Presentation by Alexandra Johansen (SSE Alumni) at the Stockholm School of Economics November 10, 2014 at the seminar “Building sustainable organizations: the role of diversity for sustainable decision-making".
In 2009, Australia’s Federal Sex Discrimination Commissioner, Elizabeth Broderick, brought together 12 of Australia’s most senior male leaders for the purpose of increasing gender equality and the representation of women in leadership within Australia. They are the Male Champions of Change
Being a female engineering leader means dealing with a host of interesting challenges, some good, some bad, and some ugly. I share experiences of female engineering leaders and provide a picture about what our daily life looks like. One of my goals is to give the “inside story” to men so they can better understand and provide the right kind of mentorship. Another goal is to give women with leadership ambitions a better understanding of the job.
I cover some of the bad news—how small the percentage of women leaders is, how difficult it is to hire women leaders, and how many women shy away from leadership positions in tech. I also touch on the ugly—the “war stories” of being a female leader, from thinly veiled innuendo to incredulity about our job titles (thankfully neither from colleagues)—before focusing on the good—why I and others have aspired to become engineering leaders and what we love about a job that allows us to build great technology, work with great people, and help people develop their careers. I emphasize the importance of both female and male mentors as well as the importance of working against conscious and unconscious bias, and I conclude by looking ahead to the future, offering some concrete lessons to take away.
The document discusses how work and the workplace have changed over time, moving from long-term employment to temporary work and the work moving to where talent is located rather than people relocating. It then examines how women have faced barriers, or a "glass ceiling", in rising to leadership positions at work due to discriminatory practices and lack of support for work-life balance. Some of the barriers discussed include the gender pay gap, lack of women in management, and lack of anti-discrimination laws. The document advocates for equal pay and opportunities for women as well as better childcare and support for working mothers.
New Studies and Insights on the Benefits of Gender Equality in Leadership Pos...Sustainable Brands
New studies show that gender equality in leadership positions provides several benefits. Research found that companies with more women in top management faced fewer lawsuits and showed improved financial performance and credit quality. Having more women in leadership was also linked to less fraud and more conservative financial reporting. Additional studies showed gender-diverse boards achieved greater innovation success, had boards that were more involved in monitoring and strategy, and saw increased productivity when more women were in leadership roles. Companies with more women on their boards were also more likely to invest in sustainability measures.
The document discusses women in leadership roles and the barriers they face. While women have made progress, they remain underrepresented in leadership. Only 34% of Indian businesses surveyed have women leaders. Studies show women can make better leaders, yet biases and lack of support hold them back. To increase women leaders, companies must create an inclusive culture with flexible work, childcare support, and mentorship. Society must also challenge gender stereotypes and norms that limit women's opportunities.
Title: 2020 Women On Boards: The National ConversationTerri Friel
Why should more women be on corporate boards? Read the astonishing results of studies that indicate business does better, MUCH better when women are included.
In 2009, Australia’s Federal Sex Discrimination Commissioner, Elizabeth Broderick, brought together 12 of Australia’s most senior male leaders for the purpose of increasing gender equality and the representation of women in leadership within Australia. They are the Male Champions of Change
Being a female engineering leader means dealing with a host of interesting challenges, some good, some bad, and some ugly. I share experiences of female engineering leaders and provide a picture about what our daily life looks like. One of my goals is to give the “inside story” to men so they can better understand and provide the right kind of mentorship. Another goal is to give women with leadership ambitions a better understanding of the job.
I cover some of the bad news—how small the percentage of women leaders is, how difficult it is to hire women leaders, and how many women shy away from leadership positions in tech. I also touch on the ugly—the “war stories” of being a female leader, from thinly veiled innuendo to incredulity about our job titles (thankfully neither from colleagues)—before focusing on the good—why I and others have aspired to become engineering leaders and what we love about a job that allows us to build great technology, work with great people, and help people develop their careers. I emphasize the importance of both female and male mentors as well as the importance of working against conscious and unconscious bias, and I conclude by looking ahead to the future, offering some concrete lessons to take away.
The document discusses how work and the workplace have changed over time, moving from long-term employment to temporary work and the work moving to where talent is located rather than people relocating. It then examines how women have faced barriers, or a "glass ceiling", in rising to leadership positions at work due to discriminatory practices and lack of support for work-life balance. Some of the barriers discussed include the gender pay gap, lack of women in management, and lack of anti-discrimination laws. The document advocates for equal pay and opportunities for women as well as better childcare and support for working mothers.
New Studies and Insights on the Benefits of Gender Equality in Leadership Pos...Sustainable Brands
New studies show that gender equality in leadership positions provides several benefits. Research found that companies with more women in top management faced fewer lawsuits and showed improved financial performance and credit quality. Having more women in leadership was also linked to less fraud and more conservative financial reporting. Additional studies showed gender-diverse boards achieved greater innovation success, had boards that were more involved in monitoring and strategy, and saw increased productivity when more women were in leadership roles. Companies with more women on their boards were also more likely to invest in sustainability measures.
The document discusses women in leadership roles and the barriers they face. While women have made progress, they remain underrepresented in leadership. Only 34% of Indian businesses surveyed have women leaders. Studies show women can make better leaders, yet biases and lack of support hold them back. To increase women leaders, companies must create an inclusive culture with flexible work, childcare support, and mentorship. Society must also challenge gender stereotypes and norms that limit women's opportunities.
Title: 2020 Women On Boards: The National ConversationTerri Friel
Why should more women be on corporate boards? Read the astonishing results of studies that indicate business does better, MUCH better when women are included.
Women In Business Presentation Green Team W 11guestd224927
Women face challenges in business such as gender discrimination, lack of access to capital, and difficulty competing for government contracts. They also experience hostile work environments and need to work harder to prove competence. However, in a family business context, women have advantages over non-family members to expand their careers through easier access to mentoring, training and networking from owners and senior managers. Their earning and status also depends more on their role than on gender. Common strategies for women to overcome difficulties include seeking mentors, supporting programs, and promoting female traits that modern organizations need.
This document discusses women in leadership roles. It presents evidence that women possess characteristics well-suited for leadership, such as strong interpersonal skills, communication skills, and creativity. However, women remain underrepresented in top executive positions globally. Barriers facing women include gender bias, lack of networking opportunities, and difficulties balancing work and family obligations. While progress has been made in recent decades, more efforts are still needed to support women seeking leadership roles and fully utilize their talents.
This International Women's Day, INSEAD takes a look at persistent myths about women in business that need to be shattered and replaced with clear facts. Because when women have the same opportunities to rise up the ranks and take the lead, organisations do better.
#IWD2017 #BeBoldForChange
Learn more about the INSEAD's degree programmes:
MBA - http://inse.ad/NoJOuh
Global Executive MBA - http://inse.ad/sCUvQU
Executive Master in Finance - http://inse.ad/YIp7yF
One of the most significant trends that we have noticed at DCU Centre for Family Business is the increased prominence of women into more public and visible leadership roles in family business both in Ireland and on a global scale. In acknowledgement of this trend, DCU CFB is holding series of workshops aimed at creating awareness and igniting of important conversations around inclusivity and diversity in family business leadership. It is important to note that this series of workshops are not for women in family business but rather workshops acknowledging the contribution that women have historically made and continue to make to the family business domain. Therefore, everyone is welcome to attend regardless of their gender!
This document presents information on the glass ceiling phenomenon in organizations. It defines the glass ceiling as an invisible barrier that prevents women and minorities from advancing to higher level positions, despite qualifications. The summary discusses some key points:
- Studies have shown that women and minorities receive lower customer satisfaction ratings and are seen as less competent than equally performing men.
- Women hold only 16% of top executive positions in large companies. There are also gaps in earnings and full-time employment rates between men and women.
- Factors like family responsibilities, lower pay, discrimination, job segregation and harassment can prevent women from rising in corporations.
- Approaches to addressing the glass ceiling include encouraging assimilation of masculine traits,
This infographic draws on Strategy&’s unique database about outgoing and incoming CEOs. We highlight two key differences in the career tracks of women and men CEOs at the world’s largest public companies between 2004 and 2013. The graphic also shows where women CEOs have been most and least prevalent in terms of geography and industry — and predicts how the share of women CEOs will grow. Learn more: http://www.strategyand.pwc.com/global/home/what-we-think/chief-executive-study
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries have made progress through quotas, little change was seen in North America or the UK. Latin America has declined, with Brazil seeing a large drop.
- Asia-Pacific shows some
The document summarizes a study that examined women's perceptions of the glass ceiling compared to research statistics in 7 areas. The study gathered data through surveys and found that while a majority of women perceived a gender gap in pay and promotions, their perceptions did not always match the research in other areas like workforce distribution and performance ratings. It concludes that perceptions of a glass ceiling may perpetuate its acceptance in reality and recommends further qualitative research with larger and more diverse populations to better understand differences in perceptions and realities.
Women Empowerment-Facilitating Indian Women for Leadership through share lear...WERP-India
Project Title: Developing Share Learning Strategy for Women Empowerment: A multidimensional study
Research background
Women empowerment is a buzz-word that has been flying around in the recent years. One of the most important domains to achieve women empowerment is by facilitating women for leadership.
However, it is impossible to empower women, without them first realizing that that the power to empower themselves lies in them. The only pathway to therefore achieve this empowerment is to facilitate self discovery through education and share learning process.
This in addition to facilitating an enabling environment for women to thrive will speed up the process of developing leaders among Indian women.
The research project is to work out a share learning strategies for facilitating women empowerment in India and global.
New Studies and Insights on the Benefits of Gender Equality in Leadership Pos...Sustainable Brands
New studies show that gender equality in leadership positions provides financial benefits to companies. Research found that companies with more women in top management faced fewer lawsuits, had improved credit quality, and higher returns on equity, especially during economic downturns. Other research showed female leaders reduced fraud risk and were more conservative in financial reporting. Gender diverse companies also experienced benefits like increased innovation, stronger board governance, higher productivity, and greater sustainability efforts. The discussion around gender diversity is not about women versus men but about leveraging all available talent to indicate quality management at all organizational levels.
Breaking the glass ceiling: Overcoming Career Roadblocks for Women and Minori...J. Elle Kano
The document discusses barriers that women and minorities face in advancing their careers, such as the glass ceiling and glass walls. It provides statistics showing that women are underrepresented in leadership and higher paying positions. Barriers include societal stereotypes, lack of mentoring, and different standards of evaluation. The document discusses government efforts like the Lilly Ledbetter Act and proposes solutions for individuals, such as finding mentors, developing key skills, and championing oneself. The key is to proactively manage one's career and push beyond comfort zones to find new opportunities.
Discover the barriers holding companies back from having the diversified teams needed to boost their results, ignite innovation and excellence. Learn what can be done to bridge the gap.
The document discusses gender inequality in Australian business and the construction industry from a corporate social responsibility perspective. It makes three key points:
1) Recent research has found that women's confidence decreases significantly as they gain more experience in upper management, while men's confidence decreases less. This contributes to the lack of women in senior executive positions.
2) Stereotypes about women's collaborative leadership style versus men's perceived stronger, problem-solving style also contribute to unequal opportunities.
3) The construction industry in particular has much work to do, with only 11.7% women represented. Achieving gender equality will require challenging unconscious biases and committing to long-term, sustained actions.
The document summarizes research on the impact of women on corporate boards. It conducted interviews with 102 corporate directors from around the world to understand their perspectives. The directors believe that women contribute differently than men in ways that make boards more effective, such as bringing a diversity of perspectives and asking more questions. However, women still make up a small percentage of directors globally. Standard recruitment practices and a lack of effort to recruit women contribute to the slow pace of change.
The document discusses different leadership styles between men and women. It notes that women tend to have more transformational and democratic leadership styles, while men tend toward more autocratic styles. It then describes a case study of a woman named Lisa who encountered barriers to advancement at her investment firm. Despite strong performance, Lisa was passed over for promotion to partner. When she asked her boss about advancing, he cited reasons related to her gender. As a result, Lisa decided to leave and start her own investment firm. The document suggests organizational policies around networking, mentoring, training, and addressing gender biases could have helped retain Lisa.
This document discusses women in leadership and provides characteristics of effective female leaders. It notes that countries cannot flourish if they deprive themselves of the talents of half their citizens. Effective leadership depends on a person's qualities, not their gender. Women leaders tend to be empathetic, focus on teamwork, be flexible and multitask. They are also good communicators. There is a need for more women leaders to promote gender equality and drive effective solutions. However, women leaders face challenges such as gender bias, difficulty trusting their own abilities, and impostor syndrome.
1. Having women on corporate boards provides financial benefits to organizations as women help add diversity of thought and experience.
2. Women are less overconfident in negotiations, which can result in better deals for mergers and acquisitions.
3. At least three women on a board is needed to see full effects, but even one woman can make a positive difference.
4. Women face barriers to advancing into board positions and often need to be more qualified, so efforts are needed to identify and appoint competent women directors.
The document discusses statistics related to women in leadership roles and the US workplace. It notes that while women now make up 47% of the workforce, they on average earn 81 cents for every dollar earned by men. It also discusses the growth of women-owned businesses, which now generate $1.9 trillion in sales and employ over 13 million people. However, it notes that few women reach the top levels of large companies. Overall, the document presents various statistics that illustrate both the progress and ongoing challenges faced by women in leadership positions.
This document discusses the need for greater gender equality and female leadership in Europe. It notes that currently women make up a small percentage of board members in public companies across Europe. It also explores some of the barriers that prevent more women from advancing to leadership positions, such as gender stereotypes, lack of work-life balance policies, and an organizational culture that favors long work hours. The document argues that increasing female representation in leadership is important for competitiveness and sustainability, and that both female and male leadership styles are valuable and complementary. Overall, it advocates for change to promote greater gender equality and female advancement in European business.
Diversity in a group or organization refers to having many different forms, types, ideas, races, cultures, etc. represented. Diversity of personal values can often lead to conflicts in the workplace, especially around political issues, religious intolerance, or longstanding prejudices like sexism and racism. These conflicts may threaten workplace morale and productivity. Diversity is the recognition and acceptance of individual differences along dimensions such as race, ethnicity, gender, sexual orientation, socioeconomic status, age, religion, or other ideologies. It involves exploring these differences in a safe, positive way to promote understanding between individuals who have diverse backgrounds or characteristics.
1. McDonald's global ICT organization faced the challenge of transforming its data network infrastructure into a unified global private WAN to connect its over 30,000 restaurants across 121 countries.
2. To lead this complex strategic transformation, McDonald's formed a culturally diverse global ICT infrastructure management group consisting of technical experts from different regions.
3. After overcoming initial challenges around communication and bonding due to different time zones and cultures, the group proposed and tested an innovative new "hub and spoke" virtual private WAN architecture that significantly reduced costs compared to the original design, allowing McDonald's to establish its global network.
Women In Business Presentation Green Team W 11guestd224927
Women face challenges in business such as gender discrimination, lack of access to capital, and difficulty competing for government contracts. They also experience hostile work environments and need to work harder to prove competence. However, in a family business context, women have advantages over non-family members to expand their careers through easier access to mentoring, training and networking from owners and senior managers. Their earning and status also depends more on their role than on gender. Common strategies for women to overcome difficulties include seeking mentors, supporting programs, and promoting female traits that modern organizations need.
This document discusses women in leadership roles. It presents evidence that women possess characteristics well-suited for leadership, such as strong interpersonal skills, communication skills, and creativity. However, women remain underrepresented in top executive positions globally. Barriers facing women include gender bias, lack of networking opportunities, and difficulties balancing work and family obligations. While progress has been made in recent decades, more efforts are still needed to support women seeking leadership roles and fully utilize their talents.
This International Women's Day, INSEAD takes a look at persistent myths about women in business that need to be shattered and replaced with clear facts. Because when women have the same opportunities to rise up the ranks and take the lead, organisations do better.
#IWD2017 #BeBoldForChange
Learn more about the INSEAD's degree programmes:
MBA - http://inse.ad/NoJOuh
Global Executive MBA - http://inse.ad/sCUvQU
Executive Master in Finance - http://inse.ad/YIp7yF
One of the most significant trends that we have noticed at DCU Centre for Family Business is the increased prominence of women into more public and visible leadership roles in family business both in Ireland and on a global scale. In acknowledgement of this trend, DCU CFB is holding series of workshops aimed at creating awareness and igniting of important conversations around inclusivity and diversity in family business leadership. It is important to note that this series of workshops are not for women in family business but rather workshops acknowledging the contribution that women have historically made and continue to make to the family business domain. Therefore, everyone is welcome to attend regardless of their gender!
This document presents information on the glass ceiling phenomenon in organizations. It defines the glass ceiling as an invisible barrier that prevents women and minorities from advancing to higher level positions, despite qualifications. The summary discusses some key points:
- Studies have shown that women and minorities receive lower customer satisfaction ratings and are seen as less competent than equally performing men.
- Women hold only 16% of top executive positions in large companies. There are also gaps in earnings and full-time employment rates between men and women.
- Factors like family responsibilities, lower pay, discrimination, job segregation and harassment can prevent women from rising in corporations.
- Approaches to addressing the glass ceiling include encouraging assimilation of masculine traits,
This infographic draws on Strategy&’s unique database about outgoing and incoming CEOs. We highlight two key differences in the career tracks of women and men CEOs at the world’s largest public companies between 2004 and 2013. The graphic also shows where women CEOs have been most and least prevalent in terms of geography and industry — and predicts how the share of women CEOs will grow. Learn more: http://www.strategyand.pwc.com/global/home/what-we-think/chief-executive-study
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries have made progress through quotas, little change was seen in North America or the UK. Latin America has declined, with Brazil seeing a large drop.
- Asia-Pacific shows some
The document summarizes a study that examined women's perceptions of the glass ceiling compared to research statistics in 7 areas. The study gathered data through surveys and found that while a majority of women perceived a gender gap in pay and promotions, their perceptions did not always match the research in other areas like workforce distribution and performance ratings. It concludes that perceptions of a glass ceiling may perpetuate its acceptance in reality and recommends further qualitative research with larger and more diverse populations to better understand differences in perceptions and realities.
Women Empowerment-Facilitating Indian Women for Leadership through share lear...WERP-India
Project Title: Developing Share Learning Strategy for Women Empowerment: A multidimensional study
Research background
Women empowerment is a buzz-word that has been flying around in the recent years. One of the most important domains to achieve women empowerment is by facilitating women for leadership.
However, it is impossible to empower women, without them first realizing that that the power to empower themselves lies in them. The only pathway to therefore achieve this empowerment is to facilitate self discovery through education and share learning process.
This in addition to facilitating an enabling environment for women to thrive will speed up the process of developing leaders among Indian women.
The research project is to work out a share learning strategies for facilitating women empowerment in India and global.
New Studies and Insights on the Benefits of Gender Equality in Leadership Pos...Sustainable Brands
New studies show that gender equality in leadership positions provides financial benefits to companies. Research found that companies with more women in top management faced fewer lawsuits, had improved credit quality, and higher returns on equity, especially during economic downturns. Other research showed female leaders reduced fraud risk and were more conservative in financial reporting. Gender diverse companies also experienced benefits like increased innovation, stronger board governance, higher productivity, and greater sustainability efforts. The discussion around gender diversity is not about women versus men but about leveraging all available talent to indicate quality management at all organizational levels.
Breaking the glass ceiling: Overcoming Career Roadblocks for Women and Minori...J. Elle Kano
The document discusses barriers that women and minorities face in advancing their careers, such as the glass ceiling and glass walls. It provides statistics showing that women are underrepresented in leadership and higher paying positions. Barriers include societal stereotypes, lack of mentoring, and different standards of evaluation. The document discusses government efforts like the Lilly Ledbetter Act and proposes solutions for individuals, such as finding mentors, developing key skills, and championing oneself. The key is to proactively manage one's career and push beyond comfort zones to find new opportunities.
Discover the barriers holding companies back from having the diversified teams needed to boost their results, ignite innovation and excellence. Learn what can be done to bridge the gap.
The document discusses gender inequality in Australian business and the construction industry from a corporate social responsibility perspective. It makes three key points:
1) Recent research has found that women's confidence decreases significantly as they gain more experience in upper management, while men's confidence decreases less. This contributes to the lack of women in senior executive positions.
2) Stereotypes about women's collaborative leadership style versus men's perceived stronger, problem-solving style also contribute to unequal opportunities.
3) The construction industry in particular has much work to do, with only 11.7% women represented. Achieving gender equality will require challenging unconscious biases and committing to long-term, sustained actions.
The document summarizes research on the impact of women on corporate boards. It conducted interviews with 102 corporate directors from around the world to understand their perspectives. The directors believe that women contribute differently than men in ways that make boards more effective, such as bringing a diversity of perspectives and asking more questions. However, women still make up a small percentage of directors globally. Standard recruitment practices and a lack of effort to recruit women contribute to the slow pace of change.
The document discusses different leadership styles between men and women. It notes that women tend to have more transformational and democratic leadership styles, while men tend toward more autocratic styles. It then describes a case study of a woman named Lisa who encountered barriers to advancement at her investment firm. Despite strong performance, Lisa was passed over for promotion to partner. When she asked her boss about advancing, he cited reasons related to her gender. As a result, Lisa decided to leave and start her own investment firm. The document suggests organizational policies around networking, mentoring, training, and addressing gender biases could have helped retain Lisa.
This document discusses women in leadership and provides characteristics of effective female leaders. It notes that countries cannot flourish if they deprive themselves of the talents of half their citizens. Effective leadership depends on a person's qualities, not their gender. Women leaders tend to be empathetic, focus on teamwork, be flexible and multitask. They are also good communicators. There is a need for more women leaders to promote gender equality and drive effective solutions. However, women leaders face challenges such as gender bias, difficulty trusting their own abilities, and impostor syndrome.
1. Having women on corporate boards provides financial benefits to organizations as women help add diversity of thought and experience.
2. Women are less overconfident in negotiations, which can result in better deals for mergers and acquisitions.
3. At least three women on a board is needed to see full effects, but even one woman can make a positive difference.
4. Women face barriers to advancing into board positions and often need to be more qualified, so efforts are needed to identify and appoint competent women directors.
The document discusses statistics related to women in leadership roles and the US workplace. It notes that while women now make up 47% of the workforce, they on average earn 81 cents for every dollar earned by men. It also discusses the growth of women-owned businesses, which now generate $1.9 trillion in sales and employ over 13 million people. However, it notes that few women reach the top levels of large companies. Overall, the document presents various statistics that illustrate both the progress and ongoing challenges faced by women in leadership positions.
This document discusses the need for greater gender equality and female leadership in Europe. It notes that currently women make up a small percentage of board members in public companies across Europe. It also explores some of the barriers that prevent more women from advancing to leadership positions, such as gender stereotypes, lack of work-life balance policies, and an organizational culture that favors long work hours. The document argues that increasing female representation in leadership is important for competitiveness and sustainability, and that both female and male leadership styles are valuable and complementary. Overall, it advocates for change to promote greater gender equality and female advancement in European business.
Diversity in a group or organization refers to having many different forms, types, ideas, races, cultures, etc. represented. Diversity of personal values can often lead to conflicts in the workplace, especially around political issues, religious intolerance, or longstanding prejudices like sexism and racism. These conflicts may threaten workplace morale and productivity. Diversity is the recognition and acceptance of individual differences along dimensions such as race, ethnicity, gender, sexual orientation, socioeconomic status, age, religion, or other ideologies. It involves exploring these differences in a safe, positive way to promote understanding between individuals who have diverse backgrounds or characteristics.
1. McDonald's global ICT organization faced the challenge of transforming its data network infrastructure into a unified global private WAN to connect its over 30,000 restaurants across 121 countries.
2. To lead this complex strategic transformation, McDonald's formed a culturally diverse global ICT infrastructure management group consisting of technical experts from different regions.
3. After overcoming initial challenges around communication and bonding due to different time zones and cultures, the group proposed and tested an innovative new "hub and spoke" virtual private WAN architecture that significantly reduced costs compared to the original design, allowing McDonald's to establish its global network.
This document discusses diversity management in the workplace. It begins with a quote from Dr. Seuss describing two groups that discriminate against each other. It then defines diversity management as voluntary organizational actions to increase inclusion of employees from various backgrounds. It notes changing demographics in the workforce and the goals of diversity, such as high performance and increased productivity. It discusses key dimensions of diversity and areas impacted, such as decisions and work ethics. It describes how diversity affects human resource functions like recruitment, roles, and policies. Finally, it provides tips for promoting diversity, such as non-discrimination policies and celebrating existing diversity.
This presentation discusses diversity in terms of race and educational background in South Africa. It defines diversity and the two factors of race and educational background. For race, it discusses the different racial groups in South Africa, the impacts of race on society, and statistics on declining racial integration. For educational background, it discusses the impacts of the previous Bantu education system, statistics on educational disparities between racial groups, and how educational background can determine various life factors and outcomes. Unemployment statistics from 1994 to 2019 are also presented, showing South Africa's historically high unemployment rates.
The document discusses diversity and creativity in teams. It outlines three types of diversity: demographic, psychological, and organizational. It also notes some potential problems with diversity, such as misperceptions, distrust, and underutilization of minority members' skills. The impact of diversity depends on factors like the team's purpose and how diversity is managed. Highly diverse teams can offer different perspectives but may also experience more conflict. The document then discusses factors that can both limit and enhance creativity in groups, such as conformity pressure, open dissent, diversity of viewpoints, and intrinsic motivation. Relevant skills include divergent and convergent thinking as well as productive forgetting.
This document summarizes a presentation on diversity effects on sustainable group performance. It defines types of diversity, discusses research showing both benefits and challenges of diversity for group performance, and outlines some practical implications. The presentation addresses how diversity can improve decision-making and problem-solving but also potentially lead to issues like groupthink or polarization among subgroups. It notes the complex trade-offs involved and difficulties translating contradictory diversity research into clear practical advice.
For our group project we will be looking at evidence of diversity and inclusion of all adult learners. Our areas of focus will be include:
-Disability
-English as a Second Language
-Cultural Diversity
-Educational background
-Age.
This short document highlights three important concepts: creativity, which involves coming up with novel and imaginative ideas; curiosity, which refers to a desire to learn or know more about something; and diversity, meaning variety or differences between people or things.
1. Species diversity refers to the number and variety of species in a given region. It takes into account both the number of species and how evenly abundant they are.
2. There are three main types of species: endemic, exotic, and cosmopolitan. Endemic species are restricted to a particular area while exotic species have been transported by humans.
3. Factors that affect species diversity include speciation, extinction, migration, habitat destruction, and the introduction of invasive species. Speciation occurs through geographic isolation or reductions in gene flow. Extinction can be caused by overharvesting, pollution, and habitat loss.
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
The Double Bind Dilemma For Women In Leadership Damned If You Do, Doomed If Y...Vered Neta
As a woman in business, I know the difficult tight rope that we walk every day between being too nice and too pushy.
Catalyst did a fascinating study called “The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed if You Don’t “.
It highlights some of the difficulties that women have in the workplace getting taken seriously. If we come across too strong or too “pushy”, then we’re labeled as “witchy”. If we act too nice, then people think we don’t have what it takes to make tough decisions. It’s very difficult to get it just right. And that puts even more pressure on women at work.
The Better Boards Report - Exploring the Impact of Women on BoardsCate Goethals
The directors interviewed believe that women contribute differently and positively to board effectiveness in several ways:
1. Women bring more diversity in terms of gender, age, experience, and perspective which leads to more robust debates.
2. Women are more likely to ask different types of questions that spur deeper discussion of issues like human impacts, ethics, and long-term implications.
3. Women adopt a more collaborative approach that fosters relationship building and encourages contributions from all directors.
The document discusses female leadership in Europe and the need for change. It notes that currently only 11% of women hold decision-making positions in public companies across EU countries. It explores reasons why more women are not in leadership, including obstacles like maternity leave, childcare responsibilities, and stereotypes. Research suggests women and men have different leadership styles, with women shown to be more cooperative, team-oriented, and socially focused. The document argues that increasing female representation in leadership is important for competitiveness, sustainability, and driving positive change for both men and women.
This document discusses the lack of gender diversity in leadership positions in Malaysia. It finds that while women make up approximately 60% of university graduates, they hold only 27% of management roles and 5% of CEO positions in Malaysian companies. Similarly, in government, women hold only 34% of decision-making roles in the public service and 11% of parliamentary seats. The document argues that greater gender diversity in leadership leads to better organizational performance and governance. However, women face barriers such as masculine organizational cultures, social and cultural norms, and a lack of role models. To address this, organizations, women, and men must work together to remove these barriers through recognition of the issues, setting numerical diversity targets, and holding leaders accountable.
Happy International Women's Day. Cracking the Case. Why you need women leader...Mika Wilén
Maat, jotka ovat onnistuneet sukupuolten välisen tasa-arvon toteuttamisessa, ovat muita kilpailukykyisempiä. Silti naiset ovat yksi suurimmista alihyödynnetyistä osaajaresursseista maailmassa – ja erityisesti yritysten johtotehtävissä. Miksi? Johtuuko tämä siitä, että yritysten henkilöstökäytännöt eivät ole tältä vuosisadalta? Mihin asioihin ylimmän johdon tulisi kiinnittää huomiota, jotta muutos olisi mahdollinen? Lue lisää: Cracking the Case .
Companies with at least 3 female executives score higher on key organizational dimensions like leadership, innovation, and motivation according to a McKinsey survey. While the economic crisis has not changed companies' priorities regarding gender diversity, progress remains insufficient with gender diversity only a top priority for 28% of companies. While most business leaders recognize the benefits of gender diversity, 41% of top management remains unconvinced.
Women are seen to contribute differently and positively to boardroom discussions and effectiveness according to the directors interviewed. Women were said to bring more diversity in terms of gender, experience, and perspective. They were also noted as asking more questions to fuel fuller discussions, with a focus on human factors and implementation. Women were described as more collaborative and likely to listen before synthesizing arguments. Their presence was linked to better quality debates overall.
The Value of Women is our report on the financial case for investing in companies with women in senior management and Board positions. It also examines the importance of philanthropy focused on providing opportunity for women to impact their communities.
Investment in women is highly impactful. It is a key indicator for higher investment performance for investors.
In an industry in which nearly 80 percent of the workforce is female, why are there still pay and opportunity gaps and what is the event industry doing about it?
This document provides information about the Women Transforming Leadership Programme at the University of Oxford. It discusses how the program is designed to help ambitious female leaders overcome barriers and develop a wider range of leadership approaches. It notes that while progressive policies have helped, more needs to be done to address the lack of women in leadership positions. The program aims to give participants greater self-knowledge, confidence, and understanding of different leadership styles through sharing experiences with other women leaders from around the world.
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.
women in leadership, the family business advantageEric Chua, 蔡金兴
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. The key findings were:
1) Family businesses have higher rates of women in leadership positions than global averages, with an average of 22% of top management roles and over half having at least one woman on the board.
2) Family businesses emphasize long-term sustainability over short-term goals, which helps break down biases over time and allows more women to rise into leadership. Having more women in leadership is also correlated with higher growth targets.
3) An inclusive culture where the interests of family and employees are balanced creates an environment where women thrive. Activities like next-generation preparation, family business branding,
Diversity in the Board Room_ How to Unlock Its Full Potential - by Christiana...Christiana Vonofakou, PhD
This document discusses diversity in corporate boardrooms and leadership. It argues that while increasing gender diversity is important, simply adding more women is not enough. True diversity requires addressing potential pitfalls like stereotypes and lack of trust that can inhibit creative thinking. It recommends five conditions to maximize the benefits of diversity: 1) organizational encouragement of equal status, 2) leadership support, 3) emphasis on common goals, 4) intergroup cooperation, and 5) developing personal relationships to overcome initial distrust.
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. Some key findings from the survey include:
- Women make up on average 22% of the top management teams and 16% of board members of family businesses, which is higher than global averages.
- Family businesses have on average 5 women in C-suite positions and are grooming 4 women for top leadership roles.
- 41% of family businesses report growing female family member interest in joining the business in recent years.
- 70% of family businesses are considering a woman for their next CEO.
The document argues that family businesses' emphasis on long-term thinking, role models, and inclusive environments make them more
some debate shit about women being leaders 1Alex Bong
The document discusses arguments for why women make better leaders than men. It provides examples of successful female leaders like Angela Merkel and Hillary Clinton who have high approval ratings. Research is cited showing that companies with more women in senior management and on their boards tend to be more profitable and outperform competitors. Characteristics common to talented female leaders are also outlined, including being comfortable with diversity, drawing on personal experiences, questioning hierarchies, and asking big picture questions. The document argues that the feminist movement is still needed to advocate for more equal representation of women in politics, business, and to address issues like lack of paternity leave. In conclusion, it maintains the position that science poses a threat to humanity if it crosses moral boundaries.
Women in Management - The Power of Role ModelsStephen Wills
Women make up half of the world’s population, but they are nowhere near making up half of the leadership contributions. When it comes to management, women make up 60% of junior managers, but by the time you get to the top ranks this number barely makes it into the low double digits – and still fewer among our biggest businesses. Why?
Visit - www.ProcurementCentral.com
Similar to If Lehman Brothers had been Lehman Sisters? (20)
Presentations from a seminar at SSE on 16 November 2015: “Not invited to the Christmas party: Keeping sustainable company values and competence with increasing use of external competence providers”.
Presentations by: Edin Colak, Ellen Montén, Pernilla Bolander, Sofia Vahlne.
Presentation vid seminarium på Handelshögskolan i Stockholm 14 november 2014, “CSR-seminarium: Företagens roll och ansvar i samhället”. Seminariet gavs i samband med lanseringen av den nya tidskriften "Organisation & Samhälle".
Presentationer av:
Tomas Brytting, professor i organisationsetik med föredraget "Gärna förtroende men först ett rejält ansvar". Karolina Windell, ekon dr med föredraget "Mediebilden formar föreställningar om vad som är ansvarsfulla organisationer". Tommy Jensen, professor i företagsekonomi med inriktning mot etik, moral och ansvarstagande med föredraget "Svenska storföretagsledningar har för dåliga etiska kunskaper och färdigheter".
Professor Nils Brunsson, redaktör för "Organisation & Samhälle", välkomnade till seminariet. Sven-Olof Junker, ekon dr vid Handelshögskolan och sakkunnig vid Naturskyddsföreningen modererade debatten.
Inbjudna för att kommentera forskningsresultaten var Amanda Jackson, hållbarhetschef Swedbank, Hanne Kjöller, ledarskribent på Dagens Nyheter och Viveka Risberg, kanslichef Swedwatch.
Presentation at SSE, May 15, 2014: "Financial Reporting – too little or too much?"
Do we have a “disclosure problem” in financial reporting for listed entities? If so, is this a problem of information overload or inadequacy?
During 2013 three researchers at the Stockholm School of Economics, initiated a study, supported by the Swedish Enterprise Accounting Group at the Confederation of Swedish Enterprise, in order to contribute to this debate. 40 in-depth interviews were conducted with a broad range of experienced users of financial information. Interviewees include buy-side and sell-side analysts working with both equity and credit side analyses. Geographically, the interviewees are active in Sweden, the UK and other European countries along with the US.
The report Decision Usefulness Explored provides a short and timely report of the findings. Exploring what it is that makes financial reports useful, the report addresses what information in financial reports is used, when, how and for what.
At a seminar at the Stockholm School of Economics the findings in the report will be discussed. The objective of the seminar is to contribute to the current debate on the “disclosure problem” and the future of financial reporting for listed entities.
Agenda
13.00–13.10, Welcome and Introduction
- Dr Claes Norberg, Director Accountancy, Confederation of Swedish Enterprise and Adjunct Professor of Corporate Law, Uppsala University
- Dr Ebba Sjögren, Assistant Professor and Docent, Stockholm School of Economics
13.10–13.25, Setting the Scene
- Dr Walter Schuster, Professor, Stockholm School of Economics
13.25–13.40, The use of information by capital providers: The state of knowledge
- Dr Stefano Cascino, Lecturer, London School of Economics
13.40–14.30, Presentation and discussion of report
- Dr Anja Hjelström, Assistant Professor, Stockholm School of Economics
- Dr Tomas Hjelström, Assistant Professor, Stockholm School of Economics
- Peter Malmqvist, Chairman, Valuation committee, The Association of Swedish Financial Analysts
- Sigvard Heurlin, Visiting teacher Stockholm School of Economics, former PwC partner, IASC board member
14.30–15.00, Coffee break
15.00–15.20, Questions from the audience
15.20–16.20, Panel discussion
- Francoise Flores, Chairman, EFRAG
- Jan Engström, Board Member, IASB
- Mikael Hagström, Senior VP, AB Volvo
- Sue Harding, Director, FRC Financial Reporting Lab
- Moderator: Dr Ebba Sjögren
16.20, Closing remarks
- Dr Claes Norberg
The document summarizes a seminar on corporate social responsibility challenges and opportunities for commercial actors in conflict-affected areas. It describes the CCDA project which aims to develop concepts and tools to encourage businesses to avoid negative impacts and strengthen positive impacts on conflicts. It discusses terminology related to conflict-affected areas and corporate responsibility frameworks. It also summarizes conclusions from case studies on how some companies have financially benefited from conflicts and interacted with local stakeholders.
This document summarizes research comparing how mining companies in Sweden and South Africa obtain a social license to operate (SLO). The research examines the choices mining companies make when applying for licenses in Sweden and an ongoing case study of the Sishen mine in South Africa. It discusses definitions of SLO and how companies obtain it by following soft laws and initiatives like CSR policies, local agreements, transparency, and philanthropy. For Sweden, results showed established companies did the minimum while new companies did more. In South Africa, billions have been invested at Sishen but communities have not benefited as intended. Concluding thoughts discuss differences in CSR approaches between the contexts and potential lessons from Sweden.
The document discusses alternatives to bitcoin such as Litecoin, Namecoin, and Ripple. It examines examples like using bitcoins, namecoin which manages the .bit domain, and ripple which uses trust lines between currencies. The presentation concludes by discussing the future of cryptocurrencies and the bitcoin exchange called Kraken.
This document contains 24 sections about Bitcoin and related topics, including:
1. An introduction by Jon Matonis of the Bitcoin Foundation.
2-24. Sections discussing the history of Bitcoin, its key features like decentralization and fixed supply, how it could transform industries like payments and asset management, quotes in support of Bitcoin from figures like Bill Gates and Nassim Taleb, and Matonis' own quote comparing Bitcoin to legal tender and BitTorrents to copyrights.
The document outlines the agenda for a seminar on Bitcoin held at the Stockholm School of Economics on October 25, 2013. The seminar included four presentations: an introduction to Bitcoin by Dr. Robin Teigland; a discussion of Bitcoin as a nonpolitical monetary unit by Jon Matonis; a case study on how Bitcoin could benefit developing countries presented by Pelle Braendgaard; and a look at the future of and alternatives to Bitcoin from Michael Grönager. The event concluded with closing remarks from the moderator Dr. Robin Teigland.
This document discusses sustainable leadership and the financial crisis. It provides statistics showing the enormous total estimated costs of the 2008 financial crisis for the US economy ranging from $12.8 to $22 trillion. Unemployment rates in the EU rose significantly from 2000 to 2013 in the aftermath of the crisis. The CEO of Allianz argues that addressing climate change cannot wait for the financial crisis to be resolved and that sustainable economic development is needed. Sustainable leadership is defined as achieving fair treatment of employees, sustainable environmental practices, and long-term economic value. It is argued that principles of sustainable leadership apply globally regardless of geography. The document examines sustainable leadership in banks, noting low customer satisfaction ratings for Swedish banks according to a recent poll
Presentation vid SSE Insights på Handelshögskolan i Stockholm.
Presentatörer: Pernilla Bolander, Staffan Furusten, Frida Pemer, Annika Schilling, Kristina Tamm Hallström, Andreas Werr
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
3. Sustainability is about creating long-term gains, company boards on average
spend 20% of their time discussing their social/environmental impact
2
Background
Source: The Economist Doing Good: Business and the sustainability challenge
4. Sweden is the world’s most feminine country described as having high focus on
quality of life, protection of environment, avoidance of conflicts and equality
3
Background
44
65
50
Cultural Dimensions Hofstede
2014
Percentage
41
60
33
29
5
71
31
75
60
45
30
15
0
Uncertainty
Avoidance
Power Distance Individualism Masculinity
World
Sweden
Long-term Orientation
Source: Hofstede Centre 2014
5. High level of risk is a threat for the sustainability of a company, women are found
on average to be less risk loving than men
4
Background
“… Men are more likely to take on higher risk than women …”
Byrnes, Miller & Schafer, 1999
“… Women choose to make smaller investments than men …”
Charness and Gneezy , 2007
“… Men perceived they would obtain greater benefits from engaging in risky behaviours. …”
Weber et al., 2002
6. High level of risk is a threat for the sustainability of a company, women are found
on average to be less risk loving than men
5
Background
Should companies just hire more female leaders?
7. Several studies have shown that there are differences in total corporate risk
depending on the gender diversity in board and top management
6
Background
Differences Exist
“… among US public firms, having at least one woman among the top five executives decreases the
firm’s leverage , and hence the level of risk …”
Masoudie, 2008
“… female CEOs in North American public companies are associated with a lower risk for the company,
and should thus be considered if the board is seeking cautious leadership …”
Elsaid and Ursel, 2009
“… female CEOs tend to avoid riskier investment and financing opportunities …”
Faccio, Marchica and Mura, 2012
8. However, other studies have showed that the risk level will not differ because of
the companies’ gender ratios
7
Background
No Differences Exist
“… Swedish female directors, based on a survey of almost 2000 board members and top managers,
are in fact more risk loving than their male counterparts …”
Adams and Funk, 2012
“… Studies of the banks showed that those with more female directors did not engage in fewer risk
taking activities around the crisis and did not have lower risk than other banks …”
Adams and Raghunathan, 2013
“… women leading companies with less than ten employees either act more as the general female
population. When the corporations grow bigger the effect does not appear …”
Nyberg and Johansen, 2014
9. In summary, there is no clear evidence that the risks would have been any
different if Lehman brothers instead were Lehman sisters
8
Background
No Differences Exist
“… People who reach influential positions in corporations do so because of their ruthless
personality, mind-set and talent needed for the job. It might be easier to find men like
that, but this does not mean women appointed to such roles would behave any
differently …”
Ally Fogg, 2013
10. Companies recognized for their sustainable work however show to have a higher
ratio of women in the top
9
Background
- Female Board Members: 27%
- Female Executives: 26%
- Female Board Members: 23%
- Female Executives: 19%
12. A glass ceiling stops leadership minorities from getting the same possibilities to
reach the top
36% of companies are working to increase gender diversity as a
step to get a more sustainable approach - The Economist 2010
18.5% of positions in executive boards in Swedish public
companies are held by women, and only 15 of them are CEOs
11
Women in Leadership positions
“… Easier to dismiss is the still-common objection that quotas are anti-meritocratic: that is more true of
the status quo. Oodles of research demonstrates that women are evaluated less positively than
identically qualified men when applying for stereotypically male jobs, such as leadership roles …”
The Economist, 2014
13. To create change we have to let systematic approaches lead the way where
biases, halo effects and stereotypes are removed
12
Women in Leadership positions
What?
Recruiting processes needs to be standardized with criteria and characteristics predefined what the
company actually is looking for
14. The human brain is influenced by millions of factors affecting the decisions we
make
13
Women in Leadership positions
Why?
Experts try to be clever, think outside the box, and consider complex combinations of features in making
their predictions. Complexity may work in the odd case, but more often than not it reduces validity
Humans in endless studies proved to be inconsistent in their judgments and can be affected by their daily
mood, the time of the day and the set up of each specific situation
15. Easy standardized methods will help companies make more accurate decisions
and allow the best people reaching the top
14
Women in Leadership positions
How?
Mechanical (formal, algorithmic) methods of data combination outperforms clinical methods, in a large
variety of situations
For Companies’ recruitment processes:
- check lists and a scoring system of what traits and experiences that are needed for the specific role
16. Organizations and individuals have to get aware of the characteristics and
experiences that will create successful leadership
15
Women in Leadership positions
How?
For Companies’ HR strategies and Talent
Management:
- use track record of what traits and
experiences that has a proven success
record
- create descriptions of the most important
qualifications needed for different
(leadership) positions
For Individuals:
- understand the traits needed for specific
jobs to be able to quantify experiences
needed for the job
- be aware of biases and point out
characteristics that does not align with
these biases
17. Stop spin the wheel of roulette, and diversity will bring more sustainable
organizations
16
Women in Leadership positions
Thank you for your time!
Editor's Notes
Ten Swedish companies stood out last year in their sustainable approach,2 and therefore got selected to sustainable indices such as Corporate Knights Sustainable Ranking3, The Dow Jones Sustainability World Index4 and the FTSE4Good Index Series.
69% of Norweigan CEOs were against quotas and the main issue is that it’s not as easy finding women with the same experience as men
What can be heard from people interviewing candidates for a position is that: “I usually know within 30 seconds if I will hire the person or not”. This behaviour was discussed in a Forbes article in 2012 where the author claimed that “Employers Hire Potential Drinking Buddies Ahead Of Top Candidates” (Adams 2012). Backed from research from Kellogg School of Management, you hire people that could be their friends and have similar leisure pursuits, experiences, and self-presentation styles
individuals, ex.
Graduate position most companies have standardized systems in the first
individuals, ex.
Graduate position most companies have standardized systems in the first
evaluation reports of qualifications should be as standardized as feedback forms or a company’s annual reports, every one should know what is needed to get a successful profit as well as a successful leader
no one could possibly win at roulette “unless he steals money from the table while the croupier isn’t looking.” Albert Einstein