Affected by the Glass Ceiling

Nevertheless, women remained essentially locked emerge of counselling positions in corporate the States. The Hollywood films depicting Rosalind Russell or Barbara Stanwyck as business professionals at the top of their fields were fantasy entertainments.

globe War II was the watershed event. The war drained America of her resources of white, virile workers. Women and other minorities moved into all areas of the workplace - and performed well. The regular(prenominal) documentary photo shows Rosie the Riveter, but the wartime draft left direction at the top as well. Women moved into positions of management office in the corporate offices. There was no sudden influx of women executives; in the typical case, responsibility was given while the executive title was withheld. However, the fact remained frank to all but the closely die-hard that sex was no qualifier of talent, that women could be hard-thinking, responsible for(p) corporate decision- work onrs. Still, at war's end, white manly workers were brought back, pushing their wartime substitutes out of the mainstream once again.

The social changes wrought by the war could not be completely reversed. Moreover, the unprecedented boom in America's postwar economy - which was to last until the early 1970s - quickly fagged the supply of white males available to the workforce. Demand outr

Ginzberg, E., & Yohalem, A. M., Eds. (1973). Corporate lib: Women's challenge to management. Baltimore: Johns Hopkins University Press.

For men, of course, the stakes are obvious: the rise of women to positions of non-domestic power clearly implies a lowering of the male status. For women, the issue is much more complex. Concepts such as the " mum Track" vie with Ability, Ambition and the "Biological Clock" to make difficult the position of a woman who wants to have a serious, non-domestic career. Popular journals are filled with the debate, ranging from "You CAN Have It altogether"-type stories to "It's ONE or THE OTHER" divisions.

As the place of women was adequate firmly established in the American workforce, problems began to emerge concerning where in that workforce women could go.

Bureau of Labor Statistics findings for 1982 indicated that more than half of the women that social class were employed in only 20 of the 421 jobs listed in the discussion section of Labor's Dictionary of Occupational Titles (Berger, 1986, pp. 5, 10-13). Even as women's place in the workforce increased geometrically, 72 percent of all women were circumscribe to occupations that were 75 percent to 95 percent female. The occupations to which the majority of women were relegated stipendiary less and were valued less than so-called "men's" jobs (Berger, 1986, p. 5). inside that narrow section of the business world, the facts were even more adamantine: in the garment workers' union, as a typical example, rank was 80 percent female - but only twain of the 26 executive board members were women (Berger, 1986, p. 9).

Consequently, rather than decrying the grey statistic that has so few women at the executive V.P. level, the woman manager who seeks higher(prenominal) position must follow the comparable strategies as her male counterpart - plus. Those strategies have been outlined in a batch of "executive career advancement" books, but the essentials remain the same - plus. This "plus" is always important: wh
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