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Business Ethics and the Art of Inclusion: Women in White Collar America
The quantity of female CEOs at Fortune 500 companies decreased by 25% in 2018, falling from 32 to 24: this means that only 4.8 percent of the most profitable 500 firms in the world are run by women in America (Stewart, 2018). How one can achieve inclusiveness within the workplace is definitely a hot-button issue in today’s workplace, particularly given the climate. Social movements for equality and safety in the workplace for all genders such as the #metoo and #timesup movement have made companies large and small look inwards and attempt to clean house, revising their practices. This is in part because of numerous corporate scandals such as the ones at Nike and Uber that have shown white collar America still often does not provide a balanced work environment for women, even in the 21st century. This paper examines the challenge to inclusiveness as discussed in the article, “Women and Workplace Respect: The Challenge for Corporate Leaders” by Gael O’Brien.
O’Brien’s article is so insightful because she pinpoints how many of the thigns that big corporations say post gender-bias scandal (or any other scandal that demonstrates a hostile work environment to women) is that they will enact a “zero-tolerance” policy towards such an unhealthy culture. As O’Brien has found, such promises are often “hollow”...
Instead, O’Brien engaged in researching a company that actually claimed to have zero tolerance policy and was able to consistently fulfill these goals year after year. Paul O’Neill was able to change the company policy at Alcoa by instituting a zero incidence policy: this meant vocalizing repeatedly that there was a strong expectation that the company would have zero occurrences of sexual harassment, while putting a spotlight on mutual respect (O’Brien, 2018). Perhaps the most important aspect of this method was that there was an emphasis on repeating the message. This is one of the wisest elements of their protocol because it prevented a negative culture from seeping in. In order to maintain high standards, a company needs to consistently remind all of its members that a high level culture is part of the standard and expectation. This quite frankly, keeps everyone on their toes. O’Neill discusses how he created an environment where all employees were safe and the number of incidents were so low it was negligible. This created an environment of complete transparency: if any incident with safety should occur, O’Neill made sure that there was a clear lesson learned. This was if an incident happened, no one on the team felt like they were taking a step back in their own development: it was all part of…
Therefore, corporations have had to change their viewpoints and start looking at the long-term consequences of their behavior, as well as looking at the bottom line. Businesses also have to be concerned because consumers have also become aware of environmental concerns, and many consumers are demanding earth-friendly products and have shown a willingness to pay more money to competitors who observe environmentally-friendly practices. Interestingly enough, this demand has given rise
Leadership Skills Impact International Education CHALLENGES OF INTERNATIONAL EDUCATION Practical Circumstances of International schools THE IMPORTANCE OF LEADERSHIP IN EDUCATION What is Effective Leadership for Today's Schools? Challenges of Intercultural Communication Challenges of Differing Cultural Values Importance of the Team Leadership Style LEADERSHIP THEORIES Current Leadership Research Transformational Leadership Skills-Authority Contingency Theories APPLYING LEADERSHIP IN AN INTERNATIONAL SETTING Wagner's "Buy-in" vs. Ownership Understanding the Urgent Need for Change Research confirms what teachers, students, parents and superintendents have long known: the individual school is the key unit
Leadership Two of the most pressing issues in corporate leadership today include gender equality and labor rights. In "Women See Slow Progress in Leadership," Gay (2013) cites numerous empirical studies showing that the glass ceiling remains nearly impenetrable at the highest levels of management. The report cites the work-life balance ideal as the most common reason offered for why many women are either opting out of the CEO lifestyle, or are
business culture and expansion trends that exist for American companies within New Zealand. The paper focuses on answering the following questions: 1. What are the major elements and dimensions of culture in this region? 2. How are these elements and dimensions integrated by local conducting business in the nation? 3. How do both of the above items compare with U.S. culture and business? 4. What are the implications for
Furthermore, when groups began people naturally turned to the group leader for direction and advice. It would be accurate to state that most of the relating was to the group leader at that point. However, by exercising linking behavior, I was able to get the group members to look to each other for understanding and help. Initially, I had to point out when people were saying things that would indicate
SUSAN WOJCICKI One of the most powerful people in tech, Susan Wojcicki got her start in Silicon Valley as one of Google’s first employees. She worked her way into a C-suite, and has been the CEO of YouTube for three years. Wojcicki led Google’s acquisition of YouTube in 2006, after which the value of the video sharing service skyrocketed to $90 billion (“Susan Wojcicki,” n.d.). With so few women in the