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Women Managers Vs India and US Managers

It states the characteristics of Women Managers compared to Indian an American Managers

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Women Managers Vs India and US Managers

  1. 1. Women Managers in Egypt Vs. India & US Managers
  2. 2. Agenda Introduction Leadership Characteristics Males/Females Women in Economy Women in India/US/Egypt Women in Senior MNG/ Workforce/ Unemployment Comments & Conclusion Survey & Data Analysis
  3. 3. Introduction Management Jargon • Today’s jargon in Management is associated with consultative styles and high levels of interpersonal skills ……..women’s management styles • Business women use positions of authority to create a supportive, nurturing environment. • Men use positions of authority to create a hierarchal environment in which they issue orders and expect obedience.
  4. 4. Leadership Characteristics Males/Females • A study In 2005, a year-long study conducted by Caliper, a Princeton, New Jersey-based management consulting firm, and Aurora, a London-based organization that advances women which identified leadership characteristics that distinguish women leaders from men
  5. 5. 100% 80% Leadership Characteristics Males/FemalesCont. The women leaders scored significantly higher than male leaders in ego-drive, assertiveness, willingness to risk, empathy, urgency, flexibility and sociability. 60% 40% 20% Female Male 0% 100% 80% 60% The women leaders were in the mid-range on ego strength which was lower, though not significantly, than male leaders. 40% 20% 0% Female Male
  6. 6. 100% 80% 60% 40% 20% 0% Leadership Characteristics Males/FemalesCont. Leaders of both genders shared well above average Female levels of abstract reasoning and idea orientation. Interestingly, the women leaders were lower than their male counterparts in thoroughness Male Women leaders scored significantly lower than male leaders in external structure and cautiousness. And they have very high scores in abstract reasoning. 100% 80% 60% 40% 20% 0% Female Male
  7. 7. Women/Men Management Styles • Men’s styles : • Task-oriented • Autocratic • Command-and-control • Punishment-oriented • Women’s styles : • Team players • Democratic • Transformational • Reward-oriented
  8. 8. A Quote To Remember A feminine way of leading includes helping the world to understand and be principled about values that really matter
  9. 9. • Women are a powerful force for sustainable economic growth. • Women’s participation in economic activity brings benefits at both micro and macro levels.  At the macro level there is a positive correlation between female labor force participation rates and economic growth.  At the micro level the participation of women in the labor force is beneficial for the welfare of the family (income, health, children’s education etc.).
  10. 10. • Women now represent 40 % of the global labor force • The female labor force participation in the economy has reached 50 % over the past two decades
  11. 11. Women in Senior Management
  12. 12. Workforce India Workforce 22% Female USA Workforce 45% 55% 78% Male Female Male Egypt Workforce 23% Female 77% Male
  13. 13. Unemployment Unemployment 10% Unemployment Unemployment 7% employment 90% Unemployment 93% Employment Unemployment 13% Unemployment 87% Employment
  14. 14. Female Unemployment Female Unemployment % from workforce 7% Unemployed Female Unmployment % from Workforce 6% Unemployed 94% Employed 93% Female Unemployment % from workforce Employed 25% Unemployed 75% Employed
  15. 15. Male Unemployment Male Unemployment % from workforce 4% Unemployed Employed 96% Male Unemployment % from Workforce 7% Male Unemployment % from Workforce Unemployed 93% 10% Employed Unemployed 90% Employed
  16. 16. India USA Egypt
  17. 17. Perspectives on Women in Management in India 2012 Female managers: • Only 2% of management • Only big corporations, like HSBC Reasons: • Caste system • Cinderella Complex • Glass Wall and Concrete Wall effects • • • • Indian women managers tend to be: More aggressive, very urgent Least empathetic and least flexible They take risks and launch new ideas
  18. 18. Women in India • Out of 131 countries, India ranks 11th from the bottom in female labour force participation. • India’s National Sample Survey Organization (NSSO): falling female participation from +40% (mid-1990s) to 29% (2004-05) to 23% (2009-10) and 22.5% (2011-12) • Women constitute over a fifth of the organized sector workforce (2012). • Unorganized sector jobs are marked by: poor wages - poor quality of work - absence of social protection
  19. 19. USA India Egypt
  20. 20. USA Due to Equality, USA women managers show no peculiar attitudes and no extremes. Fortune 500 Executive Officer Positions Held By Women ( %)
  21. 21. USA Fortune 500 Women CEOs (%) Forbes (December 2013): USA women managers: • Connection • Empathy • Emotional cue-taking • Consensus-building • Risk-taking • Mutuality • Questioning as their leadership style. • Life, family and work priorities clash fiercely. US Management Professional & Related Occupations held by women (%)
  22. 22. USA India Egypt
  23. 23. Egyptian Women Management Style • Hierarchical structures • Managing authority consultatively • Final, firm authoritative decision. • Subordinates follow and dispute & criticism are not expected or appreciated. • Cautious and do not take too many risks • Decision-making is slow
  24. 24. Challenges Facing Egyptian Women SOCIAL, ECONOMIC AND LEGAL EMPOWERMENT OF EGYPTIAN WOMEN United Nations Development Programme (UNDP) United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) United Nations Population Fund (UNFPA) 26 November, 2013 Social Challenges •Lack of awareness on social rights; high illiteracy rates; inequality in education. Economic Challenges Political Challenges •Persistent and increasing burden of poverty on women ; high rate of unemployment among women. •Lack of awareness on political rights; biasness against women in decision making positions. Legal Challenges •Discriminatory laws/policies; limited access to justice Institutional Challenges Cultural Challenges • Lack of qualitative and quantitative data and evidence based research and centers; lack of strong enforcement mechanisms to apply equality • Discrimination culture against women; stereotyping of women; misconceived public perception on women’s rights and status.
  25. 25. 18 Aspects definitions Assertiveness Aggressiveness Ego Drive Empathy Ego Strength Risk Taking Urgency Cautiousness Sociability Gregariousness Accommodation Skepticism Abstract Reasoning Idea Orientation Thoroughness Flexibility Self Structure External Structure • • • • • • • • • • • • • • • • • • Forcefulness Violence Inner need to persuade others for gaining gratification Understanding Self Confidence Willingness to take necessary risks Sense of immediacy Carefulness Outgoingness Companionability Adjustment Uncertainty Apply problem-solving techniques Originality or creativity Attention to details Willingness to modify ones approach Ability to determine and direct priorities Sensitivity to Structure
  26. 26. Survey •
  27. 27. Data Analysis Top Box Methodology: • The idea behind this practice is that you're getting only those that are expressing a strong attitude with a statement. This applies to standard like item options (strongly disagree to strongly agree) The appeal of top-box scores is that they are intuitive. It doesn't matter if the ratings are about agreeing, it's basically only considering the highly opinionated Top Box Methodology 28% sum ( 1 , 2 ) 3 23% 49% sum ( 4 , 5 ) So based on that we choose sum of 1 & 2 to apply it on the Chart
  28. 28. Comments Accommodation, Egyptian women managers are in between managers in US and India, abnormally Indians are the lowest scores Abstract Reasoning, Indians are the highest and Egyptian women come the lowest, men and women are above average in caliper’s study External Structure: USA is the highest which is matching with their culture and nature, on the other side Indians ranked the lowest which is against their nature
  29. 29. Correlation Analysis EGOABST IDEA Empathy EGO-STR RISK TAKI URGENCY CAUTIOUS SOCIABILITY GREGARIO ACCO SKEPTI DRI REASON ORIENT ASSERT Aggres ASSERTIVENESS Aggressive EGO-DRIVE Empathy 1.0 -0.4 -0.3 0.6 1.0 0.5 -0.5 1.0 -0.5 1.0 EGO-STRENGTH 0.4 -0.5 -0.5 0.5 1.0 RISK TAKING URGENCY CAUTIOUs 0.2 -0.1 0.4 0.0 0.3 -0.1 -0.1 0.2 -0.2 0.1 -0.2 0.4 -0.1 -0.1 0.3 1.0 0.2 0.3 1.0 0.0 1.0 SOCIABILITY 0.5 -0.6 -0.4 0.7 0.4 0.1 -0.3 0.3 1.0 GREGARIO ACCOMMOd SKEPTICISM 0.4 0.5 0.5 -0.5 -0.3 -0.3 -0.4 -0.3 -0.3 0.5 0.6 0.6 0.4 0.4 0.4 0.1 0.3 0.2 -0.2 0.0 0.0 0.2 0.4 0.5 0.7 0.5 0.6 1.0 0.4 0.5 1.0 0.6 1.0 ABST REASON 0.3 -0.2 -0.3 0.4 0.3 0.3 0.1 0.5 0.4 0.4 0.4 0.4 1.0 IDEA ORIENT THOROUGHNESS FLEXIBILITY 0.4 0.1 0.6 -0.3 0.0 -0.5 -0.2 0.1 -0.4 0.4 0.2 0.6 0.3 0.1 0.6 0.4 0.1 0.0 0.1 0.2 -0.2 0.4 0.3 0.4 0.3 0.3 0.6 0.4 0.2 0.6 0.4 0.2 0.6 0.5 0.3 0.6 0.6 0.3 0.4 SELF-STRUCTURE 0.3 -0.1 -0.1 0.3 0.3 0.3 0.1 0.5 0.3 0.2 0.5 0.5 EXTERNAL St. 0.1 0.0 0.0 0.1 0.2 0.0 0.2 0.4 0.0 0.1 0.1 0.2 SELFSTRUC THOROU FLEXIB 1.0 0.3 0.4 1.0 0.2 1.0 0.5 0.5 0.3 0.3 1.0 0.3 0.3 0.4 0.2 0.4 EX STRUC 1.0
  30. 30. Correlation Analysis By studying the correlation between some aspects, some were positively high as: Gregariousness & Sociability= +0.7 Assertiveness & Empathy = +0.6 Abstract Reasoning & Idea Orientation= +0.6 Sociability& Empathy =+0.7 Empathy & Skepticism = +0.6 Flexibility & Assertiveness = +0.6 Ego Strength & Flexibility= +0.6 Flexibility & Empathy = +0.6
  31. 31. Correlation Analysis Other aspects correlation were negative: Ego Strength & Aggressiveness= -0.5 Flexibility & Aggressiveness = -0.5 Sociability & Aggressiveness= -0.6 Ego Drive & Empathy= -0.5
  32. 32. Caliper Caliper Assertiveness Thoroughness Males Caliper Females Females Risk Taking Males Females Males Caliper Caliper Cautiousness Empathy Females Males Males Females
  33. 33. Conclusion Based on the outcome we conclude that Egyptian Female Managers are striving to prove them selves in the working environment and overcome stereotyping that resulted from Religious and cultural background • Close Community • Wasn’t allowed to express herself • Restrictions
  34. 34. Thank You

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It states the characteristics of Women Managers compared to Indian an American Managers

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