A REPORT ON SEMINAR ON CONTEMPORARY ISSUES IN MANAGEMENT 2010-12 TITLED
“Glass
Submitted by: VIJAY CHHIPA
Ceiling”
Submitted to MR.TANVEER AHMED
PREFACE
This report is prepared as the partial fulfillment for two years degree programmed of MBA curriculum of Rajasthan Technical University, Kota. It is expected from an MBA. To possess a good communication & effective presentation skills. There for this paper “contemporary issue” has been added to in MBA IInd Semester.
ACKNOWLEGEMENT
Talent and capabilities are of course necessary but opportunities and right guidance is two very important back-ups without which any person cannot climb the ladder to success.
I would like to express my gratitude to all those who gave me the possibility to complete this thesis.
Vocational training is indeed an important aspect of MBA programme and it is our great privilege to have project report on CONTEMPORARY ISSUES . For this I am very grateful to Dr. S.P. MATHUR (Director, Department Of Management Studies) for giving us this valuable opportunity, in the first instance and to do the necessary research work and to use departmental data.
And I am also thankful to mentor Mr.TANVEER AHMAD, without him this project would not be successfully completed. His help, stimulating suggestions and encouragement helped me in all the time
(VIJAY CHHIPA) MBA – II Sem. 2010 – 12 Batch
GLASS CEILING The term 'glass ceiling' refers to gender discrimination that limits a woman as inferior and is harassed by the society. This has a subtle effect that blocks her peace of mind. It is the accepted domination practiced by stereotypical society that makes a woman weaker not only physically but mentally as well. Sexism and gender discrimination are concepts that are later classified into glass ceiling. It is a barrier in the progress of gender minority groups especially working women. Recent reviews in the United States state that the top Fortune 1000 industrial companies have 95 percent of the senior managers as men; also 97 percent of them are white! Feminism is the new idea of glass ceiling. We use the hierarchical distribution of work based on conventional differences between two sexes. In 1980’s female authors rewrote the male dominated literature and demanded equal rights for women. Recently, senator Hillary Clinton applied the theme glass-ceiling plea for her participation in presidential election in United States.
Origin and Use of the Concept ‘Glass Ceiling’: The term glass ceiling was used basically in corporate field as the Wall Street Journal promoted this issue in March 1986. It described conflict that arose when qualified women were denied higher positions in corporate ladder and did not get equally paid for similar type of work.
Many women writers raised their voice to point out how they have been treated in America and that they keep bumping their heads on the glass ceiling without any result. A quote by women’s activist and writer, Nora Frenkiel in 1984, sums up the situation:
"Women have reached a certain point. I call it the glass ceiling. They're in the top of middle management and they're stopping and getting stuck. There isn't enough room for all those women at the top. Some are going into business for themselves. Others are going out and raising families."
Glass ceiling is found in workplaces, not only in the discrimination of pay scales, but is also marked by sexual harassment, exploitation at work and also as a feeling of insecurity
in women due to conduct of the opposite sex. Women struggle to incarnate their own personality in spite of restriction of gender discrimination.
United States’ Civil Rights Act of 1964 grants equal treatment for all human at employment or workplace. This law holds the opportunities without any deterrent(s) according to sex, race, color, and religion to each individual.
An example of how and what heights women can achieve if given the chance is Quentin Bryces became the current Governor-General of Australia, for the first time in the world history, on 5 September, 2008. One can look up to her for the impartial judgments and long experience of teaching (1968-1983) in the Faculty of Law at the University of Queensland.
Issues on Glass Ceiling: One should not take glass ceiling as the subject of gender earning penalties, since it totally depends on the company and workplace a woman is into. We require proper management to deal with problems in profession and for women’s progress in general. Creating a cooperative environment without bullying a junior by overload of daily work would be one way out. Human resources should promote people who meet the goal of their program eliminate any cultural and gender prejudices. Try to encourage women for their talent and leadership. A workplace should consider the ability of an individual and not the issues of ‘glass ceiling’ based on sex, religion, culture and race of minority class. In today’s world of equality, wo(man) is not "Frailty, thy name is woman!" but she is the one who represents the quote "The hand that rocks the cradle rules the world!"
Women and the Glass Ceiling Glass ceiling is the mindset of the traditional patriarchal society habituated to discriminate women from basic rights. The term is particularly used for women a t workplace who are denied pay equal for the same work as the opposite gender.
Glass Ceiling in the U.S. Sexual discrimination in employment was outlawed in the United States through the Civil Rights Act of 1964 in the hopes of allowing women to rise in the working world once proper experience has been achieved. Though sometimes unspoken of, gender discrimination still occurs in the workforce. It has been shown that even if a woman has received the proper education and credentials, they are often not considered for the same job as a male with either equal or less credentials . This has created a greater gap in the income wage gap. Studies have shown that women without high school diplomas, on average, have an effective income less than that of men with comparable education levels and years of work experience . The term "glass ceiling" has been thought to have first been used to refer to invisible barriers that impede the career advancement of women in the American workforce in an article by Carol Hymowitz and Timothy Schellhardt in the March 24, 1986 edition of the Wall Street Journal However, the term was used prior to that; for instance, it was utilized in a March 1984 Adweek article by Gay Bryant. The term glass ceiling was used prior to the 1984 article by two women at Hewlett-Packard in 1979, Katherine Lawrence and Marianne Schreiber, to describe how while on the surface there seemed to be a clear path of promotion in actuality women seemed to hit a point which they seemed unable to progress beyond. Upon becoming CEO and chairwoman of the board of HewlettPackard, Carly Fiorina proclaimed that there was no glass ceiling. After her term at HP, she called her earlier statement a "[d]umb thing to say." The term was used by the U.S. Department of Labor in 1991 in response to a study of nine Fortune 500 companies. The Federal Glass Ceiling Commission study confirmed that women and minorities encountered considerable glass ceiling barriers in their careers; these barriers were experienced earlier in their p rofessions than previously thought. In 1972, the first organization that examined the position of women in economics, the Committee on the Status of Women in the Economics Profession (CSWEP), was created. This committee monitored the progress of women in professional positions and engaged in activities that would help to further this process. Organizations such as this one have helped focus more academic attention to the glass ceiling, helping raise awareness o f this issue. Throughout history women have become aware of the strains being put on them and have begun to fight it. As and example of this, Hillary Clinton in her run for presidency, which is often seen as the highest glass ceiling in America. While many women have already
broken these barriers and have successfully become CEO of companies, putting a women in the White House remains the ultimate challenge.
Levels and types of glass ceiling barriers Societal barriers The Federal Glass Ceiling Commission of the United S tates Department of Labor identified two major societal barriers that cause and reinforce a glass ceiling. The supply barrier is related to opportunity and achievement. The difference barrier manifests itself as conscious and unconscious stereotypes, prejudice, and bias related to gender and ethnicity.
Internal business barriers The following business-based barriers were identified: •
•
•
• •
•
• • • •
Outreach and recruitment practices that fail to seek out or recruit women and minorities Prevailing culture of many businesses is a white male cu lture and such corporate climates alienate and isolate minorities and women Initial placement and clustering in staff jobs or in highly technical and professional jobs that are not on the career track to the top Lack of mentoring and management training Lack of opportunities for career development, tailored training, and rotational job assignments that are on the revenue-producing side of the business Little or no access to critical developmental assignments such as memberships on highly visible task forces and committees Special or different standards for performance evaluation Biased rating and testing systems Little or no access to informal networks of communication Counterproductive behavior and harassment by colleagues
The Federal Glass Ceiling Commission and independent research suggest that the underlying cause of the glass ceiling is the perception of many white males that as a group they are losing control and opportunity. Many middle- and upper-level white male managers regard the inclusion of minorities and women in management as a direct threat to their own chances for advancement. As a result of this "upper- and middle-level white male resistance", business-based barriers are not always being as forcefully addressed as they should.
Governmental barriers The Federal Glass Ceiling Commission pinpointed three gov ernmental barriers to the elimination of the glass ceiling. They are: • •
•
Lack of vigorous and consistent monitoring and law enforcement Weaknesses in the collection of employment-related data which makes it difficult to ascertain the status of groups at the managerial level and to disaggregate the data Inadequate reporting and dissemination of information relevant to glass ceiling issues
Other barriers • • •
•
•
Different pay for comparable work. Sexual, ethnic, racial, religious discrimination or harassment in the workplace Lack of family-friendly workplace policies (or, on the flipside, policies that discriminate against gay people, non-parents, or single parents) Exclusion from informal networks; Stereotyping and preconceptions of women's roles and abilities; Failure of senior leadership to assume accountability for women's advancement; Lack of role models; Lack of mentoring Requiring long hours for advancement, sometimes called the hour-glass ceiling .
Sexism and glass ceiling effects This gap is the difference in both the wages and earnings between males and females who have equivalent job titles, training experience, education, and professions. A comparison frequently cited is that women make 75.3 cents on the dollar to men, which is derived from statistics maintained by the United States Census Bureau from 2003, relating specifically to an across-the-board comparison of year-round full-time workers. A study by John McDowell, Larry Singell and James Ziliak investigated faculty promotion on the economics profession and found that, controlling for quality of Ph.D. training, publishing productivity, major field of specialization, current placement in a distinguished department, age and post-Ph.D. experience, female economists were still significantly less likely to be promoted from assistant to associate and from associate to full professor. The results suggest the presence of a glass ceiling.
Women in the Work Place In 2009, David R. Hekman et al. found that white men receive significantly higher customer satisfaction scores than equally well-performing women and minority employees. Customers who viewed videos featuring a black male, a white female, or a white male actor playing the role of an employee helping a customer were 19% more satisfied with the white male employee's performance and also were more satisfied with the store's cleanliness and appearance. This despite that all three actors performed
identically, read the same script, and were in exactly the same location with identical camera angles and lighting. In a second study, they found that white male doctors were rated as more approachable and competent than equally-well performing women or minority doctors. They interpret their findings to suggest that customer ratings tend to be inconsistent with objective indicators of performance and should not be uncritically used to determine pay and promotion opportunities. A customer preference for white men may also help explain why white men hold the highest paying, most prestigious, and most powerful jobs in the occupational structure.This is referred to as occupational segregation. Men tend to be highly concentrated in the top professions, such as supervisors, managers, executives, and production operators. On the other hand, women tend to be over-represented in the lowest-ranking and lowest paid professions in the workforce, such as secretaries, sales associates, teachers, nurses, and child care providers. As a result, occupations become “sex typed” as either being specifically male or female jobs. The stereotypically malecharacterized occupations, in which at least 60–75% of the workers are males, are more highly paid than occupations in which 60–75% of the jobholders are women. This segregation of women into less-prestigious and lower-ranked jobs also decreases a woman’s chance of being promoted, as well as the chance of having any type of power over others. Moreover, occupational segregation reduces women’s access to insurance, benefits, and pensions. Women are concentrated into the lower-ranked and lower-paid occupations within a given profession. If women are in management positions, they are more likely to be in personnel than in marketing professions; the averages salaries of each are $48,048 and $56,940 per year, respectively. Another example occurs within the medical field. Female doctors are much more likely to be heavily constricted in the family practice, obstetrics/gynecology or pediatric specialties, which average about $130,000 and $126,000 per year, respectively. However, men are more likely to become surgeons and highly specialized medical practitioners, who tend to average $240,000 or more per year.[ Women hold only 16% of the top executive positions in America’s largest corporations and enterprises. Additionally, the median weekly income o f full-time working women is only 70.5% of full-time working men. This statistic tends to hold true across all fields of work. This gender imbalance in occupations occurs to some degree because women are more likely than men to be newcomers in many fields; therefore, they lack the primacy and the increased pay that comes with seniority.Even though most women are able and willing to make it all the way to the top of the workplace, they are still unable to get the jobs they desire. When it comes to promotions executives look at all the work that a women has done but then only looks at the potential that a man has. A women has to prove herself and her talent in ordered to be considered for the same job that a man would only have to show potential for. Gender Inequality is often embedded within the social hierarchy and this affects how women and men are perceived in leadership roles. Different traits are ascribed to females when compared to males that often color the selection process with unfounded bias. If a
female does have other traits aside from the gendered traits that she is believed to possess, then she is viewed negatively. For example, in a study conducted by ThomasHunt and Phillips (2004) they found that when women possessed expertise they were actually viewed as less influential by others. However, expertise was po sitive for males. Also, female led groups were less productive than male led groups even though the women held expertise in the area just like males. Therefore, possessing expertise is not viewed as positively as it is for males. This also suggests that lack of skills is not the only reason why women are not deemed worthy of leadership roles. As cited by Lyness and Thompson in 1997, one consequence of sex stereotypes is that women's achievements tend to be devalued or attributed to luck or effort rather than ability or skill, and therefore this stereotype has the potential to reduce the organizational awards that they receive. Lyness and Heilman (2006) found that in a study conducted with 448 upper-level employees that women were less likely to be promoted than males, and if they were promoted they had stronger performance ratings than males. However, performance ratings were more strongly connected to promotions for women than men. This suggests that women had to be highly impressive to be considered eligible for leadership roles, whereas this was not the case for men. In a number of longitudinal studies (Cox & Harquail, 1991; Olson, Frieze, & Good, 1987; Strober, 1982; Wallace, 1989; Wood, Corcoran, & Courant, 1993), that track comparably qualified men and women, such as graduates of the same MBA program or law school, it has been shown that over time there is degradation of the women's compensation that cannot fully be explained by differences in qualifications, work history, experience, or career interruptions. Women are more likely to choose jobs based on factors other than pay, for instance: health care and scheduling that can be managed with the duties of primary care of children for which women are still overwhelmingly responsible, and thus they may be less likely to take jobs that require travel or relocation or jobs that are hazardous. On average, women take more time off and work fewer hours, often due to the unequal distribution of childcare labor, domestic labor, medical needs specific to women, and other family issues that tend to fall to a woman's responsibility per the gender roles assigned by society. The ending result of women’s extensive obligation to attend to responsibilities of the home and children is that their wag es plummet. Family demands have a downward pull on women’s earnings as they proceed throughout their life course. The earnings gap tends to widen considerably when men and women are in their early to mid-thirties; the gap reaches the widest point when men and women are in their fifties. Another perspective on the gender wage gap comes from a 2008 research study by Judge and Livingston. They investigated the relationship(s) between gend er, gender role orientation, and labor marker earnings. The study did not specifically look at the gender wage gap, but focused more on the impact that the interaction between gender role orientation (people’s beliefs about what occupations are considered suitable and appropriate for males and females) and gender has on earnings. The researchers suggested that the gender wage gap cannot fully be explained through economic factors, offering that underlying psychological components and attitudes accou nt for some of the difference. They found that while traditional gender roles were positively connected to
earnings, that gender significantly predicted the amount and direction of this relationship. For instance, traditional gender role orientation was p ositively related with earnings for males, providing them with strong earnings. Meanwhile, traditional gender role orientation was slightly negatively associated with earnings for females, providing them weaker earnings. This suggests that men who have traditional male-female attitudes about working are rewarded in the workplace for seeking to maintain the social order, while women were neither rewarded nor punished. In general, the study indicated that even though gender role beliefs are beginning to become less traditional for men and women, traditional gender role orientation continues to intensify the gender wage gap.
The Pipeline Theory The Pipeline Theory describes the situation in which women are placed on a track that would eventually promote them to a top executive position. However, this process is long, and women sometimes spend 20-35 years in the pipeline waiting to advance to CEO positions . While many argue that women in the pipeline are becoming sufficiently trained and educated to compete for top-level positions, others contend that women in the pipeline are being unjustly held back from advancement. The latter would call this situation the “leaky pipe,” describing a situation in which the pipeline has not advanced women to top-level positions due to “leaks” and “blockages” in the pipe. For example, some believe that there are not enough women in the pipeline. Secondly, women make many sacrifices and tradeoffs while moving up the pipeline. Lastly, the environment in many companies discourages women from advancing because they are male dominated. In order for the pipeline to work there must be a desire from women to fill the high executive positions in order for them to even be considered for those positions.
The glass ceiling and disclosure of sexual orientation In order to excel in the workplace it is important that people are familiar with a worker's strong attributes. This may present obstacles for the LGBT community because their sexual orientation may be a large factor that plays in to how they identify themselves. In a study done by Ragins in 2004, disclosure of sexual orientation has been found to have some positive, some negative, and nonsignificant effects on work attitudes, psychological strain, and compensation. Ragins, Singh and Cornwell in 2007, found that in some cases disclosure of sexual orientation has been found to result in reports of verbal harassment, job termination, and even physical assault. (D'Augelli & Grossman, 2001; Friskopp & Silverstein, 1996). In their study, Ragins, Singh and Cornwell examined fear of disclosure only among LGBT employees who had not disclosed, or had not fully disclosed their sexual identity at work. Promotion rate and compensation were used to measure career outcomes. Promotions were defined as involving two or more of the following criteria that may occur within or between organizations: significant increases in salary; significant increases in scope of responsibility; changes in job level or rank; or becoming eligible for bonuses, incentives, and stock plans. Given this definition, respondents were asked how many promotions they had received over the past 10 years. Respondents also reported their current annual compensation, which included salary, bonuses, commissions, stock options, and profit sharing. The findings showed that those
who feared more negative consequences to disclosure reported less job satisfaction, organizational commitment, satisfaction with opportunities for promotion, career commitment, and organization-based self-esteem and greater turnover intentions than those who feared less negative consequences.
Women surpassing the glass ceiling Although some believe there to be a glass ceiling, many women have still found much success. When at the top management, many women feel like outsiders. Most of the time they are the only female at that level and are surrounded by males. Some women have faced sexual harassment, wage inequality, blocked movement and gender stereotyped roles.Women are said to have different styles of leadership and management once they break the barrier. They are generalized to be more nurturing and caring in nature than men. Men are stereotypically, more “tough” and shrewd in business, which are sometimes seen as positive traits. Women’s traditional role is in the home, taking care of children, and keeping house. The stereotype of maternal leadership stems from that. Some men in senior management that do not want to see women climb the corporate ladder believe that they do not have the qualities to lead a company. Many believe that making assumptions about the way women act in a leadership position perpetuates the stereotypes that cause the glass ceiling. There are many reasons why women have found success. Some believe that having women on an executive board is a positive thing. Women make 60% of all purchases in the United States – therefore it may be of benefit to have their opinion. The more women that are accepted into management positions, the more will get promoted to senior management and serve as role models for the younger. Younger men have also been more accepting of female superiors. The perception of a woman’s role is changing with the younger generation. However some authors like Alice Eagly and Linda Carli and organizations such as the Equality and Human Rights Commission attest that many barriers still exist. Stereotyping and bias are issues which organizations are often trying to understand and tackle to ensure fairness. Much is left to rhetoric about equal opportunity and diversity, but where adequate diagnosis of the organizational issues are not conducted, so therefore implementation of successful strategies are limited. Women who break through the 'glass ceiling' may also face a glass cliff whereby they are more likely than men to occupy risky or precarious leadership positions. It is still difficult for women to break the glass ceiling to reach the top echelons in organizations, with still very few women at the top of organizations, as some research has shown. Many believe that men in female-dominated professions, such as education or nursing, also face a glass ceiling. However others believe that due to the widely existing role model for men, in these sectors they even experience a "glass escalator" effect, where they are promoted quickly into top positions.
The Glass Ceiling in Developing Countries The glass ceiling phenomenon is one not specific to the U.S.; other women also experience barriers similar to the glass ceiling. In many de veloping countries ,improving the number of educated women has decreased the number of hours a women works in a household. In countries such as Mexico, India, and South Africa, women work substantially more hours than men.. On average women work one hour and nine minutes more. With this gap women would be able to provide more money than the men if they were in paid positions.. However, because women’s wages are roughly twenty percent lower than that of men, it is more difficult for them to make a substantial contribution even if they did work outside the household.. Statistics also show that ninety percent of people countries surveyed in East Africa, the Pacific, Latin America, sub-Saharan Africa, and other transition economies thought that both husbands and wives should contribute to the household income.. The glass ceiling comes into play when these women do want to go out to find work and support their family but are stopped because of lack of experience. The glass ceiling affects women and the workplace in countries all around the world.
Women CEOs who broke the glass ceiling in India
India Inc is dominated by men. Women do not have proportionate representation in companies, and yet they are better off than women in other parts of the world when it comes to top positions. Eleven per cent of 240 large companies -- Indian-owned as well as multinational, private as well as state-owned -- have women CEOs, according to a study carried out by executive search firm EMA Partners. By contrast, only 3 per cent of the Fortune 500 companies have women CEOs. Still, most experts say women are under-represented in corner offices across the world. "Given that roughly about 50 per cent of our population is female, that about 50 per cent of staff is female in most markets, the gender is hugely unrepresented in boards and at the CEO level," said EMA Partners International chairman James Dou glas. "For instance, out of 1,000 public companies in the USA, with at least $1 billion in annual revenue, there are only 30 female CEOs. In the UK's FTSE 100 list, there are just three." Chanda Kochhar
The financial services sector is dominated by women in India. As many as 54 per cent of the women CEOs are, according to EMA Partners, in financial services.
Chanda Kochhar is among the leading women in India's financial services sector. She took over as managing director and CEO of ICICI Bank from May 1, 2009. According to Chanda Kochhar who was appointed as ICICI Bank's new chief executive officer, companies must consider merit and not be biased to any gender and women should not expect to be treated differently in any field. Shikha Sharma
Shikha Sharma heads Axis Bank.
Shikha Sharma worked with the ICICI group for 28 years. Sharma is credited for the bank's growth in personal financial services. "Amongst private and foreign banks, women almost outnumber men. This has been helped in no mean measure by women from ICICI Bank who have joined other financial institutions in recent times," said EMA Partners managing partner K S udarshan. Renuka Ramnath
Former chief of ICICI Venture Renuka Ramnath launched the Multiples Alternate Asset Management in 2009. Multiples is raising their first private equity fund targeting both domestic and international institutional investors and ultra high networth individuals. The target size is approximately $400 million. Multiples Alternate Asset Management will make sector-agnostic investments in India.
Image: Shikha Sharma, CEO and MD, Axis Bank. Naina Lal Kidwai
Naina Lal Kidwai is the CEO of Hongkong and Shanghai Banking Corporation Limited, India. Fortune magazine listed Kidwai among the World's Top 50 Corporate Women from 2000 to 2003. She has been awarded with Padma Shri, one of India's highest civilian honours. According to various studies and EMA Partners' estimates, there is no shortage of female talent. In Germany, over 25 per cent executives are women, in the UK more than 30 per cent and in France over 35 per cent. In board appointments, the numbers decline further.
Image: Naina Lal Kidwai, CEO, HSBC Meera Sanyal
Meera Sanyal was appointed as CEO of ABN Amro Bank
in December 2007.
Sanyal was working as corporate executive vice president and head of services (Asia) of ABN Amro. She was earlier the chief operating officer of the bank. In Germany, just over 10 per cent of board members are women, according to EMA Partners. In France, it is as low as 7 per cent. To address this imbalance, some countries have insisted on minimum levels of board female members. Norway, in 2004, inaugurated a quota system stipulating that 40 per cent of the board of a publicly quoted company should be women otherwise that company could be delisted. In 2007, Spain decided to go the same way. The Royal Bank of Scotland took over ABN's assets globally, including in India, early this year. Kiran Mazumdar-Shaw
Eleven per cent of the Indian women CEOs are in the media and another 11 per cent in pharmaceuticals. Thus, Kiran Mazumdar-Shaw is the chairman and managing director of Biocon and Villoo Morawala Patel is the founder, chairman and managing director of Avesthagen.
Image: Kiran Mazumdar-Shaw, MD, Biocon.
In the Fortune 500 list, in contrast, 48 per cent of the women CEOs came from FMCG and consumer durables. Manufacturing and IT & IT-enables services returned 13 per cent each. Sudarshan said the IT and IT-enabled services do not have many women CEOs because it requires a fair amount of travel to on-site locations. It also comes with the pressure of working through multiple time zones.
Image: Indra Nooyi, CEO, PepsiCo, with her daughter. Photographs: Paresh Gandhi.
Example of Glass Ceiling The glass ceiling is a description of a situation in which a person or group can't progress to a higher position in employment or social status. The expression was originally coined to describe the fact that women weren't promoted to higher management positions in corporations. That concept has extended itself to refer to a range of similar situations in other contexts, like the absence of members of ethnic groups in positions of authority or in employment or social demographics
An economic term, ''glass ceiling'' is a phrase that refers to the situation where a person with superior skill or experience is surpassed and locked in a job role due to their race, ethnicity, sex or other discriminatory factors, most commonly race or sex. This term has also recently been used to describe discrimination against other groups including deaf, gay/lesbian men and women, blind, and different age groups.
Examples of Glass Ceiling: Lack of women in senior office in politics in the US. Lack of minority groups holding government office, globally. Although Mary had the dedication and desire, she could not work the long hours required to advance with that company since she was a single mother. Frank was surpassed year after year for the job of supervisor, by younger men, even though he had seniority and tenure. The management team at Greene Industry was known for its mistreatment and lack of support towards its women work force. Women made up a majority of their secretary staff, but were never advanced beyond that position or hired in management positions
