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The progress of talented women in corporate America remains a disappointment. While a few have beaten the odds and broken through the glass ceiling, some, despite their achievement of executive rank, have become so disillusioned that they are exiting traditional corporate organizations altogether. Why are high-functioning, successful women feeling professionally unfulfilled? The Glass Wall Theory describes the impact of isolation and unexpected marginalization women encounter when organizations are anchored by a closed group of male elitists. Glass Walls shares inspirational stories from women who have endured the Glass Wall phenomenon, descriptions of workplace factions, and survival tactics to help you navigate your career toward the success you dream about and deserve.
Since the term "glass ceiling" was first coined in 1984, women have made great progress in terms of leadership equality with men in the workplace. However, women are still underrepresented in the upper echelons of organizations. This volume explains and offers remedies for this inequality.
Reid, Kerr, and Miller seek to redress the lack of systematic, generalizable research on women's representation in state and municipal bureaucracies by focusing specifically on the representation of female managers in high-level policy and decision-making positions in their agencies or departments. Their primary interest is in examining the distribution of women and men in state and municipal administrative and professional positions by agency and over time (from 1987 through 1997) in order to determine if, first, agency missions are associated with glass walls and glass ceilings, and, second, whether, relative to white women, African American women and Latinas have made progress in laying claim to a greater share of managerial positions in public-sector agencies. Their analysis reveals a richly textured and complicated set of factors and interrelationships that vary widely across different policy areas, agency contexts, and levels of government. They show continued patterns of underrepresentation in agencies with regulatory and distributive policy commitments while showing some improvements in those agencies that tend to be traditionally populated by women, health, welfare, and social services, for example.
A groundbreaking study, the first ever, of women exectuvies in Fortune 100-sized companies.
Constructing and Deconstructing Woman's Power explores power and gender issues from a variety of psychoanalytic, as well as social, cultural and philosophical perspectives. The first three papers examine the complex notion of external and internal glass ceiling brought to life by clear and illustrative clinical vignettes. The creation of life, a uniquely female power, is subsequently considered in two fascinating papers exploring motherhood and the conflicts it brings. The development and expression of feminine creativity more generally is further examined in two unique studies. The final three essays address men's relation to women and their power.
The SAGE Encyclopedia of Political Behavior explores the intersection of psychology, political science, sociology, and human behavior. This encyclopedia integrates theories, research, and case studies from a variety of disciplines that inform this established area of study.
Wall Street Women tells the story of the first generation of women to establish themselves as professionals on Wall Street. Since these women, who began their careers in the 1960s, faced blatant discrimination and barriers to advancement, they created formal and informal associations to bolster one another's careers. In this important historical ethnography, Melissa S. Fisher draws on fieldwork, archival research, and extensive interviews with a very successful cohort of first-generation Wall Street women. She describes their professional and political associations, most notably the Financial Women's Association of New York City and the Women's Campaign Fund, a bipartisan group formed to promote the election of pro-choice women. Fisher charts the evolution of the women's careers, the growth of their political and economic clout, changes in their perspectives and the cultural climate on Wall Street, and their experiences of the 2008 financial collapse. While most of the pioneering subjects of Wall Street Women did not participate in the women's movement as it was happening in the 1960s and 1970s, Fisher argues that they did produce a "market feminism" which aligned liberal feminist ideals about meritocracy and gender equity with the logic of the market.
"At the heart of the authors' analysis is the metaphor they propose to replace the outdated idea of the glass ceiling: the labyrinth. This new concept better captures the varied challenges that women face as they navigate indirect, complex, and often discontinuous paths toward leadership."--BOOK JACKET.
Over the past four or five decades, the feminist revolution has brought a lot of changes. There is a lot of evidence that the glass ceiling is being shattered. For one particular group, however, gender equity remains elusive. That group is working mothers. The problem of the "glass ceiling" has now turned into a related, from different problem: "the maternal wall." In the first Journal of Social Issues (JSI) to deal specifically with the topic of working mothers, scholars from several disciplines discuss a variety of aspects of the problem of the maternal wall.
Why the gender gap persists and how we can close it. For years women have made up the majority of college-educated workers in the United States. In 2019, the gap between the percentage of women and the percentage of men in the workforce was the smallest on record. But despite these statistics, women remain underrepresented in positions of power and status, with the highest-paying jobs the most gender-imbalanced. Even in fields where the numbers of men and women are roughly equal, or where women actually make up the majority, leadership ranks remain male-dominated. The persistence of these inequalities begs the question: Why haven't we made more progress? In Glass Half-Broken, Colleen Ammerman and Boris Groysberg reveal the pervasive organizational obstacles and managerial actions—limited opportunities for development, lack of role models and sponsors, and bias in hiring, compensation, and promotion—that create gender imbalances. Bringing to light the key findings from the latest research in psychology, sociology, organizational behavior, and economics, Ammerman and Groysberg show that throughout their careers—from entry-level to mid-level to senior-level positions—women get pushed out of the leadership pipeline, each time for different reasons. Presenting organizational and managerial strategies designed to weaken and ultimately break down these barriers, Glass Half-Broken is the authoritative resource that managers and leaders at all levels can use to finally shatter the glass ceiling.