advancement of women in the labour market through management development
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PRIO Communications and Consulting (Pty) Ltd
Management DevelopmentA catalyst for
the advancement of women in the labour market
MS SHARON SHAKUNGDirector
JO'BURG THEATRE COMPLEX Braamfontein - Johannesburg - 12 September 2013
Management Development - A catalyst for the advancement of women in the labour market
Food For Thought ...
“Women who seek to be equal with men lack ambition.”
2
Marilyn Monroe
American actress, model and singer
(1926 – 1962)
Management Development - A catalyst for the advancement of women in the labour market
PRESENTATION OVERVIEW
Introduction – the need for a common understanding
The current state of woman advancement in the labour market
The desired state
Critical success factors
Conclusion
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Management Development - A catalyst for the advancement of women in the labour market
NEED A COMMON UNDERSTANDING
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Management Development ...?
A catalyst ...? for the advancement of women ...?in the labour market
INTRODUCTION
Management Development - A catalyst for the advancement of women in the labour market
NEED A COMMON UNDERSTANDING
Management vs Leadership
5Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007] [Paperback]
Late 1970s (Zaleznick):
A „Manager‟ is a rational, bureaucratic, dutiful, practical and unimaginative dullard
and a „Leader‟ is a visionary, restless, experimental, dynamo
The 1990s (Kotter) and early 2000s:
„Management‟ is necessary to bring order, consistency and quality to otherwise chaotic organizations
„Leadership‟ is about preparing the enterprise for change and helping employees cope as they struggle through it.
INTRODUCTION
Management Development - A catalyst for the advancement of women in the labour market
NEED A COMMON UNDERSTANDING
6Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007]
Less hierarchical; less bureaucratic; less predictable Capacity to establish strategic direction and to inspire others to follow
- is no longer the exclusive preserve of those at the top of organizations Those with responsibility in the organization
- will be called upon to lead … and follow, at different times in their work, irrespective of their job title
21st Century Organisations
INTRODUCTION
Management Development - A catalyst for the advancement of women in the labour market
NEED A COMMON UNDERSTANDING
7Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007]
„Management in the sense of controlling what people do is hardly useful when dealing with
knowledge workers. They cannot really be managed.
They can only be led.‟Paauwe and Williams (2001)
The Knowledge Worker!
Re-defining „management‟ and „leadership‟ - narrowing the divide.
INTRODUCTION
Management Development - A catalyst for the advancement of women in the labour market
NEED A COMMON UNDERSTANDING
What distinguishes „development‟ from „training‟?
8Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007]
Job-specific skills
improvement in
a current job role
Developmentwider-ranging
objectivesorganization seeks to cultivate leadership
talent; manager takes on
responsibility for life-long learning
LEARNING
Training
INTRODUCTION
Management Development - A catalyst for the advancement of women in the labour market
NEED A COMMON UNDERSTANDING
9Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007]
Interventions and processes through which the knowledge, skills and abilities of managers are developed, to enhance their performance at
personal and organisational levels.
And why is it important?
Managers play a pivotal role in an organisation –brokering knowledge, diffusing learning, and manufacturing meaning – their development
needs to be taken seriously.
So, what is Management Development?
INTRODUCTION
Management Development - A catalyst for the advancement of women in the labour market
NEED A COMMON UNDERSTANDING
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A Catalyst...?
... facilitates a change
INTRODUCTION
Women – historically overlooked, undermined, oppressed; not only in the labour market, but in many other spheres of life
Progress / move forward Towards equity & fairness
Advancement of Women ...?
Management Development - A catalyst for the advancement of women in the labour market
Women in Senior Management (Globally)
Women hold one in five senior management roles globally (24%), very similar to the level in 2004 (19%).
Russia, Botswana, the Philippines and Thailand have the most women in senior management (46%-39%); India, Germany and Japan the least (14%-5%).
In the US the proportion of women in senior management has fallen to 17% in 2012 from 20% in 2004.
Globally, 34% of businesses have no women in senior management; and only 9% of businesses are led by women CEOs.
11*GRANT THORNTON INTERNATIONAL BUSINESS REPORT (IBR) 2012
Key findings from the IBR 2012*
CURRENT STATE
Management Development - A catalyst for the advancement of women in the labour market
Women in Senior Management (Globally)
Approximately one in every two people on the planet is female, and yet women hold one in every five senior management roles.
12*GRANT THORNTON IBR 2012
Why do these findings matter?
It has taken forty years for the proportion of women in the mature workforce to rise from 48% to 64%, and yet the proportion of women in top jobs around the world is still very low.
CURRENT STATE
Management Development - A catalyst for the advancement of women in the labour market
Women in Senior Management (in SA)
In South Africa, the overall percentage of women in senior management is 28%, higher than the global average of 24%.
Women constitute 50.9% of the SA population, but their representation in decision-making roles continues to be low.
While the proportion of women on boards of JSE listed companies has more than doubled since 2004, they still represent less than one in six of all members.
13*GRANT THORNTON IBR 2012
CURRENT STATE
Management Development - A catalyst for the advancement of women in the labour market
Women in Senior Management
In SA, corporate transformation is legislated -women are a designated group whose employment,
training and development is promoted and protected by law.
14For more about the Grant Thornton study, check www.internationalbusinessreports.com/Reports - 2012, 2013
What is being done...?
„The Women Empowerment and Gender Equality Bill‟
Many economies, especially in Europe, are choosing to implement quotas on the number
of women on boards.
CURRENT STATE
Management Development - A catalyst for the advancement of women in the labour market
Barriers to Development & Advancement
Lack of support structures and development opportunities
15The South African Board For People Practices (SABPP) Women’s Report 2011
Patriarchal societies and cultures
Male dominated organisations with „glass ceilings‟
Gender prejudice, stereotyping and negative attitudes towards women
Preference for masculine traits and behaviours in management
Out-dated policies and work arrangements
Women having to balance multiple roles
CURRENT STATE
Management Development - A catalyst for the advancement of women in the labour market
Barriers to Development & Advancement
16http://www.sabpp.co.za/research SABPP Women’s Report 2011, 2012
Executive women not willing to help and promote younger women in their careers (April, K., Dreyer, S. & Blass, E., 2007)
Reluctant to help other women advance in their careers and instead surround themselves with men (Staines, G., Tavris, C. & Hayagrante, T., 1973)
The ‘Queen Bee Syndrome’
CURRENT STATE
Management Development - A catalyst for the advancement of women in the labour market
Enabling Women Advancement
Lack of support structures and development opportunities
17The South African Board For People Practices (SABPP) Women’s Report 2011
Patriarchal societies and cultures
Male dominated organisations with „glass ceilings‟
Gender prejudice, stereotyping and negative attitudes towards women
Preference for masculine traits and behaviours in management
Out-dated policies and work arrangements
Women having to balance multiple roles
DIFFERENT ATTITUDES!!!
DESIRED STATE
Management Development - A catalyst for the advancement of women in the labour market
Enabling Women Advancement
Transformation of organisational culture, attitudes and practices
Adherence to legislation designed to advance women in the labour market
Strategies and plans that are well-thought through in terms of gender equity
Appointment / promotion of suitably qualified women into management positions
Appropriate training / development of women in managerial and pipeline positions
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DESIRED STATE
Management Development - A catalyst for the advancement of women in the labour market
Enabling Women Advancement
Coaching and mentoring of women as part of organisational development strategies
Succession plans that are well-thought through in terms of gender equity, and implemented accordingly
HR policies that allow flexibility in terms of work-hours and working arrangements; gender parity in reward systems
Management approaches and work environments that are suited to managing and leading knowledge workers, and women in particular
Development programmes that promote both feminine and masculine perspectives of management and leadership, and a multi-cultural perspective – in terms of models, theories and case studies
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DESIRED STATE
Management Development - A catalyst for the advancement of women in the labour market
Enabling Women Advancement
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Factors crucial to successful promotion, development and advancement of women
within organisations
Identify, promote and track potential
Establish and support networking groups
Ensure effective coaching and mentoring
Develop women across functions
Take risks and offer tangible ‘stretch’ roles
Factors crucial to successful promotion, development and advancement of women
within organisations
Implement succession plans with a visible focus on women
Facilitate balance between work and personal responsibilities
Hold all managers accountable for women’s advancement
Establish a comprehensive, sustained development initiative
http://www.catalyst.org
Factors crucial to successful promotion, development and advancement of women within organisations
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DESIRED STATE
Management Development - A catalyst for the advancement of women in the labour market
Enabling Women Advancement
The gap between males and females with higher education qualifications in
SA has moved almost to parity
(Scarce Skills Research Project, HSRC, 2009)
21The female leadership advantage: An evaluation of the evidence, 2003, Alice H. Eaglya, Linda L. Carlib
Of interest...
There are no gender differences in SA with regards to restructuring work to accommodate
one‟s home life and family responsibilities
(Paddey and Rousseau, 2011)
DESIRED STATE
Management Development - A catalyst for the advancement of women in the labour market
Women are more than Capable & Ready
22The SABPP Women’s Report 2011
Government has created an enabling environment for advancing women in the workplace and in society
Organisations should investigate assumptions and practices that underpin management and leadership development
It is inappropriate to develop women‟s leadership skills in the mould of masculine traits and behaviours
Development programmes should enable women to give expression to their own style of leadership
The necessary support should be provided to facilitate success
CONCLUSION
Management Development - A catalyst for the advancement of women in the labour market
Women are more than Capable & Ready
Women should take ownership of their development and accept the challenge to promote themselves in the
workplace and in society at large
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CONCLUSION
THANK YOU
Management Development
A catalyst for the advancement of women in the labour market
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Sharon ShakungMobile: +27 76 032 2189
LinkedIn: http://www.linkedin.com/in/shakungsharon
Skype: sharon.shakung
Facebook: https://www.facebook.com/sharon.shakung
Twitter: @s_shakung
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