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Submitted To: Sir Azhar Majeed

Submitted By: Muhammad Qasim 01

Session 2017-21 Replica

Assignment Name: Proposal

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Working Patterns of male and female in Lahore

The state of being male or female (typically used with reference to social and
cultural differences rather than biological ones).

Gender roles:-

Gender roles are cultural and personal. They determine how males and females
should think, speak, dress, and interact within the context of society. Learning plays
a role in this process of shaping gender roles. These gender schemas are deeply
embedded cognitive frameworks regarding what defines masculine and feminine.

Major difference of gender at work

While women have made much progress, certain differences in male and female
attitudes still exist that drive a wedge between feminine and masculine roles. Males have
been privileged in the workplace for centuries, while women were delegated to
homemaker roles. The privileged male today still feels a sense of entitlement in the
workplace, while women may feel like the underdogs. The roles that women and men
play may work to each of their advantages at times, but they may also hurt each other
indirectly (Kilhefner).

Women Are Team Players

Women were found to be more receptive to team efforts in the workplace than
their male counterparts, according to a 2005 study by Catalyst. The study declared
women as more "supportive and rewarding" in leadership roles. A second study during
the same year by Caliper showed that women employed more compassionate and
constructive behavior in regards to their team. Furthermore, women proved to be more
persuasive and scored higher than men when it came to both persuasiveness and
assertiveness.
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Men Are Strong Negotiators

While gender roles in the workplace are not as clear-cut as they used to be, many
men still retain their sense of privilege, possibly allowing them to be better negotiators. A
2003 study focused on students graduating with master's degrees found that men were
able to negotiate salaries 7.6 percent higher than women entering the workforce. More
than half of the men were able to negotiate for more money, while just 7 percent of
women did. Furthermore, men tend to be more willing to ask for raises than women.

Women Accept More Challenges

Possibly due to always being underestimated, women in the workplace are more
likely to work harder and take on more responsibilities. In a 2009 study by Accenture, 70
percent of women in the workplace wanted to be challenged more, while less than half of
working men asked for the same challenges. Because of their increased workload, women
are also more likely to go into overtime than men. Hardworking women also tend to
shrug off vacations to tackle their workload and call in sick less.

Men are More Confident

Men generally feel more confident in their work environment than women. Far
from an evolutionary trait, and more likely a privilege trait, men are more willing to
"wing it" on tasks they aren't prepared for. In contrast, many women may feel unprepared
even when they have prepared diligently. This confidence, or perhaps simply being male,
reigns in more promotions than women, as men are more likely to be mentored by senior
executives, according to the Harvard Business Review.

1. Attribution of Success

4. Goals vs. Processes

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Women and men attack projects and problems differently. Men are more goal-
focused while women are more process-focused. Men are better motivated by having a
clear goal, and they’re highly energized by attaining that goal. The more unattainable, the
more motivating it is to get there. Women are more motivated by what goes into the
process of getting there. The path to get there is so much more exciting than the actual
end itself.

5. Hierarchies vs. Relationships

Men tend to view the world through a lens of hierarchy, with respect and value
placed on authority and following orders. Men are more comfortable operating in well-
defined territories where there’s clarity about which voices hold how much authority. A
structure where the goal is “get more territory.”

Meanwhile, women learned not to view the world in hierarchies, but instead in a
series of concentric flat circles based on relationships and a common understanding of a
shared goal. Within those flat structures, women find themselves attempting to create a
level playing field ensuring everyone is treated fairly, everyone has a seat at the table and
everyone’s voices are heard regardless of position, experience and level of authority (Dr.
Pat Heim, 2015).

Not all workplaces provide equal opportunities for men and women, but all
should try. In a presentation yesterday at the Society of Human Resource Managers’
(SHRM) annual conference, Jonathan Segal, a labor attorney, laid out 12 practical steps
employers can take to level the workplace for men and women. These tips are taken from
his presentation.

12 things employers can do to improve gender equality at their

workplace (Oliver Staley).
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1. Reassess job requirements for the senior leadership team

Companies that aren’t hiring women for senior roles should consider what
barriers they’ve constructed that prevent women from filling them. That doesn’t mean
diluting requirements but asking if 15 years of management experience, for example, is
necessary when 10 would do. Employers should consider including other types of
experience that broadens the pool of possible candidates.

2. Expand the applicant pool

If the goal is a diverse workplace, the pool of job candidates needs to be diverse
as well. That means reaching out to professional groups, such as women engineers, and
contacting employees’ men and women that left the firm to raise families to ask if they’d
be interested in returning.

3. Consider your biases

As Segal says, most employers understand the concept of unconscious bias, they
just don’t believe it happens at their company. But since it can exist everywhere, hiring
managers should circulate resumes with names removed, so women are not discriminated
against. And don’t ask candidates to explain multi-year gaps in their resumes, which are
almost always due to family or illness. (Lots of short gaps, however, can be a red flag.)

4. Rethink your interview process

All candidates should be asked the same questions, so not just women are asked
about what hours they can work. If possible, questions should be phrased the same way
as well, as different wording can elicit different answers. If executives resist being told
how to interview, Segal recommends asking them “Would you like to not be deposed?”
Fear of litigation can change behavior. At later stages of interviewing, he recommends
teams of mixed gender interview candidates, to further reduce hiring biases.

5. Make sure all employees have the same access to opportunity

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If men are more likely to spend time with senior executives, work on the most
important projects or meet the most valuable clients, they’ll be more impressive
candidates for promotion. Companies should have processes in place so all employees
meet the same standards as they progress through their careers, which helps ensure they
all get the same exposure to training and opportunities.

6. Minimize the gender pay gap

A major topic in and of itself, Segal says companies that are serious about paying
men and women the same wages shouldn’t ask candidates what they were paid at their
last job. Instead, every position should have a pay range, with the allowance for
exceptions for special cases. Employers should also audit their payroll, and increase pay
for women who have been short-changed. (To avoid lawsuits, he suggests companies not
admit any wrongdoing when doing so).

7. Get serious about addressing work/life balance

To ensure employees aren’t leaving the workplace because of punishing hours or

work rules, employers should give them more control over their schedules and not
prioritize time in the office over delivering results (“face time over the bottom line”).
Companies should consider helping pay for child and elder care, and make sure they
don’t oversell how family friendly they are to job candidates, which can result in more
frustration and exits.

8. Make sure everyone has access to mentors

Companies with mentoring programs shouldn’t insist on same-sex matches. In

firms with few senior women, they’re spread too thin and junior women get less
attention. Mentoring should include discussing how to ask for a pay raise.

9. Evaluations should be fair

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Evaluations should measure substance, not style, and results, not methods. If
employees are criticized as being too assertive, or not assertive enough, insist on
examples. Employees should be judged on their behavior, not their personality; i.e., it’s
one thing to say “she’s acting too abrasive” and another to say “she’s too abrasive.” It’s
easier to fix behavior than personality. Evaluators also shouldn’t confuse commitments at
home with a lack of dedication to work.

10. Employers need to squash harassment

One in four women says they are subject to sexual harassment at work. All
managers have a responsibility to step in to prevent sexual harassment. Incivility “is a
gateway drug to harassment” Segal says, and workplaces should strive to tame it, within
the bounds of the law.

11. Coach all your employees

Too many managers resist criticizing female employees for fear of being accused
of bias. But all employees need feedback to grow and improve, and not giving those
opportunities to women because of their gender is a form of sexism.

12. Vacant board seats are opportunities to address gender imbalance

US employers very rarely can consider gender when hiring; the law doesn’t allow
it to be a factor when filling jobs. That’s not the case when filling board seats, because
board members are not classified as employees, Segal says, and there can be good
financial reasons to include more women on corporate boards.

Challenges in the workplace:

Pakistan is experiencing a rapid increase in the number of women joining its

workforce. But the country is grappling with physical, psychological and sexual
harassment of women in the workplace.
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Working women in Pakistan

Afsheen an air hostess with the Pakistan International Airlines (PIA), recalls when
she was selected to work with the airline company. She was briefed on how to keep
passengers satisfied, but the introductory training did not include any clues on how to
keep the pilots "happy."

A few months later, the pilots called her and her colleagues to go to the cockpit.
"They would touch us on the back and the chest intentionally, and pretend it was a
mistake," she remembers. Things got worse when pilots started demanding sexual
favours during flights and on the ground, and managed to get some too.

On October 9, Captain Riffat Haee took the matter to his own hands and filed a
case at the Lahore High Court. He claimed that female workers faced problems like the
withholding of promotion and even demotion if they refused to fulfil the "demands" of
officers.

'Respectable' equals suffering

In Germany, however, sexual harassment at the workplace is rare, though not

absent. Dr Bettina Burkhardt, representative for gender equality at the Deutsche Welle,
Bonn, says some women co-workers seek advice from her on how to deal with
harassment at the office.

German women are more qualified than men, says Burkhardt, but when it comes
to work, women still earn an average of 23 percent less than their male counterparts.
Women here also face the famous glass ceiling when it comes to promotions - the ones
who do get to the top are few.

Every year, thousands of women in Pakistan are harassed by their male

colleagues. Most women from the so-called "respectable families" are forced to remain
silent. Official data suggests that more than 70 percent of women are harassed at their
workplaces everyday, although the ‘Protection against Harassment of Women at
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Workplace Bill 2010’ was signed by President Asif Ali Zardari as soon as he came to
power.

Harassment exists and we cannot ignore that. But we have to remain silent,
otherwise our fathers and brothers wouldn’t let us continue working, and we cannot
afford that," Sara, a 25-year-old banker, says. For her, losing her job means that she
would not be able to afford branded clothes, bags and accessories to keep up with the
latest trends, like her ‘rich’ friends and colleagues.

According to a February 2011 report on Women in the Boardrooms, women now

make up 4.6 per cent of board members of Pakistani companies and women members
hold 78 seats out of the 342 seats in the National Assembly in Islamabad. Pakistan's
foreign minister, Hina Rabbani, the speaker of the National Assembly, Fehmida Malik
and the country's new ambassador to the United States, Sherry Rehman are all women.

Encroaching upon 'male territory'

Women have also embraced traditionally male-dominated professions such as

taxi-driving, although they need to take some precautions to keep men off. Zahida Kazim,
a widow in her 50s, drives her leased taxi in the capital Islamabad. Passengers are kind,
respectful and friendly.

But this might be because of her old age and the big shawl that covers her head all
the time. In Pakistan, working women who do not properly cover their head and chests
with a shawl are considered "easy to approach" and "broadminded," a male prejudice
which will still take decades to change (Ayesha Hassan, 2011).