But others are like many of us, women working in the trenches of science, contributing to the enterprise of STEM in ways big and small. In the early years of the twentieth century, a few women were admitted to engineering programs, but they were generally looked upon as curiosities by their male counterparts. Today, you can find a woman or many women in STEM just about anywhere you look. Early, women are coxswained away from mathematics and science, so as they get older, many women do not even consider pursuing careers in engineering and science. Because of these conditions, all women in general are poorly represented in the technical fields.
Women do not have mentally tough enough to survive and physically strong enough that is 2 reasons to convince the reader that the author offers. However, although the author give some credibly example to show women get high-stress but it just happened some women. Almost women can work in high stress environment better than men. Darren Gaves give two of three argument is right but overall supporting the last argument are overgenalised and lack
In addition, people thought that women are too sensitive when they face to problems so they often solve the problems by their heart than their mind. But people was wrong with that thinking, because the presence of women in leadership position have been increasing during the past decades. According to Stuart Silverstein (1993) a writer of Times website: "The number of American women in management jobs nearly doubled during the 1980s, reflecting
However they face the challenge and constant pressure to perform in all areas of their life whilst balancing domestic and corporate lives. This gives rise to the issue of being drained and burned out. Although women in the developed world have been blessed with more equal opportunities after generations of unfair inferiority, the pressure put on a society's women to be perfect at whatever they are expected to do is huge. Even with the enormous developments that have been made over decades, women must still constantly fight for the right to create their own identities, no matter where they're from or what they believe in. They strive to be like their precedents and in the bargain lose their self-identity.
In the article “Why the world needs women entrepreneurs” Tory Burch, chief executive and designer of Tory Burch points out that in today’s world where globalization is taking place and the economy grows rapidly women become more and more crucial as entrepreneurs. She also implied that in 2014 this issue would be especially visible, because today more and more enterprises and societies invest in women’s entrepreneurship. In her opinion, women entrepreneurs have a different point of view on world and business from men, therefore, they accomplish different things. Even though today millions of women have senior positions, a huge equality gap still exists. There are just a few countries where women have the same business opportunities as men,
Indra has broken the invisible glass ceiling. This invisible glass ceiling has been a discriminatory barrier that has kept women from moving to higher level positions in the business world. However, women like Indra and many others in our nation have broken this barrier in order to achieve the highest employment status in our nation. Objective Many of us do not realize the rate and extent of advancement that women have made in the American work force to reach the top of the corporate ladder. The purpose of this report is to present the fact that the role of women in the workplace has become more dominant.
Employers who engaged in unfair hiring practices attempted to justify making discriminatory hiring decisions for several reasons. Some employers believed women lacked the skills and qualifications necessary to perform nontraditional and higher-paid positions simply because of gender. Other employers who hired or promoted women into supervisory or management positions prevented those women from attaining higher-level roles, which is referred to as the "glass ceiling." The glass ceiling is a metaphor used to describe a barrier where the targeted group--in this case, women--can see the higher rungs on a career ladder but are prevented from attaining more responsible and influential positions due to discrimination based on sex and business decisions that convey the message that men are more suited to leadership roles. This is evidenced by a study in 2003 conducted by University of California-Hayward professor Dr. Richard Drogin who discovered "women make up 72 percent of Wal-Mart's total workforce, but only 33 percent of its managers."
While I do agree that women have come a long way from the discrimination and problems they faced in the last century when it comes to the work place, I still believe that gender discrimination still exists. Some would disagree with me quoting facts and statistics that there are many women that have broken through to climb up the corporate ladder and even some have reached high and made it into the Fortune 500 club by having salaries and leading companies that help them earn millions of dollars each year. They may also argue that we have made great strides in self-made millionaires by women owning their own businesses and developing products that other companies will produce for them. One of the last arguments that they also make is that we now have several laws in this country that is supposed to actually prohibit gender discrimination. This is for companies to have equal opportunities for men and women.
In fact the potential for gender communication gaps are widest in those organizations where one gender takes up most of the senior executive positions. As the traditional picture changes and both men and women must communicate in teams, manage, and sell to the other gender, their awareness grows. Yet the result is often frustration. In other words, they both experience the problem but don't know where to begin to expand their repertoire of
In addition, the literature reports several factors explaining this situation. These include the difficulty for women to reconcile work and family (Lips, 2006), the lack of opportunities for women to gain the work experience they need to progress hierarchically (Bell, McLaughlin & Sequeira, 2002), the discriminatory stereotypes in the workplace, such as the idea of less women's competence (Lips 2006, Carli 2001, Eagly & Karau 2002, Carli & Eagly 2001), or the argument of a typically feminine social-emotional leadership style (Rosener, 1990), which does not fit the predominantly masculine conception of organizational cultures (Landry,