Why top management eludes women in Latin America: McKinsey Global Survey results Executives in the region say gender diversity has moved up on their companies’ agendas, but they still report few women at the top. Women and men disagree on the reasons why.

1. WELCOME
Introducing
Case#2 Why top management eludes
women in Latin America: McKinsey
Global Survey results

2. MGT501 Management of Organization & Systems
Shahreen
Shabnam
Nuzhat
Zereen
Noureen
Sharif
Shahriar
Rawshon
Tazreen
Tamanna
Group Member
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3. Introduction…
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4. Critically evaluate the situation of
gender diversity and its
implications to the organizations.
Lets start…
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5. Gender Equality
Gender Diversity
Key Concepts
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6. Genderdiversity:Lookingback
Temporary or part-time or low responsibility jobs
First priority: taking care of their families
Unmarried women: quit for marriage
Married women: quit due to pregnancy
Women with children: family over job
Women inferior to men: physically /mentally/emotionally
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Women in the workforce

7. Genderdiversity:Present
scenario
Women are not inferior to men
Work first, family second
Job is not “temporary” or “extra income”
Organizations have also adjusted their outlook
Discrimination and sexual harassment are illegal
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Women in the mainstream

8. 1. Bureau of Labour and Statistics 2012
2. Catalyst, 2013
3. Australian Bureau of Statistics, 2012
4. Catalyst, 2013
5. Statistics Canada, 2012
6. Governance Metrics International 2012
Gender diversity in top
management
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Women as % of Labor
force
Mngmnt & prof
occupations
Corporate
board
seats
US 471 511 162
Australia 463 313 94
Canada 485 375 145
Portugal 26
Netherlands 136
Italy 56
Switzerland 96
Belgium 96
UK 116
Germany 136

9. Gender diversity and its
implications to the organizations.
Lets start…
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10. Implications for the
organizations
The advantages of
gender-diverse
teams
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11. The advantages of gender-diverse teams
Viewpoints of Man-Women.
A gender-diverse workforce provides .
A gender-diverse workforce allows .
Gender diversity helps companies .
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12. Implications for the organizations
Identify of business units.
Develop a hiring strategy .
Create an engaged culture .
Set inclusiveness goals, and hold
managers.
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13. From the article, it has been
reported that gender diversity is
gaining top strategic priority in
organizations. Why?
Define in the next…
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14. • 2013 survey strongly suggests
that prevailing leadership styles
among top managers and
performance models stressing
that executives make themselves
available 24/7 can be important
barriers to women’s
advancement.
Gender diversity is gaining top strategic priority
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The divergence of views
between men and women
executives, from middle
management to the C-suite, on
the difficulties women face in
advancing

15. Cultural factors that limit progress
Seventy-nine percent of all mid- or senior-level women want to reach top management,
compared with 81 percent of men.
many are less certain they will reach the top: 69 percent of senior women say they are
confident they’ll reach the C-suite, as opposed to 86 percent of their male peers
favorable environment and cultural factors weighed twice as heavily as individual factors in
determining how confident women felt about reaching top management.
almost 40 percent of female respondents said that women’s leadership and communication
styles don’t fit with the prevailing model of top management in their companies.
having children is compatible with a top-level career for women, 62 percent of all
respondents agree—but a much larger share (80 percent) think that’s true for men.
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16. Male perceptions
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18. Workforce that is diverse in
terms of gender and
promotes equality
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Attract the best employees
Reduce cost of staff turnover
Enhance organizational performance
• Team diversity
• Workforce diversity
Improve access to target markets
Minimize legal risks
• Sexual harassment
• Pregnancy and maternity discrimination

19. What are the barriers that are
evident in the article from gender
perspectives?
Women disproportionately are failing to attain high-level positions. This article explores the possible reasons
for the persistent barriers, wage and gender gap between women and men in senior leadership positions.
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20. o Female respondents most likely to attribute
this imbalance to lower promotion rates for
women,
o Low female representation in their
companies overall,
o Female attrition in mid- to senior-level
positions.
Threekeyreasonsexplainsthelackofgenderdiversityamong
companies’andtheunderlyingcauses.Theresultsvarygreatlyby
gender.
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21. • Largest share of executives (35
percent) attribute this to the notion
they have, which are:
o Industries are traditionally less
attractive to women than to men.
o Women leave voluntarily, it’s to
spend more time with family: 52
percent say so. In a survey, on
average, much less likely to cite
family reasons as the explanation (37
percent).
• Male and female respondents view
the root causes of low promotion
rates very differently which are:
o Men most often cite a concentration
of female employees in departments
with comparatively lower promotion
rates and less upward mobility,
o While women most often cite a lack
of sponsorship.
o Responses from female executives
suggest they are as ambitious as their
male counterparts—or even more so:
79 percent of women say they would
choose to advance to C-level
management, compared with 73
percent of men.
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22. Women face persistent barriers to reaching top
management
Double burden syndrome -Women balancing work and domestic responsibilities.
Anytime, anywhere - performance model- Requiring unfailing availability and
geographical mobility
Lack of pro-family public policies or support services
Absences of female role models
Tendency of women not to promote themselves
Decisions by women to opt out and leave workforce voluntary-Women quieting
job voluntarily is again an alarming issue.
Tendency of many women to network less effectively than men
Tendency of many women to have lower ambitions than men
There are no barriers
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23. Can you relate with Bangladeshi
working environment with the
situation provided in article?
Bangladeshi Environment…
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24. Some Statistics in Bangladesh
The majority of women
earn on average about
three-fourth of the pay of
males for the same work,
outside the agricultural
sector, both in developed
and developing countries.
Women make up 31% of
the official labor force in
developing countries and
46.7% worldwide.
Rural women produce
more than 55% of all food
grown in developing
countries.
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25. Glass ceiling effect: Female executives in Bangladesh
Different reports
indicate that in
Bangladesh, women
fill less than 1.0 per
cent of top
management
positions.
The culture of
Bangladeshi
organizations inhibits
the promotion of
female executives
From the viewpoint
of organizational
culture,
• 42.3 per cent felt that it
was more difficult for
women than men to be
themselves while working
independently at work.
• 38 per cent felt that it was
difficult to assign tasks for
women to go outstation
or overseas and
• 26.4 per cent was
independent
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26. Some organizations which concern about gender diversity
in Bangladesh(cont.)
BRAC:
• Provides Gender training, Gender policy (GP) etc.
It emphasizes gender issues into programmes
through gender focal points (GFP).
• New initiatives
– In 2012, the following are the two new initiatives
being taken:
• A. Sexual and reproductive health rights (SRHR) programme
• B. Violence against women (VAW)
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27. Some organizations which concern about gender
diversity in Bangladesh(cont.)
CARE Bangladesh :
• works to advance gender
equity and diversity (GED),
fighting discrimination,
promoting empowerment.
Grameen Bank:
• Nobel Peace Prize-
winning microfinance organi
zation and community
development bank founded
in Bangladesh. It’s 95
percent of the borrowers
are women. It believes:
– Women are better managers
of scarce resource.
– When women borrow,
children become immediate
beneficiaries.
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28. What’s Your Message?Conclusion
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29. ? Any Question???
Floor is open for question
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30. »Thank You
Everyone
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