When I say strengths I mean I would find each employers strong and low points in each area of the organization, once I figured out their lowest and high points in certain areas I place them in their positions. I believe this will better the organization because each worker will have a position that they are comfortable with, if their comfortable they're going to master the skill that was given to them. According to (Traynor,2010)) The learning process begins with building awareness and identifying individual talents using the Clifton StrengthsFinder Profile and reflecting on previous use of these talents. This statement is basically stating the same thing that I said I would do to better my employees in a organization, you always have to figure out what a person strengths, that's why some organizations fall apart because a lot of their employees are placed in positions that they really don't even know much about. Another article stated managers can better the natural strength of their employees by developing a talent differentiation analysis (Wilson,2010).
The development of women improving gender balance in the last few decades has made substantial progress. This advancement of gender equality can especially be realized in the growing involvement of women in the global labor force as women today, make up 40 percent of the global workforce (World Bank, 2012). Women’s entry to higher education and training are increasing every year (International Labour Organization, 2015; Wirth, 2001). Thus, providing several women with the required qualifications to aim for careers in senior management positions. However, women can be seen as being significantly under-represented at the top of the organizational hierarchy.
The study was conducted from the students, educators and industry recruiters’ perceptions. As a matter of fact, women continue to be underrepresented in management positions compared to their overall employment, and are inequitably hired, promoted, and rewarded (Zhong, Couch, & Blum, 2011). Although strides have been made by women in achieving management positions since the middle of the last century, the increasing number of women in both hospitality education programs and the hospitality industry has not produced a proportional increase in the number of women in higher management position (Zhong, Couch, & Blum, 2011). Similar previous studies conducted by well-known researchers (Garavan, O’Brien, & O’Hanlon, 2006; Huffman & Torres, 2001; Woods & Kavanaugh, 1994; Brownell, 1994; Ng and Pine, 2003), found seven factors to be either facilitators or constraints to women’s career advancement: external support, character, equity, family issues, lack, advancement and treatment. Indeed, according to previous researchers’ studies (Garavan, O’Brien, & O’Hanlon, 2006; Huffman & Torres, 2001; Woods & Kavanaugh, 1994; Brownell, 1994; Ng and Pine, 2003), factors that function as barriers to women’s career advancement were glass ceiling, artificial barriers that prevent qualified individuals from advancing in their
The other barrier concerns the step from middle management to top management. Women seemed less ambitious than men in pursuing a top management career. It was suggested that if an organization truly wanted to assign more women to top management positions, they should put effort into changing the top management culture as well as try to attract women with high salaries and status. It was concluded that both processes of selection and self-selection are responsible for the slow advancement of women to top management careers. However, at a higher hierarchical level, the
it adds a more emotional symbolic element to women representing women in politics. In politics women need to have someone that makes them feel like their interests are being represented. For example, in the government you see a lot of all male and all white committees, and we need to have more female leaders in government, but in order to do that we need women standing for other women. If we have more women doing so, then it begins to change this mental image of what a leader is in the political world. This brings about the third type of representation, substantive.
They have also shown this through World War II by taking their husband jobs as their husband went to war. The women would then work in the factories while providing their own families. This made women feel empowered and helps them to realize their full potential. It may have allowed women to work, but society has made women feel that they are not as equal
Women are less likely to be chosen to work in positions of power because of false stereotypes. To combat this, organisations must become vigilant in identifying and eliminating these stereotypes to overcome gender bias and take advantage of their full talent
2. By developing job skills: Proper training should be provided to women for better results. 3. By raising voice against gender inequality: women can be empowered by decreasing the gender disparities in all sectors of society especially in education sector. 4.
Women have always been expected to be a certain way in many areas, in politics, religion, and just an ordinary day living life, throughout the years ' women have fought and influenced these areas in many ways and have made society today comfortable for women of future generations. Due to this women were forced