Do Men make Better managers than Women? Essay

just in the get going degree centigrade have to a greater extent esteemed jobs been allocated to wo workforce, in light of the women-rights movement. Even though pay between men and women is subdued un decent and gender variation at the oeuvre is still imminent, the profit in the opportunities of women to maintain high ranking jobs in the last century has been drastic.However in certain occupations, much(prenominal) as that of the valetager, inequality is crimson firmer, as shown in studies detailing the sex proportion of managers (Vinniecombe and Colwil, 1995). This phenomenon does not nominate that men ar to a greater extent fit managers, as women are especially disadvantaged in more usually manly workplaces, like a managerial role. Rise to new managerial vogues and a decrease in outrage towards women may flush prove women to be the more useful managers, or at least equally impressive, as men.When it comes to the occupancy of the manager, Women are still more u nlikely to hold the set up than in another(prenominal) relatively higher job slopes, with solely about 10 % of prudence positions in Europe being held by Women, further of those the grand volume lie in the disdain management ranks (Vinnicombe and Colwill, 1995). The implication of these figures are all that difference is rife in the world of management, or that the qualities that are comm tho regarded as necessary for a successful manager are by and large masculine characteristics, including drive, objectivity and an authoritative trend (Wajcman, 1998 pg 55).Therefore it would seem that men have a natural advantage to being a knock-down(prenominal) manager. Nonetheless, in recent times certain developments in organization theory, including gracious resource management and Japanese management have indicated that a more effective management needs a softer edge and a more tidy sum-orientated approach (Wajcman, 1988 pg 55). The main characteristics of women are commonly seen as affectionate, helpful, friendly, kind soft-spoken, harmonical and gentle (Barreto, Ryan and Schmitt, 2009 pg 23). Thus, this new concept of a productive manager would partake more to women.However, as mentioned before, the ratio of female to male managers in lower management positions is still dramatically unbalanced, with higher management positions being only very rarely awarded to women, with an average of 5 % in Europe even only 2% in England, (Vinnicombe and Colwill, 1995 pg3). This imbalance suggests that the handed-downly ideal masculine manager approach is still preferred by the majority of firms and unluckily only government enforced Equal opportunities pull through plans have in reality make a significant difference in the sex ratio of managers.These positive execution initiatives have been launched by several countries in the last few decades, as for instance Denmark in 1989 which found that it do a two percent increase in female managers over the physique of a year, (Vinnicombe and Colwill, 1995). Hence 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 touristed than the newer managerial perception which would be more suitable for females, is not only shown by the stagnant change of the gender internal representation, but as well 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 order to succeed (Wajcman, 1998). This indicates that the contemporary feminine managerial style has only been implemented extremely ra rely, and that in the extensive 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 often 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 many regarded as at least as effective as the traditional style, if not more, save still barely ever used seems to lie in the story of prejudice and discrimination. Tragically, prejudice and discrimination effects equality in the workplace in exponential ways, from the very choice women make when choosing a career, 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 woman may not be treated with the same respect and position from the employees (Ba rreto, 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 disadvantage 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 lack 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, inseparable prejudice and discrimination, affecting how a female manager is seen and treated by her subordinates, may make her less of a successful manager.If women will be more common in manager positions, over t ime people will get used to a female manager and the prejudice and discrimination will most likely 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 better managers than men, but also in practice.