...Women in Business Women are only slightly more successful in reaching the highest levels of business today than they were in the colonial times. With the start of the twentieth century, more and more women carry the desire to have a career outside the home. They would like to get out in the real world and be independent. This is however hard to do considering the average man with a high school degree earns more than the average woman with a college degree (Empowering). However, some women are slowly walking away from the general stereotype of a "housewife" and branching out into the workforce. But, even with the 1964 Civil Rights Act, which states that discrimination in any way is illegal among other things, this is not an easy task to accomplish. Women are supposed to be in the home cooking, cleaning and caring for the family. This is not a bad stereotype considering all the rewards of watching the children grow and taking care of the family. But, who’s to say those women cannot have a job and still care for the family? Many people in society today still think that a woman having a career is not the right way to do things. The woman should not worry because the man will take care of her, i.e.: she is helpless female and incapable of fighting in the real world. With this attitude in mind how can women not are discriminated against in the workplace? The "glass ceiling" is a term used to describe this attitude society has today (Glass Ceiling). The glass ceiling is...
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...Deloitte (2013b) is a global company which provides comprehensive accounting services in a range of areas such as: auditing; taxation; consulting; risk management and financial advising. Gender discrimination is prevalent in workforce environments with senior management in companies being male dominated. Deloitte (2013a) understands that inspiring women is integral in the success of their company, knowing that productivity can be increased through using women as an under-utilised resource. Removing glass ceiling barriers for women is important for their status and recognition. Deloitte (2013a) is following this initiative, being a market leader in empowering women. This report will explain that leadership, motivation and human resource strategies have been used by Deloitte to effectively manage its employee’s behaviours through their vision of empowering women. This report will explain that culture in the Asian and Middle Eastern countries play a role in determining the strategies that a company can use. There will be an analysis critiquing the strategies that Deloitte have used, whether they have adopted the correct strategies and what strategies they should implement in the future. “Leadership is the process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organisational goals” (Waddell, Jones & George, 2011, p. 172). Deloitte motivates and manages its employees through using the leadership...
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...her previous position. However, the company still didn’t offer her the same salary that they had offered her male replacement. (Lister, n.d.) Examples that are similar to, and far worse than the one mentioned, continue to persist in this country. Women continue to be blatantly discriminated against, and held back from deserved promotions while their male counterparts rise through the ranks in corporate America. Women have made great strides in the last few decades toward gaining workplace equality. However, in a continued effort toward moving forward, there needs to be a promotion of empowerment for women and giving them the autonomy needed to manage their own lives. The reality though, is that the phenomenon referred to as the glass ceiling does exist. “The ‘glass ceiling’ can be described as an ‘invisible, but impenetrable barrier which prevents women from reaching senior positions within organizations.” (Brewis & Linstead, as cited in McCarthy & Burn 2013, p. 2). Women face an unseen obstacle in the workplace, despite being well educated and qualified for the various promotions they get passed over for. I am a male who works in a career that is dominated by women, nursing. However, I witness the frequent occurrence of women being treated as less than equal...
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...When it comes to women in the United States they really have come a long way. There has been so much discrimination against woman to start with how they cannot work as well as a male in the work force. Females will keep their wants and ambitions to their selves so it doesn’t seem like they want to come on top of males in there macho ness. Meetings are held just to make sure that a whole company on the same team would approve of women being in charge. For example Elizabeth Head, the first woman lawyer to be hired at Skadden (in 1957) recalls the day the partners (senior lawyers who share in the overall profits of the firm) interviewed her. “They held a meeting right in front of me," she says, "to debate whether it would ruin the firm to have a woman lawyer. “Women are entering the legal provision today in unprecedented numbers. Relatively few, however, become partners in the firms they enter. Of the 178 partners at Skadden, Arps in 1989, only 23, including Peggy Kerr, were women. This alone shows how women can be amazing. Women have been considered “Glass ceiling” a level above which women do not rise. Young women have opportunities to pursue careers in virtually all fields of human endeavor, but their opportunities remain largely those of training and entry, there are few women at the very tops of their occupational fields. “An Evolutionary Process” is another label females have been seen as this when a woman one associates women's liberation with the late as and early as...
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...WOMEN AND LEADERSHIP: THE STATE OF PLAY Deborah L. Rhode and Barbara Kellerman July, 2006 c Some four decades ago, Betty Friedan helped launch the contemporary women’s movement with her publication of The Feminine Mystique. The book famously identified a “problem that has no name”: American women’s confinement to a separate and unequal domestic sphere. One factor contributing to women’s unequal status was their absence from leadership positions. Another aspect of the problem was the lack of cultural consensus that this absence was itself part of the problem, and a matter of social concern. Over the last several decades, we have named that leadership problem and created a cottage industry to address it. Women’s underrepresentation in positions of power generates an increasing array of committees, commissions, consultants, centers, conferences, and commentary such as the essays that follow. Yet while we have made considerable progress in understanding the problem, we remain a dispiriting distance from solving it. I. The Underrepresentation of Women in Leadership Roles The facts are frustratingly familiar. Despite almost a half-century of equal opportunity legislation, women’s opportunities for leadership are anything but equal. To be sure, the situation has improved significantly over this period, particularly if leadership is broadly defined to include informal as well as formal exercises of authority.[i] By that definition, the percentage of women...
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...Costco: Weakness of Three Aspects, a Company, Diversity, and Globalization INTRODUCTION The history of Costco “We are a membership warehouse club, dedicated to bringing our members the best possible prices on quality brand-name merchandise.” Costco Wholesale Corporation is one of biggest wholesale corporations in the United States and several other countries. The story of Costco’s rise from a single Seattle store in 1983 to a multinational chain of enormously profitable warehouses is a tale of perfect leadership in a rapidly-changing retail world. The company’s first location was in 1976 under the name Price Club which was established by Sol Price. Jim Sinegal launched a competing company with an idea of a wholesale business, Costco. The two businesses eventually merged in 1993, and Sinegal went on to educate Sol Price on the art of getting the right product in the right place for the right price. When Costco and Price Club merged in 1993, the operation under the name “PriceCostco” had 206 locations generating $16 billion in annual sales. Since resuming the Costco name in 1997, the company has grown to more than 500 locations worldwide. After opening the first Costco warehouse located in Seattle, WA, U.S.A. Costco became the first company ever to grow from zero to $3 billion in sales in less than six years. Costco’s strategy There are several factors for Costco to increase its growth under the strategy of the right products in the right place for the right price....
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...Department of Organizational Behavior, Richard Ivey School of Business, U. of Western Ontario, London, Ontario, Canada 2 1 Summary This study examined the interactive effects of workplace diversity and employee involvement on organizational innovation. Using a sample of 182 large Canadian organizations, we found a three-way interaction between level of employee involvement, variation in involvement, and racioethnic diversity on innovation. In organizations with high levels of employee involvement, high variation in involvement was associated with higher involvement levels among racioethnic minorities, resulting in a stronger association between diversity and innovation. Furthermore, the association between White employee involvement and innovation was significantly more positive under the condition of high involvement among racioethnic minority group members. Thus, ensuring high levels of involvement among members of historically marginalized racioethnic groups enhances the innovation effects of employee empowerment systems. Copyright # 2010 John Wiley & Sons, Ltd. Keywords: gender and racioethnic diversity, diversity management, employee involvement level, employee involvement variation, organizational innovation Introduction The two research streams of employee involvement and diversity management have a number of heretofore unacknowledged commonalities. Both areas seek to improve the impact of human capital on business outcomes by developing and utilizing...
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...Business and Economic Research ISSN 2162-4860 2012, Vol. 2, No. 1 An Exploratory Study of Motivational Factors on Women Entrepreneurship Venturing in Malaysia Hasni Che Ismail College of Law, Government & International Studies Universiti Utara Malaysia, 06010 Sintok, Kedah, Malaysia E-mail: has1121@uum.edu.my Faridahwati Mohd. Shamsudin Othman Yeop Abdullah Graduate School of Business Universiti Utara Malaysia, 06010 Sintok, Kedah, Malaysia E-mail: faridah@uum.edu.my Mohammed S. Chowdhury (Corresponding author) Othman yeop Abdullah Graduate School of Business College of Business Universiti Utara Malaysia, 06010 Sintok, Kedah, Malaysia E-mail: mchowdr@yahoo.com or m.chowdhury@uum.edu.my Received: December 20, 2011 Accepted: January 9, 2012 doi:10.5296/ber.v2i1.1434 URL: http://dx.doi.org/10.5296/ber.v2i1.1434 Abstract This study explored the effects of motivational factors on women entrepreneurship venturing in Malaysia. The research was conducted on 80 entrepreneurs through random sampling technique. All hypotheses were tested using regression analysis and Pearson correlations, controlling for demographic variables of gender, age, and education, years of experience, and start-up funding. While the results of this study found significant effect of pull motivational factors, there is a marginal effect of push motivational factors on women entrepreneurship venturing in Malaysia. Implications and a number of recommendations are discussed. Keywords: Women entrepreneurship,...
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...Most countries around the world have won the battle to provide universal primary education, but the picture is much more mixed at secondary and higher education levels, while policy also needs to keep a firm eye on ensuring the continuous improvement of the quality of education. Women are still less likely than boys to even start secondary education in Western, Eastern and Middle Africa and Southern Asia. Enrolment is less of a problem in OECD (Organization for Economic Co-operation and Development) countries, where education is generally compulsory up to age 15-16. But men are more likely to drop out before completing secondary education, particularly in the high-income countries. As a result, in many countries across the world younger women are increasingly better educated than young men in OECD countries. In reading skills, for example, men lag behind girls at the end of compulsory education to the equivalent of a year’s schooling, on average, and are far less likely to spend time reading for pleasure. Men are ahead in mathematics but the gender gap is small compared to reading. But yet the women are still less likely to choose scientific and technological fields of study, and even when they do, they are less likely to take up a career in these fields – a concern given skills shortages in the workplace, the generally more promising career and earnings prospects in these fields, and the likelihood of positive spillovers from more skilled workers in these fields to innovation...
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...Pat Summit once said, “But to us, orange is a flag of pride, because it identifies us as Lady Vols and therefore women of an unmistakable type. Fighters. I remember how many of them fought for a better life for themselves, I just met them halfway” (Jenkins & Summitt, 2013). The importance of a player and coach relationship in the athletes’ athletic and academic objectives is exemplified in this quote. Countless student-athletes begin their careers with aspirations of becoming professionals, and desire a coach who will help them achieve this goal. Disregarding student athletes’ aspirations, in a recent NCAA report, only 19.1 percent of men’s basketball players play professionally, with only 1.1 percent of those playing in the National Basketball...
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...Chapter 01 Human Resource Management: Gaining a Competitive Advantage True / False Questions 1. Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations. True False 2. The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation. True False 3. The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners. True False 4. The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. True False 5. Advances in technology have allowed HR services to be offered more on a self-service basis than in the past. True False 6. HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently. True False 7. Evidence-based HR provides managers with data to make decisions, instead of just relying on intuition. True False 8. Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds. True False ...
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...Rupp Karim Sabbagh Empowering the Third Billion Women and the World of Work in 2012 Contact Information Abu Dhabi Leila Hoteit Principal +971-2-699-2400 leila.hoteit@booz.com Beirut Ghassan Barrage Senior Executive Advisor +966-1-249-7781 ghassan.barrage@booz.com Cairo George Atalla Partner +20-2-2480-1444 george.atalla@booz.com Dubai Karim Sabbagh Senior Partner +971-4-390-0260 karim.sabbagh@booz.com Milan Luigi Pugliese Partner +39-02-72-50-93-03 luigi.pugliese@booz.com Mumbai Jai Sinha Partner +91-22-6128-1102 jai.sinha@booz.com Munich Klaus-Peter Gushurst Senior Partner +49-89-54525-537 klaus-peter.gushurst@booz.com New York Reid Carpenter Principal +1-212-551-6389 reid.carpenter@booz.com Riyadh Mounira Jamjoom Senior Research Specialist +966 1 249 7781 mounira.jamjoom@booz.com San Francisco DeAnne Aguirre Senior Partner +1-415-627-3330 deanne.aguirre@booz.com São Paulo Ivan de Souza Senior Partner +55-11-5501-6368 ivan.de.souza@booz.com Shanghai Sarah Butler Partner +86-21-2327-9800 sarah.butler@booz.com Stuttgart Christine Rupp Partner +49-711-34226-916 christine.rupp@booz.com Tokyo Akiko Karaki Senior Associate +81-3-6757-8709 akiko.karaki@booz.com Booz & Company Booz & Company 1 Booz & Company wishes to thank the experts who contributed their valuable time and insights to the Third Billion Index: • Rajnee Aggarwal, President, Federation of Indian Women Entrepreneurs (FIWE) • H.E. Fatima Al Jaber, Chairperson, Abu Dhabi Business Women’s Council • Dr...
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...BUS 475 Complete Course BUS475 Complete Course Click Link for the Answer: http://workbank247.com/q/bus-475-complete-course-bus475-complete-course/25712 http://workbank247.com/q/bus-475-complete-course-bus475-complete-course/25712 BUS 475 Week 1 Discussion "Assessing Stakeholder Positions" Please respond to the following: * Apple is about to release its latest technology. The company needs to develop a plan to communicate with key stakeholders about the release. You have been tasked with identifying those main stakeholders and selecting the method for communicating with each group. Summarize your plan in a two to three paragraph post. BUS 475 Week 1 Quiz 1 * Question 1 | | | All of the following are external stakeholders of the firm except: | | | | | | | | | * Question 2 | | | Departments, or offices, within an organization that reach across the dividing line that separates the company from groups and people in society are: | | | | | | | | | * Question 3 | | | When something stands out from a background, is seen as important, or draws attention it is: | | | | | | | | | * Question 4 | | | With the explosive growth of technologies that facilitate the sharing of information, this kind of stakeholder power has become increasingly important: | | | | | | | | | * Question 5 | | | Which argument says that stakeholder management realistically depicts how companies really work...
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...organization in order to improve performance. ‘If a global company is to function successfully, strategies at different levels need to inter-relate.’ 1 ‘An organization’s [human resource management] policies and practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces.’ 2 ‘The [human resources–business strategy] alignment cannot necessarily be characterized in the logical and sequential way suggested by some writers; rather, the design of an HR system is a complex and iterative process.’ 3 Chapter outline Introduction p.38 Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control, resource and integrative 4. Comment on the various strategic HRM themes of the HR–performance link: re-engineering, leadership, work-based learning and trade unions 5. Outline some key...
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...of the organization in order to improve performance. ‘If a global company is to function successfully, strategies at different levels need to inter-relate.’ 1 ‘An organization’s [human resource management] policies and practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces.’ 2 ‘The [human resources–business strategy] alignment cannot necessarily be characterized in the logical and sequential way suggested by some writers; rather, the design of an HR system is a complex and iterative process.’ 3 Chapter outline Introduction p.38 Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control, resource and integrative 4. Comment on the various strategic HRM themes of the HR–performance link: re-engineering, leadership, work-based learning and trade unions 5. Outline some key aspects of international...
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