IdentifyingConnectingIssuesandInformation

Fillinyourownissuesandauthors,anduseatablelikethistoidentifythemes,commonalities,and
conflictsbetweenyoursources.Also,lookforgaps.
YourTopic Maleand Whyitis Statisticson Whatneedsto
Workplace happening: womeninthe happeninthe
Effects workplace: future?

In other words,
this skill set has
to do with
understanding
Colantuono, S
where the
organization is
going, what its
strategy is, what
financial targets
it has in place,
and
understanding
your role in
moving the
organization
forward. This is
that missing 33
percent of the
career success
equation for
women, not
because it's
missing in our
capabilities or
abilities, but
because it's
missing in the
advice that
we're given.
 Statistics In todays
releasedby social and
Catalystin2011 economical
showthatwomen environment, it
Evans, D accountfor46.7
will be critical for
percentofthe
companies to
U.S.laborforce
andthathalf,or develop
51.5percent,of or partner with
theseworking organizations
womenholding with programs
management, that support the
professional,and development of
related women.
occupations.
Programs that
Womenholdonly
alleviate gender
15.4percentof
corporateofficer stereotyping and
positions,14.8 emphasize
percentofboard flexibility,
seats,and2.4 opportunities,
percent(ortwelve recognition, and
total)ofchief mentoring need
executivetitlesin to be key areas
Fortune500
of focus.
companies.This
amountsto
women
representingonly
6.7percentof
Fortune500top
earners.

Men are less

receptive to
female bosses
when theyre
Flora, C
seen as
self-promoting
and power
seeking.
 The gap is the
widest for
female CEOs of
the largest
McGregor, J
companies, who
make less than
two thirds of
their male
counterparts.

Its no secret
that women
have historically
faced greater
The Rockefeller
barriers than
Foundation
men when it
comes to fully
participating in
the economy.
Across
geographies
and income
levels,
disparities
between men
and women
persist in the
form of pay
gaps, uneven
opportunities for
advancement,
and unbalanced
representation
in important
decision-making
.
 Last years
report
concluded that
we were 100
Sandberg, S
years away from
gender equality
in the C-suite. A
year later, were
not much
closerand that
is not just bad
for women, its
bad for our
companies and
our economy.
Women are still
underrepresente
d at every
corporate level
and hold less
than 30% of
roles in senior
management.

Collectively,
these findings
tell us
something about
Schieman, S
the experience
of the work and
its connection
with gender
inequality. Men
tend to perceive
more intrinsic
rewards either
from feeling
influential or
from having
authority. For
women, by
 contrast, both
conditions seem
to be necessary
to get this
reward. This
matters. For
women, just
having authority
may not be
enough (as it
seems to be for
many men). And
so even when
women do
occupy the
''corner suite,''
so to speak,
they aren't
guaranteed the
personal and
professional
rewards men
garner.

The issue
matters not just
for women but
Trumball, M the whole
economy,
because the
underlying
question is
whether
businesses are
making the most
productive use
of the talent
available.
Gender
discrimination
represents a
failure involving
 nearly half the
workforce.

Meanwhile, a
recent Korn
Ferry study
pegged
Wopler, J
women's
representation
in the C-suite at
around 24
percent. But at
the absolute
highest
levelCEOon
ly one in 20 is a
woman.

SourceJ

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