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EDUC 210 PERSONNEL MANAGEMENT IN EDUCATION : GENDER DIVERSITY IN THE WORKPLACE
The document addresses gender diversity in workplace dynamics, focusing on common myths, communication styles, and the importance of gender representation in leadership. It highlights how gender roles are socially constructed and the implications for organizations that lack diversity, including lost productivity and morale. Strategies for promoting gender diversity through hiring practices and workplace culture are emphasized to enhance overall performance and reduce discrimination.
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EDUC 210 PERSONNEL MANAGEMENT IN EDUCATION : GENDER DIVERSITY IN THE WORKPLACE
- 2. GENDER TRAITS ANDROLES GENDER DIVERSITY COMMON MYTHS CONCERNING GENDER BEHAVIOR PATRIARCHAL STRUCTURE COMMUNICATION STYLES EVOLUTION OF MASCULINE AND FEMININE PERSONALITY TRAITS GENDER DIVERSITY AWARENESS ISSUES CAUSING LACK OF DIVERSITY BENEFITS OF A GENDER DIVERSE BOARD IMPLICATIONS FOR ORGANIZATIONS
- 4. “Men and women literallylive in parallel, but different worlds…..D. Tannon For example, as a culture we still treat boys and girls differently from birth. Awareness of gender diversities can help us understand why men and women often see things differently and avert possible miscommunications as a result of these differences.
- 5. Gender is: Culturally specificset of characteristics Identifies social behavior of men/women Gender is: Refers to the relationship between men/women Analytical tool for understanding social processes
- 6. Gender, therefore, refersnot simply to women or men, but to the relationship between them, and the way it is socially constructed. Because it is a relational term, gender must include women and men. Like the concepts of class, race and ethnicity, gender is an analytical tool for understanding social processes.” Gender involves those social, cultural, and psychological aspects linked to males and females in particular social contexts. Gender is a social
- 7. Gender involves thosesocial, cultural, and psychological aspects linked to males and females in particular social contexts. Gender is a social it was affected by gender issues.
- 8. THE HIGHER YOULOOK IN COMPANIES, THE FEWER WOMEN
- 10. The American family consistsof a husband with a career and a wife who stays at home and takes care of their two children. There are only two types of women: and Women's status is to a man’s Real men are in of every situation Men do not cry (Least those who have never been in combat)
- 11. is the structuring ofa social system on the basis of family units, where the is the head of the family and have primary responsibility for the welfare of this family unit. Men are regarded as the within the family and society and thus dominant over women and children.
- 12. Connection or Status RapportTalk or Report Talk Cooperative or Competitive Expertise: Play it up or down Agreeing or Disagreeing
- 13. Live in aworld of intimacy Focus on connecting with others via networks or supportive friends. Aimed at minimizing differences and building on commonalities and agreements. Live in a world of status concerns Have their “old boy” networks. Due to their status concerns they place a higher priority on independence or personal freedom, not on the give and take of communication WOMEN MEN
- 14. Communicates to establishand maintain a with others by focusing on feelings and personal thoughts, reactions and details of life. Report type talking. They focus on information that the listener needs to know and what’s going on in the world.Tell things to increase involvement. Men tell things to increase Reveal weaknesses by sharing to make others feel equal or closer from their experiences. Men feel that revealing is a weakness and will lower their status in other persons eyes. WOMEN MEN
- 15. Avoid conflict. Perceived asapproachable Confront issues Intimidating to others Uncomfortable taking the initiative because they are more accommodating and self- sacrificing. They allow frustration to build but to overcome this they learn assertive communication skills. Need clear facts in communication process. They have difficulty coping in an unclear situation. WOMEN MEN
- 16. Down play: actas if they know less to operate as one of group. Act as if they know more than the rest of the group by taking center stage. Feel their goal is to persuade and state opinion as fact. When female experts speak to men they supportively agree, listen and go along (assent). They emphasize similarities and avoid showing off. Their major concern is have they been helpful and do they like me When male experts speak to females they are domineering, talk more, interrupt and control topic. They respond this way to males or females. They emphasize their superiority and display expertise. Their major concern is Have I won and Do you respect me? WOMEN MEN
- 17. More positive withfeedback. They ask questions, take turns, give and want full attention, agree and laugh at humorous comments, focus on big picture not just literal message. Give fewer listening responses. They are silent and listen less, challenge statements, focus on the literal message. Because women listen so attentively they think a man being silent also means they are listening…but they may not be. Men challenge when they disagree so when a women is silent they interpret as agreement and later conclude she changed her mind or is insincere. WOMEN MEN
- 18. More tentative. Dueto being over polite, it is interpreted by men as indecisive. This leads to a lower-credibility stereotype. Carry assertiveness too far and are perceived as overbearing and authoritarian Source: “Gender Issues…” Cynthia Torppa WOMEN MEN
- 20. MASCULINE TRAITS • AGGRESSIVE •INDEPENDENT • UNEMOTIONAL • OBJECTIVE Team Play • DOMINANT • LIKES MATH, SCIENCE • NOT EXCITABLE in minor crisis • ACTIVE – COMPETITIVE • LOGICAL • WORLDLY • SKILLED IN BUSINESS
- 21. • No useof harsh Language • Talkative in appropriate situations • Tactful - Gentle • Aware of others feelings • Religious FEMININE TRAITS • Interested in her appearance • Neat Quite • Strong Need for Securit • Appreciates Art & Literature • Expresses Tender Feelings
- 22. • Aggressive • Strong •Proud • Confident Masculine Traits • Independent • Courageous • Disorganized • Ambitious
- 23. FEMININE Traits • Emotional •Talkative • Sensitive • Affectionate • Moody • Patient • Romantic • Cautious • Thrifty • Men Also said manipulative, Women said Creative.
- 24. Temporary or part-timeor low responsibility jobs First priority: taking care of their families Unmarried women: quit for marriage Married women: quit due to pregnancy Women with children: family over job Women inferior to men: physically /mentally/emotionally FEMININE Traits
- 25. Become in touchwith your personal belief system and stereotypes. Experience how judgmental beliefs affect your thinking and feeling process. Understand ways in which your beliefs create your regarding other persons, even before you have interaction with them.
- 26. STEREOTYPIN G ◦ Women maybe HR managers / PRexecutives, but not VP manufacturing / marketing GLASS CEILING SYNDROME ◦ Women can be hired, but cannot be promoted to the top management DOUBLE BURDEN SYNDROME ◦ Women must balance work and domestic responsibilities REVOLVING DOOR SYNDROME ◦ Women may have short tenures at workplaces due to uncomfortable environment
- 27. WOMEN MAY HAVESHORT TENURES AT WORKPLACES DUE TO UNCOMFORTABLE ENVIRONMENT Orient new employee to their new job. Be proactive and assess your applicant’s commitment to the role before hiring Enable your employees and give them a sense of ownership in their jobs. Give your employees and opportunity to cross train or take on new tasks. Acknowledge your employees efforts. Address work place problems immediately.
- 28. • Companies thatencourage diversity in the workplace inspire all of their employees to perform to their highest ability. Company-wide strategies can then be executed; resulting in higher productivity, profit, and return on investment. MORE EFFECTIVE EXECUTION •A diverse collection of skills and experiences (e.g. languages, cultural understanding) allows a company to provide service to customers on a global basis. •Gender diversity facilitates business understanding of how to appeal to women as customers and what products and services women and men need and want. BROADER SERVICE RANGE IMPROVE ACCESS TO TARGET MARKETS
- 29. •Advertising Costs •Lost TimeSpent On Interviews, Clerical And Administrative Tasks •Use Of Temporary Staff Or Lost Output While Waiting To Fill The Position •Costs Associated With Training The New Employee •Termination Pay •Loss Of Specialist Knowledge •Loss Of Customers •Low Staff Morale And Reduced Productivity. REDUCE COST OF STAFF TURNOVE R
- 30. Reduce cost of staff turnove r • Goneare the days in which most women were homemakers. • They now represent 52 percent of all workers age 20 and over. LARGER TALENT POOL • A recent University of Pennsylvania study found that the brains of men and women really are wired differently. • Promoting workplace gender equality can reduce the risk of discrimination and harassment • Sexual harassment at work is experienced more by women than men but increasingly it is recognized that men face sexual harassment too. IMPROVED PERFORMA NCE MINIMIZE LEGAL RISKS
- 31. BUSINESS LEADERS NEEDTO ACT TO REAP THE BENEFITS OF HAVING GENDER DIVERSE TEAMS ACROSS ALL LEVELS OF THE ORGANIZATION. Identify business units that are less gender diverse. Develop a hiring strategy that increases gender diversity in these units without reducing or ignoring merit. Create an engaged culture that enables men and women to form trusting relationships and motivates them to perform at a high level. Set inclusiveness goals, and hold managers accountable for diversity.
- 32. HOW TO ENCOURAGEGENDER DIVERSITY IN THE WORKPLACE 1 ) S T A R T W I T H T H E H I R I N G P R O C E S S 3 ) R E - E V A L U A T E E M P L O Y E E R E V I E W S 2 ) C H A N G E T H E S T A N D A R D O F P A Y Have someone in the company take out first and last names, as well as email addresses, from each resume submitted to the company. This will keep the reviewers in check, noting someone’s experience and accomplishments before their gender. When people are offered salaries when hired for a position, it is oftentimes based on what they have earned in the past. Companies can change this pattern by only basing offers on the most recent salary data provided by reliable sources for all employees. Women tend to act differently than men in professional settings. Women tend to, “lead in democratic, consensus-building ways, advocate for their teams and don't stand out as individual leaders.
- 33. Three workers atXYZ Company. XYZ is a law firm where Jane, Judy, and Joe all work. Jane is 27 and a recent graduate of a prestigious law school. She was first in her class, and her grades were stellar. She is also transgender. Judy is 40 and has been with the firm for 12 years. She, too, did very well in school and has won some tough cases while at the firm. Joe is 32 and has been with the firm for 2 years. While he has some experience in the courtroom, his win/loss record is about 50/50. It is pertinent to mention here that Joe and Jane are both single, while Judy is married and has two children. Judy's husband is also an attorney, although he works at a different firm. SCENARIO There has recently been an opening for a partner at the firm. All three of these people apply for the position. Based on the given scenario as H and applying the Gender Diversi you’ve learn. Do you think who among Jane, Judy and Joe will fill in the position on the ne partner firm.
- 34. GENDER DIVERSITY.Texas Commission on Law Enforcement Course #3939 Shahreen Shabnam, et. Al. (2015) Gender Diversity in Top Management: An Evaluation of Current Context Erica Hill, Keller Williams (2017). How to Encourage Gender Diversity in the Workplace.www.ErickaHill.org www.chronus.com Gender Diversity in the Workplace: Definition, Trends & Examples. Study.com https://study.com/academy/lesson/gender-diversity-in-the-workplace- trends-examples.html https://www.slideshare.net/EricaHill_KW/how-to-encourage-gender-diversity-in- the-workplace?qid=283854c0-eff1-424d-8cc8- dc4c36915e55&v=&b=&from_search=3 Images Pwc.com | finance.yahoo.com | soc.ba | boldbusiness.com | csrindia.com | rtcleadership.com | dbeintitute.org | humanresouceonline.net | corpgov.net | Clipart.email | study.com | subpng.com |therecuitmentcompany.com Video https://www.youtube.com/watch?v=8aLQytUM5dU
Editor's Notes
- #2 EDUC 210 PERSONNEL MANAGEMENT IN EDUCATION TOPIC : GENDER DIVERSITY IN THE WORKPLACE PROFESSOR : DR. LADISLAO MARCELO PhD STUDENT : DR. ROSEMARIE S. GUIRRE SCHOOL TERM : 3RD SEMESTER, AY 2019-2020 **********************************************
- #5 “Men and women literally live in parallel, but different worlds…..D. Tannon The movement toward more egalitarian relationships between men and women has had a major impact on our cultural patterns of behavior, even though our society’s patriarchal view still has tremendous influence on gender perceptions and roles. For example, as a culture we still treat boys and girls differently from birth. Because of this cultural diversity different genders tend to have different experiences, expectations, and worldviews.
- #6 Gender is the culturally specific set of characteristics that identifies the social behavior of women and men and the relationship between them Gender is: Culturally specific set of characteristics Identifies social behavior of men/women Gender, therefore, refers not simply to women or men, but to the relationship between them, and the way it is socially constructed.
- #7 Gender is the culturally specific set of characteristics that identifies the social behavior of women and men and the relationship between them Gender is: Culturally specific set of characteristics Identifies social behavior of men/women Gender, therefore, refers not simply to women or men, but to the relationship between them, and the way it is socially constructed.
- #8 Gender involves those social, cultural, and psychological aspects linked to males and females in particular social contexts. Gender is a social construct. Gender stereotypes can limit your scope of communication, expression of emotions, and freedom of movement. Gender roles can assign privilege, status, and power. Regardless of sex, it was affected by gender issues.
- #9 Women’s participation dwindles to 19% by the time t h e y reach the C-Suite level. Greater gender diversity can produce more than just equality within companies.
- #10 1. GENDER PARITY CAN MAKE COMPANIES MORE PROFITABLE Gender diversity is no longer just about fairness. It’s better business.
- #12 Patriarchy is the structuring of a social system on the basis of family units, where the father is the head of the family and have primary responsibility for the welfare of this family unit. Some sociologists and anthropologists believe that gender is not just one of many cultural diversities but it is the main diversity factor. Men are regarded as the authority within the family and society and thus dominant over women and children. Instead of seeing women as a subculture under men as in a Patriarchal society, they see two distinct groups, with distinctive characteristics. They see gender diversities as the cultural model for all other diversities.
- #15 Men and Women belong to different species and communication between them is a Science still in its infancy…..Bill Cosby
- #25 PRESENT SCENARIO: WOMEN IN MAIN STREAM Women are not inferior to men Work first, family second Job is not “temporary” or “extra income” Organizations have also adjusted their outlook
- #29 Top management that is diverse in terms of gender . . . attract the best employees, reduce cost of staff turnover, improve access to target markets, minimize legal risks & enhance organizational performance.
- #33 1. G E N D E R D I V E R S I T Y How to Encourage I N T H E W O R K P L A C E 2. A M O V E M E N T Keeping diversity at the forefront of your minds when considering the level of equality within the office is paramount. Gender diversity, in particular, leads to massive improvements within the workplace. 3. A W A Y T O T R U E S U C C E S S Dr. Cherry Collier (Personality Matters, INC.) from the Forbes Coaches Council says, “An article in CNN states that ‘companies with a high representation of women board members significantly outperformed those with no female directors.’ In other words, the more diverse leaders are on the topic, the better the rate of success.” Source: https://www.forbes.com/sites/forbescoachescouncil/2016/04/08/13-ideas-to-promote-female-equality-in-the-workplace/#41ded11d3f14 4. 1 ) S T A R T W I T H T H E H I R I N G P R O C E S S Have someone in the company take out first and last names, as well as email addresses, from each resume submitted to the company. This will keep the reviewers in check, noting someone’s experience and accomplishments before their gender. 5. 2 ) C H A N G E T H E S T A N D A R D O F P A Y When people are offered salaries when hired for a position, it is oftentimes based on what they have earned in the past. This sheer habit of many employers has quite negatively impacted women. As of April 2016, women earned 21% less income than men for the same level job positions. This is not fair or just by any means. Companies can change this pattern by only basing offers on the most recent salary data provided by reliable sources for all employees. 6. 3 ) R E - E V A L U A T E E M P L O Y E E R E V I E W S Women tend to act differently than men in professional settings. Women tend to, “lead in democratic, consensus-building ways, advocate for their teams and don't stand out as individual leaders.” What companies should do as a result of this, Julie P. Kantor, Ph.D. of the Forbes Coaches Council goes on to say, is, “[add] group accomplishments and team productivity into performance evaluations,” to recognize work most often accomplished by women. Source: https://www.forbes.com/sites/forbescoachescouncil/2016/04/08/13-ideas-to-promote-female-equality-in-the-workplace/#41ded11d3f14
- #34 On an intellectual level, most of us realize that in order to be fair and equitable in the workplace, we need to have an equal representation of men and women. However, this isn't always the case - even in modern times. Gender diversity, as it relates to a work environment, means that men and women are hired at the same rate, paid equally for equal work, and promoted at the same rate. Granted, we have come a long way in the last 50 years or so, but we are still a very long way from achieving true gender diversity and equality in the workforce. Modern-Day Gender Diversity Facts As of last year, according to the McKinsey Report, a well-respected report on this subject, women made up about 40% of the global workforce. However, only about 5% of CEOs (chief executive officers, or leaders of large corporations) are women. How can that be, you may ask… In addition to that gross disparity, would you believe that women still earn only 80% of what their male counterparts do? That means that a male accountant who has been with XYZ Company for 5 years earns $70,000, but a female accountant who does the same job and has also been with XYZ Company for 5 years very likely earns only $56,000. Furthermore, at XYZ Company, that same female is much more likely than her male counterpart to be passed over for a promotion because there are assumptions that she has children who require more time and attention from her than the male's children do (after all, his wife can care for the kids). If she's of childbearing age, it's often believed that she will give up her career if she gets pregnant. A Sobering Example Let's look at three workers at XYZ Company. XYZ is a law firm where Jane, Judy, and Joe all work. Jane is 27 and a recent graduate of a prestigious law school. She was first in her class, and her grades were stellar. She is also transgender. Judy is 40 and has been with the firm for 12 years. She, too, did very well in school and has won some tough cases while at the firm. Joe is 32 and has been with the firm for 2 years. While he has some experience in the courtroom, his win/loss record is about 50/50. It is pertinent to mention here that Joe and Jane are both single, while Judy is married and has two children. Judy's husband is also an attorney, although he works at a different firm. There has recently been an opening for a partner at the firm. All three of these people apply for the position. Keep in mind that law, even today, is a male-dominated field. In fact, four of the five partners at this firm are men. Although Jane has only been with the firm for about a year, she makes a point not to dress in a feminine way and is always talking and joking with the other men on her floor. Judy usually wears nice dresses, along with a strand of pearls, and she usually keeps to herself, preferring to keep her door closed while she's working. Joe is a casual dresser and is one of Jane's friends and confidants. Even though Judy has the most courtroom wins and the most experience, she is about 15% less likely to get promoted than Joe is. In addition, when her daughter was sick and had a risky surgery last year, Judy took an extended amount of time off, and this will probably hurt her chances for getting this promotion as well. One of the partners even said to her last year, 'At least you won't lose much income while you take off work since your husband probably makes more money at his job than you do here!