Good Essay On Who Gets Heard And Why
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Deborah Tannens' arguments about the gender differences in communication within an organization entirely correspond to my experiences. In the past decades, women were looked down upon especially when it comes to the matters of promotions. Their self- competence and ability to communicate was a critical subject to be considered for them to be qualified for a post hence the "who gets heard gets credited".
Although there is a lot of improvements in the presence and status of employed women in the past century, there is overall small progression of professionals women in the top leadership. Many women have invested heavily in education and training. They have accumulated a lot of skills and credentials so as to be successful. However, various business organizations have become more conservative and have refused to give them a chance to rise to the top jobs in the organizations'. Consequently, most of the women have been ignored in various organizations hence serving as minor workers even though they are capable of managing top jobs.
The few women bosses that are out going and able to administer like male counterparts faces a lot of challenges. The women managers that speak and able to have control of a man are judged differently, as unfeminine, rude and even outcast. They are perceived as invading the man's realm of work thus they would be forced to depend on the male advocacy hence rendering them vulnerable.
Color managers also find themselves being evaluated as less competent because they have the different way of communicating. Again, a very young manager faces a real challenge of not being taken seriously by the workers who are older than him. Manager from minority region faces a challenge of being ignored as someone who lacks current information by the core workers. On the other hand manager with disability faces the challenge of lack of physically monitoring workers hence they do as they want.
Strategies an organization can employ to improve communications in its management
The management should create awareness around the principles and values of diversity in the business. Reshuffling of the management leadership paradigms to ensure channels of authority that support narrow, technical and short-lived orientation; isolate women and reward men are uprooted. Furthermore, the managing should give women opportunities to take part in the top leadership. The management also should avail flexible programs that set realistic deliverables and should collect data to know the flexibility of workplace options that would encourage women from rising to the management positions.
Organizational culture has greater impacts on the experiences of women in the management since it stagnate women advancement and their exercise of authority. Consequently, arrange of organizational programs and social elements influence way women engage with their workforce hence enabling them to manage their professional work lives. Therefore, any organization should ensure that a lot of room is given to women so as to reveal their competent and self-esteem in their work.
Ridgeway, C., & Tannen, D. (1996). Talking from 9 to 5: How Women's and Men's Conversational Styles Affect Who Gets Heard, Who Gets Credit, and What Gets Done at Work. Contemporary Sociology, 25(3), 398. doi:10.2307/2077494
Sherman, A. (2000). Women Managing/Managing Women: The Marginalization of Female Leadership in Rural School Settings. Educational Management Administration & Leadership, 28(2), 133-143. doi:10.1177/0263211x000282003
Signorella, M. (2012). Gender and Development in Sex Roles. Sex Roles, 67(7-8), 373-374. doi:10.1007/s11199-012-0199-2
Smith, L., & Postmes, T. (2011). The power of talk: Developing discriminatory group norms through discussion. British Journal Of Social Psychology, 50(2), 193-215. doi:10.1348/014466610x504805
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