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Factors Influencing Women Managers’ Success

Women are less likely than men to be top managers in various fields around the world, including politics, professions, and smaller committee groups. For example, in countries where gender equality is assumed, such as the United Kingdom and the United States of America, women make up 40% of the workforce but hold only 2% of senior management positions. Furthermore, many theories have been proposed to explain these gender differences, and the most common is that women face workplace discrimination. Cultural factors have also been detrimental, particularly in African civilizations (Benson, p.41). They also believe that working outside the home makes it more difficult for them to perform their most important responsibilities, such as being a homemaker and raising children. Here are a few more things to consider:

Factors of culture

A woman’s traditional expectation is to stay at home and care for her husband and children rather than work. Desirable traits like submissiveness are lost as more women work there. Because women’s jobs and family obligations overlap, these demands substantially influence their managerial success. Working women have been seen as morally wicked and unfeminine throughout history. Furthermore, some cultural critics have said that they do not spend enough time with their children (Brixi, p.320). While the number of women in the labor market has grown, they have traditionally begun careers in low-status, low-paying jobs. This is because society still believes that men and women have different professional responsibilities.

Structure’s constituents

Many female academics believe that human resources departments do not provide adequate career counseling and goal planning. Furthermore, it makes it difficult for women to plan their careers. Additionally, varying degrees of formality may be utilized to identify persons who could advance in the firm. These issues may make it more difficult for women to find work in the future. On the other hand, organizational structures demonstrate how society views which types of individuals are most suited for certain professions.

Furthermore, recruiting and promotion are often utilized to demonstrate how people feel about the gender, race, and class of qualified persons for a position (Brush, p.40). Furthermore, occupations that are traditionally thought of as men’s employment are not equitably dispersed. Consequently, women have been unable to advance to positions of leadership.

Sexual Harassment

Sexual harassment by males is a serious issue for women. Some individuals do not speak out because it is difficult for them to do so. People who speak out at work may be more likely to be victimized. Sexual harassment may make it difficult for women to return to their professions, allowing males to maintain their feeling of entitlement and the belief that the professional environment is solely for men. Consequently, the number of women in managerial roles has decreased, which has hampered their performance (Brixi, p.320). Right now, there are a lot of conflicts between men and women concerning things like conventions for how men and women should behave and respect each other. This is one of the locations where this is taking place.


To summarize, workplace supervisors have a negative perception of female workers, and this knowledge has a significant influence on their career advancement. Furthermore, most workplaces have policies that make it difficult for women to maintain a work-life balance. Also, women find it difficult to manage job and family commitments, and many believe it leaves them with insufficient time to accomplish their official work. As a result, you may experience increased tension or a sensation that you don’t have enough time. However, there are solutions to resolve these issues, such as enacting more flexible policies for female workers. Because women in managerial roles may achieve more success as the nation progresses, this can help them perform better.

Works Cited

Benson, Philip G. Emerging Themes in International Management of Human Resources. Information Age Pub, 2011.

Brixi, Hana P, et al. Trust, Voice, and Incentives: Learning from Local Success Stories in Service Delivery in the Middle East and North Africa. World Bank Group, 2015.

Brush, Candida G. Women Entrepreneurs and the Global Environment for Growth: A Research Perspective. Edward Elgar, 2010.


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