Women's innate abilities make her a 'good business choice' when reaching out to global markets. White paper discussing the advantages women bring to the international marketing table.
This document summarizes insights from the author's leadership development journey over the past 10 years. Some key points:
1) Self-awareness and understanding one's strengths and weaknesses is vital for leadership development and growth. The author realized the importance of this through workshops and assessments.
2) Sharing power with others ("power with"), rather than wielding power over people, is an important leadership principle. This was exemplified by a businessman who worked to benefit future generations rather than seek personal credit.
3) Forming a sense of community, even in difficult circumstances, shows taking initiative and sharing responsibility, as was seen in refugee camps where informal councils developed. This speaks to empowering others rather than ho
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
This document discusses lessons that can be learned from military leadership and applied to organizations facing turbulent times. It introduces the concept of Goal Orientated Leadership (GOaL), which is based on principles developed by military leaders over centuries. Under GOaL, leaders set clear outcomes and constraints but empower subordinates to determine tactics. This allows flexibility to adapt to changing conditions. The document contrasts this with typical leadership responses to crises that increase control and reduce responsiveness. GOaL is presented as a framework to help organizations navigate turbulence more effectively through empowered and agile execution.
1) The document discusses managing workforce diversity as a global human resources topic that has become essential for business success.
2) It emphasizes that CEOs and senior leadership must be actively involved in diversity efforts for them to be effective, as total delegation without involvement risks failure.
3) IBM considers diversity a core business imperative on par with technology leadership, aiming to ensure all employees can contribute at their highest level in a discrimination-free workplace with opportunities for all.
This chapter discusses intercultural communication in organizations. It aims to help students understand how cultural contexts, environmental contexts, and perceptual contexts affect business across cultures. Some key points covered include how dimensions of culture like individualism/collectivism, power distance, and uncertainty avoidance influence organizational values and practices. The chapter also compares managerial styles and manager-subordinate relationships in Japan, Germany, and Arab countries.
Ivey Business Journal The New Leadership Challenge July August 2008mcarljohnson3
- The document discusses the challenges of leadership in a rapidly changing global environment and argues that the key to overcoming these challenges is removing emotional barriers to sustainable high performance.
- It reviews studies showing that companies with cultures that tolerate truth-telling and embrace dissent achieve better long-term results, but that creating such cultures is difficult due to leaders' emotional limitations.
- The authors propose a model of leadership development focused on enhancing emotional intelligence to remove these barriers and create an environment where open and honest communication can occur, leading to more effective decision-making and performance.
Uday salunkhe managing work force diversityudaysalunkhe
This article talks about managing work force diversity within the organisation. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
Purpose-driven organizations management. Ideas for a better worldMaría Rubio
This document provides endorsements and background information for the book "Purpose-driven Organizations" edited by Carlos Rey, Miquel Bastons, and Phil Sotok. The endorsements highlight how the book explains how to specify an organization's purpose in terms of knowledge, motivation, and action and integrate it into strategy. It also discusses how the book helps reflect on corporate purpose and its role in management. The background provides information about the editors and introduces some of the key topics covered in the book, including navigating the purpose economy, developing purpose-driven structures, and realizing humanity in large organizations.
This document summarizes insights from the author's leadership development journey over the past 10 years. Some key points:
1) Self-awareness and understanding one's strengths and weaknesses is vital for leadership development and growth. The author realized the importance of this through workshops and assessments.
2) Sharing power with others ("power with"), rather than wielding power over people, is an important leadership principle. This was exemplified by a businessman who worked to benefit future generations rather than seek personal credit.
3) Forming a sense of community, even in difficult circumstances, shows taking initiative and sharing responsibility, as was seen in refugee camps where informal councils developed. This speaks to empowering others rather than ho
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
This document discusses lessons that can be learned from military leadership and applied to organizations facing turbulent times. It introduces the concept of Goal Orientated Leadership (GOaL), which is based on principles developed by military leaders over centuries. Under GOaL, leaders set clear outcomes and constraints but empower subordinates to determine tactics. This allows flexibility to adapt to changing conditions. The document contrasts this with typical leadership responses to crises that increase control and reduce responsiveness. GOaL is presented as a framework to help organizations navigate turbulence more effectively through empowered and agile execution.
1) The document discusses managing workforce diversity as a global human resources topic that has become essential for business success.
2) It emphasizes that CEOs and senior leadership must be actively involved in diversity efforts for them to be effective, as total delegation without involvement risks failure.
3) IBM considers diversity a core business imperative on par with technology leadership, aiming to ensure all employees can contribute at their highest level in a discrimination-free workplace with opportunities for all.
This chapter discusses intercultural communication in organizations. It aims to help students understand how cultural contexts, environmental contexts, and perceptual contexts affect business across cultures. Some key points covered include how dimensions of culture like individualism/collectivism, power distance, and uncertainty avoidance influence organizational values and practices. The chapter also compares managerial styles and manager-subordinate relationships in Japan, Germany, and Arab countries.
Ivey Business Journal The New Leadership Challenge July August 2008mcarljohnson3
- The document discusses the challenges of leadership in a rapidly changing global environment and argues that the key to overcoming these challenges is removing emotional barriers to sustainable high performance.
- It reviews studies showing that companies with cultures that tolerate truth-telling and embrace dissent achieve better long-term results, but that creating such cultures is difficult due to leaders' emotional limitations.
- The authors propose a model of leadership development focused on enhancing emotional intelligence to remove these barriers and create an environment where open and honest communication can occur, leading to more effective decision-making and performance.
Uday salunkhe managing work force diversityudaysalunkhe
This article talks about managing work force diversity within the organisation. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
Purpose-driven organizations management. Ideas for a better worldMaría Rubio
This document provides endorsements and background information for the book "Purpose-driven Organizations" edited by Carlos Rey, Miquel Bastons, and Phil Sotok. The endorsements highlight how the book explains how to specify an organization's purpose in terms of knowledge, motivation, and action and integrate it into strategy. It also discusses how the book helps reflect on corporate purpose and its role in management. The background provides information about the editors and introduces some of the key topics covered in the book, including navigating the purpose economy, developing purpose-driven structures, and realizing humanity in large organizations.
Next Generation Diversity: Grooming Millennial Leaders Aerial Ellis
Lessons in Leadership for the Millennial Generation: Workplace Imperatives, Navigating Generational Diversity Best Practices for Leadership Development for Millennials
This document summarizes knowledge sharing of human resource innovations across multinational corporations. It discusses how knowledge management and organizational learning can support sharing innovative HR practices globally. It provides background on the relationship between intellectual, social, organizational, and human capital and creating and sharing HR knowledge. Regional differences that impact knowledge sharing are explored. The document analyzes two case studies of IBM and Shell, finding that IBM emphasizes local autonomy and training to facilitate knowledge sharing, while Shell takes a more centralized approach to developing global HR practices.
This document summarizes a study on knowledge creation in virtual organizations. The study examined how sense of community among knowledge workers impacts knowledge creation effectiveness. It surveyed 264 knowledge workers from over 12 industries. The study found that 48% of knowledge creation effectiveness is attributable to sense of community, characterized by feelings of co-leadership, connection, belonging, give-and-take, influence, and creative growth. Both high-tech and high-touch work practices, such as telecommuting, face-to-face interactions, and synchronous and asynchronous collaboration, positively support sense of community. The study proposes an existential-humanistic process model of knowledge creation that considers how people live and work as well as their well-being.
Communicating the Case for Diversity and Inclusion Aerial Ellis
Addressing Imperatives: The growing requirement to address how workforce diversity has a quantifiable effect on business/performance outcomes, creates financial/economic benefits, and shifts organizational culture to impact greater human contribution; Assessing Implementation: The proactive effort that responds to the changing demographic profile of the workforce through the implementation of programs and services that support and empower a diverse workforce through multicultural approaches (ie. programs, initiatives, execution); Achieving Success: The return on investment (ROI) in terms of performance and economic outcomes that results from leveraging the variant knowledge, skills, abilities, talents, intellectual capital, perspectives, working styles, etc. of a diverse workforce (process-oriented).
This volume—the product of decades of hard-won insights from philanthropist Mario Morino and more than a dozen social-sector experts and practitioners—offers practical advice for all social-sector executives and board members who are hungry to achieve more for those they serve.If you’re a leader in search of reliable information to help you make tough decisions . . . if you care deeply about how e ffective your organization is in achieving its mission . . . if you are ready for a leap of reason that will allow your organization to become even better at doing what it does . . . then this monograph will get your organization started on the path of greater rigor and impact. The need for the successful management approaches highlighted in this volume will only increase in the decade ahead. As growing federal and state budget pressures force impossible— even Solomonic—choices, nonprofi ts will increasingly have to show results. Public and private funders will migrate away from organizations with stirring stories alone, toward well-managed organizations that can demonstrate meaningful, lasting impact. This approachable volume will help spark refl ection within your organization about how best to turn your collective passion into even more change in the lives of those who rely on you.
The Gender Dividend - Making the Business Case for Investing in WomenLjuba Bogdanovich
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
Analyst for cnn, and former presidential adviser), carter rohoney725342
This document provides a summary of the book "Passion & Purpose" which profiles stories of young business leaders who are tackling big issues and shaping the future of business. It includes short biographies of the authors and an overview of the book's structure. The book explores how the next generation is embracing convergence across sectors, globalization, and driving business with a purpose. It features interviews with established leaders who provide perspectives on the trends shaped by young professionals. The document gives high-level context about the themes and individuals featured in the leadership stories compiled in the book.
The role of the tourism sector in expanding economysaranyapugazh
Tourism has significant potential to expand economic opportunity in developing countries. However, the tourism sector lags behind other industries in adopting corporate social responsibility practices to maximize these opportunities. While some tourism companies have innovative programs, overall the sector has focused more on environmental and philanthropic efforts than on business strategies to strengthen local economic impacts. There is an opportunity for tourism companies, particularly large hotels and resorts, to lead the sector by implementing best practices that enhance economic opportunity in commercially viable ways, such as developing local suppliers and improving workforce skills.
Chapter 2 the changing environment of organization jaynielanasco
The document summarizes how the environment of organizations is changing due to various forces such as globalization, diversity, technology, ethics and corporate governance, and new employment relationships. Globalization has increased international business activities and integration of the global economy. Diversity in the workforce requires recognizing differences among employees. Rapid technological advances have made operations more flexible but also increased work pressures. Ethics and corporate governance influence how organizations treat employees, each other, and other stakeholders. New employment relationships include outsourcing, contingent workers, and tiered workforces.
The document summarizes Deloitte's 2011 International Women's Day (IWD) toolkit and celebrations. It provides an overview of the global IWD webcast that Deloitte hosted on March 2, 2011, which featured a panel discussion on advancing women in leadership. It also highlights some of the member firm IWD events from 2010 and encourages other member firms to host their own events using the resources and suggestions in the toolkit.
The role of cultures in international mergers: exploring the reasons for Daim...M. Arnaudova
The document discusses the failure of the Daimler-Benz and Chrysler merger, citing cultural differences as a key reason. It provides context on the merger, which combined the German luxury car maker Daimler-Benz with the American maker Chrysler to create the world's fifth largest automaker. However, the merger failed to integrate the two very different organizational cultures. Insufficient attention to addressing cultural differences during the integration process undermined synergies and led to the merger's failure, demonstrating the importance of considering culture in international business combinations.
The document discusses the importance of culture in mergers and acquisitions. It defines culture as the shared implicit values, beliefs, and assumptions that influence behavior in a company. Culture can be a major barrier to effective integration when two companies with different cultures merge. The summary discusses key cultural factors that can affect integration such as decision-making style, leadership style, ability to change, and how people work together. It provides examples of how cultural differences can undermine value creation. The document advocates addressing culture directly and linking cultural programs to measurable business goals in order to have a successful integration.
The document discusses reflections on managing people through an economic downturn based on interviews conducted for a white paper. Key findings include that critical thinking and preparation were important for industries that could foresee impacts. Communication with staff was critical, and the tension between being upbeat and transparent about challenges was difficult to manage. Employers felt responsible to retain staff where possible, though some cuts were necessary for survival. Overall, the experiences provided lessons that could help future leaders in difficult economic times.
This document discusses the competitive advantages of diversity in the workplace. It begins by outlining the business case for diversity, noting that a diverse workforce can lead to cost savings through lower turnover and absenteeism. Diversity can also drive business growth by improving creativity, problem-solving, and understanding of various markets. Additionally, effectively managing diversity helps companies attract and retain top talent. The document then examines how to develop a strong diversity program and best practices to realize these competitive advantages.
Track Me If You Can - Reputation Management, Unique Phone Appending and Googl...TW Integrated Marketing
Making sure you know what is working, from your traditional and digital media takes planning. Learn how a step-by-step implementation of reputation.com, ibbyphone.com and Google Analytics can give you a good understanding of where your marketing dollars are making an impact.
The history of marketing to women is full of disconnects. Learn how gender marketing has gotten smarter and wiser, but still falls into the same traps of the past
The document discusses various features of Flickr including photo collections, sets, groups, galleries and geotagging. It provides examples of how hospitals and organizations use Flickr and discusses tags, what makes a good tag, and how to curate galleries around themes, genres or subjects. The last section mentions a social media policy and terms of agreement for Flickr content owners and moderators.
This document discusses how visual storytelling can help healthcare providers understand their patients better, especially female patients. It provides examples of negative patient experiences related to lack of communication, empathy and responsiveness from healthcare staff. These include a cancer patient who was not warned about being stapled, patients feeling cold in different rooms, and mothers who felt healthcare workers' actions prevented them from relaxing during care. The document advocates using visual techniques to gain insight into patients' perspectives and identify areas for improving customer service and care experiences.
The document discusses how new media has been embraced more by women than initially expected. While early predictions were that new technologies would be dominated by men, women became the majority on the internet by 2002. The document argues that social software and new media platforms suit women well because relationship building and social interaction are key parts of women's communication styles. Women have adopted blogs, instant messaging, and podcasting to facilitate ongoing social connections and learning opportunities. Marketers are encouraged to utilize these new communication channels to build meaningful relationships and engage in rich dialog with female customers.
Women are increasingly using the internet, especially for tasks like planning trips, managing finances, and finding recipes. Some key points:
- 63% of women were online in 2004, increasing to 70% by 2006.
- Women spend about 9 hours per week online on average.
- The top online purchases for women are software, clothes, and gifts.
- Women own over half the assets of privately held businesses in the US. They also start 70% of new businesses.
- Older internet users over 55 are one of the fastest growing demographics online. Their internet usage has grown 33% from 1999-2000.
Next Generation Diversity: Grooming Millennial Leaders Aerial Ellis
Lessons in Leadership for the Millennial Generation: Workplace Imperatives, Navigating Generational Diversity Best Practices for Leadership Development for Millennials
This document summarizes knowledge sharing of human resource innovations across multinational corporations. It discusses how knowledge management and organizational learning can support sharing innovative HR practices globally. It provides background on the relationship between intellectual, social, organizational, and human capital and creating and sharing HR knowledge. Regional differences that impact knowledge sharing are explored. The document analyzes two case studies of IBM and Shell, finding that IBM emphasizes local autonomy and training to facilitate knowledge sharing, while Shell takes a more centralized approach to developing global HR practices.
This document summarizes a study on knowledge creation in virtual organizations. The study examined how sense of community among knowledge workers impacts knowledge creation effectiveness. It surveyed 264 knowledge workers from over 12 industries. The study found that 48% of knowledge creation effectiveness is attributable to sense of community, characterized by feelings of co-leadership, connection, belonging, give-and-take, influence, and creative growth. Both high-tech and high-touch work practices, such as telecommuting, face-to-face interactions, and synchronous and asynchronous collaboration, positively support sense of community. The study proposes an existential-humanistic process model of knowledge creation that considers how people live and work as well as their well-being.
Communicating the Case for Diversity and Inclusion Aerial Ellis
Addressing Imperatives: The growing requirement to address how workforce diversity has a quantifiable effect on business/performance outcomes, creates financial/economic benefits, and shifts organizational culture to impact greater human contribution; Assessing Implementation: The proactive effort that responds to the changing demographic profile of the workforce through the implementation of programs and services that support and empower a diverse workforce through multicultural approaches (ie. programs, initiatives, execution); Achieving Success: The return on investment (ROI) in terms of performance and economic outcomes that results from leveraging the variant knowledge, skills, abilities, talents, intellectual capital, perspectives, working styles, etc. of a diverse workforce (process-oriented).
This volume—the product of decades of hard-won insights from philanthropist Mario Morino and more than a dozen social-sector experts and practitioners—offers practical advice for all social-sector executives and board members who are hungry to achieve more for those they serve.If you’re a leader in search of reliable information to help you make tough decisions . . . if you care deeply about how e ffective your organization is in achieving its mission . . . if you are ready for a leap of reason that will allow your organization to become even better at doing what it does . . . then this monograph will get your organization started on the path of greater rigor and impact. The need for the successful management approaches highlighted in this volume will only increase in the decade ahead. As growing federal and state budget pressures force impossible— even Solomonic—choices, nonprofi ts will increasingly have to show results. Public and private funders will migrate away from organizations with stirring stories alone, toward well-managed organizations that can demonstrate meaningful, lasting impact. This approachable volume will help spark refl ection within your organization about how best to turn your collective passion into even more change in the lives of those who rely on you.
The Gender Dividend - Making the Business Case for Investing in WomenLjuba Bogdanovich
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
Analyst for cnn, and former presidential adviser), carter rohoney725342
This document provides a summary of the book "Passion & Purpose" which profiles stories of young business leaders who are tackling big issues and shaping the future of business. It includes short biographies of the authors and an overview of the book's structure. The book explores how the next generation is embracing convergence across sectors, globalization, and driving business with a purpose. It features interviews with established leaders who provide perspectives on the trends shaped by young professionals. The document gives high-level context about the themes and individuals featured in the leadership stories compiled in the book.
The role of the tourism sector in expanding economysaranyapugazh
Tourism has significant potential to expand economic opportunity in developing countries. However, the tourism sector lags behind other industries in adopting corporate social responsibility practices to maximize these opportunities. While some tourism companies have innovative programs, overall the sector has focused more on environmental and philanthropic efforts than on business strategies to strengthen local economic impacts. There is an opportunity for tourism companies, particularly large hotels and resorts, to lead the sector by implementing best practices that enhance economic opportunity in commercially viable ways, such as developing local suppliers and improving workforce skills.
Chapter 2 the changing environment of organization jaynielanasco
The document summarizes how the environment of organizations is changing due to various forces such as globalization, diversity, technology, ethics and corporate governance, and new employment relationships. Globalization has increased international business activities and integration of the global economy. Diversity in the workforce requires recognizing differences among employees. Rapid technological advances have made operations more flexible but also increased work pressures. Ethics and corporate governance influence how organizations treat employees, each other, and other stakeholders. New employment relationships include outsourcing, contingent workers, and tiered workforces.
The document summarizes Deloitte's 2011 International Women's Day (IWD) toolkit and celebrations. It provides an overview of the global IWD webcast that Deloitte hosted on March 2, 2011, which featured a panel discussion on advancing women in leadership. It also highlights some of the member firm IWD events from 2010 and encourages other member firms to host their own events using the resources and suggestions in the toolkit.
The role of cultures in international mergers: exploring the reasons for Daim...M. Arnaudova
The document discusses the failure of the Daimler-Benz and Chrysler merger, citing cultural differences as a key reason. It provides context on the merger, which combined the German luxury car maker Daimler-Benz with the American maker Chrysler to create the world's fifth largest automaker. However, the merger failed to integrate the two very different organizational cultures. Insufficient attention to addressing cultural differences during the integration process undermined synergies and led to the merger's failure, demonstrating the importance of considering culture in international business combinations.
The document discusses the importance of culture in mergers and acquisitions. It defines culture as the shared implicit values, beliefs, and assumptions that influence behavior in a company. Culture can be a major barrier to effective integration when two companies with different cultures merge. The summary discusses key cultural factors that can affect integration such as decision-making style, leadership style, ability to change, and how people work together. It provides examples of how cultural differences can undermine value creation. The document advocates addressing culture directly and linking cultural programs to measurable business goals in order to have a successful integration.
The document discusses reflections on managing people through an economic downturn based on interviews conducted for a white paper. Key findings include that critical thinking and preparation were important for industries that could foresee impacts. Communication with staff was critical, and the tension between being upbeat and transparent about challenges was difficult to manage. Employers felt responsible to retain staff where possible, though some cuts were necessary for survival. Overall, the experiences provided lessons that could help future leaders in difficult economic times.
This document discusses the competitive advantages of diversity in the workplace. It begins by outlining the business case for diversity, noting that a diverse workforce can lead to cost savings through lower turnover and absenteeism. Diversity can also drive business growth by improving creativity, problem-solving, and understanding of various markets. Additionally, effectively managing diversity helps companies attract and retain top talent. The document then examines how to develop a strong diversity program and best practices to realize these competitive advantages.
Track Me If You Can - Reputation Management, Unique Phone Appending and Googl...TW Integrated Marketing
Making sure you know what is working, from your traditional and digital media takes planning. Learn how a step-by-step implementation of reputation.com, ibbyphone.com and Google Analytics can give you a good understanding of where your marketing dollars are making an impact.
The history of marketing to women is full of disconnects. Learn how gender marketing has gotten smarter and wiser, but still falls into the same traps of the past
The document discusses various features of Flickr including photo collections, sets, groups, galleries and geotagging. It provides examples of how hospitals and organizations use Flickr and discusses tags, what makes a good tag, and how to curate galleries around themes, genres or subjects. The last section mentions a social media policy and terms of agreement for Flickr content owners and moderators.
This document discusses how visual storytelling can help healthcare providers understand their patients better, especially female patients. It provides examples of negative patient experiences related to lack of communication, empathy and responsiveness from healthcare staff. These include a cancer patient who was not warned about being stapled, patients feeling cold in different rooms, and mothers who felt healthcare workers' actions prevented them from relaxing during care. The document advocates using visual techniques to gain insight into patients' perspectives and identify areas for improving customer service and care experiences.
The document discusses how new media has been embraced more by women than initially expected. While early predictions were that new technologies would be dominated by men, women became the majority on the internet by 2002. The document argues that social software and new media platforms suit women well because relationship building and social interaction are key parts of women's communication styles. Women have adopted blogs, instant messaging, and podcasting to facilitate ongoing social connections and learning opportunities. Marketers are encouraged to utilize these new communication channels to build meaningful relationships and engage in rich dialog with female customers.
Women are increasingly using the internet, especially for tasks like planning trips, managing finances, and finding recipes. Some key points:
- 63% of women were online in 2004, increasing to 70% by 2006.
- Women spend about 9 hours per week online on average.
- The top online purchases for women are software, clothes, and gifts.
- Women own over half the assets of privately held businesses in the US. They also start 70% of new businesses.
- Older internet users over 55 are one of the fastest growing demographics online. Their internet usage has grown 33% from 1999-2000.
Online reviews and ratings are increasingly important for consumers choosing healthcare providers, with 71% planning to use them and negative reviews causing 32% of consumers to avoid a physician. Maintaining positive reviews is important, as consumers dismiss reviews older than a year and having at least 5 reviews lends more legitimacy. Transparency of quality performance data on websites will also impact consumer choice of future healthcare.
LHBS constantly collects signs of changing behavior in culture, markets, and technology. One of the key demographics involved in these changes is young women.
Through researching what is driving values and decisions– and therefore needs– of young women today, some of the most significant factors at play are perhaps found in their prevailing attitudes towards work and career.
We would like to share some of our research into the work and career of young women, which explores several important trends and trajectories of this important demographic, and offers some of the implications for businesses looking to establish a working environment where young women feel not only valued, but also positively challenged.
The document discusses the lack of gender diversity in senior leadership roles in Canadian corporations despite 25 years of focus on advancing women. While women make up 48% of the workforce, only 36.5% of lower managers, less than 18% of top executives, less than 14% of boards, and 6% of CEOs are women. This lack of diversity represents a competitive disadvantage as research shows the most successful companies have diverse leadership that incorporates multiple perspectives. The authors argue that true change requires leadership that values diversity and holds teams accountable through transparent processes rather than just counting women or focusing on tactics. Leaders must uncover and address underlying biases to create lasting cultural change at all levels of an organization.
In today’s modern workplace, where the primary resource is knowledge, collective knowledge building is a key strategic task. The Business Case for Transformative Training
This document summarizes IBM Daksh's journey in building an inclusive workplace for women through diversity initiatives and interventions. It discusses how IBM Daksh conducted research to understand the business case for diversity and develop a strategy. The strategy addressed structural and cultural barriers to gender inclusivity through policies, practices, and targeted interventions. Initiatives focused on attracting, developing, and retaining women talent across career stages to create an inclusive culture and strengthen the women leadership pipeline.
The document discusses creating a culture of connection in the workplace to increase employee engagement and retention. It argues that meeting employees' emotional needs for meaning, respect, recognition, belonging, autonomy and personal growth is as important or more important than financial compensation alone. The author cites research finding that right brain emotional factors are on average four times as important as rational factors in motivating employees. Examples are given of leaders who created strong cultures of connection, including at Pixar Animation Studios. Characteristics of great team leaders are also discussed, such as learning excellence, making employees feel trusted and cooperative, and ensuring task connection.
Insights Success brings to you, “The Most Admired Women Leaders in Business 2019.” These women are redefining the parameters of leadership through their immense passion for their work and the drive for excellence.
Defining the Human Capital Leader of Tomorrow.docmikegggg
This document discusses the need for organizations to modernize the role of the Chief Human Resources Officer (CHRO) to focus on strategic human capital management rather than administrative tasks. It notes that while some large organizations have advanced the CHRO role, most have not kept up with changing needs. The document advocates for raising standards around human capital practices, redefining the CHRO mandate, and holding organizations accountable in the same way they are for financial practices. It presents a vision of the future where the CHRO will play a key role in strategic planning, talent management, and ensuring the organization attracts and retains top human capital.
1 defining the human capital leader of tomorrow.docmikegggg
This document discusses the need for organizations to modernize the role of the Chief Human Resources Officer (CHRO) to focus on strategic human capital management rather than administrative tasks. It notes that while some large organizations have advanced the CHRO role, most have not kept up with changing needs. The document advocates for raising standards around human capital practices, redefining the CHRO mandate, and holding organizations accountable in the same way they are for financial practices. It presents a vision of the future where the CHRO will play a key role in strategic planning, talent management, and ensuring the organization attracts and retains top human capital.
Marcia Moment The Death of the Manage-Me WorkplaceTMoseStaton39
Marcia
Moment
The Death of the Manage-Me Workplace
The
Dr. Mary Donohue
CEO, Donohue Learning
www.donohuelearning.com
The Marcia Moment: The Death of the Manage-Me Workplace | Dr. Mary Donohue | [email protected] 1
The Marcia Moment:
The Death of the Manage-Me Workplace
Introduction
We all feel like Jan Brady—underappreciated.
There is an iconic moment in the ’70s TV show The Brady Bunch when the middle sister of six
kids, Jan, yells, MARCIA, MARCIA, MARCIA! in her frustration at all the attention her perfect older
sister gets. She can’t figure out why no one appreciates her.
This paper deals with Marcia Moments that team members experience in the workplace. A root
cause of workplace frustration is training programs that end up crippling sales productivity and
causing turnover because these programs fail to help managers understand that people need
to work to learn and not learn to work. In other words, learning is what inspires, and engages,
employees.
In a study we conducted throughout 2016 with five thousand participants from across North
America, we found that:
• 77% of activities and initiatives organizations are undertaking to engage their
leaders, develop future leaders, and recruit emerging leaders are simply wrong,
according to data.
• 23% of our participants felt they were learning from or engaged with other
generations at work.
• 70% of workforces are disengaged from their colleagues and their work. That
means that fewer than three people in a meeting of ten participants are not
thinking of work and nor do they really care.
• 7% were fully engaged and really enjoyed their jobs and reported no problem with
generational communication.
Companies have to find a solution to the cohort that is having its Marcia Moment.
The High Cost of Your Marcia Moment in 2017
Gen Xers make up 43% of most workforces and many are in leadership positions. Millennials make
up 44% of most workforces and are close on Gen X’s heels as leaders. Gen Xers, who are now the
reigning minority of the workforce, are having their Marcia Moment, and in 2017 you will see this
play out in the workforce in terms of cost:
• PWC, in Pulse of the Profession (2013), stated that 56% of a projected budget is at
risk due to ineffective communications.
• Our investigative research presented with Purdue University in November (2016)
indicated a slightly lower number. In our research, we identified that disengagement
is costing companies $2600 per employee per month, which for a typical Fortune 500
company can run upwards of $200 million, and that may be a conservative number.
The Marcia Moment: The Death of the Manage-Me Workplace | Dr. Mary Donohue | [email protected] 2
In the face of these statistics, our research and work with
organizations has led us to conclude that companies need to
shift their training from a manage-me to a develop-me culture
that allows team members to appeal to and communicate
effecti ...
Women’s innovative strengths for DevelopmentLuisa Nenci
The document discusses women's thinking and innovative strengths. It argues that women think more contextually, holistically and flexibly than men, integrating more details into more complex patterns ("web thinking"). This web thinking is essential for innovation. The document also discusses how women's social skills like collaboration, empathy and sharing power further contribute to innovation. It notes that while skills are not exclusive to gender, women regularly display these innovative strengths. Having balanced gender teams optimizes innovation potential. The document advocates for policies supporting both gender diversity in teams and work-life balance to further promote innovation.
Leadership challenges of the future revealed
The document discusses 6 megatrends - globalization, climate change, demographic shifts, individualization, digital lifestyle, and technology - that will profoundly impact organizations and leadership over the coming decades. Leaders will need to be collaborative strategic thinkers who can lead diverse teams remotely using virtual communication. They must also embrace new technologies, digital natives, and innovation while maintaining integrity in a transparent digital world.
The document discusses the definition of management from different perspectives of management gurus and authors. It explores definitions from Henri Fayol who classified management activities into technical, commercial, financial, security, and management categories. It also discusses definitions from F.W. Taylor who viewed management as a group of personnel and the art of getting things done in the best and cheapest way. The document then discusses cross-cultural management challenges for multinational corporations in considering factors like national cultures, religions, laws and regulations. It stresses the importance of management plans that encourage togetherness and understanding among diverse employees.
Renegades and Rebels: Women in Tech. Learn about female founders of technology companies and their journey to create new products, innovative business models and cultures that matter to women. Learn how we need to shift the dialog that we have with our girls about careers in tech and science.
The 10 Most Innovative CEO's Revamping the Future Merry D'souza
The document discusses gender diversity in leadership roles and its benefits. It notes that gender diverse organizations experience higher profits, better innovation, and improved decision making. Specifically, gender diverse teams make better decisions about 75% of the time. The document advocates for several steps to promote gender diversity, including mentorship programs, unbiased recruitment and hiring, workplace flexibility, pay transparency, and embracing a culture of diversity.
This document discusses managing a multigenerational workforce and provides recommendations. It notes that four generations are now working side by side, each with different experiences and expectations. This can lead to generational conflicts that impact engagement, turnover and costs. The document recommends focusing on motivation, technology, and knowledge transfer to bridge generational differences. Specifically, it suggests leveraging younger workers' technology skills through reciprocal mentoring. It also stresses the importance of formal knowledge transfer processes and involving all generations in deciding how knowledge is received and shared.
The document discusses the changing nature of leadership from a "conductor" model to a "conductor of electricity" model. Today's leaders must connect internally and externally, attracting others to their cause. Key skills for collaborative leadership include redefining organizations to source talent broadly, understanding different perspectives, addressing potential concerns upfront, engaging others with clarity of purpose and meaning, and leveraging social networks. Collaborative strategies will depend on distributed "conduits" throughout organizations leading together.
1) The document describes a positive vision of the future in 2025 where global cooperation has addressed many social and environmental issues through responsible economic policies and new technologies.
2) It credits the field of organization development for playing a key role in achieving this future by forming the World OD Alliance in 2007 and promoting the doctrine of "responsible progress".
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Deborah Merrill-Sands believes in principled leadership. She defines principled leaders as those who are direct, hold themselves accountable, and strive to benefit their whole group. As the new dean of Mills' business school, she aims to cultivate principled leaders and promote women in leadership roles. Her experiences in international development work showed her the benefits of supporting all members of a community, including women. At Mills, she wants to emphasize diversity and ensuring students develop skills to incorporate different perspectives.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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Women Friendly Global Friendly
1. Women Friendly = Global Friendly
For the first time in economic history, American women are being recognized for their
position as the key buyer or influencer in the majority of all purchases in markets as
diverse as electronics and financial services. Trillions of dollars are at stake as
capitalism changes the global landscape. How do companies take advantage of this
market shift? What unique female attributes drive it? And how do companies leverage
these attributes to compete globally in an “Internetted” world that gives increasing power
to the individual?
Today, many companies are jumping on the “marketing to women”
bandwagon. They are spending hundreds of thousands of dollars to identify what
women want in their product and services.
They will spend even more in R&D as they attempt to find that one unique
element which will push their product above their competitors. Perhaps they are
missing an obvious differentiator which they already have, but have not tapped
into – their female employees.
Could the same traits that clients learn about their female market be
tapped in their female employee base, and could these traits work to increase
bottom line profits. In this day of service and value, could their female
employees, become as important as or be the important differentiator for their
product or service? And what impact could this have on their success as they
move into the global economy? This paper attempts to answer these questions
by exploring the reasons why a company should shift its focus from
women as “buyer” to woman as “internal catalyst” – a catalyst which will secure
product and service differentiation in the global economy.
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2. It Takes One To Know One
“It takes one to know one”, is a statement perfectly suited to the women’s
market. Stating the obvious, women come with a pre-understanding on how their
gender thinks, processes, reacts, accepts, and applies information. Without
trying, their decisions are more in line with their personal likes and dislikes and
therefore more in line with what the women’s market values. When given free
reign to apply their innate knowledge, woman will position products and
companies to be more appealing to this powerful global market force. At the
same time, their inherent management traits will also foster goodwill and trust
that the interconnected world demands regardless of gender.
Multi-tasking Masters
A strong, organized female executive or project manager is often THE
key success element in projects delivered on time and on budget. Wearing the
“most organized hat”, female managers take on the myriad of thankless tasks
and build collaborative teams to assure that “the job gets done and out the door”.
This observation is well known by management, the difficulty has been how to
utilize these skills while not viewing them as limitations, as her only strengths
and in stereotyping the work required as gender suited; therefore gender limiting.
Positive Differences
Research over the last decade is allowing us to move toward a more
politically correct methodology for gender differentiation so that corporations
can better address women’s strengths through the lens of positive
difference rather than a gender biased, male versus female perspective.
In 1973, Henry Mintzberg, conducted a series of studies which identified
the 10 roles that cover the wide variety of activities that a successful manager is
required to do.1 These 10 roles can be grouped into 3 categories:
• Informational
• Interpersonal
• Decisional 2
The ability to which a manager is able to integrate each of these
categories will determine his/her level of success in performing the key functions
of a manager – that of Planning, Organizing, Leading and Controlling. 3
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3. Globalization and Its Impact on Managers
Globalization can be described as a “proliferation of worldwide economic,
social and cultural networks and people’s dependencies on these global
networks for prosperity and security” 4. With the democratization of technology,
finance and information, the previously closed Cold War view of business has
transformed corporations into a global community. Today, business
managers find themselves facing “non business issues” as diverse as
environmental, ethical and cultural sensitivity, international employment law and
employee safety and security while simultaneously developing collaborative
networks of employees, partners and overseas business locations.
High Touch Human Skills- A Necessity in the New Economy
In addition to the operational management skills required by the new
global workplace, international alliances and workforce development place an
even higher demand on human relations skills. “Rather than a single-minded
focus on profits, today’s managers must recognize the critical importance of
staying connected to employees and customers” 5. In addition, the need to
transmit corporate culture across new countries, time zones and non-US based
employees will become critical to the successful implementation and
maintenance of the organizations mission 6. The innate ability to stay
connected is a key female trait. Companies wishing to build global
customer communities should strongly consider how to leverage their female
employee population to develop and maintain critical global connections.
Education Trends- Female Versus Male
Since 1979, women have outnumbered men on college campuses and
now make up 56% of all undergraduates 7. In 1996, there were 8.4 million
women and 6.7 million men in American colleges. According to the US
Department of Education, the enrollment of women in graduate programs rose
178% between 1969 and 1999 and women received 44.2% of all doctorate
degrees granted in 2000 8. By 2007, it is estimated that this disparity will grow to
9.2 million women versus 6.9 million men. Additionally, the US Census 2000
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4. shows that the female-to-male- ratio of bachelors degree recipients will be
1:42:1, for master’s degrees, the ration will be 1:51:1 9.
Lastly, 2001 was a watershed year for women in law schools – for the
first time, female law entrant’s outnumbered men 10.
These data trends clearly demonstrate that women will not only
outnumber men in both sheer numbers and advanced schooling, but lead to a
larger, more important question – will corporate America take advantage
of this asset?
Women – Communications Strength
While US businesses acknowledge that a new, fluid global workplace is
emerging, they often remain male inspired with male dominated hierarchies and
management styles. The women’s movement has forced recognition of women’s
“rights”, but not women’s “strengths”. In Judy Rosener’s book, American’s
Competitive Secret- Women Managers 11 the following female management traits
are outlined:
• Linking rather than ranking workers
• Favor interactive-collaborative leadership styles
• Sustain fruitful collaborations
• Comfortably sharing information
• See redistribution of power as victory, not surrender
• Readily accept ambiguity
• Honor intuition as well as pure “rationality”
• Inherently flexible
• Appreciate cultural diversity
However, just having innate traits does not assure the effective use of
them. There is mounting evidence that women, rather than men, make better
corporate managers. In a study of 425 high-level executives, female managers
were rated higher than their male counterparts in 42 of 52 skills
measured 12.
Lastly, in business, women are believed to be better with customers,
more efficient, more trustworthy and more generous and understanding with
colleagues, than their male counterparts. These feminine skills (working in
teams, better at persuasion, communication skills and adaptability)
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5. meet the demands of the rapidly changing global workplace and could
go a long way in improving the dismal customer service ratings that consumers
give corporations.
Nature Versus Nurture
Today modern medical technology is allowing us to move from intuition
gender based assumptions to scientific evidence of distinct differences in men
and women. The greatest leaps in research have taken place in the last ten
years due to the development and use of the functional Magnetic Resonance
Imaging, MRI. The MRI is able to depict areas of brain activity and provide clear
images of various areas of the brain which control our perceptual, cognitive and
emotional make-up 13.
The following summarizes the work of researchers at Indiana University
School of Medicine, headed by Dr. Joseph T. Lurito. The purpose of Dr. Lurito’s
work was to determine the way men and women process information. MRI
studies show that women have four times as many connections
between the left and right brain. This connection area, called the corpus
callosum is not only more well connected in the female brain, it is 15% thicker in
females than males making it much easier to transfer data from one side to the
other at a high rate of speed, as well as take in a variety of information and add it
to basic, objective logic. Women have a naturally ambidextrous brain, capable of
enhanced perceptual speed, fine motor skills and a higher degree of
verbal fluency. This accounts for the high level of multi-tasking skills that
women possess. Women are more efficient at processing information in general,
by adding external clues, and are incredibly flexible at adjusting to different ways
of relating to the world.
Researchers believe that this combination of size and connectivity makes women
more perceptive, articulate and verbally fluent 14.
We use our physical senses—sight, sound, smell, taste and touch to
gather and store information. One of our senses; the eye, has been shown to be
influenced by gender. The cones and rods in our retina are connected. The
cones help us focus more intensely and intensify clarity and color. The rods help
us detect the slightest movement in the visual field. Women have more rods
which provides them greater peripheral vision and the ability to see the whole
picture all at once – not just seeing the picture but “feeling” it, an
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Terri A. Whitesel
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6. important part of intuition. This allows women to identify emotion and discriminate
subtle facial expressions faster than men. Men, on the other hand, focus best on
one thing at a time, having greater depth perception 15. This attention to detail is
what makes women such discriminating shoppers and voracious information
gathers. It is also a skill which can be leveraged throughout the entire
product development cycle and market strategy phase if a company understands
the benefit of the perceptual differences that women bring to the planning table.
Win-Win, A Natural Outcome
The skills required for successful negotiation—the sharing of information
and the view that the redistribution of power – can be seen as victory and not
surrender and are innately female qualities 16. Coupling the intuitive sense with
these skills makes for a formidable asset at the negotiation table—resulting in a
win-win solution for both parties. Viewing these same negotiation skills as
customer problem solving skills provides another way of assessing the value of
woman’s skill as part of the total customer experience.
The chart on the next page outlines the old and new
workplace management traits.
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Woman Friendly = Global Friendly
Terri A. Whitesel
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7. Management Traits – Women’s Unique Strengths for the New Economy
The Rosener’s, Woman Manager Skill Sets18, have been aligned with the new
workplace management traits as defined by Daft & Marcic 17.
.
Characteristics Old Economy New Economy Rosener-Female Traits
Comfortably sharing
Resources Atoms-physical assets Bits-information information
Work Structured, localized Flexible, virtual Inherently flexible
Linking rather than ranking
Workers Dependable employees Empowered employees workers
free agents Appreciate cultural diversity
Forces on Organizations
Technology Mechanical Digital, e-business
Markets Local, domestic Global, including Internet
Workforce Homogenous Diverse
Values Stability, efficiency Change, speed
Turbulent, more frequent
Events Calm, predictable crisis Readily accept ambiguity
Management
Competencies
See redistribution of power
Leadership Autocratic Dispersed, empowering as victory, not surrender
Favor interactive-
Connections to customers, collaborative leadership
Focus Profits employees styles
Linking rather than ranking
Doing Work By individuals By teams workers
Sustain fruitful
Relationships Conflict, competition Collaboration collaborations
Experimentation, learning,
Design Efficient performance organization
Honor intuition as well as
Style pure “rationality”
Exhibit 1.4, The Transition to a New Workplace, Chapter 1, Managing a New Workplace
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Terri A. Whitesel
Interpret-HerTM
8. The Power of Her Mouse
Rosener does not address another critical skill required of the new
economy– technology skills, and the understanding and leveraging of its power
for business efficiency and communication. Technical skill capability, traditionally
perceived as male dominated, can be refuted through several recent findings. In
December of 2002, the number of women on the Internet reached 62.7 million,
becoming the majority of online users at 52% 19. Sixty-one percent (61%) of
women and 55% of men use the Internet for business and 52% of women versus
51% of men sell their products or services on line 20. Lastly, in the Consumer
Electronics Association (CES) 2004 study it was found that women were
responsible for $55 of the $96 billion spent last year on consumer electronics. So
great is the impact and growing trend of women on the electronics industry that
at their recent two day , 2004 International CES conference, a Super Session
was dedicated to the woman’s market 21.
While the number of women focused in pure technology as a degree or
career focus is still considerably less than males, this data strongly
indicates that women may not “write the code”, but surely know how
to leverage its power for business use. And in terms of sheer buying
power “WOMEN ARE DRIVING the growth of online shopping. Last year, women
accounted for 52% of online buyers — 18.9 million of the total 36.5 million U.S.
shoppers online, according to Forrester Research”. 22.
Woman In Management – The Key Differentiator
If one agrees with the necessary global management skill traits outlined
in this paper and their relevance as a competitive advantage in the new
economy, women’s strengths in critical management areas cannot be denied. In
an increasingly competitive global environment success will be defined not only
by product, but by the ability to cost effectively manage production and
orchestrate operationally, the complexity caused by time, distance and diverse
employee groups. The key element in this challenge is people—and
their strong organizational and collaboration skills. Women’s innate
management and communications styles are more suited to these requirements.
It is not a question of men/versus women, or one being better than, or worse than
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Woman Friendly = Global Friendly
Terri A. Whitesel
Interpret-HerTM
9. the other, its about companies’ leveraging the best worker for the best job and
the companies succeeding with and through their women managers. In the final
analysis, if corporations give women the space to complete their thoughts, sales
will increase, customer satisfaction will increase and brands will become tied to
the largest buyer group in the US – Women!
Copyright December 2004 9
Woman Friendly = Global Friendly
Terri A. Whitesel
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10. References
1. Henry Metzger, 1973. The Nature of Managerial Work (Harper & Roe New York); and Mintzberg, “Rounding
Out the Managers Job,” (Sloan Management Review (Fall 1994), pp. 11-26).
2,3,5,6, 17 - Daft & Marcic, 2004, p. 12 & 13, p16) p. 20, p.71).Understanding Management (South-Western,
Mason)
4. Mansbach R. 2000, p.4. The Global Puzzle, Issues and actors in world politics (Houghton Mifflin Company:
Boston, MA)
7,8,9 – WOW Facts, 2002. Education and Women, chap. 9, Washingtonian 2002, US Department of Education,
10. US Department of Labor 2002
11. Cited in Peters, re-imagine, p271
12. Employers of America, 2001
13. Belgium Study 2004, Retrieved from http;//michelemiller.blogs.com, 3/4/2004 blog posting Woman
Does Not Live by Hormones Alone, WonderBranding: Marketing to Women: Brain Studies
14. The Female Brain Part 2, 2/18/2004. Retrieved from http://www.michelemiller.blogs.com ,blog posting,
WonderBranding: Marketing to Women: Brain Studies
15. Intuition Part II and Part III, 2004, Intuition Part II (4/13/2004) retrieved from http://www.michelemiller.blogs.com,
blog posting, WonderBranding. Intuition Part III, (4/13/2004) Eye of the Beholder retrieved from
http://www.michelemiller.blogs.com, blog posting, WonderBranding
16. Rosener, as cited in Peters, 2003, Re-imagine, p271, Dorly Kindersley Limited: London, England
18. J. Rosener’s, Woman Manager Skill Set
Rosener J. (1997) American’s Competitive Secret-Women Managers , (Oxford University Press,
Incorporated: New York, NY, 1997)
19. ComScore Media Metrix, 12/02.
20. Technology and Women, Chapter 42 Center for Women’s Business Research, WOW 2002)
WOW Facts, (2002), Technology and Women, Center for Women’s Business Research, Chapter 42: pp
359-368.
21. Press Release, Day two of CES focuses on technology policy and marketing to women, CEA, Las Vegas,
1/10/2004). CEA Press Release, (1/10/2004) Day two of CES focuses on technology policy and marketing
to women, Las Vegas, Jeff Joseph jjoseph@ce.org
22. WSL Strategic Retail, a New York City consultancy Jul 1, 2004, Soft Goods Propel Hard Drives
By Betsy Spethmann
Copyright December 2004 10
Woman Friendly = Global Friendly
Terri A. Whitesel
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