Do Men make Better managers than Women? Essay

altogether in the last century guard much esteemed jobs been allocated to women, in light of the women-rights movement. Even though pay between men and women is howeverness n sensationquivalent and sexual pr bitice disagreement at the workplace is still imminent, the improvement in the opportunities of women to maintain high rank jobs in the last century has been drastic.However in certain occupations, such(prenominal) as that of the carriage, inequality is redden firmer, as shown in studies detailing the sex proportionality of conductors (Vinniecombe and Colwil, 1995). This phenomenon does non advise that men are more(prenominal) suitable managers, as women are specially deprived in more commonly manful workplaces, equivalent a managerial role. Rise to new managerial trends and a decrease in parti pris towards women whitethorn even prove women to be the more in force(p) managers, or at least equally impelling, as men.When it comes to the occupancy of the manager , Women are still more supposed(prenominal) to bond the military position than in other relatively higher job positions, with only about 10 % of caution positions in Europe being held by Women, further of those the grand majority lie in the demoralise management ranks (Vinnicombe and Col pull up stakes, 1995). The implication of these figures are either that divergence is rife in the world of management, or that the qualities that are commonly regarded as necessary for a productive manager are mostly male characteristics, including drive, objectivity and an authoritative manner (Wajcman, 1998 pg 55).Therefore it would look that men befuddle a natural reinforcement to being a strong manager. Nonetheless, in young fourth dimensions certain developments in organization theory, including homosexual resource management and Japanese management subscribe indicated that a more effective management necessarily a softer edge and a more people-orientated cost (Wajcman, 1988 pg 55). The main characteristics of women are commonly deciden as affectionate, helpful, friendly, affable soft-spoken, sympathetic and gentle (Barreto, Ryan and Schmitt, 2009 pg 23). Thus, this new concept of a productive manager would pertain more to women.However, as mentioned before, the ratio of fe antheral to masculine managers in lower management positions is still dramatically unbalanced, with higher management positions being only very rarely awarded to women, with an clean of 5 % in Europe even only 2% in England, (Vinnicombe and Colwill, 1995 pg3). This imbalance suggests that the traditionally exaltation masculine manager approach is still best-loved by the majority of firms and unfortunately only government activity enforced Equal opportunities action plans have sincerely make a significant difference in the sex ratio of managers.These positive action initiatives have been launched by several countries in the last fewer decades, as for instance Denmark in 1989 w hich found that it made a two percent increase in female managers over the course of a year, (Vinnicombe and Colwill, 1995). indeed without the aid of government policies, it will take highly long for women to be equally represented in managerial roles.That the traditional masculine view of the manager is still vastly more popular than the newer managerial perception which would be more suitable for females, is not only shown by the stagnant change of the gender representation, but also by the characteristics of the few females who hold top managerial positions. Whilst high ranking male managers behave in accordance to the stereotypical male traits, women who have made it to the top mostly act in their profession in a masculine manner, almost indistinguishable from their male counterparts ((Wajcman, 1998).Thus, the few Women who have made it to the manager positions have intentionally acted in a masculine manner in severalise to succeed (Wajcman, 1998). This indicates that the con temporary feminine managerial style has only been implemented extremely rarely, and that in the large majority of cases in order to maintain a top ranking manager position one must exert masculine characteristics. Research shows that this feminine approach, also referred to as transformational leadership style, is oftentimes more useful than the traditional management style, especially in firms with more feminine employees (Barreto, Ryan and Schmitt, 2009).The fact that the feminine managerial style is thus by some regarded as at least as effective as the traditional style, if not more, yet still barely ever used seems to lie in the explanation of prejudice and discrimination. Tragically, prejudice and discrimination do equality in the workplace in exponential ways, from the very choice women make when choosing a flight, such as being dissuaded from a manager career as it is seen as a masculine position, to the fact that many firms want a man as a manager as they fear a wom an may not be enured with the same respect and authority from the employees (Barreto, Ryan and Schmitt).Such prejudice and discrimination cannot simply be vanquished through stricter discrimination laws, the only truly effective mechanism until now has been positive action initiatives by Governments, which for instance in Scandinavian countries has dramatically increased the representation of Women in management(Vinnicome and Colwill, 1998. In theory, women are at least equally suitable for the role of a manager.Sadly in practice women are at a prejudice in attaining any management position, and once that position is maintained women have a much harder time being an effective manager. The reason for this is a privation of respect of some subordinates who dont see a woman as enough of an authority. though woman can be just as effective managers as men, ingrained prejudice and discrimination, touch how a female manager is seen and treated by her subordinates, may make her less o f a successful manager.If women will be more common in manager positions, over time people will get used to a female manager and the prejudice and discrimination will most believably decrease. Thus positive action programs by governments, may be essential to decreasing prejudice and discrimination and making it possible for women to not just theoretically be equal or even break down managers than men, but also in practice.