Abstract: The main purpose of this project is to find out the opportunity and obstacles that women in senior

management position have to face. Therefore some variables need to be interpreted to make the understanding more clear about workplace discrimination faced by women. In our survey we have used discrimination, family and child, company environmental factors, mentors, culture, recognition and career advancement as our variables. Introduction With the modern work environment emphasizing feminine relationship-building skills to the exclusion of masculine competitive instincts, the idea that women make better leaders than men is gaining ground. But many women in conjugal life do not feel comfortable to play dual role in family and children and career. Women have to face critical problem during cooperation with male workers. Developing field of the "psychology of work satisfaction is a key determinant of effective career planning for organizations, and both for man and woman. Efficiency of women to succeed professionally has been acknowledged all over the world. Nevertheless gender discrimination in the workplace did exist and still continues in one form or the other. With better educational opportunities more and more women are opting for financial independence by working towards a stable career. Today almost every field that was earlier touted as being men only has been pervaded by women. If a woman qualifies on the basis of all the requirements of a profession, then there is no reason why there should be gender discrimination in the workplace. Although laws have been passed in most countries to provide equal opportunities at the workplace for both men and women, the fact is that 'women and glass ceiling still exist. (ref. article:1- M. Linehan and J. S. Walsh. Breaking the glass ceiling; British Journal of Management, Vol. 12, 8595 (2001) In addition, however, the path between the mother's employment status and child outcomes is a long one; there are many steps in between. To understand how maternal employment affects the child, it is needed to understand how it affects the family because it is through the family that effects take place. Most of the time it is very difficult for women to maintain family life and work life together. It is found that most of the women hardly manage their family commitment and commitment to their work together. Married respondents with children believed that

partaking in international assignments created more conflict for them, and they were always conscious of the difficulties their careers caused for family members. (ref.article:1- M. Linehan and J. S. Walsh. International career versus relationship and child-rearing conflicts; British Journal of Management, Vol. 12, 8595 (2001) Workfamily conflict is experienced when pressures from the roles of work and family are mutually incompatible, such that participation in one role makes it more difficult to participate in the other (Greenhaus and Beutell, 1985). Various studies have shown that women continue to take responsibility for household tasks and childrearing, regardless of how many hours they work outside the home (Hochschild, 1989; Lewis and Cooper, 1987; Pleck, 1985). (ref.article:5-M. Linehan and J. S. Walsh. Workfamily conflict; British Journal of Management, Vol. 11, Special Issue, S49S58 (2000) Working women should receive equal pay for equal work. Management support for working women in balancing responsibilities between family and work for many companies nowadays indicates that they are very supportive. Company should value the work of a female worker equally as that of a male worker and company policies should also be equal for both male and female. A number of senior women felt that organizations viewed the performance of men and women differently. (ref.article:2-Careers of Senior Men and Women. Constraining factors; British Journal of Management, Vol. 19, S141S149 (2008) "Importance of Mentoring in the Workplace" reveals that the majority of women have a formal or informal mentor-someone who has influenced their personal and professional development and contributed to their career success. Male mentors help women they mentor by providing general business training, leadership opportunities, coaching feedback and advice as well as networking and advancement opportunities. Women also noted that they learn negotiating skills from their male mentors. By contrast, if a mentor is a woman, the most essential contributions include informal fellowship, guidance within the corporation, motivation and encouragement. There are not enough women in senior international managerial positions yet to act as mentors for other women. As a result, female managers are more likely to be mentored by males. The findings establish that the mentors gender does not influence the effectiveness of the mentoring relationship. (ref.article:1- M. Linehan and J. S. Walsh. Mentors; British Journal of Management, Vol. 12, 8595 (2001)

The entrenched cultural norms affect the progress of women into and through the ranks of management. A culturally disparate, economically similar society is used to seek an insight into female progression up the corporate ladder. Employs are in a social-structural framework for analysis to explore comparative statistics. Conclude that cultural differences substantially influence the social, organizational and legal mechanisms that encourage or discouraged discrimination. Women in our culture are not allowed to work long than men because it is perceived negatively. Womens success in achieving senior post varies-it is greater in the profession than in the corporate management and there are some evidence that it is greater in female-dominated than male-dominated industries. There is also evidence that women movement into senior positions is affected by place. In Wales, for instance, women appear to be particularly disadvantaged, fairing less well in professions than their counterparts in England. Differences are always attributed to Wales culture, particularly the legacy of mining and heavy industry and the associated cultural stereotype of the Welsh mam. Despite such differences, the significance of place in explanations of womens under representation in senior management has largely been ignored. The similarities of womens experiences across industries and occupations have been noted rather than any differences between them. (ref.article:4-Nickie Charles and Charlotte Aull Davies. Cultural stereotype; The Editorial Board of The Sociological Review 2000)

If female workers feel that they are valued by the company they will be more devoted to their work. The company should provide the employees with moral encouragement. Employees under a female senior manager of a company should follow her instruction and try to appreciate her for her work. Nowadays it has been observed that in different organization women are in senior management position and they are doing better than their male counterpart. In business, there are few women who are role models and who have done exceptionally well. There is no reason why there should not be at least as many women at the senior level as there are men. (ref.article:1-M. Linehan and J. S. Walsh. Tokenism and lack of female role models; British Journal of Management, Vol. 12, 8595 (2001) After decades of progress, today's working women still report significant barriers to career advancement. Women are still facing challenges when it comes to career opportunities and

advancement. Women have to look very hard for advancement opportunities and make it a priority. A man is expected to advance, be promoted throughout his career. A woman has to prove herself over and over for each upward move. Work/life balance is so difficult for women. Children, aging parents, home responsibilities all seem to be more women's issues. Women look for challenge rather than status. All the senior women did talk about seeking challenges, and the lack of opportunity for personal growth or challenge was identified as an important reason for seeking new opportunities. (ref.article:2-N. Cornelius and D. Skinner. Characteristics of participants; British Journal of Management, Vol. 19, S141S149 (2008)

Significance of the topic: In the last half of the 20th century labor force participation rate of women is increasing. But in most of the cases women managers remain concentrated in junior and mid management position and the percentage of women in high management is very low. It is found from research that majority of women are employed in junior managerial positions. In the higher management position, international moves are obvious. But women have to face lots of difficulties for their movement in the career. It is a kept challenge for Human resource management policy to develop effective strategies to overcome discrimination against women otherwise; it will be costly to organizations and will limit the potential supply of managers. Discrimination is one of the main factors for the development of female career in high management. The issues might be found that women are not seen as equal as man in terms of skills; women are stuck in mid level because of gender , women are not always paid on equal basis, man's achievement got more exposure than women and opinions of man worker gets more preference. Workfamily conflict is experienced by women worker often when pressures from the roles of work and family are mutually incompatible, such that participation in one role makes it more difficult to participate in the other. Company and environmental factor plays important role in womens career development.

Getting proper mentor considering gender in Career development is very important. Scarcity of women mentor, considering men as effective mentor are the difficulties in the issue. Culture in workplace is a big issue for womens career satisfaction. Recognition and career development is critical aspect for womens career development. Literature review: Gender relations are rooted in organizational life. However, these relations are constructed within the particular organizational context and vary across organizations and societies (Tienarietal.,2002). Regardless of equal opportunities policies and rhetoric of parity and fairness, gender relations are often based on asymmetries which reinforce the inequalities between women and men in organizations. While the idea of gender neutrality has been abandoned (Calas and Smircich, 1992; Gherardi, 1994; Mills and Tancred, 1992; Mavinet al., 2004), inequalities are often revealed by numerical discrepancies between men and women in certain positions (e.g. managerial). Research (Alvesson and Billing,1997; Collinson and Hearn, 1996) has shown the role of gender in organizational functioning and has highlighted the importance of considering whether managers are men or women when understanding organizational behavior. As most managers are men it is important to consider the role of women managers and investigate the construction of womens identities in male dominated working environments. The construction of identities is seen as a uid and continuous process of negotiation taking place within the working environment and society in general. Gender construction is embedded in societal and organizational practices and although practices and relations change in different times and in different settings, it is likely that organizations remain dominated by men and masculine traditions (Kerfoot and Knights, 1993). The sector of higher education is characterized by specic aspects which make it distinguishable from the business world. However, in higher education, as well as in business, men and masculine values are dominant (Whitehead, 2001). Statistics show that men represent the majority of academic staff (in the UK men represent 63 per cent of the academic staff and occupy the most senior academic and managerial positions; Munford and Rumball (1999) report that only 7 per cent of universities worldwide are managed by women.

Women around the world are becoming more qualified in terms of both education and experience at work and currently represents more than 40 per cent of the global workforce. Yet their share of management positions remains unacceptably low, with just a tiny proportion succeeding in breaking through the glass ceiling. Those who have reached these positions are constantly faced by a lot of challenges from the environment, family as well as their male colleagues. The representation, although miniscule, the number of women in senior management in companies are increasing be it the top or middle management Issues: 1. Slower career growth: the persistent stereotype of managers being male is a key issue in bringing more gender equality into career paths. Moreover, slowness in career of women also stems from the fact that they typically move into support functions rather than line management, which lead to senior positions. The cause could be attributed to the perception that women might not be committed to their careers, would not be willing to transfer and relocate and are not competent enough. The true picture is just the opposite. Survey shows that women are equally competitive, are committed more than men, and have refused relocation lesser than men (Linda Wirth -2001 pp.104) 2. Different management style: Women are mostly dismissed because of their gender and their different, yet authentic, style. Important points raised by a women at meetings and are ignored, but when a man then restates it, everyone pays attention and addresses the issue. Research continually shows that women are interrupted and/or dismissed in public, in boardrooms and in general gender-mixed discussions many more times than men. 3. Tested: The typical scenario goes like this: "A woman walks in with her male associate (who happens to report to her), and it is immediately assumed that he is her boss. Not only that, but even when they figure out that she is the boss, she have to go through this process of being tested on whether she knows her stuff, how she made it to the top, does she have the 'right' experience, etc."Everyone has experienced being "tested", but usually when a man is tested, the basis for the test is not simply because he is male. But for a woman, this is not generally the case.

4. Excluded, avoided: The relationship building meetings are invariably guys stuff- the golf, drink at the bar etc. Women feel excluded from these events and find this limits their ability to network and have mentoring opportunities where they could contribute and learn. Ensuring effectiveness: Any attempt to ignore the differences or "make them go away" is doomed to fail, and rightly so. What is called for, and all-too-often lost in the debate, is an approach that allows men and women to maximize their respective strengths in the workplace and to recognize that true competitive advantage lies in an ability to allow those strengths to coexist in a co-operative, supportive and aware workplace. Those organizations best able to abandon the "battle of the sexes". One of the most significant features of the global labor market in the last of the twentieth century was the increasing labor force participation rate of woman. In recent years, in particular, there has been a;harris 1995; ) According to Vinnicombe andColwill (1995), women occupy about 10% of management positions in Europe and women managers remai n concentrated in junior and middle-management positions .

Hypothesis Building: Hypothesis 1: There is no significant relationship between discrimination and career advancement. Hypothesis 2: There is no significant relationship between family and children and career advancement. Hypothesis 3: There is no significant relationship between culture and career advancement. Hypothesis 4: There is no significant relationship between recognition and company environment factor.

Conceptual Model:

Discrimi nation Company Environme ntal Recognition Family and Children

& Career Factors Recognition & Career Advancement Advancemen t Culture Mentors

Research Methodology:
Primary source of data: Our conducted survey was our primary source of data. It was collected by a structured questionnaire Our topic was to determine the position of women in senior management. The subjects of our survey were various employees of the company Avery Dennison.

Secondary source: Personal interview was our secondary source of data. Our objective was to find out how the company operates and how women are treated in playing a role in those operations. Our subject for the interview was the Human Resource manager of Avery Dennison.

Data collection method:

Primary data was collected by using a structured questionnaire. The employees were informed about our motive to carry out the survey and were asked to answer the questions according to their personal opinions to ensure the collection of unbiased and accurate information. Secondary data was collected from an extensive personal interview from the Human Resource The sample size was 100 and the data was then processed though SPSS a computer program for statistical analysis through manager of Avery Dennison. which we found out through regression which shows the relationship between a dependent variable and one or more independent variables and correlation to determine the degree of relationship between two variables. We also conducted a reliability test to verify whether the data is reliable or not. Based on the answers the calculations were made and a report was prepared to determine the position of women in senior management. Dependent and independent variables Discrimination: Efficiency of women to succeed professionally has been acknowledged all over the world. Nevertheless gender discrimination in the workplace did exist and still continues in one form or the other. Family and children: Most of the time it is very difficult for women to maintain family life and work life together. It is found that most of the women hardly manage their family commitment and commitment to their work together. Company environmental factors: Working women should receive equal pay for equal work. Management support for working women in balancing responsibilities between family and work for many companies nowadays indicates that they are very supportive. Company should value the work of a female worker equally as that of a male worker and company policies should also be equal for both male and female. Mentors: "Importance of Mentoring in the Workplace" reveals that the majority of women have a formal or informal mentor-someone who has influenced their personal and professional development and contributed to their career success.

Culture: The entrenched cultural norms affect the progress of women into and through the ranks of management. A culturally disparate, economically similar society is used to seek an insight into female progression up the corporate ladder. Recognition: If female workers feel that they are valued by the company they will be more devoted to their work. The company should provide the employees with moral encouragement. Career advancement: After decades of progress, today's working women still report significant barriers to career advancement. Women are still facing challenges when it comes to career opportunities and advancement.

About the company

Avery Dennison is a recognized industry leader that develops innovative identification and decorative solutions for businesses and consumers worldwide. The Company's products include pressure-sensitive labeling materials; graphics imaging media; retail apparel ticketing and branding systems; RFID inlays and tags; office products; specialty tapes; and a variety of specialized labels for automotive, industrial and durable goods applications. Avery Dennison develops, manufactures and sells products through four groups of businesses: Pressure-sensitive Materials, Retail Information Services, Office and Consumer Products and other specialty converting businesses. The company is mainly production based and has its City-office at Uday tower,no 57.Gulshan Avenue, Gulshan 1,Dhaka 1212 and the production department is in Plot 167 -169 ,Dhaka EPZ ext area ,Dhaka 1349 ,Bangladesh.

ORGANIZATIONAL HIERARCHY

KLASS General manager

General

Manager Ma MANAG
NIPUN Marketing Customer service
Human resource department

MARIA

Global product development

Vendor Sales

Retail and branding org

Manager

HAQUE

Manager

SUBRATA EROSHA ADHIKAR Assistant Manager SYED S AREFIN KUMAR KUNDU

MD REFAT ALAM

KAVITA ISLAM Assistant Manager

About the company

Avery Dennison

Manager

Assistant Manager

Assistant Manager

Reliability test: Data analysis has been started with the reliable test of the collected data. Since the sample size was only 100; it was assumed that if the alpha value greater than 0.6, the data would be treated as the reliable.

Table: Reliability Test Result

SL 01 02 03 04 05 06 07

Dimensions Discrimination Family and Children Company Environment factor Mentors Culture Recognition Career Advancement

Alpha Value -0.8832 0.6537 -06650 -0.2300 0.2321 0.8593 0.5456

Factor analysis: Factor analysis is done for the alpha value which is less than 0.4.

1. Discrimination: Rotated Component Matrix (a)

Component 1 Women are paid on an equal basis as men Women are stuck in mid level management because of their gender Men's achievements get better exposure than women Women are seen as equal to men Opinions of male workers are given more preference than of female workers Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. A Rotation converged in 3 iterations. After factor analysis reliability test result is: Alpha = 0.4370 2. Company Environmental Factor: Rotated Component Matrix (a) Component -.877 .846 .650 .022 .132 2 .179 .194 -.407 .777 -.695

1 Company policies are equal for both genders of workers Men are offered more facilities than women Most of the companies today including yours, are male dominated and oriented The work of a female worker is valued equally as that of a male worker General attitudes towards women is friendly Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. A Rotation converged in 3 iterations. After factor analysis reliability test result is: Alpha = 0.2331 -.890 .878 .392 .166 -.501

2 -.046 -.034 -.081 .931 .767

3. Mentors

Component 1 Religion acts as a barrier towards working career Women dont have enough opportunities to socialize with other professionals as men do Working late is perceived more negatively for women than for men The culture of this country acts as a major barrier in women's working career The culture doesnot allow women to do a lot of jobs which men normally do .787 .652 .628 -.192 -.211 2 -.221 -.015 .334 -.730 .643

Component Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. A Rotation converged in 3 iterations. After Factor analysis the reliability tests: Alpha = 0.2271

4. Culture: Rotated Component Matrix (a)

Component 1 Religion acts as a barrier towards working career Women dont have enough opportunities to socialize with other professionals as men do Working late is perceived more negatively for women than for men The culture of this country acts as a major barrier in women's working career The culture doesnt allow women to do a lot of jobs which men normally do Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. A Rotation converged in 3 iterations. After Factor analysis the reliability test: Alpha = .2972 Reliability Test Result After Factor Analysis SL 01 02 03 04 05 06 Dimensions Discrimination Family and Children Company Environment factor Mentors Culture Recognition Alpha Value 0.4370 0.6537 0.2331 0.2971 0.4363 0.8593 .787 .652 .628 -.192 -.211 2 -.221 -.015 .334 -.730 .643

07

Career Advancement Correlations Matrix

0.5456

Correlation is done to analyze the relationship.

Discrimi nation Discrimina Pearson tion Correlation Sig. (2-tailed) N Family and Pearson Children Correlation Sig. (2-tailed) N Company Pearson Enviromen Correlation t factor Sig. (2-tailed) N Mentors Pearson Correlation Sig. (2-tailed) N Culture Pearson Correlation Sig. (2-tailed) N Recognitio Pearson n Correlation Sig. (2-tailed) N Career Advancem ent Pearson Correlation Sig. (2-tailed) N 1 . 100 .473(**) .000 100 -.607(** ) .000 100 .121 .232 100 -.198(*) .049 100 .166 .099 100 .313(**) .001 100

Family and Children .473(**) .000 100 1 . 100 -.240(*) .016 100 .093 .359 100 -.168 .095 100 .148 .142 100 .396(**) .000 100

Company Environment Mentor factor s -.607(**) .000 100 -.240(*) .016 100 1 . 100 -.153 .129 100 .121 .232 100 .093 .359 100 -.153 .129 100 1 . 100

Culture -.198(*) .049 100 -.168 .095 100 .152 .132 100 .250(*) .012 100 1 . 100 -.087 .388 100 -.117 .247 100

Career Recognitio Advancemen n t .166 .099 100 .148 .142 100 -.224(*) .025 100 .029 .776 100 -.087 .388 100 1 . 100 -.069 .496 100 .313(**) .001 100 .396(**) .000 100 -.098 .334 100 -.011 .913 100 -.117 .247 100 -.069 .496 100 1 . 100

.152 .250(*) .132 100 -.224(*) .025 100 -.098 .334 100 .012 100 .029 .776 100 -.011 .913 100

** Correlation is significant at the 0.01 level (2-tailed). Correlation is significant at the 0.05 level (2-tailed).

Analysis of the relationship among diff. variables: The findings are here under as per the relations developed: Table 02: Independent and Dependent variables:

SL I. II. III.

Independent Discrimination Family and Children Culture

Dependent Career Advancement Recognition

1. The relationship between Discrimination & Career Advancement: ANOVA Model 1 Regression Residual Total Sum of Squares 1.006 9.234 10.240 DF 1 98 99 Mean Square 1.006 .094 F 10.674 Sig. .001(a)

a. Predictors: (Constant), Discrimination b. Dependent Variable: Career Advancement Interpretation: We take a null hypothesis that there is no significant relationship between Discrimination and Career Advancement with the alternative that there is relationship.

In the relationship between Discrimination and Career Advancement it has been seen from ANOVA table that the F value (10.674) is greater than the significant value (0.001) which indicates the very positive relationship between these two variables.

2. The relationship between Family and Children & Career Advancement: ANOVA (b) Sum of Model 1 Regression Residual Total Squares 1.606 8.634 10.240 DF 1 98 99 Mean Square 1.606 .088 F 18.227 Sig. .000(a)

a. Predictors: (Constant), Family and Children b. Dependent Variable: Career Advancement

Interpretation: We take a null hypothesis that there is no significant relationship between Family and Children & Career Advancement with the alternative that there is relationship.In the relationship between Family and Children & Career Advancement it has been seen from ANOVA table that the F value (18.227) is greater than the significant value (0.000) which indicates the very positive relationship between these two variables. . The relationship between Family and children and Recognition:

ANOVAb Model 1 Regression Residual Total Sum of Squares .288 12.872 13.160 df 1 98 99 Mean Square .288 .131 F 2.197 Sig. .142a

a. Predictors: (Constant), Family and Children b. Dependent Variable: Recognition

4. The relationship between Discrimination and Recognition:

ANOVAb Model 1 Regression Residual Total Sum of Squares .363 12.797 13.160 df 1 98 99 Mean Square .363 .131 F 2.781 Sig. .099a

a. Predictors: (Constant), Discrimination b. Dependent Variable: Recognition

5. The relationship between Culture and Recognition:

ANOVA(b) Sum of Squares Regressio n Residual Total .100 13.060

Model 1

df 1 98 99

Mean Square .100 .133

F .752

Sig. .388(a)

13.160 a Predictors: (Constant), Culture b Dependent Variable: Recognition

6. The relationship between Culture and Career Advancement:

ANOVA(b) Sum of Squares Regressio n Residual Total .140 10.100

Model 1

df 1 98 99

Mean Square .140 .103

F 1.357

Sig. .247(a)

10.240 a Predictors: (Constant), Culture b Dependent Variable: Career Advancement

Implication: The company should have a complaint box where the employees can let the company know about any problem they are facing. Any problem should be taken care of thoroughly and solved. Behavioural expectations regarding women's role in the family represent a very real obstacle to their corporate upward mobility. The majority of the burden of child rearing still is placed on mothers, imposing additional responsibility on a career woman that is often not faced by a man. Thus the company should provide additional facilities like child care services etc to encourage women to work. The company should consider the concerns and responsibilities of women before judging their performance. From the survey we deduce that almost 30% of women think that discrimination still exists, so the company can take necessary actions to improve that through frequently communicating with the women employees, providing them more facilities to change their mind set. The company should motivate potential female employees, give them adequate training so that they are encouraged to break the glass- ceiling and move to top positions in the company. The company should ensure that women have suitable mentors in order to encourage them to reach top positions. The company should take risks with women and offer them visible 'stretch' roles The company should implement succession planning with a focus on women Help employees balance work and personal responsibilities

Conclusion: Avery Dennison is a production based company and the production department is mainly male-dominated. So the few women who are working in the production department create an uncomfortable work environment, for both the men and women, and due to this the

women may think they are discriminated. In the interview with Maria Haque, the HR manager, she informed us that issues regarding discrimination existed in the company when she first joined the company 8 years back. But when it was bought by the Klass, the current General Manager of Avery Dennison, strict rules and policies were developed and strictly followed thus reducing discrimination against women to a significant level. Moreover we have observed that the employees who work in the company are either new or too young, having a maximum 5 years work experience. This may make them biased while filling out the questionnaire as they may not want to provide any negative information about their company. There is a possibility that the new employees have not face any discrimination after it has been bought by Klass, the new general manager. On the other hand there are old and experienced workers having a work experience of 8-10 years who has been with the company for a long time and have seen the inequalities between men and women in their work life with this company. This explains the variation of data we got in our questionnaires and in the results of our analysis. However looking at the reliability test we deduce that most of the data is not reliable through which we can assume that women in senior management are still held back and are considered not equal to men and the company regardless of all the efforts made tried to encourage women.

References:

Key Issues in the Senior Female International Career Move: A Qualitative Study in a European Context Margaret Linehan and James S. Walsh Department of Adult and Continuing Education, Cork Institute of Technology, Cork and Department of Management and Marketing, University College, Cork, Ireland Email: mlinehan@cit.ie(linehan); jw@ucc.ie (*Walsh) The Careers of Senior Men and Women A Capabilities Theory Perspective

Nelarine Cornelius and Denise Skinner Brunel Business School, Brunel University, Elliott Jaques Building, Uxbridge Campus, Middlesex UB8 3PH, UK, and Coventry University Business School, Coventry University, UK Corresponding author email: nelarine.cornelius@brunel.ac.uk WorkFamily Conflict and the Senior Female International Manager Margaret Linehan and James S. Walsh Department of Adult & Continuing Education, Cork Institute of Technology, Cork, Ireland and Department of Management & Marketing, National University of Ireland, Cork, Ireland M. Linehan and J. S. Walsh. Breaking the glass ceiling; British Journal of Management, Vol. 12, 8595 (2001) M. Linehan and J. S. Walsh. International career versus relationship and child-rearing conflicts; British Journal of Management, Vol. 12, 8595 (2001) M. Linehan and J. S. Walsh. Workfamily conflict;British Journal of Management, Vol. 11, Special Issue, S49S58 (2000) Careers of Senior Men and Women Constraining factors; British Journal of Management, Vol. 19, S141S149 (2008) Nickie Charles and Charlotte Aull Davies. Cultural stereotype; The Editorial Board of The Sociological Review 2000) Calas and Smircich, 1992; Gherardi, 1994; Mills and Tancred, 1992; Mavinet al., 2004)