Business Strategies
Advancing from potential barriers to documented strategies that seem to be ideal approaches to reducing the glass ceiling’s prominence in the corporate environment, there is a whole host of possible methods that could be used to do so. Many have been examined through thorough studies and surveys, all of which point to several key themes. Overall, each is indicative of the importance that lies with mentoring figures, such as those in managerial positions or those in other high-ranking occupations. With strategies enveloping inclusion of more female CEOs, and especially other managerial positions, a greater population of women working, a more flexible workplace environment that envelops opportunities to elevate women workers’ roles, and countless other initiatives, we can gain insight into the countless actions that seem promising towards breaking barriers faced by women and minorities, while also allowing for them to get their needs addressed and create effective reform. Ultimately, the dynamic that shapes these documented strategies seems to play a major part in the hands of top officials, as they hold the power to make the decisions that foster diversity growth, expansion, and education across departments. It is, with a deep approach to all of these issues, that vast societal changes can begin to be advanced and representation can be reached for a greater proportion of both women and nontraditional workers.
In one study, 69 companies centered in the United States in the Houston region of Texas were surveyed, each of which being scored based on responses to a set of 34 practices supposedly indicative of the organization. Those of which that scored within the top 12 ranking companies were given the label ‘distinguished’ and evaluated further. From all of those involved, the companies were told to give an indication how much agreement they felt towards whether or not their institution accurately implemented solutions in dealing with barriers faced by working women. Of the 12 that were labeled distinguished, they were later visited and further analyzed to get a sense of the situations that led to them being so dominating in comparison to the other pool of participants. This study sought to describe a survey of strategies that should encapsulate corporations across the country which seek to address gender diversity and the shattering of the glass ceiling phenomenon [1]."
It was determined that all of the 12 that were seen as distinguished represented several key similarities, several being that they were well-defined in their identification of goals when detailing the movement of women to managers, held managers accountable when it comes to their process of evaluating performance of women, and provided diversity awareness training to these managers, as well. Along with that, the study worked to identify some of the supposed corporate strategies towards giving women greater workplace opportunities, ones that also work to enhance the financial success of the organization. Of these, some of upmost importance involve the holding of senior management officials accountable when following through with the promotion of women deemed qualified into higher-tier management positions, as well as the ensurance that policies and agendas outlined by the company work to inform about the importance of sexual harassment in the workplace [2]."
Findings like these point to several methods that could be incorporated in attempting to destroy the glass ceiling, while also serving to eliminate the barriers mentioned previously. Most notably, we can begin to see that there is a pattern among highly successful organizations, being that there is great emphasis placed on managerial accountability and acceptable behaviors being implemented. By having managers who are both well informed, aware of the intricacies of diversity in the workplace, this observation can have a drastic impact on the nature of how the corporate setting is adjusted to represent women and minorities that are oppressed by the glass ceiling.
Outlined in another study, several women were interviewed, as well as 190 managers from 16 United States companies determined to be the most progressive. The goal of this work was to find a solution towards the issue of integrating white women with people of color when it comes to senior management positions. The outlined findings that were reviewed by the authors worked to investigate the glass ceiling’s implications for non-traditional, otherwise non-white male, managers and express the approaches taken by employers in demolishing it out of existence [3]."
From the 52 types of diversity practice observed, top management officials’ promotion of diversity creation was the only one to be expressed in all of the participating companies. “Top executives constantly advocate, nag, nudge, query, and otherwise influence their direct subordinates and other employees to do something to foster diversity. They intervene to modify or abandon traditional administrative procedures, such as word-of-mouth recruitment methods which systematically exclude women. They demand that non-traditional managers must be included as candidates for replacement charts. They reject merit pay and bonus recommendations for their managers' subordinates when it is clear that non-traditional managers are not being treated equally [4]." The role of these top officials, as described by Morrison, is underlying of the extra efforts that go into giving managers the insights necessary to embrace diversity creation at the fullest potential. In effect, these efforts alone are indicative of the overall efficiency of these businesses. If it were not for senior officials showing mangers the ropes, there arguably would be less impact being reached across the so-called model organizations that were deemed to be most progressive [5]."
One particular strategy for recruitment by managers and other high-level officials, known as the ‘sandwich strategy,’ serves as a possibility for further development and expression by those in associated managerial positions; individuals denoted as role models, of non-traditional background, are recruited for senior positions of leadership, along with an influx of new, aspiring employees. As quoted by Morrison, “This approach, aimed both at the top and at the bottom of the organization, has the potential to keep the pipeline filled with talented non-traditionals who are inspired and helped by those in high-level jobs [6]." In order for non-traditionals and other talented individuals to be given roles in organizations, the underling significance associated with this act is ultimately placed in the hands of executives, those of which push the managers to hire influences brining new ideas, business, and positive influences on the state of the overall state of the institution.
As a result, the promotion of diversity stands to be a gained as a result of this methodology. Success is underlying on the taking-in of nontraditionals, someone who brings a new direction to the company, one who brings diversity with them, and a unique sense of representation to the company’s vision of influenceability. In effect, success ultimately is reliant on “having open discussions about the problems that are occurring and collaborating on the solutions that are needed. Setting priorities and assessing resources which can be applied to solutions are critical parts of the change process. This kind of partnership, with or without the added clout of government pressure, is essential to break the glass ceiling for women and others who are underrepresented in management [7]."
Further enveloping the importance of diversity and diversity programs, the oil and gas industry serves as the perfect example of an industry when studying the impact that these such programs can have on those exposed to them, in a negative light. It is notably “the most powerful, global, essential, and lucrative industry in the world—and yet it largely excludes women. The Oil and gas industry giants occupy three of the top four positions in the 2012 Fortune 500 list [8]." Despite its prominence and large reach in nature, it is apparent that the industry has not enveloped the methods of other companies when it comes to diversity creation. In conjunction with the lack of men and women of nontraditional variety, the lack of women in top management positions, and, most importantly, its domination by white men, the industry serves as a solid example for when diversity training is not approached, and diversity as a whole is not enveloped.
Through interviews with 30 geoscientist women between the ages of 30 and 52, with at least 5 years of experience in the oil and gas industry, it is revealed that the women involved casted doubt on the ability for diversity programs to effectively spur representation among those in managerial positions, a sign of there needing to be more work done towards building pathways for women in these areas of expertise. One interesting point made in reflecting on this finding, from the authors, was that “diversity training could be made into a more substantive and transformative experience…We suggest that a sociological framework drawing on feminist and critical race theory could offer a new set of insights into the re-creation of white male privilege in organizations.
For example, diversity training seminars could teach workers to spot and respond to gender disparities and stereotypes and help them to develop a deeper understanding of the mechanisms of privilege and exclusion in the workplace that reproduce the white male domination of their industry[9]." Seminars for diversity training expression seem to be an adequate solution to this issue by giving those involved a supply of knowledge in the spectrum of gender stereotypes that are made throughout the workplace environment, one which could stand to give these women more of a sense of belonging in their corporation, and, ultimately could lead towards giving working women in general a greater sense of self as those around them get a thorough education into systemic oppression rooted against nontraditionals.
As a whole, it is evident that corporations hold the tools and resources necessary to diversify the workforces they envelop; not only is it essential for diversity to be greatly emphasized in order for companies to become more successful, it is imperative that emphasis is placed on creating effective mentors and top management role models for women in lower positions, for one being that these efforts are the gateway towards even more women advancing towards leadership positions: those in managerial positions need to be exposed to the diversification resources and training that will provide them with the knowledge necessary in strengthening workers’ potential. Managers need to have the experience required to provide aid and helpful advice to women taking new employment roles, and upper-managerial positions need to be supplied to those who diversify companies, which is especially true for nontraditionals who can bring their unique backgrounds and experience to developments.
References:
[1] Eyring, Alison and Bette Ann Stead. “Shattering the Glass Ceiling: Some Successful Corporate Practices.” Journal of Business Ethics 17, 245–251 (1998). https://doi.org/10.1023/A:1017986811704.
[2] Eyring, Alison and Bette Ann Stead. “Shattering the Glass Ceiling: Some Successful Corporate Practices.” Journal of Business Ethics 17, 245–251 (1998). https://doi.org/10.1023/A:1017986811704.
[3] Morrison, Ann M. "New Solutions to the Same Old Glass Ceiling." Women in Management Review 7, no. 4 (1992): 15. http://dx.doi.org.mutex.gmu.edu/10.1108/09649429210014360.
[4] Morrison, Ann M. "New Solutions to the Same Old Glass Ceiling." Women in Management Review 7, no. 4 (1992): 15. http://dx.doi.org.mutex.gmu.edu/10.1108/09649429210014360.
[5] Morrison, Ann M. "New Solutions to the Same Old Glass Ceiling." Women in Management Review 7, no. 4 (1992): 15. http://dx.doi.org.mutex.gmu.edu/10.1108/09649429210014360.
[6] Morrison, Ann M. "New Solutions to the Same Old Glass Ceiling." Women in Management Review 7, no. 4 (1992): 15. http://dx.doi.org.mutex.gmu.edu/10.1108/09649429210014360.
[7] Morrison, Ann M. "New Solutions to the Same Old Glass Ceiling." Women in Management Review 7, no. 4 (1992): 15. http://dx.doi.org.mutex.gmu.edu/10.1108/09649429210014360.
[8] Williams, Christine L., Kristine Kilanski, and Chandra Muller. “Corporate Diversity Programs and Gender Inequality in the Oil and Gas Industry.” Work and Occupations 41, no. 4 (November 2014): 440-76. https://doi.org/10.1177/0730888414539172.
[9] Williams, Christine L., Kristine Kilanski, and Chandra Muller. “Corporate Diversity Programs and Gender Inequality in the Oil and Gas Industry.” Work and Occupations 41, no. 4 (November 2014): 440–76. https://doi.org/10.1177/0730888414539172.