A matter of personal ability, not gender
Article Abstract:
Numerous studies of male and female managers and executives have been conducted over the years to determine the validity or falsehood of sexual stereotypes. Taken together, none of the studies are conclusive except in one area: that good managers are made, not born, and the management styles differ widely. It is clear, however, that presupposing particular management styles to either men or women can be just as damaging to a company as it can be to individuals. Hiring disproportionate numbers of one sex or the other for certain jobs can be a mistake. Promoting on the basis of sex, or failing to promote for the same reason, may prove detrimental. Such practices communicate lower standards to the affected individuals, reducing their productivity. To prevent this, it is useful to develop mentoring programs, open up lines of communication, make specific efforts to develop female managers, and use project teams to introduce men and women to each other as managers.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1987
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What managers don't understand about sexual harassment
Article Abstract:
Many managers, especially males, do not understand that sexual harassment is pervasive in the work place, and that it can have serious legal and psychological consequences. Sexual harassment is defined as any unwanted sexual attention which a worker finds offensive; or sexual advances combined with a threat or reprisal when advances are rejected. Managers should realize that a company is legally liable for acts of sexual harassment that take place in the office. Such charges can damage a firm's reputation, result in expensive legal fees, and hurt employee morale; in addition to having a devastating economic and psychological effect on the victim. Managers can prevent sexual harassment by ensuring that all grievances are handled promptly and by being supportive of affected workers.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1987
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A shift in values is squeezing older people
Article Abstract:
Older workers are often frustrated in the workforce because of changing values which continually emphasize the importance of youth. Additionally, older workers may find that younger coworkers receive promotions and opportunities not available to them. As a result, older workers may suffer from low self-worth, insecurity, and identity loss. Managers interested in motivating older workers can take a variety of steps including: helping workers satisfy needs, such as security, self-esteem, and achievement; offering alternative work schedules; and redesigning lower-level jobs.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1990
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