a young age through social cues like toys, clothes, and media portrayals. Over time, these cues shape one's gender identity and understanding of gender roles and expectations in society. Research shows that gender stereotypes can negatively impact individuals by limiting their potential and subjecting them to unfair treatment. Efforts are being made in the UAE to promote gender balance and equality through policies, programs, and cultural changes that challenge limiting stereotypes. Further research continues to investigate how stereotypes form and influence domains like education, work, relationships, and entrepreneurship.
The document discusses gender bias and the need for men to change traditional ideologies. It notes that India ranks low in happiness rankings due to a lack of women's empowerment. There is a strong preference for sons over daughters in many countries including India. This has led to issues like low sex ratios, high maternal and infant mortality rates, and less access to resources and healthcare for women. The document proposes that tackling issues related to women's education, employment, environment and empowerment (the "WEEEEP" issues) could help address these problems. It argues that the government, organizations, schools, doctors and society, including men, need to work towards empowering women and changing mindsets.
This document provides guidance and talking points for effectively recruiting men to become mentors. It outlines key steps in the recruitment process, including raising awareness of the need for mentors, helping men understand the impact of role models through sharing stories, making men comfortable that they have the skills to succeed, providing clarity around the time commitment, and emphasizing that the goal is success through simply being there for a child. Specific suggestions are offered for framing these points in group versus individual settings.
This document discusses gender differences in leadership styles and effectiveness. It notes that while men and women can be equally effective leaders, women are more likely to use democratic and transformational leadership styles, whereas men are more likely to use negative incentives. The document also examines the "glass ceiling" and "labyrinth" metaphors for the barriers that women face in advancing to top leadership positions compared to men, despite gaining more education and experience. It analyzes potential explanations like gender differences, human capital factors, and prejudice, as well as strategies for closing the gender gap at both the individual and societal levels.
A recent study by global management consulting firm McKinsey and Company found that companies that are more gender diverse enjoy 15% better financial returns than those without women. Hear how Marcia Taylor transformed Bennett into a $266 million logistics and freight services powerhouse with a ‘we care’ motto that reaches customers through loyal employees. While women have traditionally been underrepresented in the specialized transportation industry, Ellen Voie explains how the trend is changing as more companies realize the practical benefits of hiring more women. Learn what practical steps you can take to change staffing practices and include more women in the specialized transportation workforce for greater success in all areas and levels of your company.
Moderator: Kim Yeager, Director of Marketing & Member Relations, Nevada Trucking Association
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The document provides a summary of the contents of the People Power magazine published by IPM - The Nation's Leader in HRM. It includes viewpoints from various HR professionals on challenges women face in the workplace such as balancing work and family life, lack of career progression and underrepresentation at senior levels. It also discusses strategies for creating gender inclusivity, maintaining work-life balance as careers and families grow, and opinions on whether the 'glass ceiling' is a myth or reality. The document contains interviews with various members and reports on events and achievements of IPM members.
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This document discusses women in leadership. It defines leadership and outlines key differences in how women and men lead. Women leaders are described as more assertive, persuasive, empathetic, and having stronger interpersonal skills than male leaders. However, society often rejects women as leaders because of gender biases and outdated social norms. The document suggests education as one way for women to overcome barriers to leadership positions and effect change.
Gender inequality creating a significant income gapRebeccaFerby
This document discusses factors that contribute to the gender wage gap, including occupational segregation, lack of women in unions, and women taking time away from work to care for families. It also examines how women's education levels relate to the wage gap. While women now surpass men in post-secondary education, they remain underrepresented in high-paying fields like STEM and face barriers to promotion. The wage gap can be explained by the devaluation of work traditionally done by women and differences in work experience between men and women. Solutions proposed to address the gap include improving laws and promoting balanced hiring.
Gender inequality- Creating a Significant income gapRebeccaFerby
This document summarizes factors that contribute to the gender wage gap, including women occupying lower-paying jobs, lack of seniority due to time spent caring for families, and underrepresentation in unions. It also discusses how women have surpassed men in post-secondary education but remain underrepresented in high-paying STEM fields. Two common theories for the wage gap are presented: that women's work is devalued, and that differences in human capital like experience and training explain disparities. The document advocates for policies and awareness to promote equal opportunities and pay for equal work regardless of gender.
This document discusses gender roles and stereotypes from adolescence to adulthood. It begins by outlining how stereotypes form early in life through influences like toys, clothes and media portrayals given to children based on their gender. In adolescence, stereotypes impact aspirations and expectations. The document then examines how stereotypes affect women in the workforce, noting they often take on a "double duty" of career and home responsibilities. It also discusses how stereotypes influence relationships and concludes by arguing for a less stereotypical society that allows people to develop without restrictive gender roles.
Gender roles socialization theory is believed to be based on Social learning theory, Gender socialization is the process by which people learn to behave in a certain way, as dictated by societal beliefs, values, attitudes and examples.The concept of boy code and masculine mystique , Influence of family,“normative male alexithymia”, display of aggression, Gender in advertisement, Women were more likely to be sexualized than men.
Men's views on gender diversity in the workplace 092016Todd Mc Brearty
The document summarizes the findings of a survey of over 300 working men in the US about gender diversity in the workplace. Key findings include:
- While 1/3 of men think women are generally treated unfairly at work, only 10% think it's an issue at their own workplace.
- Men see inclusion as the biggest challenge faced by women, not lack of mentorship or work-life balance.
- Less than half of men have publicly advocated for gender equality, with 1/5 admitting they have not acted as allies.
- There is a perceived gender imbalance in most workplaces, with women making up less than half of employees and top management.
Bridget Frankhauser wrote a document about body image and self-esteem. She discusses how media, parents, and peers can negatively influence how people feel about their bodies. Over half of American girls and women ages 12-23 are unhappy with their bodies due to comparisons to unrealistic models and celebrities portrayed in the media. Frankhauser suggests building up self-esteem by focusing on one's positive qualities rather than dwelling on perceived flaws.
The Women's Foundation BEST PRACTICE GUIDEGulnar Vaswani
This document discusses unconscious gender bias and provides strategies for organizations to address it. It begins with an overview of unconscious bias and how the brain can lead to stereotyping. It then discusses why organizations need an unconscious gender bias strategy, noting that biases prevent women from achieving success at the same rate as men. The document outlines five success markers for an effective unconscious gender bias strategy: leadership commitment and accountability; policies, processes and practices; awareness and capability building; expecting and planning for incremental progress; and measuring and tracking impact. Senior leadership commitment is highlighted as critical to successfully driving organizational change to promote gender diversity and inclusion.
Gender stereotypes begin from a young age through social cues like toys, clothes, and media portrayals. Over time, these cues shape one's gender identity and understanding of gender roles and expectations in society. Research shows that gender stereotypes can negatively impact individuals by limiting their potential and subjecting them to unfair treatment. Efforts are being made in the UAE to promote gender balance and equality through policies, programs, and cultural changes that challenge limiting stereotypes. Further research continues to investigate how stereotypes form and influence domains like education, work, relationships, and entrepreneurship.
The document discusses gender bias and the need for men to change traditional ideologies. It notes that India ranks low in happiness rankings due to a lack of women's empowerment. There is a strong preference for sons over daughters in many countries including India. This has led to issues like low sex ratios, high maternal and infant mortality rates, and less access to resources and healthcare for women. The document proposes that tackling issues related to women's education, employment, environment and empowerment (the "WEEEEP" issues) could help address these problems. It argues that the government, organizations, schools, doctors and society, including men, need to work towards empowering women and changing mindsets.
This document provides guidance and talking points for effectively recruiting men to become mentors. It outlines key steps in the recruitment process, including raising awareness of the need for mentors, helping men understand the impact of role models through sharing stories, making men comfortable that they have the skills to succeed, providing clarity around the time commitment, and emphasizing that the goal is success through simply being there for a child. Specific suggestions are offered for framing these points in group versus individual settings.
This document discusses gender differences in leadership styles and effectiveness. It notes that while men and women can be equally effective leaders, women are more likely to use democratic and transformational leadership styles, whereas men are more likely to use negative incentives. The document also examines the "glass ceiling" and "labyrinth" metaphors for the barriers that women face in advancing to top leadership positions compared to men, despite gaining more education and experience. It analyzes potential explanations like gender differences, human capital factors, and prejudice, as well as strategies for closing the gender gap at both the individual and societal levels.
A recent study by global management consulting firm McKinsey and Company found that companies that are more gender diverse enjoy 15% better financial returns than those without women. Hear how Marcia Taylor transformed Bennett into a $266 million logistics and freight services powerhouse with a ‘we care’ motto that reaches customers through loyal employees. While women have traditionally been underrepresented in the specialized transportation industry, Ellen Voie explains how the trend is changing as more companies realize the practical benefits of hiring more women. Learn what practical steps you can take to change staffing practices and include more women in the specialized transportation workforce for greater success in all areas and levels of your company.
Moderator: Kim Yeager, Director of Marketing & Member Relations, Nevada Trucking Association
Speakers: Marcia Taylor, CEO, Bennett International Group
Ellen Voie, President & CEO, Women in Trucking
This document summarizes strategies that senior executives use to manage their work and personal lives. It finds that executives prioritize deliberate decision making over constant juggling. They define success for themselves and rely on support networks. While technology enables work, it also causes distractions. Executives may separate or integrate their work and personal networks. International relocation is difficult, especially for women. Executives emphasize the importance of collaborating with supportive partners who share common goals. The document concludes that achieving work-life balance remains challenging but multiple paths to success exist if one does not try to do it alone.
The document provides a summary of the contents of the People Power magazine published by IPM - The Nation's Leader in HRM. It includes viewpoints from various HR professionals on challenges women face in the workplace such as balancing work and family life, lack of career progression and underrepresentation at senior levels. It also discusses strategies for creating gender inclusivity, maintaining work-life balance as careers and families grow, and opinions on whether the 'glass ceiling' is a myth or reality. The document contains interviews with various members and reports on events and achievements of IPM members.
Equality is not a women's issue – it's a business issue. The race is on for the gender equal boardroom, a gender equal government, gender equal media coverage, gender equal workplaces, gender equal sports coverage, more gender equality in health and wealth, and more...
Gender equality is essential for HM Health Solutionsy to thrive. Here's how we're championing equality in the workplace.
You\'ve Got the Power is a very popular session delivered to frontline staff in schools and offices. It helps staff understand the key role they play in building and breaking school/district reputation and delivers five "power tools" to help them maximize their reputation-building influence.
This document discusses women in leadership. It defines leadership and outlines key differences in how women and men lead. Women leaders are described as more assertive, persuasive, empathetic, and having stronger interpersonal skills than male leaders. However, society often rejects women as leaders because of gender biases and outdated social norms. The document suggests education as one way for women to overcome barriers to leadership positions and effect change.
Gender inequality creating a significant income gapRebeccaFerby
This document discusses factors that contribute to the gender wage gap, including occupational segregation, lack of women in unions, and women taking time away from work to care for families. It also examines how women's education levels relate to the wage gap. While women now surpass men in post-secondary education, they remain underrepresented in high-paying fields like STEM and face barriers to promotion. The wage gap can be explained by the devaluation of work traditionally done by women and differences in work experience between men and women. Solutions proposed to address the gap include improving laws and promoting balanced hiring.
Gender inequality- Creating a Significant income gapRebeccaFerby
This document summarizes factors that contribute to the gender wage gap, including women occupying lower-paying jobs, lack of seniority due to time spent caring for families, and underrepresentation in unions. It also discusses how women have surpassed men in post-secondary education but remain underrepresented in high-paying STEM fields. Two common theories for the wage gap are presented: that women's work is devalued, and that differences in human capital like experience and training explain disparities. The document advocates for policies and awareness to promote equal opportunities and pay for equal work regardless of gender.
This document discusses gender roles and stereotypes from adolescence to adulthood. It begins by outlining how stereotypes form early in life through influences like toys, clothes and media portrayals given to children based on their gender. In adolescence, stereotypes impact aspirations and expectations. The document then examines how stereotypes affect women in the workforce, noting they often take on a "double duty" of career and home responsibilities. It also discusses how stereotypes influence relationships and concludes by arguing for a less stereotypical society that allows people to develop without restrictive gender roles.
Gender roles socialization theory is believed to be based on Social learning theory, Gender socialization is the process by which people learn to behave in a certain way, as dictated by societal beliefs, values, attitudes and examples.The concept of boy code and masculine mystique , Influence of family,“normative male alexithymia”, display of aggression, Gender in advertisement, Women were more likely to be sexualized than men.
Men's views on gender diversity in the workplace 092016Todd Mc Brearty
The document summarizes the findings of a survey of over 300 working men in the US about gender diversity in the workplace. Key findings include:
- While 1/3 of men think women are generally treated unfairly at work, only 10% think it's an issue at their own workplace.
- Men see inclusion as the biggest challenge faced by women, not lack of mentorship or work-life balance.
- Less than half of men have publicly advocated for gender equality, with 1/5 admitting they have not acted as allies.
- There is a perceived gender imbalance in most workplaces, with women making up less than half of employees and top management.
Bridget Frankhauser wrote a document about body image and self-esteem. She discusses how media, parents, and peers can negatively influence how people feel about their bodies. Over half of American girls and women ages 12-23 are unhappy with their bodies due to comparisons to unrealistic models and celebrities portrayed in the media. Frankhauser suggests building up self-esteem by focusing on one's positive qualities rather than dwelling on perceived flaws.
The Women's Foundation BEST PRACTICE GUIDEGulnar Vaswani
This document discusses unconscious gender bias and provides strategies for organizations to address it. It begins with an overview of unconscious bias and how the brain can lead to stereotyping. It then discusses why organizations need an unconscious gender bias strategy, noting that biases prevent women from achieving success at the same rate as men. The document outlines five success markers for an effective unconscious gender bias strategy: leadership commitment and accountability; policies, processes and practices; awareness and capability building; expecting and planning for incremental progress; and measuring and tracking impact. Senior leadership commitment is highlighted as critical to successfully driving organizational change to promote gender diversity and inclusion.
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3. 03
CHAPTER
AT A
GLANCE
Traditional Roles Are Changing
Problems Facing Men and Women
In Organizations
Challenges And Opportunities
For Working Men And Women
How To Cope With Gender-Biased
Behavior
Learn To Understand And Respect
Gender Difference
HUMAN RELATIONS-EDUC 615
5. Do you think there is a
difference
in the effects of gender
roles
in males and females?
05
HUMAN RELATIONS-EDUC 615
6. Traditional Roles Are Changing
A. Changes in the Role of Woman
B.Changes in the Role of Men
a.The burden of stress
b.Where is the balance?
Reporter:
HUMAN RELATIONS-EDUC 615 06
Nila Flor P. Panogalinog
7. 07
• All cultures promote a set of
behaviors for boys and a set for girls
HUMAN RELATIONS-EDUC 615
• Reinforced throughout life
8. 08
-Traditional roles can be harmful to
men and women due to biases in
expectation:
HUMAN RELATIONS-EDUC 615
-Assumes men should be aggressive and
unemotional
(impacts sensitivity and creativity)
-Assumes women are emotional and
weak
(impacts leadership positions)
9. 09
Gender bias,also known as sexism,
discrimination on the basis of gender
-The women's movement began in the
1960s
-Woman have made tremendous strides
toward equality
-Yet it stills persists in the US today
HUMAN RELATIONS-EDUC 615
10. 10
-Men have begun to realize the options
women have experienced for
generations
a. choosing career
b. caring for the children
-Gender bias is no longer a female-only
issue
HUMAN RELATIONS-EDUC 615
11. 11
-Human relations suffer when employers
base decisions on gender :
a. employment
b. promotion
c. job-assignment
-Many organizations are making the
necessary adjustments
HUMAN RELATIONS-EDUC 615
13. 13
Challenges still exist
• Balancing career with family
• When and for how to long to
leave the workplace
• Reentering the workplace
• Limited access to top-level
jobs
HUMAN RELATIONS-EDUC 615
14. 4
Many boys have
been conditioned to
be competitors and
to win
They have been urged to
-be tough and aggressive
-learn teamwork
-select traditional male
pastimes
-enter masculine professions
HUMAN RELATIONS-EDUC 615
15. 15
-Girls could be tomboys, but
a boy could not be "sissy"
-A man was under pressure to
prove himself and keep
moving up the career ladder
HUMAN RELATIONS-EDUC 615
16. Total Person Insight
16
We are living at an important and fruitful
moment now, for it is clear to men that the images
of adult manhood given by the popular culture are worn out; a man can
no longer depend on them. By the time, a man is thirty-five he knows
that the images of the right man, the tough man, the true man which he
received in high school do not work in life.
Robert Bly
Author, Iron John
HUMAN RELATIONS-EDUC 615
17. The Burden of Stress
• Many men are discovering
that the traditional
expectations are
-not healthy
-unrealistic
• Many are learning to define
the kind of life they want
17
HUMAN RELATIONS-EDUC 615
18. The Burden of Stress
• Stress associated with being
male has been neglected
• Many men are tired of
-being in control
-not expressing their feelings
-constantly striving for
achievement
1
8
HUMAN RELATIONS-EDUC 615
19. Both men and women
1.Face conflicting role messages as they re-
examine their role in society
2.Realize that the joy of parenting can be just
as satisfying as the achievement of career goals
3.Are often expected to maintain aggressive
attitudes toward careers while being
attentive parents and spouses
Where is the balance?
19
HUMAN RELATIONS-EDUC 615
20. Total Person Insight
20
Debra E. Meyerson and Joyce K. Fletcher
Professors, Center for Gender in Organizations,
Simmons Graduate School of Management
HUMAN RELATIONS-EDUC 615
It tooks revolution to get women where they are in business today.
But now, to push hard-won gains wider and deeper, a different
approach is necessary. It is a strategy based on small wins-
incremental changes that have the power to transform
organizations positively for both men and women.
21. HUMAN RELATIONS-EDUC 615
Problems Facing Women in Organizations
A. The Wage Gap
B. The Glass Ceiling
C.Balancing Career and Family Choices
-The "mommy track" and other options
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Reporter:
Janegel M. Alpar
22. HUMAN RELATIONS-EDUC 615
Problems Facing Women
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When women pursue career,
they often face three
challenges:
1.wage gap
2.glass ceiling
3.balancing career and family
24. HUMAN RELATIONS-EDUC 615
THE WAGE GAP
The gender wage gap is a persistent issue in
the Philippines, with women earning less
than men on average. According to a study
by the Philippine Statistics Authority, in
2019, women's average daily wage was
13.9% lower than men's average daily wage,
indicating a gender wage gap in the country.
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25. HUMAN RELATIONS-EDUC 615
THE WAGE GAP
Factors that impact the wage
gap
-Discrimination
-Taking time off to have children
-Being willing to accept
lower pay
-Not negotiating
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26. HUMAN RELATIONS-EDUC 615
THE GLASS CEILING
-A condition in the
workplace that offers
women a view of top
management jobs,but
blocks their ascent
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27. HUMAN RELATIONS-EDUC 615
THE GLASS CEILING
Men believe major barriers are
-lack of significant general management and line
experience
-less time in the "pipeline"
Women believe major barriers are
-preconceptions held by men
-exclusions of women from informal networks
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28. HUMAN RELATIONS-EDUC 615
THE GLASS CEILING
• Women often quit large firms to work more female-
friendly companies
• Women who find their advancement blocked often
start their own businesses
• Macho leadership styles often alienate women
• Companies should work to create a more balanced
culture
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29. Total Person Insight
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Debra E. Meyerson and JOyce K. Fletcher
Professors, Center for Gender in Organizations,
Simmons Graduate School of Management
HUMAN RELATIONS-EDUC 615
As we enter the new millenium, we believe that it is time for new
metaphors to capture the subtle, systematic forms of discrimination that
still linger. It's not the ceiling that's holding women back; it's the whole
structure of the organizations in which we work: the foundation, the beams,
the walls, the very air.
30. Balancing Career and Family
Choices
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HUMAN RELATIONS-EDUC 615
A. Women will probably be working for pay for part or all of their adult lives
B. Work often provides valued relationships and intellectual stimulation
C. Performing multiple roles can be stressful and tiring
D. Women contribute to family income and do most of the family household chores
E. Long-standing work and family problems remain unresolved
-lack of quality, affordable child care
-inflexible work schedules
-time management problems
31. The "Mommy " Track
3
1
HUMAN RELATIONS-EDUC 615
• Women who want both should consider
1.A career that will give the gift of time
2. A supportive partner
3.An employer that gives work/life balance a high priority
4.The need to push for policies and practices that are favorable to employees with children
• Women who want a career and children may have tp accept taht it will have some impact
on their careers
• Many women are delaying marriage and children to establish themselves in their chosen
field