Advancement of women in the labour market through Management Development

PRIO Communications and Consulting (Pty) Ltd

Management DevelopmentA catalyst for

the advancement of women in the labour market

MS SHARON SHAKUNGDirector

JO'BURG THEATRE COMPLEX Braamfontein - Johannesburg - 12 September 2013

Management Development - A catalyst for the advancement of women in the labour market

Food For Thought ...

“Women who seek to be equal with men lack ambition.”

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Marilyn Monroe

American actress, model and singer

(1926 – 1962)


PRESENTATION OVERVIEW

Introduction – the need for a common understanding

The current state of woman advancement in the labour market

The desired state

Critical success factors

Conclusion

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NEED A COMMON UNDERSTANDING

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Management Development ...?

A catalyst ...? for the advancement of women ...?in the labour market

INTRODUCTION



Management vs Leadership

5Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007] [Paperback]

Late 1970s (Zaleznick):

A „Manager‟ is a rational, bureaucratic, dutiful, practical and unimaginative dullard

and a „Leader‟ is a visionary, restless, experimental, dynamo

The 1990s (Kotter) and early 2000s:

„Management‟ is necessary to bring order, consistency and quality to otherwise chaotic organizations

„Leadership‟ is about preparing the enterprise for change and helping employees cope as they struggle through it.

INTRODUCTION



6Management and Leadership Development by Mabey, Christopher, Finch Lees, Tim [SAGE Publications Ltd,2007]

Less hierarchical; less bureaucratic; less predictable Capacity to establish strategic direction and to inspire others to follow

- is no longer the exclusive preserve of those at the top of organizations Those with responsibility in the organization

- will be called upon to lead … and follow, at different times in their work, irrespective of their job title

21st Century Organisations

INTRODUCTION




„Management in the sense of controlling what people do is hardly useful when dealing with

knowledge workers. They cannot really be managed.

They can only be led.‟Paauwe and Williams (2001)

The Knowledge Worker!

Re-defining „management‟ and „leadership‟ - narrowing the divide.

INTRODUCTION



What distinguishes „development‟ from „training‟?


Job-specific skills

improvement in

a current job role

Developmentwider-ranging

objectivesorganization seeks to cultivate leadership

talent; manager takes on

responsibility for life-long learning

LEARNING

Training

INTRODUCTION




Interventions and processes through which the knowledge, skills and abilities of managers are developed, to enhance their performance at

personal and organisational levels.

And why is it important?

Managers play a pivotal role in an organisation –brokering knowledge, diffusing learning, and manufacturing meaning – their development

needs to be taken seriously.

So, what is Management Development?

INTRODUCTION



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A Catalyst...?

... facilitates a change

INTRODUCTION

Women – historically overlooked, undermined, oppressed; not only in the labour market, but in many other spheres of life

Progress / move forward Towards equity & fairness

Advancement of Women ...?


Women in Senior Management (Globally)

Women hold one in five senior management roles globally (24%), very similar to the level in 2004 (19%).

Russia, Botswana, the Philippines and Thailand have the most women in senior management (46%-39%); India, Germany and Japan the least (14%-5%).

In the US the proportion of women in senior management has fallen to 17% in 2012 from 20% in 2004.

Globally, 34% of businesses have no women in senior management; and only 9% of businesses are led by women CEOs.

11*GRANT THORNTON INTERNATIONAL BUSINESS REPORT (IBR) 2012

Key findings from the IBR 2012*

CURRENT STATE


Women in Senior Management (Globally)

Approximately one in every two people on the planet is female, and yet women hold one in every five senior management roles.

12*GRANT THORNTON IBR 2012

Why do these findings matter?

It has taken forty years for the proportion of women in the mature workforce to rise from 48% to 64%, and yet the proportion of women in top jobs around the world is still very low.

CURRENT STATE


Women in Senior Management (in SA)

In South Africa, the overall percentage of women in senior management is 28%, higher than the global average of 24%.

Women constitute 50.9% of the SA population, but their representation in decision-making roles continues to be low.

While the proportion of women on boards of JSE listed companies has more than doubled since 2004, they still represent less than one in six of all members.

13*GRANT THORNTON IBR 2012

CURRENT STATE


Women in Senior Management

In SA, corporate transformation is legislated -women are a designated group whose employment,

training and development is promoted and protected by law.

14For more about the Grant Thornton study, check www.internationalbusinessreports.com/Reports - 2012, 2013

What is being done...?

„The Women Empowerment and Gender Equality Bill‟

Many economies, especially in Europe, are choosing to implement quotas on the number

of women on boards.

CURRENT STATE

http://www.internationalbusinessreports.com/Reports


Barriers to Development & Advancement

Lack of support structures and development opportunities

15The South African Board For People Practices (SABPP) Women’s Report 2011

Patriarchal societies and cultures

Male dominated organisations with „glass ceilings‟

Gender prejudice, stereotyping and negative attitudes towards women

Preference for masculine traits and behaviours in management

Out-dated policies and work arrangements

Women having to balance multiple roles

CURRENT STATE


Barriers to Development & Advancement

16http://www.sabpp.co.za/research SABPP Women’s Report 2011, 2012

Executive women not willing to help and promote younger women in their careers (April, K., Dreyer, S. & Blass, E., 2007)

Reluctant to help other women advance in their careers and instead surround themselves with men (Staines, G., Tavris, C. & Hayagrante, T., 1973)

The ‘Queen Bee Syndrome’

CURRENT STATE

http://www.sabpp.co.za/research


Enabling Women Advancement

Lack of support structures and development opportunities

17The South African Board For People Practices (SABPP) Women’s Report 2011

Patriarchal societies and cultures

Male dominated organisations with „glass ceilings‟

Gender prejudice, stereotyping and negative attitudes towards women

Preference for masculine traits and behaviours in management

Out-dated policies and work arrangements

Women having to balance multiple roles

DIFFERENT ATTITUDES!!!

DESIRED STATE



Transformation of organisational culture, attitudes and practices

Adherence to legislation designed to advance women in the labour market

Strategies and plans that are well-thought through in terms of gender equity

Appointment / promotion of suitably qualified women into management positions

Appropriate training / development of women in managerial and pipeline positions

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DESIRED STATE



Coaching and mentoring of women as part of organisational development strategies

Succession plans that are well-thought through in terms of gender equity, and implemented accordingly

HR policies that allow flexibility in terms of work-hours and working arrangements; gender parity in reward systems

Management approaches and work environments that are suited to managing and leading knowledge workers, and women in particular

Development programmes that promote both feminine and masculine perspectives of management and leadership, and a multi-cultural perspective – in terms of models, theories and case studies

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DESIRED STATE



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Factors crucial to successful promotion, development and advancement of women

within organisations

Identify, promote and track potential

Establish and support networking groups

Ensure effective coaching and mentoring

Develop women across functions

Take risks and offer tangible ‘stretch’ roles

Factors crucial to successful promotion, development and advancement of women

within organisations

Implement succession plans with a visible focus on women

Facilitate balance between work and personal responsibilities

Hold all managers accountable for women’s advancement

Establish a comprehensive, sustained development initiative

http://www.catalyst.org

Factors crucial to successful promotion, development and advancement of women within organisations

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DESIRED STATE



The gap between males and females with higher education qualifications in

SA has moved almost to parity

(Scarce Skills Research Project, HSRC, 2009)

21The female leadership advantage: An evaluation of the evidence, 2003, Alice H. Eaglya, Linda L. Carlib

Of interest...

There are no gender differences in SA with regards to restructuring work to accommodate

one‟s home life and family responsibilities

(Paddey and Rousseau, 2011)

DESIRED STATE


Women are more than Capable & Ready

22The SABPP Women’s Report 2011

Government has created an enabling environment for advancing women in the workplace and in society

Organisations should investigate assumptions and practices that underpin management and leadership development

It is inappropriate to develop women‟s leadership skills in the mould of masculine traits and behaviours

Development programmes should enable women to give expression to their own style of leadership

The necessary support should be provided to facilitate success

CONCLUSION


Women are more than Capable & Ready

Women should take ownership of their development and accept the challenge to promote themselves in the

workplace and in society at large

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CONCLUSION

THANK YOU

Management Development

A catalyst for the advancement of women in the labour market

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Sharon ShakungMobile: +27 76 032 2189

LinkedIn: http://www.linkedin.com/in/shakungsharon

Skype: sharon.shakung

Facebook: https://www.facebook.com/sharon.shakung

Twitter: @s_shakung

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Advancement of women in the labour market through Management Development