Introduction
In the modern world, equality has become a serious issue as far as gender is concerned. Apparently, the legal structures of various jurisdictions provide for gender balance in all sectors of life, including the employment aspect of labor relations. Following such legislation, which has totally changed the position of women in society, women can now access such positions as the executive managerial seats in organizations. Today, many companies have women in their strategic teams. Such women are part of the decision making teams of most organizations. Contrary to traditional belief, women perform extremely well in such duties as managerial appointments (Burke & Davidson, 2000). The fact that women in the contemporary world can access the educational opportunities, which were traditionally viewed as things meant for men, explains why finding women executives is a common thing in the modern business world. Even so, women in the corporate world face many challenges since, still, the world of business is a male dominated the field, and men have not fully bought the idea of working under women. Research indicates that men do not like working with women bosses for the simple reason that the woman is of a lesser gender. This paper endeavors to address the various challenges faced by women executives, and the methods, techniques, and philosophies used to overcome them.
Challenges faced by women executives
Women holding senior positions in organizations face serious challenges. Among the primary challenges faced by women in the corporate world is the aspect of gender discrimination. As much as they may be senior managers, they still face discrimination when such things as promotion opportunities occur. When such opportunities occur, the men in the organization will bitterly oppose the appointment of women to the new position (Burke & Davidson, 2000). Instead, they will propose their own as they do not like working under women. This causes various conflicts within the organization. Unfortunately, men will have their way since they are the majority. This way, women executive feel demoralized and unappreciated within the organization.
The second challenge faced by women in organizations is constructive discharge. Constructive discharge refers to the use of malicious ways to ensure the exit of a certain employee. There are several ways that people use to create constructive discharge. These ways rang from harassment to deterrence. Fundamentally, constructive discharge concerns itself with making the targeted employee so uncomfortable that they opt to leave the organization. The exit of the employee will only be termed as constructive discharge if the uncomfortable environment was the sole reason for such exit (Vakalahi & Peebles-Wilkins, 2010). Through discrimination and lack of cooperation, the women executives are constructively discharged. Worth noting is the fact that lack of cooperation from male executives can be another cause for exit.
Apart from sexual discrimination, sexual harassment and lack of cooperation, another primary challenge faced by women is the work-life conflict. The work life conflict is a situation where women become inefficient due to the fact that their attention is torn between family and life. This is the most common phenomenon in the contemporary world. As much as the family-career conflict affects both genders, women are more affected since, typically, the connection between mothers and children is stronger than that of the father and the children (Morrill, 2005). There is a psychological explanation behind this phenomenon, which works to limit the capacity of women to perform up to their expectations.
Methods, Techniques, and Philosophies Used to Overcome Them
In an effort to overcome the above discussed problems, the women executives have come up with a number of methods, techniques, and philosophies used to overcome them. Arguably, the most prominent step that women executive has taken towards attacking such weaknesses are to strive for the establishment of a work place policy that favors work-family balance (Morrill, 2005). A phenomenological research carried out across the united states in 2010 indicated that 90% of the people that were behind the adjustment of company policies to favor the career-family balance were women. In championing for such policy change, the women in the corporate world, to some extent, manage to overcome their challenge of managing equilibrium between the professional life and the career life.
The second technique applied by the women executives in overcoming the challenges is that of marketing themselves. Marketing, according to management gurus, goes beyond the mere distributing of attractive business cards. Instead, they argue, marketing oneself entails such activities as the attendance and active participation in seminars and professional workshops. Such participation calls for one to contribute considerable input, such that the current company can view the individual as an asset (Burke & Davidson, 2000). Once the company views one as an asset, they find it difficult to let them leave the organization as their departure only means better human resources for competitors. The attendance, organizing and participation may entail considerable volunteering. Such volunteering has been criticized as being equal to a cost. Even so, researchers and gurus in the field of management argue that it is a price worth paying as there are bigger things to come after such a sacrifice.
The third philosophy that the women executives use to fight for their sustenance is the use of networks. Such networks, which are both formal and informal, help the woman executive maintain her significance in the company. Networks, whether formal or informal, help the women employees establish support from the workforce. as well as from their fellow managers. Research carried out on the effects of the existence of informal teams and groups within the organization indicated that the informal groups were more productive as they advocated for such things as consultations and flexibility (Vakalahi & Peebles-Wilkins, 2010). Women are of such nature that they interact with people irrespective of discrepancies in their circumstances. Women executives use this to their advantage, by ensuring they win considerable support from various corners and angles of the organization.
In an endeavor to sustain their presence, women have as well resorted to such approaches as the people oriented approach. Such an approach is of such nature that it embraces human relations more than the provisions and requirements of structures. Naturally, women bond with men easily, when such a bond is initiated by women. On the contrary, the bond might not work effectively if it is initiated by a man. As such, women have worked really hard in trying to establish such people oriented concepts such as teamwork, ethics, honesty, transparency and informal relationships (Burke & Davidson, 2000). This means that the women executives sometimes resort to engaging in direct team work with their juniors in a bid to gain their favor and support. Such concepts as ethics work for women as they uphold such ideas as integrity, and equality in society. Ethics is both part and foundation of the workplace codes of conduct.
Research indicates that CEO support is critical to the survival of women executives. The CEO is the strongest and perhaps highest force in the organizational structure. Gaining the favor of such an authority guarantees women executives of high chances of surviving in an organization’s management structure. In addition to the support of the CEO, the women executives cling to such favorable concepts as the Equal Employment Opportunity (EEO) at all levels of management (Vakalahi & Peebles-Wilkins, 2010). At the management level, the managers emphasize equal representation. As much as this has proven to be quite difficult in the contemporary world, the few that are holding high profile position get to maintain such positions. Other methods and philosophies include such things as favorable values and policies at the place of work and the establishment of special programs.
Conclusion
In conclusion, it is clear to see that, from the foregoing, it is possible, however difficult, for women to acquire and sustain executive positions within organizations. There are a number of methods, techniques, and philosophies used to overcome such inadequacies. Apparently, the methods are both psychological and tactical. Among the most prominent methods, techniques, and philosophies used, are such things as Support from the CEO, the institution of equal opportunity employment at all levels, adopting people oriented approach, volunteering, establishing both formal and informal networks, eliminating structural barriers, marketing oneself as well as upholding the provisions of special programs. Research indicates that as equality between men and women becomes more pronounced, so do the chances of women taking the places of men in the corporate world. The biggest barriers according to the research lie within the organizational structures.
References
Burke, R. J., & Davidson, M. (2000). Women in management: Vol. 2. London: SAGE.
Morrill, C. (2005). The executive way: Conflict management in corporations. Chicago: University of Chicago Press.
Vakalahi, H. F. O., & Peebles-Wilkins, W. C. (2010). Women of color on the rise: Leadership and administration in social work education and the academy. New York: Columbia University Press.
