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Example research essay topic: Back To Work Women And Men - 1,763 words

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... n example was brought up by Audrey Gaur the lady manager in the group. She discusses about a temporary staff member who is a 19 year bright topper in high school and his associates. A highly conscientious staff member he has carried his lateral thinking into work and is an asset to the organization. His grandmother unexpectedly passed away earlier this year, our team member who is his manager, granted unlimited leave and left it up to the subordinate to decide when he would like to report back to work.

The others in the group found this approach too soft and felt that employees could take undue advantage of such leniency. They objected that the manager was delegating too much of her power and in effect lessening her authority. They supported a set leave period decision to the decision taken. Gaur defended her decision by explaining that subordinates emotional needs should be considered and only he could decide when he was ready to come back to work.

From an organizational perspective she justified her stand explaining that by empowering the staff to make the decision, he takes the responsibility of managing his situation with work. She deems that a set leave period would be counterproductive for the organization by forcing someone to return to work when they were not ready for it... Given his proven sense of responsibility, she empowered him to take the decision. She believed in handling emotional needs on a one to one basis. Gaur believes that the staff in question subsequently accepted the company's offer to become a permanent member (even though he had several offers after topping University), based on the sensitive handling of his situation and in general due to the understanding style of his manager. Analysis of viewpoints in this examples and other further discussions, lead to the conclusion that although male managers have transformational aspects of leadership too, their female counterparts are more transformational and that typical male managers carry to some degree their management by exception style.

As discussed earlier on, more than a few researches have also reached to the same conclusion Myers Briggs Type Indicator - male / female results Cranfield University one of the worlds most prestigious management school, claim that time and time again in their management development programmes, women managers demonstrate their different working styles. Using the Myers Briggs Type Indicator male managers consistently come out predominantly as Traditionalists (a mix of 'sensing' and 'judgmental'). In contrast, female managers emerge as significantly more 'intuitive', combined with either 'thinking' as visionaries or 'feeling' as catalysts. The natural strength of the visionary is being strategic, while that of the catalyst is fostering higher productivity by personally motivating people. The group had varied opinions on this claim and no overall consensus was reached. Group members however agreed that the women supervisors or managers they work with were more intuitive and that intuition was not a 'male's the.

There was also a general perception amongst the members that males are more analytical and focus on the concrete information gained from their senses (Sensing). Female by gender but not by management style A phenomenon that cannot be ignored however is that of some female mangers over-aggressiveness. Group members who have experienced working for such women say they can be worse than the worst male bosses, slamming doors, making snide and insulting remarks at the slightest provocation. These women managers come across as irrational and very difficult to deal with. Some people think that this behavior is the women trying to find place in a male world by mimicking male management styles and over doing it.

If so, then surely there is a natural skill dilution and as they women are not doing what comes naturally to them, they are probably in for stress and other psychological problems such as depression. A few group members held that these women were simply over-emotional and showing that in their work place. They feel such behaviour is not a result of 'copying' male behaviour, but the women in question are simply not cut out for the business world. But the fact remains that some of these 'male' women are very successful whether it be as an entrepreneur or a senior manager, being liked of course and enjoying working for them is another issue! Most of the group members came to the conclusion that it is normal for extreme 'people' in both genders and this was reflected in their management style and not a gender issue. Aggressive women seem to get more noticed, because it is less accepted in society for women to be aggressive.

Overall effectiveness The MRG research report on Leadership and Gender reports: Bosses and peers rate men higher on business-oriented skills, while direct reports rated men and women equally effective on this dimension. On the other hand all three-observer groups rate women higher on people skills which included things such as sensitivity to others, likeableness, and ability to listen. Overall effectiveness as measured in the MRG Research report, saw bosses rating both genders as equally effective. Peers and direct reports rated women as slightly higher than men on this dimension (to reference) A survey of 58, 000 employees showed that women managers beat out men in 17 of 20 skills, including decisiveness, strategy and recognition. The men tied the women in the areas of technical expertise, delegation and self-confidence (Source: Gender Differences in Leadership, by Lawrence Pfaff, Ph. D. , professor of business at Aquinas College and President of Pfaff Consulting).

According to a study of 476 Initial Public Offerings (IPOs), start-up companies with greater numbers of women in top management positions had higher stock prices and earnings than businesses with predominantly male executives (Source: Wall Street Likes Its Women: An Examination of Women in the Top Management Teams of Initial Public Offerings, by Theresa M. Welbourne, University of Michigan Business School). Both examples and the MRG research show females are at slightly more effective overall. Therefore, it is safe to conclude that they are at least equally effective, till further studies are done. Research conducted on gender difference in management style specifically in the accounting profession, also had similar results stating that females are more likely than males to use more effective management styles and that female accountants are at least as effective at managing as their male colleagues. (reference) The report supported with results of a various researches show that there is a general difference in the management styles between the two genders. Of course, it is not to say that 'female' or 'male' managerial styles are reflective of all managers respective to gender.

It also goes on to state that different management style can lead to similar measures of perceived effectiveness. Extensive research, data obtained from studies and personal experiences have convinced the group that both genders are at least equally effective The implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness. Why decision makers need to be aware that effectiveness is not affected by gender? Decision makers must be gender neutral in selection and promotion of managers.

Demand on leaders are growing as the wore becomes a more complex place, retiring of the baby boomers apart from a shortage of skills are starting to cause a general labour shortage in Western countries (reference - web new / article 7. asp). If the workplace can become more neutral in its hiring process and the frustrating gender discrimination be done with, women will be more willing to enter or remain in the workforce and help in correcting or at least bettering the prospective situation. Given that each gender had its specialties which are known to be effective management styles, decision makers can reward women taking on more risks and being more strategic and men for developing greater people skills, i. e.

reward for learning good skills that may not come to each gender through nature and nurturing. There is a need to value differences between the genders management styles and learn from each other without diluting the specialty of what each one. Development of leaders is a key element of business strategy and perceptions that hold no ground in systematic studies must be done with. Women due to the perceptions are still hitting glass ceiling (put something from article that saj has sent) and this is restricting potential overall growth. Many women are moving into personal business's, as they have given up on their employers to be fair with them. To support this claim we now see that in the United States, 48 %, nearly half, of all privately-held firms are at least 50 % owned by a woman or women.

web Societal shift in gender role perception required. In organizational settings style is influenced more by organizational role expectations than by gender stereotyping The peculiarities to fit lies with the individual (Cranfield research). Overall management styles have a wide variety of influences ranging from cultural background, education, family, experiences, organizational culture, nature of business, business cycle and so on. Gender is a factor however it is certainly not a decider.

It is the individual's overall fit that must be considered for promotion or hire and this decision must be bias-free of issues such as gender and culture, so long as these factors are not an influencing factor on the nature of the job. References Bass, B. M. & Avoid, B. J. 1994.

Shatter the glass ceiling: Women may make better managers. Human Resource Management; 33 (4): 549 - 560. Early, A. H. , & Johnson, B. T. , 1990 Gender and leadership style: A meta-analysis. Psychological Bulletin, p: 108, 233 - 256.

Kabacoff R, Peters H, 1998 "The Way Women and Men Lead - Different but Equally Effective. " Management Research Group Research Report: Leadership & Gender. web Way Women-Men Lead. pdf [Accessed: November 17, 2004 ] Early et al, "Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men" Psychological Bulletin web leader. html For michelle, L, 2001, He Does, She Does Management styles may differ, but success isn't gender-related. web Robbins, S.

P. 2004, 10 th edition, Organisational Behaviour, Prentice Hall, USA. Turner, D. H. "Gender differences in management style: Evidence from the accounting profession", The Centre for the study of Women, Science and Technology. web Differences in Management Style. ppt [Accessed: November 14, 2004 ] web


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Research essay sample on Back To Work Women And Men

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