SUBMITTED TO : PROF.DEEPTI PATHAK
SUBMITTED BY: ANKIT KUMAR (06) ANKITA SAXENA (07) PRASHANT (28) MAYANK (19) KIRTI SINGH ( )
CHAPTER-1
ABSTRACT
ABSTRACT
In this project, our team would be dealing in detail about the GLASS CEILING and how does it affect women status in society. society. Our team would be going through some articles and also surveys which would deal with glass ceiling and its implications. This would help us move into the insight of glass ceiling, the various tactics involved and the various effects it has on women status. Under this project, our group will be dealing with the solutions for the Glass Ceiling that exists in the organizations. PROJECT: GLASS CEILING AND ITS IMPLICATIONS DEFINITION: The glass ceiling is a concept that most frequently refers to barriers faced by women who attempt, or aspire, to attain senior positions (as well as higher salary levels) in corporations, government, education and non-profit organizations. It can also refer to racial and ethnic minorities and men when they experience barriers to advancement. •
In general life if we will see then we will find countless studies and reports which have shown huge discrepancies in salary in favour of man even for similar positions in similar organizations. For eg. In 2002 the median total compensation of male CEOs in non-profit organizations was $ 147,085 approximately 50% higher than the median total of female CEOs ($ 98,108) in similar settings.
CHAPTER-2
INTRODUCTION
INTRODUCTION Invisible but real barrier through which the next stage or level of advancement can be seen, but cannot be reached by a section of qualified and deserving employees employees.. Such barriers exist due to implicit prejudice implicit prejudice on the basis of age, ethnicity, political or religious affiliation, and/or sex and/or sex.. The term Glass ceiling refers to gender discrimination that limits a woman as inferior and is harassed by the society. This has a subtle effect that blocks her peace of mind. It is the accepted accepted domination domination practiced practiced by stereotypical stereotypical society that makes a woman weaker not only physically or mentally as well. In general life if we will see then we will find countless studies and reports which have shown huge discrepancies in salary in favor of man even for similar positions in similar organizations. For e.g. in 2002 the median total compensation of male CEOs in non-profit organizations was $ 147,085 approximately 50% higher than the median total of female CEOs ($ 98,108) in similar settings. The Glass Glass ceilin ceiling g exist exist when when opp opport ortuni unitie tiess for promot promotion ionss often often favor favor men due to development prospects, such as mentoring and networks. Women may not have full access to informal networks men use to develop work relationship in the company, and the network often tend to exclude women due to the nature of there activities or the perception that these are “male activities”(e.g. golf), thus contributing to gender barriers in the work place.
CHAPTER -3
REVIEW OF LITERATURE
REVIEW OF LITREATURE:-
Over the past 25 years, the percentage p ercentage of women participating in the work force has increased. However, this increase has been confined to entry level positions, while the middle and senior level management positions p ositions still reflect a shortfall of women. According to Linda Writh, “BREAKING Glass Ceiling through the Women in management Update 2004, INTERNATIONAL LABOUR OFFICE, GENEVA, she told that “the overall employment situation of women has not evolved significantly since 2001. The ILO’s Global Employment Trends (2003) reported that women continue to have lower labour market participation rates, higher unemployment rates and significant pay pay differ difference encess compar compared ed to men. men. Women Women repres represent ent over40 over40 per cent cent of the global labourforce, approximately 70 per cent of women in developed countries and 60 per cent in developing countries. There has also been little change in their share of professional jobs in the last few years. Women occupy around 30 to 60 per cent of professional jobs in the sample of countries from which new data were available. This repr This repres esen ents ts an incr increa ease se of0.7 of0.7 per per cent cent betwe between en 1996 1996-9 -99 9 and 200 20000-02 02.. However, considerable variations remain between women’s share in different types of profe professi ssiona onall jobs. jobs. Cultur Cultural al and social social attitu attitudes des toward towardss what what consti constitut tutes es “male” “male” or “female” jobs result in occupational segregation1, although the extent of the problem varies from country to country, and from job to job. Women are mainly concentrated in the “femin “feminize ized” d” profes professio sions ns such such as nursin nursing g and teachi teaching ng (horiz (horizont ontal al occupat occupation ional al segregation), where at the same time they remain in lower job categories than men (vertical occupational segregation). However, women continue to make small inroads into non-traditional fields such as law, information and communication technology (ICT) and computer science, and engineering and there is evidence that employers are beginning to promote women more systematically and to introduce family-friendly policies in order to reta retain in them them.. Howev However er,, women women who choos choosee nonnon-tr tradi aditi tiona onall jobs jobs can can face face spec specia iall constraints in the workplace, not least of which are isolation, limited access to mentoring and female role models, and sexual harassment.
In this publication, the ILO updates information on women in management with data available between 2001 and 2003. The overall employment situation of women has not evolved significantly since 2001. Despite small roads in non-traditional fields, women
continue to be mainly concentrated in the “feminized professions”. As far as women’s share of managerial positions is concerned, the rate of progress is slow and uneven. Wome Women n are are not given given as many many oppor opportu tuni niti ties es as men men to do the the more more dema demandi nding ng responsible jobs, which would advance their careers. According to Jan Tucker, in the article “The GLASS CEILING- does it still exits” The causes of the glass ceiling are varied. Some suggest that the glass ceiling is selfimposed by some women. For example, women may choose to work fewer hours than men in order to spend more time with their families. Women also measure success in the workpl workplace ace differ different ently ly than than men. men. Men tend tend to measur measuree succes successs by high high salari salaries es and important job titles whereas women place a higher value on their relationships with collea colleague guess and commun community ity servic service. e. Others Others sugges suggestt that that ingrai ingrained ned stereo stereotyp types es and socialization cause the glass ceiling. In some organizations, the good old boy network is still pervasive. When deciding who to promote in these organizations, women are often not even considered. Some companies recognize that employees have a life outside of the office. These family-friendly organizations offer options such as flex-time, onsite child care, employeeassistance programs, and telecommuting options for their employees which allows their workers to have a better chance of balancing their home and work lives. The problem lies in the fact that not all employees want to work in a family-friendly organization. Some employ employees ees who do not have have family family obliga obligati tions ons may resent resent their their compan company y offeri offering ng services that do not apply to them. One of the first steps in determining what employees want in the work place is to determine how people define career success. Women and men tend to use different types of measures when determining what makes a career successful successful.. Men tend to focus on earnings, earnings, promotional promotional opportunities opportunities and success success while women focus on positive interpersonal relationships and feelings (Powell & Graves, 2003).
Extens Exte nsiv ivee trav travel el is anoth another er issu issuee that that wome women n must must face face when when consi conside deri ring ng executive jobs within an organization. Women comprise almost half of the business travel to the Asia Pacific region. Women must still find a way to balance family and work life and deal with doing business in countries that might not be as receptive to women in top positions as the United States. Video and teleconferencing has given companies the
ability to offer alternatives to extensive travel but they will not replace face to face meetings for relationship building and contract negotiations. Smaller companies are more likely to adapt to alternative methods as a cost saving measure. Women have made great strides in knocking on the glass ceiling but have not quite broken through it yet. This is particularly true in high technology companies where women hold less than 10% of executive positions. This is not surprising since women represent almost half of the workforce but comprise less than a third of the technology sector workforce. It is easy to jump to the conclusion that this is due to discriminatory hiring practices when it fact it may be due to a historically low interest among girls in math and science. As women continue to push the corporate boundaries and engage in non-traditional work related activities, companies will be forced to recognize the value in securing a diverse work force. The glass ceiling may not be shattered for some time, but the there are more holes in it than ever before. According to “Breaking Through the Glass Ceiling Without Breaking a Nail: Women Executives in Fortune Magazine's "Power 50" List” by Sherianne Sherianne Shuler, Hewlett-Packard CEO, Carly Fiorina, recently declared that "there is not a glass ceiling" in today's organizations. organizations. Seemingly Seemingly supporting supporting this declaration, declaration, Fortune magazine recently started publishing "The "The Fifty Most Powerful Women in American Business," Business," with Fiorina Fiorina at the top of the list each year. While While the increasing increasing number of women executives perhaps demonstrates progress, the magazine coverage perpetuates familiar stereotypes of women in organizations. By positing that popular business magazines are part of the broader discourse in which organizations are situated, this paper examines Fortune's "Power 50" lists, arguing that they help to construct the glass ceiling. CEOs of Fortune Fortune 500 companies companies in 1962, by 2002 there were 6. And while 15.7 percent percent of all corporate corporate officer officer positions are now held by women, when the numbers numbers are broken down by race it becomes clear that recent gains have primarily advantaged white women, as women of color hold ho ld only 1.6 percent of corporate officer positions. "Not an iron maiden!" Kanter (1977) notes that one stereotype that working women commonly contend with is the "iron maiden," or the woman who acts too masculine. Serious businesswomen businesswomen are caught in a double-bind. Since our standard for what it means to be "professional" is a masculine standard, women who try to adhere to it risk being disciplined for going against gender norms.
According to Vinita Bhatia, in the article “Breaking the Glass Ceiling”, she said that While corporate India Inc is increasing looking at having diversity in their workforce
by placing women employees employees at key decision making positions, positions, the channel community community has a lot of catching up to do. Som Mittal, President, Nasscom, is of the belief that gender inclusivity is a must for the long term success of the IT industry. “India will play a key role in future transformation,” he claimed. “Women are a key and vital part of our workforce, and the industry will continue to work towards creating a conducive environment and attract more women employees and leaders,” he added. Neelam Dhawan first heading the country's biggest software company, Microsoft and then moving on to be at the helm of affairs at Hewlett Packard. Dhawan is just one of the many women who have become synonymous with the companies they work for. But sadly the same can't be said of the Indian IT channel companies in the country. Barring a few there are hardly any women who are in the key decision making positions in most big channel companies. In an industry that has been largely male dominated, women have been able to make a mark, but not at the same speed as is seen in the rest of corporate India. The fact is borne by some numbers as well. In India, only about 25 percent of the business leadership comprises women. In China, on the other hand, women comprise nearly 60 percent of the business leadership. Women get so accustomed to their existing job role, which prevents them from reaching the top level. Moreover the organization also has a feeling that it is not worth investing in because, they would get married, have a baby and quit. The challenges might continue to exist, but there is no doubt that a greater representation of women at the workplace is vital today. At its third annual IT Women Leader Leadershi ship p Summit Summit in Bengal Bengaluru uru in Novembe November, r, 2008 'Trans 'Transfor formin ming g Enterp Enterpri rises ses and Societ Societies ies'' Nassco Nasscom m repres represent entati atives ves stress stressed ed on the fact fact that that “work “workpla place ce divers diversity ity in industry gives it a leading edge in the marketplace, and is therefore of even greater importance in these times of economic recession and slowdown. Gender inclusivity is no longer corporate social responsibility but a business imperative.”
According to the article, “What Glass Ceiling? – gender based employment discrimination by Michael Lynch that as the debate over affirmative action heats up, a conc concer erte ted d effo effort rt will will be made made to conv convin ince ce wome women n that that they they are are vict victim imss of job job
discri discrimin minati ation. on. Curren Currently tly,, a constit constituti utional onal initia initiativ tivee in Califo Californi rnia, a, headed headed for the Novem November ber 1996 ballot ballot,, threat threatens ens to abolis abolish h pub public lic-se -secto ctorr prefer preferenc encee progra programs, ms, and, indeed, opponents of the initiative are appealing to women to oppose it. The National Organization for Women (NOW), for example, has made defeating the California Civil Rights Initiative (CCRI) its number one priority for 1996, and such formerly non-political groups as the YWCA have joined the charge to defeat it. The findings which are consistent in this article are: (1) The wage gap has been closing in recent years, and that, when the data are controlled for relevant variables, it virtually disappears; and (2) The so-called glass ceiling is more a product of relative ages and qualifications of men and women than of explicit discrimination. In general, we found that women's current economic position relative to men is more a product of individual choices than of third-party discrimination.
CHAPTER -4
OBJECTIVE OF RESEARCH
OBJECTIVES OF THE RESEARCH
Over the past 25 years, the percentage of women and minorities participating in the work force has increased. However, this increase has been confined to entry level positions, while the middle and senior level management positions still reflect a shortfall of women. So, the objectives in our research are:-
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To identify the status of women in the society as well as in the workplace.
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To find out the measures to overcome with the problem of “GLASS CEILING”
CHAPTER – 5
METHODOLOGY
METHODOLGY
In the research which we have done on GLASS CEILING, we have taken both the data i.e. 1. pri primar mary data data 2. seco second ndar ary y dat dataa PRIMARY DATA:
We have design a questionnaire through which we came to know about the perceptions of people in the society that what they feel about glass ceiling. This questionnaire was filled by most of the female employees working in the academic organization. Here we had tried to find out what they feel about their role in the organization, do they ever faced the inferiority due to glass ceiling, for this purpose we had format the open ended questionnaire so that we may get to know about their descriptive views regarding glass ceiling and its implications.
The format of questionnaire is:
QUESTIONAIRE NAME: …………………………………………………………………………….. AGE: ………........................................ ..................CONTACT NO………………….. Email ……………………………………………………. Q1- FROM HOW MANY YEARS YOU ARE WORKING? ANSQ2-W Q2-WHA HAT T DO YOU YOU FEEL FEEL ABOU ABOUT T TH THE E IMAG IMAGE E OF WO WOME MEN N IN TH THIS IS SOCIETY? ANSQ3-WHAT IS YOUR OPINION ABOUT GLASS CEILING? ANSQ4- WHAT IS YOUR PERSONAL EXPERIENCE IN SOCIETY (REGARDING GLASS CEILING) if any? ANSQ5-PLEA Q5-PLEASE SE SUGGES SUGGEST T SOME SOME OF THE MEASURES MEASURES THAT HOW CAN WE OVERCOME THE PROBLEM OF GLASS CEILING FROM OUR SOCIETY? ANS-
VIEWS OF RESPONDENTS:
Respondents have different views but all of them feel that women must get all the rights that they deserve.
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Ability matters and not being man and a woman. Irrespective of being a man or a woman, if a person is dedicated to work and is committed, then, there is no reason why he/she won’t be recognized.
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Let women realize their worth by self.
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Managerial support should be provided to overcome it.
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Removal of gender biasness is the only on ly solution of this bias.
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Through education and women empowerment.
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Women should come forward, they should take additional responsibilities and prove the world that they are better than man in every respect.
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Parents should treat the children equally and also provide them equal education.
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The reason behind the gender biasness is the low mindset of people.
SECONDARY DATA
In the secondary research we had consider few articles which have describe the problem of the glass ceiling, and the problems to overcome with the same. We have taken total 6-7 articles for our secondary research from the various websites: www.wikipedia.com www.nytimes.com www.hr.com www.bing.com www.stopharass.com www.forbes.com www.suit101.com www.independent.co.uk
The articles which we had taken from the above websites are as follows: 1) Breaking Breaking through through the Glass Glass Ceiling Ceiling without without breaking breaking through through the nail: nail: women executives from the Fortune magazine’s” power 50” list. 2) The Glass Glass ceil ceiling ing:: does it it still still exist exist?? 3) What Glass Glass ceiling? ceiling? Gender Gender based based employmen employmentt discrimin discrimination ation.. 4) Breaki Breaking ng the the Glas Glasss Ceil Ceiling ing.. 5) Shattering Shattering the the glass glass ceiling: ceiling: A strate strategy gy for survival. survival. 6) Are women women happy happy under under the the Glass Glass ceilin ceiling. g. 7) Crack the the Glass Ceili Ceiling: ng: A new course course is helping helping women women overcome overcome barriers barriers to. With the help of above secondary details hub we have taken the concept of glass ceiling and the solutions to overcome with the problems of glass ceiling. Therefore with the help of both the data primary as well as secondary, we had proceeded with our research.
CHAPTER – 6
FINDINGS
FINDINGS In our research, our group have find that whether nowadays women are working, they are moving forward along men, but then also there is gender biasness in our society.
It is more difficult for women than men to be promoted up levels of authority hierarchies within workplaces but also that the obstacles women face relative to men bec becom omee grea greate terr as they they move move up the the hier hierar arch chy. y. Gende Genderr-ba base sed d disc discri rimi mina nati tion on in promotions is not simply present across levels of hierarchy but is more intense at higher levels. So to prove them, getting ahead at work is not an easy thing to do no matter who you are. You have to work hard and prove your worth. Make the decision to promote you an easy one for the powers-to-be.
Among the key findings in this year's study: •
•
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Women hold just 10.6 percent of board seats and executive positions, down from 10.9 percent in 2008. Little has changed from 2005, when the figure was 10.2 percent. Nearly a third of the companies studied, 118 out of 400, have no women directors on their boards and no female executive officers. No company in the top 400 was without men in top management positions. Fifteen of the 400 companies have a woman serving as chief executive officer, up from 13 in 2008
The above chart shows the findings of 2006, that still the ratio of men are higher than the women. At the time of research we have find out that in past 10 years 84% 84 % more women have become self employed compared with an increase of 56% among men. Even some have started their own business those who were rejected in this wider world due to glass ceiling. Starting their business is their only way of using their talents in the way they went to. As per the survey of fortune 500 companies, a measly 22% of ceo’s are women and seats on board of directors are 14.7%. Therefore we had found that the status of women in the society as well as in the workplace is improved but not as compared to men, the glass ceiling is still existing in the organization. And it will take a long span of time to crack the glass ceiling.
CHAPTER – 7
RECOMMENDATION
RECOMME ECO MMENDA NDATIO TION N
As per the research we have done, we had come out with many solutions to break the glass ceiling in the organization. We are living in the modern world but then also we may found that many of the organizations are following the concept of glass ceiling. Many women those who are good in their capabilities and skills are sealed in the glass, that they will not be allowed to progress further. It has become a prejudice against the women that they are not equivalent to the men. Men are categorized in the section of good capabilities and skills which are better then the women working in the organization. The reason behind this problem can be a stereo type which was created traditionally in the mind of the people, that the particular section of women cannot be develop. And the result is that they are lacking behind in comparison with male society. Traditionally it is being said that women are born for the welfare of the family, to look after the children and their in-laws. But Bu t the current situation is being changed. They are becoming the competitors of men. As per our research we had found that the area for women is also developing but not as compared to the men, this we have already discussed in the findings. In this research we had recommend that there is a long way to go g o for the development of the women society. For the improvement of the sector of women various researchers are working but as per our research we sort that there is also a need nee d to look upon the following points that we are recommending: 1) Women have have a right to to come forward forward and take take additional additional responsi responsibilit bility y and prove themselves to be strong in every context along with the men. 2) There is is need to be more more dedicated dedicated towards towards their their work, and and maintain maintain the balance between there professional life and personal life. 3) Manage Management ment should should support support to the the section section of women in in there developme development nt at the work place. 4) Govern Government ment should should also also take few measure measuress to overcome overcome with with this problem. problem. 5) Govern Government ment should should start start some some awareness awareness programs programs about about the problem problem of glass glass ceiling. 6) Gender biasness should be eradicate and everyone should be aware about the consequences of the particular problem. 7) More educatio education n programs programs must be their their along along with the the women empowerm empowerment. ent. 8) By providing more opportunity to the female section (govt. had already taken the action regarding this, they have given some quota in different sectors like private and public as well)
CHAPTER-8
REFRENCES
REFRENCES:
ARTICLES: “Breaking through the glass ceiling without breaking the nail: Women executives in fortune magazines “power 50”- From American communication journal, volume 6, issue 2, winter 2003, written by ‘Sherianne Shuler’. “The Glass Ceiling: Does it still exist”- from www.suit101.com on August 19, 2007, written by ‘Jan trucker’. “What Glass Ceiling? Gender- based employment discrimination” from Public Interest, summer 1996 By “Michael Lynch, Katherine” website: www.google.com “Breaking the Glass ceiling” from www.dqchannels.com By Vinita Bhatia, on February 13, 2009. “Shattering the glass ceiling: A strategy for survival” from www.stopharass.com By Mauricio Velasquez.
“Are women happy under the Glass G lass ceiling” from www.forbes.com By Hannah Clerk.
“Crack the Glass Ceiling: A new course is helping women overcome barriers to” From www.independent.co.uk By Paul Gosling.
