“WOMEN ARE BETTER MANAGERS THAN MEN” Class Assignment in Human Organizational Behavior Submitted by: Corazon R.


Several studies confirm the statement. of management.

A few substantiate the claim


data on profitability to measure the impact of women in the upper echelons A professor at Pepperdine University (Roy Adler), did a study in 2001 and concluded that companies who favored more women did better financially. He looked at 200 Fortune 500 companies from 1990-1998, and discovered that the 25 best firms for women outperformed the industry medians on three measures: 34 percent higher profits; 18 percent higher assets; and 69 percent higher stockholders' equity. In 2007, Catalyst published a similar study (2001-2004 data from Fortune 500 companies) with the top quartile having the most women on their boards, and the bottom quartile the least. Their profitability were compared on several parameters: For return on equity, the top quartile yielded 13.9 percent, compared with 9.1 for the bottom; for return on sales, the top quartile achieved 13.7 percent, versus 9.7; for return on invested capital, the top quartile reached 7.7 percent, as opposed to 4.7. A significant difference in the parameters given, made Harvey Wagner, a business professor at the University of North Carolina who helped conduct the study conclude that "If you take a company in 2009, and it has no women on its board, you've got a troubled company". Johanna Krotz in her article ‘Do women make better managers?’, cited their anatomical difference as proof of why women are considered better managers. Science has indeed identified more nerve cells in certain areas of the women’s brain and a larger corpus collusum, that connects the left and right hemispheres. This physiological variation makes women faster at transferring data between the computational, verbal left half and the intuitive, visual right half. Men are on the other hand, left-brain oriented,

o Terri Levine. and more effective recruiting. They received higher evaluations than men in 28 of the 31 individual behaviors. . They also tend to delegate more readily and express appreciation more readily.000 managers in 1996. men tend to give answers’. According to Debra Burrell. They are better at exploring compromises and soliciting other people's opinions. women are better at defining job expectations and providing feedback.making them better at solving abstract equations and problems. women encourage openness and are more accessible. who gives professional advise to entrepreneurs has this observation to say: ‘women ask questions. The facility of the connection make women more flexible and better at multitasking. or that they don’t have the right answers. representing 90% of items. Because of their openness. o As a consequence of this leadership style. a career coach based in North Wales. and are better skilled at managing diversity. will be interpreted as a weakness on their part. They are more tolerant of differences. The study demonstrated that women performed well in both right. a psychological social worker and regional training director of the Mars-Venus Institute in New York: ‘women managers tend to have more of a desire to build than a desire to win’. because they are unsure. Pennsylvania. conducted by the management consultant Advanced Teamware (since merged with ConsultingTools). empowering their staff. This flexibility allows women managers to take on a more consensus or team-building approach as opposed to the men's command-and-control style.’ This is as opposed to men who think that asking other people for advice. They are eventually better at That in the long run translates into cost-effective staffing because of lower turnover. An influential study.and left-brain skill areas. analyzed database of more than 6.

6%. consultant to several Fortune 500 companies: "The biggest hurdle is a matter of comfort not competence". Herminia Ibarra and Morten T. and whom they can trust. Judy Rosener wrote the same sentiments in her article entitled “Women on Corporate Boards Makes Good Business Sense”. they found only 29 (1. in 1989. It’s the personjob fit that matters. an even smaller percentage than on the Fortune 500 Global list of 2.000 of the world's top performing companies.If women have the managerial edge how come there are still very few women running Fortune 500 companies? In the corporate VP ranks. Hansen who wrote the article ‘Women CEOs: Why So Few?” in December 2009 even estimated this number to be smaller. Owen and William D. who gets along well. less consistent. Female managers were characterized as less self-confident. less analytical.9 percent in 1986. Todor offered an answer in their article: “Attitudes toward women as managers: still the same .few women hold executive positions”. less emotionally stable. In their article. male managers were asked to characterize both male and female managers. They are seen as less able than men for . managerial positions. In a study by Heilman et al. According to Ann Carol Brown. She notes that at the senior-management levels. Fisher in 1992 reported a survey in Fortune noting a slight increase to 4. Crystal L. and having poorer leadership abilities than their male counterparts.5%) had women CEOs. She notes the subtle comfort There is a persistent negative stereotype about women as managers. competence is assumed. of the 2. “How does a group of men feel a woman is going to fit?” What they’re after is someone who fits the group. And that’s very seldom not one of the boys.8 percent for women in top managerial positions from 2. there are roughly three men to every woman.

or involvement. The latter is expected to be accorded acceptance. Not until after this is given enough attention will women ever realize their full potential in the top level managerial posts. The bias is men still prefer working with men.issue that can’t be ignored for senior executive women working for men in client companies. . The preconceptions about how men and women differ in their managerial ability. or the highest level of one being with. and to being along with. in 1974 assessed stereotypes toward women in the role of manager. to joining. They feel such discomfort and confusion working with women in other than traditional support roles they are used to. will continue until a concerted effort to educate and train is addressed to dispel wrong notions and assumptions. Even our own culture nurtures the same discrimination. one of the boys). even if they are proven equally competent. The WAMS (Women as Managers Scale) study done by Peters et al. One group is “ibangtao”. As opposed to the other group which is “hindi-ibang-tao” (in this instance. 1994) who fathered “Sikolohiyang Pilipino” unfolded the concept of kapwa or shared identity in his writings. if not better than their male counterparts. Results reveal the potential for discrimination to remain against women until after all of the "old boys" retire. as more research data give evidence to this possibility. to in-conformity with. Enriquez (1978. to interaction. (the women in this instance) where the interaction can range from civility. He categorized kapwa into two groups according to the level of interaction that is accorded.

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