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The mommy track The real reason why more women don’t rise to the top of companies
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speeches. .................. her son is seeing a shrink, the neglected hubby is having an affair and our heroine is throwing IN “BORGEN”, a Danish television drama, the country’s first female prime minister returns home late each night to domestic bliss. Her stay-at-home husband stacks the dishes and massages her back. The children cheer her televised furniture around her office.
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Rarely has there been so much angst about women reaching the top. In the Atlantic magazine last month, Anne-Marie Slaughter, the first female director of policy planning at America’s State Department, declared that women cannot successfully combine a super-demanding job with bringing up young children. (She quit Washington, DC, to return to academia.) This month a British member of Parliament, Louise Mensch, resigned, saying it was too hard to juggle job and family. Yet the news is not all grim. In July Yahoo!, a struggling internet firm, picked a 37-year-old from Google, Marissa Mayer, who is expecting a baby in October, as its new boss.
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America’s biggest companies hire women to fill just over half of entry-level professional jobs. But those women fail to advance proportionally: they occupy only 28% of senior managerial posts, 14% of seats on executive committees and just 3% of chief-executive roles, according to McKinsey & Company, a consultancy. The figures are worse still at big European firms, which is perhaps why the governments of Belgium, France, Italy and Norway have set quotas for women on boards. The European Commission is threatening to impose such rules across the EU. It would be better if women could rise naturally to senior executive roles rather than being forced on to boards. But how can this be done when everything tried so far seems to have failed?
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Several factors hold women back at work. Too few study science, engineering, computing or maths. Too few push hard for promotion. Some old-fashioned sexism persists, even in hip, liberal industries. But the biggest obstacle (at least in most rich countries) is children. However organised you are, it is hard to combine family responsibilities with the ultra-long working hours and the “anytime, anywhere” culture of senior corporate jobs. A McKinsey study in 2010 found that both women and men agreed: it is tough for women to climb the corporate ladder with teeth clamped around their ankles. Another McKinsey study in 2007 revealed that 54% of the senior women executives surveyed were childless compared with 29% of the men (and a third were single, nearly double the proportion of partnerless men.
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Many talented, highly educated women respond by moving into less demanding fields where the hours are more flexible, such as human resources or public relations. Some go part-time or drop out of the workforce entirely. Relatively few stay in the most hard-driving jobs, such as strategy, finance, sales and operations, that provide the best path to the top.
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Consider this example. Schumpeter sat down with a mergers-and-acquisitions lawyer who says that, before starting a family, she was prepared to “give blood” to meet deadlines. After the anklebiters appeared, she took a job in corporate strategy at an engineering firm in Paris. She found it infuriating. Her male colleagues wasted time during the day—taking long lunches, gossiping over café au lait—but stayed late every evening. She packed her work into fewer hours, but because she did not put in enough “face time” the firm felt she lacked commitment. She soon quit. Companies that furrow their brows wondering how to stop talented women leaving should pay heed.
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Could corporate culture change? In their book “Future Work”, Alison Maitland and Peter Thomson describe how some firms give staff more flexibility. Not just women, but men and generation Y recruits, say the authors, are pushing for a saner working culture. Unilever, a consumer-goods firm, wants 55% of its senior managers to be women by 2015. To that end, it allows employees to work anywhere and for as few hours as they like, so long as they get the job done. Despite being one of the world’s most global firms, it ..............travel. McKinsey lets both female and male consultants work for as little as three days a week for proportionally less pay—and still have a shot at making partner. Sheryl Sandberg, Facebo ok’s high-profile chief operating officer, says that she has left the office at 5.30pm ever since she started a family in 20
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Such examples are rare. For most big jobs, there is no avoiding mad hours and lots of travel. Customers do not care about your daughter’s flute recital. Putting women in the C-suite is important for firms, but not as important as making profits; for without profits a company will die. So bosses should try hard to accommodate their employees’ family responsibilities, but only in ways that do not harm the bottom line. Laurence Monnery of Egon Zehnder International, an executive-search firm, reckons that companies should stop penalising people who at some point in their careers have gone part-time
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Better be good
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All the flexitime in the world is unlikely to yield equal numbers of men and women in the most demanding jobs. Ms Mayer of Yahoo! is an inspiration to many, but a hard act to follow. She boasts of putting in 90-hour weeks at Google. She believes that “burn-out” is for wimps. She says that she will take two weeks’ maternity leave and work throughout it. If she can turn around the internet’s biggest basket case while dandling a newborn on her knee it will be the greatest triumph for working women since winning the right to wear trousers to the office (which did not happen until 1994 in California). To adapt Malia Obama’s warning to her father on his inauguration, the first pregnant boss of a big, well-known American company had better be good.

nl vertaald:

De mama volgen de echte reden waarom meer vrouwen niet stijgen naar de top van bedrijven

toespraken. ... haar zoon is een krimp te zien, de verwaarloosde hubby is een affaire en is het gooien van onze heldin IN "BORGEN", een Deense televisiedrama, de eerste vrouwelijke premier van het land terug home laat elke avond naar binnenlandse gelukzaligheid. Haar echtgenoot stay-at-home stapelt de gerechten en massages haar rug. De kinderen juichen haar op de televisie uitgezonden meubilair rond haar kantoor.

Zelden is er sprake geweest van zoveel angst over vrouwen bereiken van de top. In het Atlantische magazine verklaard vorige maand, Anne-Marie slachten, de eerste vrouwelijke directeur van beleidsplanning op Amerika's State Department, dat vrouwen met succes een super veeleisende baan niet combineren met het opvoeden van jonge kinderen. (Ze stoppen met Washington, DC, terug te keren naar de academische wereld.) Deze maand een Brits lid van het Parlement, Louise Mensch, ontslag, zegt dat het was te moeilijk om te jongleren baan en familie. Het nieuws is nog niet allemaal grimmig. In juli Yahoo! pakte een worstelende internet bedrijf, een 37-jarige van Google, Marissa Mayer, die een baby in oktober, als de nieuwe baas verwacht.

Amerika's grootste bedrijven huren vrouwen te vullen net iets meer dan de helft van entry-level professionele banen. Maar die vrouwen niet proportioneel verder: zij bezetten slechts 28% van senior leidinggevende, 14% van de zetels in uitvoerende comités en slechts 3 procent van de hoofdbestuurder rollen, volgens McKinsey & Company, een adviesbureau posten. De cijfers zijn slechter nog steeds op grote Europese bedrijven, die is misschien waarom de regeringen van België, Frankrijk, Italië en Noorwegen quota hebt ingesteld voor vrouwen op de planken. De EuropeseCommissie dreigt te leggen dergelijke regels in de hele EU. Het zou beter zijn als vrouwen kunnen natuurlijk stijgen tot hoge leidinggevende functies in plaats van te worden gedwongen op de planken. Maar hoe kan dit worden gedaan wanneer alles geprobeerd tot nu toe lijkt te hebben gefaald?

Verschillende factoren houden vrouwen terug op het werk. Ook bestuderen weinig science, engineering, informatica of wiskunde. Te duwen weinig hard voor promotie. Sommige ouderwetse seksisme blijft bestaan, zelfs in hip, liberale industrieën. Maar het grootste obstakel (ten minste in de meeste rijke landen) is kinderen. Echter georganiseerde u bent, is het moeilijk om gezinsverantwoordelijkheden te combineren met de ultra lange werkuren en de "altijd en overal" cultuur van senior corporate banen. Een studie van McKinsey in 2010 vond dat zowel vrouwen als mannen overeengekomen: het is moeilijk voor vrouwen om te beklimmen de corporate ladder met tanden geklemd rond hun enkels. Een andere McKinsey studie in 2007 bleek dat 54% van de senior vrouwen leidinggevenden onderzocht waren kinderloos vergeleken met 29% van de mannen (en een derde waren enkele, bijna het dubbele van het percentage partnerless mannen.

Veel getalenteerde, goed opgeleide vrouwen reageren door te verhuizen naar minder veeleisende velden waar de uren zijn nu nog flexibeler, zoals menselijke hulpbronnen of public relations. Sommige gaan parttime of voortijdig van de beroepsbevolking volledig. Relatief verblijf weinig in de meest harde-rijden banen, zoals strategie, financiën, sales en operations, waarmee de beste weg naar de top.
Kijk eens naar dit voorbeeld. Schumpeter ging zitten met een advocaat van fusies en overnames die zegt dat, voordat u begint een familie, ze bereid was om "bloed" om deadlines. Na de anklebiters verscheen, nam ze een baan in corporate strategie bij een ingenieursbureau in Parijs. Ze vond het ergerlijk. Haar mannelijke collega's verspilde tijd tijdens de dag — nemen lange lunches, roddelen over café au lait — maar bleef laat elke avond. Ze haar werk in minder uren vol, maar omdat ze niet in genoeg "gezichtstijd zetten" de onderneming voelde dat ze miste inzet. Ze snel stoppen. Bedrijven die hun wenkbrauwen benieuwd hoe om te stoppen met getalenteerde vrouwen verlaten doorkruisen dienen aandacht te besteden.

Kon bedrijfscultuur veranderen? In hun boek "Toekomst werk" beschrijven Alison Maitland en Peter Thomson hoe sommige bedrijven geven medewerkers meer flexibiliteit. Niet alleen mannen, maar vrouwen en generatie Y rekruten, zeggen de auteurs, duwen voor een gezondere werkcultuur. Unilever, een consumptiegoederen onderneming, wil 55% van haar senior managers als vrouwen tegen 2015. Te dien einde kan het medewerkers werken overal en voor zo weinig uren als ze willen, zolang ze de klus te klaren krijgen. Ondanks het zijn één van's werelds meest mondiale bedrijven, het... reizen. McKinsey laat beide vrouwelijke en mannelijke consultants werken voor zo weinig als drie dagen per week voor proportioneel minder betalen — en nog een schot bij het maken van partner. Sheryl Sandberg, Facebook's spraakmakende chief operating officer, zegt dat ze het Bureau heeft verlaten op 5.30 pm sinds ze begonnen met een gezin in 20.

dergelijke voorbeelden zijn zeldzaam. Voor de meeste grote werkgelegenheid, is er geen vermijden van mad uren en veel van reizen. Klanten die niet de zorg over uw dochter fluit overweging. Vrouwen aanbrengend de C-suite is belangrijk voor bedrijven, maar niet zo belangrijk als het maken van winst; want zonder winst zal een bedrijf sterven. Dus bazen hard proberen moeten om hun werknemers gezinstaken tegemoet te komen, maar alleen op manieren die doen niet schaden de bottom line. Laurence Monnery van Egon Zehnder International, een uitvoerend-Zoek firm, rekent dat bedrijven straffen mensen moeten stoppen die op een bepaald punt in hun carrière gegaan part-time.

alle de flexibele in de wereld is het onwaarschijnlijk dat een gelijk aantal mannen en vrouwen in de meest veeleisende banen opleveren. MS Mayer van Yahoo! is een inspiratie voor velen, maar een harde wet te volgen. Ze schept van aanbrengend 90 uur weken bij Google. Ze is van mening dat "burn-out" voor watjes is. Ze zegt dat ze zal twee weken zwangerschapsverlof nemen en werk voor de hele het. Als ze rond het internet grootste mand geval draaien kan terwijl dandling een pasgeboren baby op haar knie zullen het de grootste triomf voor werkende vrouwen sinds het winnen van het recht op broek te dragen aan het Bureau (die niet in Californië tot 1994 is gebeurd). Om aan te passen Malia Obama waarschuwing aan haar vader op diens inauguratie, had de eerste zwangere baas van een grote, bekende Amerikaanse bedrijf beter ten goede komen.…...

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English

...George Orwell, "Politics and the English Language," 1946 [pic] Most people who bother with the matter at all would admit that the English language is in a bad way, but it is generally assumed that we cannot by conscious action do anything about it. Our civilization is decadent and our language -- so the argument runs -- must inevitably share in the general collapse. It follows that any struggle against the abuse of language is a sentimental archaism, like preferring candles to electric light or hansom cabs to aeroplanes. Underneath this lies the half-conscious belief that language is a natural growth and not an instrument which we shape for our own purposes. Now, it is clear that the decline of a language must ultimately have political and economic causes: it is not due simply to the bad influence of this or that individual writer. But an effect can become a cause, reinforcing the original cause and producing the same effect in an intensified form, and so on indefinitely. A man may take to drink because he feels himself to be a failure, and then fail all the more completely because he drinks. It is rather the same thing that is happening to the English language. It becomes ugly and inaccurate because our thoughts are foolish, but the slovenliness of our language makes it easier for us to have foolish thoughts. The point is that the process is reversible. Modern English, especially written English, is full of bad habits which spread by imitation and which can be avoided if......

Words: 5467 - Pages: 22