case on gender diversity

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Case#2 Why top management eludes women in Latin America: McKinsey Global Survey results

04/07/2023 Why top management eludes women in Latin America: McKinsey Global Survey results

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MGT501 Management of Organization & Systems

1Shahreen Shabnam

5Nuzhat

Zereen

2Noureen Sharif

3Shahriar Rawshon

4Tazreen Tamanna

Group Member

Introduction…

Why top management eludes women in Latin America: McKinsey Global Survey results

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Critically evaluate the situation of gender diversity and its implications to the organizations.

Lets start…

Q1

Gender Equality

Gender Diversity

Key Concepts


Gend

er d

iver

sity

: Loo

king

bac

k

Temporary or part-time or low responsibility jobs

First priority: taking care of their families

Unmarried women: quit for marriage

Married women: quit due to pregnancy

Women with children: family over job

Women inferior to men: physically /mentally/emotionally

04/07/2023Why top management eludes women in Latin America: McKinsey Global Survey

results6

Women in the workforce

Gend

er d

iver

sity

: Pre

sent

sc

enar

io

Women are not inferior to men

Work first, family second

Job is not “temporary” or “extra income”

Organizations have also adjusted their outlook

Discrimination and sexual harassment are illegal

04/07/2023Why top management eludes women in Latin America: McKinsey Global Survey

results7

Women in the mainstream

1. Bureau of Labour and Statistics 20122. Catalyst, 20133. Australian Bureau of Statistics, 20124. Catalyst, 20135. Statistics Canada, 20126. Governance Metrics International 2012

Gender diversity in top management


Women as % of Labor force

Mngmnt & prof occupations

Corporate board seats

US 471 511 162

Australia 463 313 94

Canada 485 375 145

Portugal 26

Netherlands 136

Italy 56

Switzerland 96

Belgium 96

UK 116

Germany 136


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Gender diversity and its implications to the organizations.

Lets start…

Q1

Implications for the organizations

The advantages of gender-diverse teams



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The advantages of gender-diverse teams

Viewpoints of Man-Women.

A gender-diverse workforce provides .

A gender-diverse workforce allows .

Gender diversity helps companies .


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Implications for the organizations

Identify of business units.

Develop a hiring strategy .

Create an engaged culture .

Set inclusiveness goals, and hold managers.


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Q2From the article, it has been reported that gender diversity is gaining top strategic priority in organizations. Why?

Define in the next…


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• 2013 survey strongly suggests that prevailing leadership styles among top managers and performance models stressing that executives make themselves available 24/7 can be important barriers to women’s advancement.

Gender diversity is gaining top strategic priority

The divergence of views between men and women executives, from middle management to the C-suite, on the difficulties women face in advancing


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Cultural factors that limit progress

Seventy-nine percent of all mid- or senior-level women want to reach top management, compared with 81 percent of men.

many are less certain they will reach the top: 69 percent of senior women say they are confident they’ll reach the C-suite, as opposed to 86 percent of their male peers

favorable environment and cultural factors weighed twice as heavily as individual factors in determining how confident women felt about reaching top management.

almost 40 percent of female respondents said that women’s leadership and communication styles don’t fit with the prevailing model of top management in their companies.

having children is compatible with a top-level career for women, 62 percent of all respondents agree—but a much larger share (80 percent) think that’s true for men.

Male perceptions


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Women executives are ambitious and, like men, say they are ready to make some sacrifices in their personal lives if

that’s what it takes to occupy a top-management job

Women Matter 2012–Making the Breakthrough says,


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Workforce that is diverse in terms of gender and promotes equality

Attract the best employees

Reduce cost of staff turnover

Enhance organizational performance• Team diversity • Workforce diversity

Improve access to target markets

Minimize legal risks • Sexual harassment • Pregnancy and maternity discrimination


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Q3What are the barriers that are evident in the article from gender perspectives?

Women disproportionately are failing to attain high-level positions. This article explores the possible reasons for the persistent barriers, wage and gender gap between women and men in senior leadership positions.

o Female respondents most likely to attribute this imbalance to lower promotion rates for women,

o Low female representation in their companies overall,

o Female attrition in mid- to senior-level positions.

Three key reasons explains the lack of gender diversity among companies’ and the underlying causes. The results vary greatly by gender.


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• Largest share of executives (35 percent) attribute this to the notion they have, which are:

o Industries are traditionally less attractive to women than to men.

o Women leave voluntarily, it’s to spend more time with family: 52 percent say so. In a survey, on average, much less likely to cite family reasons as the explanation (37 percent).

• Male and female respondents view the root causes of low promotion rates very differently which are:

o Men most often cite a concentration of female employees in departments with comparatively lower promotion rates and less upward mobility,

o While women most often cite a lack of sponsorship.

o Responses from female executives suggest they are as ambitious as their male counterparts—or even more so: 79 percent of women say they would choose to advance to C-level management, compared with 73 percent of men.


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Women face persistent barriers to reaching top management

Double burden syndrome -Women balancing work and domestic responsibilities.

Anytime, anywhere - performance model- Requiring unfailing availability and geographical mobility

Lack of pro-family public policies or support services

Absences of female role models

Tendency of women not to promote themselves

Decisions by women to opt out and leave workforce voluntary-Women quieting job voluntarily is again an alarming issue.

Tendency of many women to network less effectively than men

Tendency of many women to have lower ambitions than men

There are no barriers

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Q4Can you relate with Bangladeshi working environment with the situation provided in article?

Bangladeshi Environment…



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Some Statistics in Bangladesh

The majority of women earn on average about three-fourth of the pay of males for the same work, outside the agricultural sector, both in developed and developing countries.

Women make up 31% of the official labor force in developing countries and 46.7% worldwide.

Rural women produce more than 55% of all food grown in developing countries.


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Glass ceiling effect: Female executives in Bangladesh

Different reports indicate that in

Bangladesh, women fill less than 1.0 per

cent of top management

positions.

The culture of Bangladeshi

organizations inhibits the

promotion of female executives

From the viewpoint of organizational culture, • 42.3 per cent felt that it

was more difficult for women than men to be themselves while working independently at work.

• 38 per cent felt that it was difficult to assign tasks for women to go outstation or overseas and

• 26.4 per cent was independent


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Some organizations which concern about gender diversity in Bangladesh(cont.)

BRAC:• Provides Gender training, Gender policy (GP) etc.

It emphasizes gender issues into programmes through gender focal points (GFP).

• New initiatives– In 2012, the following are the two new initiatives

being taken:• A. Sexual and reproductive health rights (SRHR) programme• B. Violence against women (VAW)


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Some organizations which concern about gender diversity in Bangladesh(cont.)

CARE Bangladesh : • works to advance

gender equity and diversity (GED), fighting discrimination, promoting empowerment.

Grameen Bank: • Nobel Peace Prize-

winning microfinance organization and community development bank founded in Bangladesh. It’s 95 percent of the borrowers are women. It believes:– Women are better managers of

scarce resource.– When women borrow, children

become immediate beneficiaries.

What’s Your Message?Conclusion


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? Any Question???

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»Thank You Everyone

case on gender diversity

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