CEOs, however, would most likely argue that they are invaluable to their companies, and are adequately compensated for the work they do. While the authors of this article conclude that they are not attempting to persuade readers to one position or the other, they do suggest that they are attempting to allow readers to understand the double-sided argument of CEO pay. In accomplishing this goal, they have done well. Both employees who are frustrated at the lifestyle that their CEOs are able to live while they struggle to get by and CEOs who are making hundreds of dollars an hour would be able to understand the rational for each side in this argument. By presenting the argument in this non-biased formula, the authors invite discussion on the topic, a discussion that most likely would not have happened if this type of presentation has been achieved. In allowing for an open discussion on this topic, the authors have encouraged both CEOs and employees, both those in favor of large CEO payments and those against them to pioneer a new type of business discussion and relationship, which is open and desires to meet the needs of officers, employees, and customers. The problem lies in the glass ceiling metaphor, according to Eagly and Carli, which suggests that the way to attaining a CEO position is relatively straightforward, though a barrier, the glass ceiling, exists to prevent accomplishments above a certain height. For omen, Eagly and Carli explain, the path is much less straightforward. Instead of shooting for the ceiling as traditionally described, women must wander through a labyrinth like system of paths and dead ends before making their way to the CEO position. Essential, therefore, Eagly and Carli suggest that the way to top executive is much more different, full of many more unexpected twists and turns, than it is for men.
Human Resources is a field drastically concerned with the development of a diverse workplace, a company with the benefit of employees and officers from a variety of backgrounds. It is only in this situation -- one of diverse business members -- can a business manage to meet the needs of its customers, which are similarly diverse. The world of business, however, is not necessarily as diverse as many would like, especially in terms of the number of women represented. A summary of the Harvard Business Review article on this topic will allow readers to see some of reasons why women are underrepresented in the workplace and how to correct those problems.
In their article, Women and the Labyrinth of Leadership, Alice H. Eagly and Linda L. Carli attempt to answer the question of why women do not have as many positions as CEOs as men do. In their answer, the authors suggest that the ...
Although Eagly and Carli site compelling evidence that women do not find positions as CEOs as quickly as men do, their labyrinth metaphor is not only incorrect, but insensitive. Women's entrance into the world of business is a major feat, as Eagly and Carli suggest, and suggesting that their method towards CEOship is any different than a man's is appalling. In fact, the number of women CEOs grew dramatically at the beginning of 2008 and end of 2007 (Jones 2008). While some women and some men may find surprising twists and turns along the way to the top of the company, this does not suggest that all do. Making this generalization suggests that women are chronically unable to treat themselves and be treated by others as equals with men in the workplace. Thus, the authors article suggests and important problem, but by claiming that special solution exists for women that does not exist for men, the authors are ignoring years of achievement for women in the professional world.
Athiyaman, Adee, and Parkan, Celik. (June 2008). A Functionalist Framework for Identifying Business Clusters: Applications in Far North Queensland. Australian Journal of Management, 201-218.
Brookfield, Jonathan. (2008). Firm Clustering and Specialization. Small Business Economics. 30(4), p. 405-422.
Edmans, Alex and Gabaix, Xavier, Is CEO Pay Really Inefficient? A Survey of New Optimal Contracting Theories (September 8, 2008). Available at SSRN: http://ssrn.com/abstract=1280390Jones,Del. (2008).
Female CEOs make more gains in 2007. Retrieved October 11, 2008, from USA Today. Web Site: http://www.usatoday.com/money/companies/management/2008-01-02-women-ceos_N.htm
Kmart Seeks Court's OK on CEO Pament. (2002). Retrieved October 11, 2008, from Web Site: http://articles.latimes.com/2002/apr/05/business/fi-rup5.4
Meyer, Christopher. (2008). The Year of Marketing Dangerously. Retrieved October 10, 2008, from Harvard Business Review.
Web Site. http://harvardbusinessonline.hbsp.harvard.edu/hbsp/hbr/articles/article.jsp?OPERATION_TYPE=CHECK_COOKIE&referer=/hbsp/hbr/articles/article.jsp&productId=F0810A&TRUE=TRUE&reason=freeContent&FALSE=FALSE&ml_subscriber=true&ml_action=get-article&ml_issueid=BR0810&articleID=F0810A&PageNumber=1
Eagley, Alice B. And Linda L. Carli. (2008). Women and the Labyrinth of Leadership. Retrieved October 11, 2008, from Harvard Business Review. Web Site: http://harvardbusinessonline.hbsp.harvard.edu/hbsp/hbr/articles/article.jsp?pageNumber=1&referral=2466&ml_subscriber=true&articleID=R0709C&ml_action=get-article
The problem lies in the glass ceiling metaphor, according to Eagly and Carli, which suggests that the way to attaining a CEO position is relatively straightforward, though a barrier, the glass ceiling, exists to prevent accomplishments above a certain height. For omen, Eagly and Carli explain, the path is much less straightforward. Instead of shooting for the ceiling as traditionally described, women must wander through a labyrinth like system of paths and dead ends before making their way to the CEO position. Essential, therefore, Eagly and Carli suggest that the way to top executive is much more different, full of many more unexpected twists and turns, than it is for men.
Plant relocation *** CONFIDENTIAL *** We have discussed previously the issue of relocating one of our plants. I have received back from the consultant a report that outlines what she thinks are our best options. This report will present her findings. Fact Summary: The consultant identified Mexico, the Philippines and South Africa as potential sites. Her findings are summarized in the following table Mexico Philippines South Africa Wages $3/day $1/day $10/day Living wage? Maybe Union strength Minor Moderately strong Scandal risk High Low Moderate Environment Regs Some Few Some Environment Cost Low Low Moderate Env. Scandal risk High Low Low This
Ethical Dilemma and Corporate Responsibility Board of Directors RE: Response to Ethical dilemma created by the relocation program I am writing this memo to inform the directors that this company is faced by an ethical dilemma. The ethical dilemma presented in this report is based on challenges of balancing corporate loyalty and corporate responsibility. This report advises the Project Management office (PMO) on the possibility of applying Workers Adjustment and Retaining Notification (WARN)
Ethics and Plant Closure Situation Analysis -- ABC/DVD Manufacturing, Inc. must decide whether to close its plant in Anytown, MA. The plant closure would result in the lay-off of 50 employees. Management has asked for a brief outlining the ethical issues surrounding plant closures, and the questions apparent on profit vs. ethical behavior. At the heart of the decision are several questions that must be considered prior to a decision. Each question
The likes of service oriented companies like America Online (AOL) is a prime example of how relocation and outsourcing has changed the way service oriented businesses function in this global economy. AOL continues to be one of our nation's most intelligent economic organizations as they take advantage of the outsourcing for the majority of their customer oriented operations. When an AOL customer calls in to have his password reset
The government has rather low environmental expectations. In fact, the consultant found that they are about as lenient as the Mexican restrictions, though the Philippines presents no public relations nightmare as protestors are not rallying against health concerns, as they were in Mexico. Although the conditions in the Philippines may seem even more ready for outsourcing then the conditions in Mexico, the ethical costs of operating the company in the
That particular ethical concern may be harder to define precisely, simply because it may be too restrictive and no different from the types of decisions considered appropriate in the U.S. In that regard, provided it violates no domestic or foreign laws and that it is not undertaken for the purpose of shifting the environmental risk (Rosenstand, 2008), the relocation is no different from situating a similar plant in any local