More Sensitive

When women join an existing company, it's a different story. Less ruthlessly individualistic in their approach to business, women are more sensitive to the feelings of the group or team in which they work. They are generally more cooperative than competitive, less assertive, less prepared to lead from the front. Though they usually manage their time better than men and may even work harder, they are much less likely than their male counterparts to take risks. And, above all, it is risk-taking that makes corporate high fliers. As one male director put it: «I'm not paid to make the right decisions. I'm just paid to make decisions».

Better Communicators

It's an overgeneralization, of course, but it remains true that men will more readily take the initiative than women. The female style of management leans towards consensus and conciliation. Women seem to be better communicators than men — both more articulate and better listeners. And perhaps it is women's capacity to listen which makes them particularly effective in people-oriented areas of business. In any mixed group of business people the ones doing most of the talking will almost certainly be the men. But perhaps only the women will really be listening.

The New Achievers

And, as companies change from large hierarchical structures to smaller more flexible organizations, the communication skills and supportive approach of women are likely to become more valued. It was predominantly men who profited from 'the materialistic 80s', the age of the achiever. But it will be women who achieve the most in the future.

1. Which of the following points support the ideas expressed in the text?

1. Women are as entrepreneurial as men.

2. Most female managers prefer task-based jobs to people-centred ones.

c) Women tend to be more conscientious than men.

d) Women who do succeed in business have to become even more ruthless than men.

e) Men are not as financially aware as women.

f) Women are more likely to be the mangers of the future than men are.

2. Match each of the words in the left column with a word from the right column to make nine word partnerships from the text.

1. senior a. budgeting

2. career b. structures

3. forward с. taking

4. light d. progress

5. risk e. organizations

6. high f. positions

7. hierachial g. skills

8. flexible h. planning

9. communication i. fliers

IV. In each of the following situations decide if you would give the applicant the job or not. Be prepared to justify your decision in each case.

Systems Analyst.

The applicant is a 36 year old woman returning to work after giving up her previous job to start a family three years ago. She is well qualified for the post and much more experienced than any of the other applicants. She is, however, a little out of touch with the latest developments in the industry you work in and would require some retraining. Most of the other applicants are younger men.

Marketing Director.

The applicant is a 29 year old woman. On paper she looks impressive and at interview she came across very well indeed. In terms of experience and expertise, she is clearly the best person, for the post. There's only one problem: the job is in a country where women do not have equal status with men and where very few women hold management positions at all, let alone senior ones such as this.

Production Manager.

The applicant is a 44 year old woman. You have recently interviewed twenty people for a very responsible post within your company and she is one of the two on your final shortlist. The other most promising candidate is a 29 year old man. On balance, you think the man would probably be the better choice but, at present, your company has only appointed three female managers out of a total of thirty-two and you are under a lot of pressure from the personnel department to exercise «positive discrimination» in favour of women.

Management Trainer.

The applicant is a 31 year old man. The company you represent runs assertiveness training courses for women in management and at the moment you have an all-female staff. Whilst the applicant has an excellent track record in management training with mixed groups, you have some doubts about his credibility running seminars exclusively for women, some of whom tend to see male managers more as an obstacle than an aid 'o their progress. You're also concerned about how the rest of the staff will react to him.

Have you ever found yourself in a similar situation to those above? What did you do?