Individuals in an organization form its vital resource and must be valued, nurtured and

retained. Employees are the most valuable assets and truly the backbone of an organization.
Every employee in his/her own way contributes towards the success or failure of an
organization. Without employees in an organization, even the most powerful machinery
with the latest technology would not function

This case is a creative illustration of organizational politics in a National

Collegiate Athletics Association (NCAA) sports setting. It includes the
exploration of several key concepts: political will, political skill, political
perceptions, political behaviour, and political influence theory. Upon arriving
to his new job at the Division I level, an assistant men’s basketball coach finds
himself to be a key piece in a political chess match between the highly
successful Head Coach of the men’s basketball team and the Athletic Director
(AD). The issue at hand is the hiring of the new assistant coach by the AD
without the support of the head coach. The hire is an attempt by the AD to
subvert and eventually replace the legendary head coach who, in the eyes of
the AD, is long past his prime. Accordingly, the new hire encounters a variety
of political scenarios, including strong resistance from the players and coaching
staff of the men’s basketball team. This case, with the addition of detailed
teaching notes, is designed to highlight salient elements
of organizational politics to undergraduate and graduate sport management
students, and explain how they can successfully apply this information and
more effectively operate in the political sports arena

Amit Bansal , a 24-year-old youngster working in a company AGARWAL

FINCORP. He is a very hard-working person and find himself very enthusiastic
about his work. He is a keen learner and want to achieve great heights in his
life. not coming from a very good family background , from the starting of his
journey he had many ambitions and consistently and by his hardwork he is
doing his level best. At a younger age he has got a lot of experience and is far
better than his fellow employees. He is currently working as an associate
finance developer. In his office, he is being asked by his higher authorities to do
their work as well and he is performing it quite well without any complaint.
This company is a male dominated. 75% male employee and 25% female.
The higher managing posts are directed by males only. All the female workers
are at the lower posts.
She formed the female team.
RIA a 27 year old girl works in a it company NIXON infotech and has high goals
and want to become CEO of the company. For achieving this goal she works
really hard. She joined the company as a software engineer and within a short
span of time she got promoted to the team leader post. Now after getting this
post she works even more harder to get the higher managing post in the
company. But after 2-3 years she got to know that in this company girls can not
get the post above team leader.

NIXON Infotech is a multinational company based in USA. It’s a tech giant

which deals with various forms of software, software technology, distribution,
and software product development.
It has its branches all over the world, In India the company runs in Bengaluru,
Mumbai and Kolkata. The Mumbai branch is currently lead by Mr. Kapadia,
HOD of that branch. He is at this post for last 9 years and is doing well. Many
employees are working under him for past many years. There are approx 75%
male employee in the branch and mostly the top positions like HOD, senior
manager and manager are headed by male employees only.
The participants also indicated that female role models and mentors were difficult to find in
the IT field because it is mostly male dominated.
There have been several times when I have had male colleagues come up to me and say in a
spiteful way that they want my job or that they are going to take my project away from me.
This type of thing has happened to me throughout my entire
career and I know that other women have had similar experiences. Most of the time I don‖t let
it bother me, but sometimes it bothers me and I feel very uncomfortable and it can be very
hurtful.
The study participants also indicated that the large number of males in the organization made
it difficult for females in the organization, especially those with family, to get sympathy for
their particular challenges.
a very competitive environment as hindering their development indicated that there were few
high level positions available, and many talented or competent people within the organization
who wanted these positions, which sometimes made it difficult for them to get promoted in a
timely manner.
The study participants who indicated that diversity was not valued in their workplace
environment stated that their companies‖ culture valued similarities and sameness. Many
times this created difficulties and hindered their career development because their
personalities and values did not match this type of culture.
The participants who identified nonconsensus decision making in the workplace as hindering
their development indicated that organizational decisions that affected them, for example,
work schedules, equipment purchases, and research and development policies, were often
made without a clear structure or consensus approach. Their input was not often requested.
They were frequently excluded in the decision making process, and those making the
decisions were not aware of their needs. Nonconsensus decision making sometimes resulted
in their not knowing when a decision had actually been reached.
Several of the participants reported intimidation by male colleagues as having a negative
impact on their career development.
Several of the participants reported intimidation by male colleagues as having a negative
impact on their career development. They reported instances where derogatory comments and
intimidation were used by men to obtain work assignments or special projects.

There is a disparity between male and female employees for work allocation, allotting key
roles, performance assessment and promotion etc as managements prefer to give priority to
male employees than female employees
Un equal treatment by superiors (organizational)
. Like any other IT companies, Nixon Infotech is also a male dominated
company with just 26% of women.

Late working schedules, travelling assignments and evening meetings etc often creates
misunderstanding among family and close members due to the traditional outlook and also
due to lack of understanding of the scenario
False Perception of society (Societal)

The employer representatives are of the opinion that males IT professional are giving better
results than female professional in managing critical business issues irrespective of time and
days.
Feeling of lack proactiveness to manage critical business issues

Mentoring
A professional relationship in which a subject matter expert within the organization (called
the mentor) helps a junior women professional (the mentee) in developing specific skills and
knowledge that will enhance her professional and personal growth.

Skill Training Programmes

Initiatives rolled out by a woman professional's organization to help her acquire specific
skills, both technical and behavioural

Job satisfaction: This includes everything ranging from pay-scale to work

environment. These things play a vital role in keeping the workers in a good space so
that they are able to make most out of their time.
2. Transparency: The working in the organisation should be made as transparent as
possible. There should not exist any form of partiality among the employees and
they should know the comprehensive objective of that particular organisation.

Slow down Production:

The concept of slow down production is a type of employee’s strike. The Industrial
Relations sates that when the employee wants to show their dissatisfaction to the
management but don’t want to go for strike they follow slow down strike. The impact
of which will be understood after a particular time period

 Categorize learning outcomes into essential and nice-to-have for

each role undergoing training. Only make essential training
compulsory, but use other methods like gamification through
rewards, badges, and points to encourage learners to engage with
nice-to-have content.

 Leverage just in time training to update skills or convey new

information exactly when it’s needed most.

 Use relatable case studies and scenarios to reinforce the relevance

of the training program to employees’ jobs.

 Conduct post-training feedback surveys to find out what learners

found most useful, and where the training program needs refining.

 They can create a climate where men and women can communicate freely and with
ease and reward the aggressiveness and competitiveness in women and men equally
 Organizations can create workplace environments where women have the opportunity
to advance, receive equal treatment and access to information and opportunities,
remove barriers such as the glass ceiling that might hinder their development, and
provide support through role models and mentors in the work environment.
  the implementation of mentoring programs was important for young females and
women in IT.
 They reported being excluded from high level decision making and not being
encouraged, supported, or developed for top level positions. Furthermore, they
reported that intimidation b

https://www.researchgate.net/
https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.551.3905&rep=rep1&type=pdf
https://www.uok.ac.in/digital_thesis/240_Shalu%20Solanki%20(Bus.%20Adm.)-min.pdf
https://www.nap.edu/read/2264/chapter/4
https://core.ac.uk/download/pdf/236306004.pdf
 Organizational Culture and Employee Development
There continues to be tremendous growth potential for the application of IT to many domains
of business and government
Given that IT pervades our work, education, health, entertainment, and safety, it is essential
that women participate in innovating and advancing the IT field
3 of the 10 fastest-growing occupations between 2004 and 2014 are computing-related.
However, women only hold 27% of professional computing-related positions.
Despite significant growth in the IT profession in recent years, there remains a gender
imbalance. The pipeline shrinkage problem for women in computer science is a well known
and documented phenomenon where the ratio of women to men involved in computing
shrinks dramatically from early student years to working years
While there are some women achieving success in the IT field, they appear to be the
exceptions rather than the rule (Molina, 2002). Women’s participation in computer-related
occupations is low overall, and it decreases as women climb the corporate ladder. Women in
leadership positions within IT are sparse,
Women’s absence in IT represents a loss of opportunities for corporations and individuals, as
well as a loss of talent and creativity for the workforce. Diverse participation encourages
creativity, stability, and resilience
it is necessary to understand the characteristics of the IT workplace culture, and in particular,
workplace environmental factors that hinder and assist the career development of women in
IT.
Workplace culture refers to the deep structure of organizations, which is rooted in the values,
beliefs, attitudes, practices, norms, customs, and assumptions held by organizational
members and that characterize a workplace environment
the larger percentage of men rather than women being hired and promoted in IT organizations
leads to perceptions that the organizational climate is unfriendly towards women
A study by Wardell, Sawyer, Reagor, and Mitory (2005) found that women are nearly three
times as likely as men to leave the IT workforce.

It seems reasonable to consider that some features of the male-dominated IT workplace

culture would impact the career development of women in IT.