Women Growth in Corporate Sector

DISSERTATION REPORT
ON
GROWTH OF WOMEN IN COROERATE SECTOR: HARD WORK OR GENDER BASIS
Submitted in partial fulfillment of the requirement
For the award of degree

Of
MASTER OF BUSINESS ADMINISTRATION
SESSION (2010-2012)
UTTRANCHAL INSTITUTE OF TECHNOLOGY, DEHRADUN
SUBMITTED TOMISS.SHWETA CHAUHAN FACULTY-UIT
SUBMITTED BYKRITIKA JOSHI MBA 4 SEM
TO WHOM IT MAY CONCERN
This is to certify that kritika joshi of MBA (2010-12) batch her successfully completed her project GROWTH OF WOMAN IN COOPERATE SECTOR: HARD WORK OR GENDER BASIS as per the ordinances of Uttrakhand Technical University under my guidance and supervision. While appraising her effort and conduct i wish him all the best in her future endeavors.
Project Guide Miss SHWETA CHAUHAN
ACKNOWLEDGEMENT
I hereby express my profound gratitude to all those respected people who supported me in the completion of this project. It is indeed a matter of great pleasure and privilege to be able to present this project on Growth of woman in cooperate sector: hard work or gender basis in Dehradun city. The completion of the project is a milestone in a students life & its execution is inevitable in the hands of our guides. I am highly indebted to the project guide Ms Shweta Chauhan for her invaluable guidance and appreciate her for giving form and substance to this project. I would also like to thank our teaching staff and our friends who have helped me all the time in one way or other. Finally I sincerely thank to all those who have rendered their valuable service either directly or indirectly & helped us for making the project successful.
With sincere thanks KRITIKA JOSHI
STUDENT DECLARATION
This project report has been under taken as a partial fulfillment of the requirement of the award of the degree of the Master of Business Administration Uttarakhand Technical University, Dehradun. The empirical findings in the project are based on the data collected by myself while preparing this project there is nothing copied from any source of the project. Further I declare that this project is my original work and the analyses are for academic purpose only. I also declare that this report has not been submitted to any other institute or university for award of any degree, diploma or fellowship.
Kritika Joshi MBA 4 SEM
EXECUTIVE SUMMARY
Society acts as fertilizer for business to grow, right from providing a ground till flourishing it successfully .The concept of working of woman in cooperate sector develop in the year 1950 in USA. It came into prominence after public debate during 1960s and 1970s to meet the problem of poverty, unemployment, population growth, corruption. As the growth of the womans in the cooperate sector started the tremendous
revolution came in the society. Women anticipated being valued for their brain power, assuming it would serve to create equanimity in the workplace. Women were donning suits, albeit skirted, and sometimes bow-ties, to compete with their male counterparts for management positions. In their attempt to climb the corporate ladder they face many difficulties but they got success. The Males also accepted the fact that woman can take every challenge and maintain their Work life balance with the Cooperates. For sure, the mommy track meant incredible creativity. There are many successful stories of women who didnt give up their jobs or their careers and learned to successfully manage motherhood and a career. These women pioneered compartmentalization. Unlike their male counterparts, who became parents and continued to work, women didnt have to benefit of theattentend co parent at home Instead, they crafted shared childcare arrangements with other working live-in nannies (giving rise to an entire industry heretofore virtually non-
mothers,
existent in the United States) and sometimes relied on their own mothers to help with childcare. The rising demand for childcare also created rising childcare costs, prompting some women to choose between a career and motherhood. Rather than lose their investment in those women, some organizations created on-site childcare facilities to combat the trend of women choosing to stay home after maternity leave. Some women, the
alternative to leaving their careers was to start their own businesses. They left their organizations with accumulated management skills and a database of customers, armed as competition to those very organizations which trained them.
Women were motivated solely by their anger at a dysfunctional system and resistant stakeholders, which compromised their success by seeing the world through a linear lens rather than as a dynamics reality. The changes which have come in the society we can see that all. People now accept the fact that woman can achieve everything and can accept every challenge This Project gave me a great learning experience and at the same time it gave me enough scope to implement my analytical ability. The analysis and advice presented in this Project Report is based on market research of the females working in the cooperate sector. This Report will help to know about the females working in the cooperate sector percentage of woman employees in different sector, barriers in their growth, work stress. This Project as a whole can be divided into two parts. The first part gives an insight about Woman, Cooperate culture and gender discrimination, the Company Profile, Objectives of the study, Research Methodology. One can have a brief knowledge about life of woman in cooperate culture and growth of woman in the Project. The second part of the Project consists of data and its analysis collected through survey done on 100people. For the collection of Primary data I made a questionnaire and surveyed of 100 people. I also taken interview of many woman those who were working at the ICICI Branch where I done my Project. This Project covers the topic THE PROJECT COVERS GROWTH OF WOMAN IN THE COOPERATE SECTOR: HARD WORK OR GENDER BASIS . The data collected has been well organized and presented. I hope the research findings and conclusion will be of use.
CONTENTS Acknowledgement Declaration Executive Summary
INTRODUCTION
1.19
OBJECTIVES AND SCOPE
20.23
RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS AND CONCLUSIONS SUGGESTIONS & RECOMMENDATIONS
2426 2744 4552 5354
BIBLIOGRAPHY
54.55
INTRODUCTION
The opening up of Indian economy , the increased role of the private sector And the increase in the number of the multinationals springing up has facilitated a slow but definite rise in the number of woman managers and entrepreneurs in the cooperate sector. Kiran mazumder shows bicon a biotech firms worth over 1.1 billion with her stake at 449 million. Vidya Mohan Chhabria chairperson of the 2 billon Jumbo group, and Naina lal kidwai vice chairperson and managing director of HSBC securities and capital markets are the two Indian women to feature on the list of the 50 most powerful women in International Business by Fortune magazine. So, we can see how quickly the carrier of womans are growing in the corporate world Gone are the days when we hardly could see any woman in the core management of the organization. Woman are increasingly taking up superior position in the
cooperate world. Woman has been forming a considerable part of the US workforce for decades now. Efficiency of woman to succeed professionally has been acknowledged all over the world. Nevertheless gender discrimination in the work place did exist and still continues in one form to another. With better education opportunities more and more woman are opting for financial independence by working towards a stable carrier. Today almost every field was earlier touted as being man only has been pervaded by woman. If a woman qualifies on the basis of all the requirements of a profession than there is no reason why there should be gender discrimination in the workplace. Although laws have been passed in most of the countries to provide equal opportunities at the workplace for both man and woman the fact that woman and the glass ceiling still exist. India has more than one billion population with almost 500 million women. One of the important factors for Indias stupendous growth has been its young and educated population. Economic predictors believe that the phenomenal growth rate of Indian economy will be fuelled by the young work ready people in the coming years. Despite the fact that India has almost 250 million women in the working age group very few reach the top in Indian organizations. Huge numbers of females now work in the organized sector, but they remain at the lower or middle levels in the organizations. Women today comprise only 2 per cent of the total managerial strength in the Indian
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corporate sector. The fact is that there are so many cases which demonstrates how woman are undermined in the Cooperates and the other forms of Institution. Many woman struggles finding better ways to balance work and life and often this guilt comes from outside sources like pressure from Husbands, family and friends. Some woman opt. to travel less to have more time for their family and friends. Gender lines are drawn early and exclusions for woman continue throughout adulthood .Not only woman discrimination against private business but also by the federal Government. Gender basis began elementary school continuing into collage. Women hold a key position in the shaping of the next generation, and in the life of their husband. Just as men have disappeared from the landscape of the home, women have disappeared as well. While the Industrial revolution, and other factors, contributed to the man becoming uninvolved in the family, there are factors that have contributed to the woman becoming second rate in the family. The high cost of living in modern society has put the family in the position where both adults must work full time jobs to survive. While many people do this purely to obtain a lot of possessions, many do so out of necessity. There is absolutely nothing wrong with women working a job outside of the home. In the Bible, the book of Proverbs mentions the woman of virtue working outside of her home. In the last chapter of Proverbs, she is pictured as working long hours to help her family with making money. The problem occurs when, after coming home from work, both parents do not put in an equal amount of energy into the home. Often, the woman is left with all the responsibilities with the children and household chores .This shows how hard working the woman is and what is its position in the society in current time. As the growth of the womans in the cooperate sector started the tremendous
revolution came in the society. Women anticipated being valued for their brain power, assuming it would serve to create equanimity in the workplace. Women were donning suits, albeit skirted, and sometimes bow-ties, to compete with their male counterparts for management positions. In their attempt to climb the corporate ladder they face many difficulties but they got success.
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The Males also accepted the fact that woman can take every challenge and maintain their Work life balance with the Cooperates. For sure, the mommy track meant incredible creativity. There are many successful stories of women who didnt give up their jobs or their careers and learned to successfully manage motherhood and a career. These women pioneered compartmentalization. Unlike their male counterparts, who became parents and continued to work, women didnt have to benefit of theattentend co parent at home Instead, they crafted shared childcare arrangements with other working live-in nannies (giving rise to an entire industry heretofore virtually non-
mothers,
existent in the United States) and sometimes relied on their own mothers to help with childcare. The rising demand for childcare also created rising childcare costs, prompting some women to choose between a career and motherhood. Rather than lose their investment in those women, some organizations created on-site childcare facilities to combat the trend of women choosing to stay home after maternity leave. Some women, the
alternative to leaving their careers was to start their own businesses. They left their organizations with accumulated management skills and a database of customers, armed as competition to those very organizations which trained them. Women were motivated solely by their anger at a dysfunctional system and resistant stakeholders, which compromised their success by seeing the world through a linear lens rather than as a dynamics reality. Service Sector in India today accounts for more than half of India's GDP. According to data for the financial year 2006-2007, the share of services, industry, and agriculture in India's GDP is 55.1 per cent, 26.4 per cent, and 18.5 per cent respectively. The fact that the service sector now accounts for more than half the GDP marks a watershed in the evolution of the Indian economy and takes it closer to the fundamentals of a developed economy. Hence the importance of service sector cannot be over emphasized and any negative indicators in this sector can hamper the economic growth. Despite the narrowing of the gender gap in business education, there is a growing sense that women are not getting ahead fast enough in the corporate and financial
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world. Bertrand and Kevin F. Hallock (2001) document the under-representation of women among the five highest-paid executives in Execucomps (S&P 1500) firms from 1992 to 1997. Only about 2.5 percent of the executives in their sample are women, and the under-representation is especially severe at the highest levels of the corporate ladder. The number of female CEOs among Execucomp firms increased from just 4 in 1992 to 34 in 2004, according to Justin Wolfers (2006), but women still represents only 1.3 percent of the CEO-year observations in his sample. Various explanations have been proposed for womens underperformance in the corporate and financial sectors. Experimental evidence suggests that women have less taste for the highly-competitive environments in top finance and corporate jobs (Muriel Niederle and Lise Vesterlund 2007), and female MBAs may be less willing to aggressively negotiate for pay and promotion (Linda Babcock and Sara Laschever 2003). MBA women may be subject to implicit or explicit gender discrimination (Bertrand, Dolly Chugh, and Sendhil Mullainathan 2005), and even talented female MBAs may encounter difficulty getting recognized in male-dominated workplaces. Women may also fall behind because of the career/family conflicts arising from the purportedly long hours, heavy travel commitments, and inflexible schedules of most high-powered finance and corporate jobs. This paper speaks to the relative importance of these alternative explanations of the gender gap in career outcomes for highly-educated personnel in the US corporate and financial sectors. We study the careers of MBAs who graduated between 1990 and 2006 from a top US business schoolthe Booth School of Business of the University of Chicagoand how career dynamics differ by gender. We explore the evolution of the gender gap in earnings and labor supply for young professionals employed primarily in corporate, consulting, and financial services jobs.
Deteriorated health, anxiety, fatigue and musculoskeletal pain are some of therisks that women in Sweden are facing to a greater extent than men (13).Women also account for the majority of sickleave in Sweden (3, 4). Workrelated stress caused by work characteristics such as poor organizational and psychosocial factors results in sickness absence in both sexes (58), but increased workload with high psychological and physical demands has been particularly connected to symptoms of illness, as well as to sickleave, among women (911). Not only does low social support from coworkers and supervisors increase the risk for sickness absence, but it also delays the return to
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work (1214). Despite a majority of those affected being women, little research from a gender perspective has been carried out (15). The phenomena of sickness absence and the return to work process are complicated and need to be understood in their connection to society, as well as to organization and individual (15, 16). In order to acquire more knowledge it is essential to understand the perspective of the individual and to explore the views of the parties involved. In this, one has to consider both personal and environmental factors, with a special concern for the interaction between them (1719). It is therefore important to obtain the sicklisted womens own perspective of the workrelated personal and environmental impact on the process of sickness absence and return to work. According to sicklisted employees, the return to work process is greatly influenced by employers attitudes and measures, and the supervisors role has been described as significant. Positive interactive communication between the individual and the supervisor has been described as essential (20, 21).Consequently, discovering the point of view of supervisors regarding possibilities for returning to work is of great interest. Being under pressure, such as perceiving stress from work, affects the individual negatively and may result in a variety of symptoms of illness and psychological distress before sicklisting becomes a fact (10, 2224). In order to put forward measures for reducing the development of sickness absence it is 11valuable to find ways to identify individuals at risk for sickleave in good time (25). In Sweden, women and men are concentrated in separate occupations; women are mainly in public employment, while men work mostly in the private sector. Given this, womens and mens working conditions may differ. Consequently, it can be of value to design a questionnaire assessing workrelated stress from a gender perspective. Even though we know that different workrelated factors influence sickleave outcomes and return to work possibilities, little is known concerning how common this is among Swedish women. Therefore, research focusing on the prevalence of workrelated stress in a general working population of middleaged women can be of interest.
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Gender perspectives on health and sick-leave
Gender differences in health are explained from at least two perspectives, the biological and the sociocultural (26, 27). The biological perspective stresses genetics, physiological and anatomical features as explanatory factors while the sociocultural perspective accentuates womens and mens diverse circumstances in social, working and family life. The biological perspective is often viewed as uncomplicated. Women and men are seen as separated and unchangeable units, universally applied. The sociocultural perspective is more complex and has to consider the individual in a context influenced by family, work and society. This perspective has to understand the construction of femininity and masculinity and how these are influenced by society and culture. As opposed to the biological perspective the sociocultural also has to recognize the constructions changeability. However, it is essential to integrate these two perspectives, since neither can be sufficient on its own. The construction of gender is influenced by biology and the biological and physical features of the sexes are not static, but are influenced by environment (26, 27). Consequently, the negative development of health among women requires reflection from a variety of angles. Although women live longer than men, it can be seen as a paradox that they report lower perceived health, consume more health care and are more often on sickleave than men (1, 2, and 28). Surveys have, however, pointed out a more complex picture where gender differences depend on many different factors (2931). Of these, it is important to consider diagnosis and age. Macintyre et al. (29) found gender differences in reporting symptoms and conditions, where women showed more psychological distress than men. However, no gender differences were found in reporting physical symptoms and conditions. In a study of selfreported headache and musculoskeletal pain, women reported a greater number of, and more severe 12 symptoms than men. However, the differences were reversed when it came to the physical dimensions of healthrelated quality of life. In these men were more affected by headache than women (30). A large diversity was also found in the different age groups with gender differences in the younger groups and no differences in the middleaged ones (30). Correspondingly, Macintyre et al. found it valuable to take age in to account when analyzing gender health differences (29). As previously
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mentioned women are more sicklisted than men. Hen sing et al., however found in a study concerning sickleave owing to psychiatric disorders that men turned out to have longer periods of sickness absence while women had a higher incidence of sickleave (31). Conclusively, this complexity of gender, health and sickleave requires further research that will shed light upon the issue from a variety of perspectives (15, 32). An aspect when considering womens health and sickleave is that in Sweden women are proportionately part of the paid work force approximately to the same extent as men; womens participation rate is 80 % compared to mens 86 % (33, 34). At the same time, unpaid work, such as household work and domestic childcare, has not diminished and women contribute more to these chores than men (34, 35). In a study of employed Swedish women, high domestic strain was associated with low selfrated health (36). Women in whitecollar professions report a higher total workload, including paid and unpaid work, more stress and higher severity of symptoms than men (37, 38). A high total workload was associated with sickleave among women in a study based on employees of the Swedish Mail (39). The workfamily conflict has been found to constitute a risk for sickness absence in both women and men, most pronounced in women however, and with poorer health outcome among women (40, 41). Even though this thesis is focusing on workrelated stress in women it is vital to keep in mind the influences of stress from other domains of life.
Consequences of sickness absence
In Sweden, during the nineteennineties the rate of sickleave increased dramatically, but has somewhat declined in the last few years. Still, the costs in terms of early retirement pensions have increased, and over a half of million people are living on disability pensions. In just a few years, psychiatric diagnoses have raised from 18 % to over 30 % of the sickness certifications. Within the psychiatric diagnoses depression, stress reactions and angst syndrome have increased the most (3, 4). Longterm sickness absence is a strong predictor for mortality and low selfrated health in both women and 13men. The odds for overall mortality were at least more than three times higher for sicklisted persons (42, 43). Sickleave is also a predictor for future
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disability pension (44). The consequences of sickness absence also affect several other domains of life. People who have been on sickleave for a long period perceive a reduced satisfaction in leisure activities, financial situation and life as a whole (45, 46). Initially women on longterm sickleave described, in a qualitative study, a relief in being on sickleave but eventually found themselves isolated and inactive (47). In a study of middleaged women, those who were sicklisted perceived lower wellbeing than the working women (48). In a Swedish survey, womens wages, as opposed to mens, were significantly reduced owing to work absence because of their own sickness (49). Selfefficacy has been found to be lower in the group of sicklisted people compared to the general working population (50). However, low selfefficacy was not associated with future sickleave. This may indicate that low self efficacy is a result of the sickness absence itself rather than a reason for it (50). The societal and individual costs and consequences of sickness absence are high, thus more research enlightening different aspects of this matter is required. As women are most affected it is essential to obtain the sicklisted womens perspective of sickness absence and return to work possibilities.
Occupational gender segregation
The fact that the labor market is gender segregated both horizontally and vertically can also have an impact on health development and sickness absence in women. The horizontal segregation concentrates women and men in separate occupations; women are mainly in public employment, providing education, social service, health and childcare, while men work mostly in the private sector. The vertical gender segregation refers to women not being in higher positions, either in female or in male dominated occupations, and to the possibility for women to achieve career or wage improvement as being low (27, 51). For example, in Sweden, three out of four managers are men. In the private sector, four managers out of five are men (34). Although, it is true that women in general run a higher risk for sickness absence the issue is more multifaceted. It has been shown that men working in femaledominated occupations run an increased risk for sickleave, as are women working in
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maledominated occupations (52, 53). In the nineteennineties there were large reductions in public services resulting in an increasing workload for the remaining workforce. In the same period the psychosocial work environment deteriorated, i.e. stressful work, work demands and work pace have increased, and this is especially pronounced for women (3, 4). The occupational gender 14 segregation may have an
impact on health development, sickleave and return to work possibilities in women.
Work characteristics and work-related stress
Workrelated characteristics, such as injustice at work, i.e. low ability to influence the decisionmaking procedures and not being listened to, has been connected to low health perceptions as well as to sickleave (5, 7). Poor organizational climate, including low roleclarity, bad social relations at work and insufficient management, have also been related to illhealth, sickness absence and disability pension claims (6, 8, 5456). Furthermore, organizational factors such as reorganizations, expansions and downsizings have also been tidied and proven to cause adverse health outcomes and to raise the rate of sickness absence (5760). A larger proportion of women report more physically demanding and stressful work, a higher workload and more sleeping difficulties owing to work than men (4, 61). High workload, with both perceived high psychological and physical demands has also been connected to symptoms of illness, as well as to sickleave, predominantly among women (911, 22). Physical and mental demands exceeding the individuals own capacity has constituted a risk for longterm sickleave among women (9), and not having control over working time has been related to a higher level of self reported stress and to a high risk for sickleave, particularly for women (62, 63). Personrelated characteristics, such as
overcommitment, high effort at work and low selfefficacy, have been associated with low health perception as well as with sickleave (64, 65). Workrelated stress caused by poor work characteristics can be seen as an imbalance between on the one hand physical and psychological work demands, and on the other hand personal resources such as knowledge, skills or abilities. If both work and personrelated characteristics are taken into consideration, valuable new knowledge could be added and be useful in future research assessing workrelated stress in women.
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Two different theoretical models, the Demand Control Model (66) and the EffortReward Imbalance Model (67) assessing stressful workrelated characteristics have been frequently used in studies aiming to predict risk for illness and sickness absence among workers. The model of demandcontrol, developed by Karasek and Theorell (66), suggests that the combination of high psychological demands and low decision latitude render high strain jobs with symptoms of illness as a result. Studies have also found that high demand and low control at work increase the risk of being sicklisted (11, 12, 6870). Women seem to report higher demand and lower control than men (71). Also, the combination of high demand and high control characteristics for socalled active jobs seems to constitute a risk for sickleave in women (11, 22), as opposed to in men (66). The social support from supervisors and coworkers dimension has been added to the demandcontrol model (72), and low social support from supervisors and coworkers has been found to be connected with a higher risk for sickness absence as well (12, 13, 69). The EffortReward Imbalance Model developed by Siegrist (67) suggests that an imbalance between high effort spent and low reward in terms of money, esteem and career causes workrelated stress. The effortreward imbalance and overcommitment have been found to constitute a risk for adverse health outcomes and sickness absence (7, 64, 67, 7375). The job demandcontrol model was developed during the 1970s among industrial workers and the EffortReward Imbalance Model has its origin in explaining the relationship between work stress and cardiovascularrelated outcomes (66, 67, 76). Although the models have been successfully used in many different sectors and diagnoses, they have not been developed with a gender perspective, but mainly through studies made among male workers (75, 76). As research has shown gender differences in the responses, especially so when it comes to active jobs (11, 22, 71, 74, 77), it is of value to take a gender perspective and find new ways to assess workrelated stress in women.
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concern, given that an increasing number of women are in the workforce, but only the small percentage holds top level managerial positions in business and public administration . Evidence suggests that the absence of women at the top level of large companies is a global phenomenon, indicating that biological sex (often referred to as gender in management literature) is a common barrier in a variety of international contexts to womens career advancement. Career advancement for women managers has been of considerable research interest. Therefore, the absence of women in the highest and most visible positions in corporate hierarchy cannot be ignored. As in many other countries, working women of all segments of Indian society face various forms of discrimination including sexual harassment. Even professional women find discrimination to be prevalent: two-thirds of the women in one study felt that they had to work harder to receive the same benefits as comparably employed men. It is notable that most of the women in this study who did not perceive discrimination worked in fields (e.g., gynecology) where few, if any, men competed against them. In India, the role expected of a man, as the bread-winner, and a woman, as the home maker, though not always so apparent, essentially exists at the subconscious level. The expectations of the husbands family after marriage viz. the woman giving up her career after marriage or childbirth; the overbearing need to look after the in-laws, the home, the children and the husband even if she works outside of the home- can prove too much for many women to handle, and they end up giving up their careers midway. These stereotypes are the main reason why surveys have shown that only four out of ten CEOs in India considered the advancement of women to be critical for their organizations. The increasing feeling is that a majority of Indian companies still have a kind of institutional sexism that assumes women are less able than men. The second part of the work sheet measured the discriminatory attitudes experienced by female executives from their families or the society in general. This section carried twenty five statements pertaining to the attitudes of family members, social group they live in or people around in general. Families in India, as also in many other parts of the world, expect females to carry out most of the household chores and be more responsible for children or older members in the family than their spouses even if earning equal salaries. During the study it was quite evident that women generally
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experience this unfair attitude on a daily basis. Though, some men have now started sharing some responsibilities at home but still taking care of the home and children is considered essentially the domain of females even if working full time. Shows that the mean is quite similar to indicators of discrimination at work place in tables 1 through 3.The mean value is 1.9559 and the SD is very low at .24961, showing a very high consistency in the data. The coefficient of variation is also quite low at 12.76 showing that variation around the mean is quite low. Historically, India has been a male-dominated society. Yet, in the past two decades or so, social change has opened the possibility for women to attain managerial roles in corporate India. Today, the number of women students in business schools has grown significantly. These changes are in large part due to a significant cultural shift in parental perspective that allows for the possibility of women working outside the home, contributing economically to the family and even pursuing a career. As social values change, Indian women have been entering the workforce in the past couple of decades. Globalization has brought an influx of multinational corporations to India, with Western HR practices and concepts such as gender diversity in leadership roles. As opportunities for women in management in India slowly increase, women are entering professions previously seen as the domain of men in the corporate world: advertising, banking, civil services, engineering, financial services, manufacturing, police and armed forces, and emerging fields such as IT and communications. Women experience great pressure to work hard to prove themselves in the workplace, and one of the greatest obstacles is how women managers are treated by men. They often receive differential treatment, reinforcing the stereotypical view of being inferior and less important than men, resulting in not being offered challenging jobs and not being part of important organizational issues. The share of women in Indian Board room is much smaller than the global figure. Looking around, one struggles to find even a handful of companies headed by women or women at the helm of strategic departments. The study titled Understanding the Levels of Women Empowerment in the Workplace, released on December 14, 2005 by the Confederation of Indian Industry (CII) reveals: Only 6% of the total number of employees working in medium and large scale industries constitutes women, with 18% in medium and 4% in large companies
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The incidence of women employed at managerial levels of companies was only 16% at junior levels, 4% each at the middle and senior levels, and almost nil in organizational leadership positions
25% of women faced gender bias on jobs 56% of the companies that were surveyed did not have any formal policies in place to counter sexual harassment The attrition rate of women in larger companies was higher and in managerial positions the ratio of women was quite low.
Women may also fall behind because of the career/family conflicts arising from the purportedly long hours, heavy travel commitments, and inflexible schedules of most high-powered finance and corporate jobs. This paper speaks to the relative importance of these alternative explanations of the gender gap in career outcomes for highlyeducated personnel in the US corporate and financial sectors. We study the careers of MBAs who graduated between 1990 and 2006 from a top US business schoolthe Booth School of Business of the University of Chicagoand how career dynamics differ by gender. We explore the evolution of the gender gap in earnings and labor supply for young professionals employed primarily in corporate, consulting, and financial services jobs. We find that at the outset of their careers, male and female MBAs have nearly identical labor incomes. Their earnings, however, soon diverge. The male annual earnings advantage reaches 30 log points 5 years after MBA completion and almost 60 log points 10 to 16 years after MBA completion. The share of female MBAs not employed also rises substantially in the decade following MBA completion with 13 percent of the women not working at all at nine years after MBA completion, as compared with 1 percent of the men. Most interesting is why female MBAs have not done as well as their male We identify three proximate reasons for the large and rising gender gap in earnings that emerges within a few years of MBA completion: differences in business school courses and grades; differences in career interruptions; and differences in weekly hours worked. These three determinants combined can explain 84 percent of the 31 log point raw gender gap in earnings pooling across all the years following MBA completion. Because the relative importance of each factor changes with years since MBA completion, we explore the evolution in the earnings gap by sex by time since
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obtaining the MBA. We also compare women without any career interruptions and any children to all men. Womens energy needs in India, like in other parts of the world, significantly differ to those of men due to their gender specific roles and responsibilities, as well as different priorities. One of the issues that have gained increasing recognition in relation to womens energy needs over the past decade is the use of better cook stoves. In India, approximately 80 per cent of rural homes and 20 per cent of urban homes rely on solid fuels like wood or dung for cooking. As in many other countries, working women of all segments of Indian society face various forms of discrimination including sexual harassment. Even professional women find discrimination to be prevalent: two-thirds of the women in one study felt that they had to work harder to receive the same benefits as comparably employed men. It is notable that most of the women in this study who did not perceive discrimination worked in fields (e.g., gynecology) where few, if any, men competed against them. In India, the role expected of a man, as the bread-winner, and a woman, as the home maker, though not always so apparent, essentially exists at the subconscious level. The expectations of the husbands family after marriage viz. the woman giving up her career after marriage or childbirth; the overbearing need to look after the in-laws, the home, the children and the husband even if she works outside of The home- can prove too much for many women to handle, and they end up giving up their careers midway. These stereotypes are the main reason why surveys have shown that only four out of ten CEOs in India considered the advancement of women to be critical for their organizations. The increasing feeling is that a majority of Indian companies still have a kind of institutional sexism that assumes women are less able than men. The second part of the work sheet measured the discriminatory attitudes experienced by female executives from their families or the society in general. This section carried twenty five statements pertaining to the attitudes of family members, social group they live in or people around in general. Families in India, as also in many other parts of the world, expect females to carry out most of the household chores and be more responsible for children or older members in the family than their spouses even if earning equal salaries. During the study it was quite evident that women generally
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experience this unfair attitude on a daily basis. Though, some men have now started sharing some responsibilities at home but still taking care of the home and children is considered essentially the domain of females even if working full time. Shows that the mean is quite similar to indicators of discrimination at work place in tables 1 through 3.The mean value is 1.9559 and the SD is very low at .24961, showing a very high consistency in the data. The coefficient of variation is also quite low at 12.76 showing that variation around the mean is quite low. Indian culture, though in a state of flux, still expects that females fulfill their role as housewives despite being equal earning partners. The key challenge for women managers is managing both their traditional role as housewives and their career. While performing this balancing act sometimes they tend to take their careers less seriously then the male members of their family. In a way they discriminate themselves, feeling guilty for spending time away from home. Being too ambitious is still considered a male trait. This self discrimination might be a major contributory factor in females not reaching the top of the organizational ladder. To find out if females subject themselves to this discrimination with their mind set, feeling of guilt, considering themselves to be solely responsible for taking care of family and children, the scale carried twenty four statements. The results are evident from table 5. The mean value 2.0232 shows that females do subject themselves to discrimination. The results are very consistent with SD of .20780 and CV of 10.27. During the study it was found that though females find themselves equally equipped as men in terms of education, personality traits and will required to succeed and reach the very top, they do not find a level playing field. Women experience great pressure to work hard to prove themselves in the workplace, and one of the greatest obstacles is how women managers are treated by men. They often receive differential treatment, reinforcing the stereotypical view of being inferior and less important than men, resulting in not being offered challenging jobs and not being part of important organizational issues. The share of women in Indian Board room is much smaller than the global figure. Looking around, one struggles to find even a handful of companies headed by women or women at the helm of strategic departments. The study titled Understanding the
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Levels of Women Empowerment in the Workplace, released on December 14, 2005 by the Confederation of Indian Industry (CII) reveals: only 6% of the total number of employees working in medium and large scale industries constitutes women, with 18% in medium and 4% in large companies Incidence of women employed at managerial levels of companies was only 16% at junior levels, 4% each at the middle and senior levels, and almost nil in organizational leadership positions
to counter sexual harassment
positions was quite low Women may also fall behind because of the career/family conflicts arising from the purportedly long hours, heavy travel commitments, and inflexible schedules of most high-powered finance and corporate. Woman has been forming a considerable part of the US workforce for decades now. Efficiency of woman to succeed professionally has been acknowledged all over the world. Nevertheless gender discrimination in the work place did exist and still better education opportunities more and by working towards a stable
continues in one form to another. With
more woman are opting for financial independence
carrier. Today almost every field was earlier touted as being man only has been pervaded by woman. If a woman qualifies on the basis of all the requirements of a profession than there is no reason why there should be gender discrimination in the workplace. Although laws have been passed in most of the countries to provide equal opportunities at the workplace for both man and woman the fact that woman and the glass ceiling still exist. Womens energy needs in India, like in other parts of the world, significantly differ to those of men due to their gender specific roles and responsibilities, as well as different priorities. One of the issues that has gained increasing recognition in relation to womens energy needs over the past decade is the use of better cook stoves. In India,
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approximately 80 per cent of rural homes and 20 per cent of urban homes rely on solid fuels like wood or dung for cooking. As a result, more than 100 million homes suffer unsafe exposures to cook stove smoke. According to World Health Organization estimates, this exposure causes nearly 500,000 women and children in India to die prematurely each year.7 As a result a number of important cook stove projects are underway in India, including through the trade union Self-Employed Womens Association (SEWA), which intends to sell 200,000 energy efficient cook stoves over three years to its poor, self-employed women members in Gujarat, Rajasthan, Uttar Pradesh, and Bihar. The cook stoves use less firewood, emit less smoke and greenhouse gases and take less time to cook on. They will cost approximately Rs 2,500 to 3,000 (US $ 55 to $ 60). Most of our women members are below [the] poverty line. The average income of our poor women is so low (approx US $ 50 per month or a little less than US $ 2 per day) that they cannot afford to buy an efficient cook stove, says Reema Nanavaty of SEWA. As a result, SEWA will buy the stoves in bulk to reduce the cost and provide loans to their members to enable them to access them with small monthly payments. Studies from different areas where cook stoves have been deployed already show that their economic benefit far outweighs the burden of the monthly payment. However, SEWA emphasizes the need to conduct evaluations in each district due to differences in occupations, culture and environment.8 these efforts are of great importance given the health and environmental impacts of cooking fuels. At the same time, experts like Govind Kelkar at UN Women in India emphasize that women need to be seen beyond their domestic roles, as individuals whose lives will be impacted by energy projects in a myriad of ways. Women are seen primarily and solely as cooks. There are no efforts to improve womens work in agriculture and informal employment and even in terms of work in exports like cotton or chickens or garments and their energy needs, says Kelkar. Women are seen in the domestic sphere and not in other spheres. Figures show that women make up 82 per cent of agricultural labor in rural areas. This is significant. They need attention. Looking more broadly at the roles women play and the needs they have identified for energy, a field survey conducted by Indian NGO the Vasudha Foundation reveals some of the trends in womens priorities in rural India. Of those surveyed, on average rural women felt that 10 per cent of energy resources were needed for cooking with 30 per cent for flour mills and livelihoods activities, 40 per cent for water pumping and irrigation (15 per cent of which was needed for household
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drinking water), 20 per cent for lighting, particularly for students to study, and 5 per cent for entertainment.9 As indicated by this data, water is perhaps the most pressing issue for women in relation to energy use, particularly in the face of climate change. In meetings with villagers across Jharkhand through local NGO Judav, women raised the issue of increasing pressure on water resources and the need for energy resources to make water accessible. This has greatly hampered agricultural production and in many cases the resulting failure of agriculture has forced people to migrate elsewhere or rely on government labor schemes. In Sadhujore, a Shantali-speaking tribal village, Pumani Devi, an elder of the community, spoke of the three years of drought they had been facing, which she had never seen before in her 55 years, and the crippling effects it had on agriculture. If we had enough water and electricity we would be able to improve our farming and we want to be able to improve our agriculture, she said, continuing to tell of how little water was available and how much further they had to travel in search of it without electric pumps. The village is being connected to the grid through the Rajiv Gandhi government electrification scheme.10 However; the connection has brought them little if any electricity thus far. While many in India struggle to access energy, women have played an important role in confronting energy projects they deem unsustainable, or from which they are excluded, or of which they unduly bear the burdens. Chitaroopa Palit has been involved with the Narmada Bachao Andalan social movement for the past 20 years, confronting a series of dams that are to be built throughout the Narmada River Valley, many of which are to be used for hydroelectricity. Energy decides our lives If women are going to make decisions about their lives they have to be able to make decisions about energy, says Palit . Many women have shown the world that woman can achieve anything with hard word gender basis means nothing to them and there is no short cut for success. Only the hard work is the way for success here are some powerful womans of India who showed the world that woman can achieve whatever they want with their talent, brain power and hard work.
CHANDA KOCHER: CEO & MD ICICI BANK Chanda leadership qualities have been evident from the time she started carrier. She has built a brilliant carrier while
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nurturing a family as a devoted mother and wife, she is outstanding example for woman everywhere. SHIKHA SHARMA: MD & CEO AXIS BANK she has an impeccable pedigree
which includes education from IIM Ahmadabad. She amply demonstrated her managerial skills at ICICI, setting up ICICI securities joint venture between ICICI and JP Morgan and successfully steering ICICI Prudential into the position of the second largest life insurer in the country. Now she is building an institution diversified enough to leverage the Indian growth story. INDRA NOOYI: PRESIDENT AND CHIEF EXECUTIVE OFFICER OF PEPSICO the world fourth largest food and beverage company. According to forbs magazines 2006 poll, Nooyi is the fourth most powerful woman of the world. She would take over as chairperson of PepsiCo on May 2, 2007. AISHWARYA RAI BACCHAN: The 1994 Miss World is one of the biggest names in bollywood. She had made international headlines and she brought Indian beauty into global focus. SONIA GANDHI : The congress president and the chairperson of the ruling United Progressive Alliance Sonia was named the third most powerful woman in the world by Forbes magazine in 2004 and currently ranks 13th. She said no to prime minister ship in 2004. But she wields more power and the opposition parities called her a super PM.
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Objectives and scope
OBJECTIVES OF THE STUDY To share different experiences of the womans working in the cooperate
sector and see what challenges they are facing in the cooperate world. To trace the problem at hand from the social/religious and cultural theories
and practices of which is different at some point to totally compare woman and men to be the same or different on the other hand. To understand the awareness among women about various schemes and
agencies promoting their working in India.
Women hold a key position in the shaping of the next generation, and in the
life of there. To identify major factors promoting / hindering women working in India.
Scope of the study
The objective of the study is to share different experiences of the womans working in the cooperate sector and see what challenges they are facing in the cooperate world. We can trace the problem at hand from the social/religious and cultural theories and practices of which is different at some point to totally compare woman and men to be the same or different on the other hand. The fact is that there are so many cases which demonstrate how woman are undermined in the corporate and the other forms of institution. Many woman struggles finding better ways to balance work and life and often this guilt comes from outside sources like pressure from Husbands, Family and friends. Some women opt to travel less to have more time for their family and friends. Gender lines are drawn early and exclusions for woman continue throughout adulthood .Not only woman discrimination against private business but also by the federal government. Gender basis began elementary school continuing into collage.
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Women hold a key position in the shaping of the next generation, and in the life of their husband. Just as men have disappeared from the landscape of the home, women have disappeared as well. While the Industrial revolution, and other factors, contributed to the man becoming uninvolved in the family, there are factors that have contributed to the woman becoming second rate in the family. The high cost of living in modern society has put the family in the position where both adults must work full time jobs to survive. While many people do this purely to obtain a lot of possessions, many do so out of necessity. There is absolutely nothing wrong with women working a job outside of the home. In the Bible, the book of Proverbs mentions the woman of virtue working outside of her home. In the last chapter of Proverbs, she is pictured as working long hours to help her family with making money. The problem occurs when, after coming home from work, both parents do not put in an equal amount of energy into home. The apparent preference of women scientists and engineers for jobs outside the industrial sector and the larger exit rate of women than men from industrial employment suggest that women perceive the climate in industry as less than favorable for a scientific or technical career. Conference participants identified a number of underlying causes of this apparent inhospitable climate for women. Barriers that inhibit progress for women scientists and engineers in industry were found at every stage of career development: Recruitment and hiring practices that creates de facto entry barriers for women, Aspects of a male-oriented corporate culture that is hostile to women, Paternalism, allegations of reverse discrimination, Sexual harassment, different standards for women and men, Disparities in the distribution of high-quality job assignments, salary discrepancies Based on one's sex ,Failure of corporations to accommodate workfamily issues, and Difficulty for women to advance into management. We define these barriers, present evidence of their persistence in corporations, and review the understanding that emerged at the conference of their impact on women. In particular, we focus on institutional or cultural attributes of corporations that (1) limit access of women to jobs, (2) create less than favorable working conditions for women, and (3) lead to high attrition rates for women in industry. Later chapters will examine corporate initiatives aimed at neutralizing these negative factors and will offer strategies that can help women overcome them. During the past decade, the
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environment for multinational corporations has been quite volatile, with numerous challenges for the firms operating in this arena. However, throughout this period there have emerged a number of executive leaders who have been recognized for their contributions to organizational excellence and leadership despite the environmental fluctuations. But invariably even few years back women power was not so welcome to hold & glorify the top positions of different corporate houses. Several myths were there & so women employees used to face barriers while climbing up the corporate ladder. But time and again women power have proved them, succeeded over those imposed barriers & made major contribution towards organizational excellence. Excellence is a word associated with such things as being first-class, distinctive, the best obtainable, and superior, above par, top-notch, perfect, exceptional, uncommon, unique, and even transcendent. Attempts at becoming an excellent organization have spawned terms such as best practice, best-in-class, and world class manufacturing and are usually associated with a holistic approach to competitive advantage. Here are some typical components which are necessary for an organizational excellence:
* Great people * Great place to work * Solidly and consistently profitable * Trusted by customers * Recognized innovator * Best products and services * Most efficient
The present study deals with those barriers which a woman faces while climbing up the corporate ladder. The perceived notion is women are ruled by heart and not head, they personal life gats priority over professional life. These restrict the species called "women" from being accepted whole heartedly in any organization and from getting due recognition for her contribution towards organizational success. Can the
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qualification of being male & not a female employee of an organization ensures organizational excellence? If the answer is "no", then why the corporate world is putting barriers only for its women employee? Now a days organizations in the way of achieving excellence are working towards removing any sort of discrimination from their work procedure, they believe in the women competence for achieving organizational excite first generation of women at the workplace had it a bit tough. The 20-somethings of today will have it much easier because the women in their 30s are already reporting more openness to their leadership" said Ketaki Gupte, founder of Reflex ion. Does this imply that India Inc. is trending towards incorporating a higher strength of women managers in the workforce? About the same time last year ,IE reported a study by Industry body Ascham which said the emergence and growth of the service industry has seen an increase in the number of female employees and women managers, especially in the private sector. In terms of the percentage of women in executive positions, the same study reveals that there is still a lot of catching up for women managers to be done. However, India Inc may very well have now become open to women leaders in the workforce. Naveen Puri, Assistant VP of Genpact spoke about his feelings when Vidya Srinivasan was becoming his new boss, heading an infrastructure giant in India "Her collaborative techniques and mentoring have been more effective than any male boss. She doesnt sugar-coat critical feedback which helps improve work quality" he said. llence.Another important stressor for employed women is the lack of career progress. While this is a potential stressor for all employees, it is particularly problematic for women because they are clustered in the lower levels of the hierarchy. For example, women hold only 2% of senior management positions and only 5% of corporate board positions (Friedman, 1988). An explanation for this finding is that stereotypes and biases of male decision-makers prevent women's career advancement. The barrier formed by these biases has been referred to as the "glass ceiling." The well-known Framingham Heart Study showed that women's health may be jeopardized by such barriers (Haynes & Feinleib, 1980). One of the major predictors of coronary heart disease among female clerical workers was decreased job mobility. Furthermore, women reported more job changes but fewer promotions than did men, indicating that their upward mobility may be severely constrained.
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Research Methodology
RESEARCH METHODOLOGY This report is based on primary as well secondary data, however primary data collection was given more importance since it is overhearing factor in attitude studies. One of the most important users of research methodology is that it helps in identifying the problem, collecting, analyzing the required information data and providing an
alternative solution to the problem .It also help in collecting the vital information that is required by the top management to assist them for the better decision making both day to day decision and critical ones. Data sources: Research is totally based on primary data. Secondary data can be used only for the reference. Research has been done by primary data collection, and primary data has been collected by interacting with various people. The secondary data has been collected through various journals and websites. COLLECTION OF DATA: The Collection of data for the topic have been taken from the different sources International Sources: From the international agencies such as World Bank, ILO, WHO From internet where these agencies publish comparative data . Government sources: from direct interaction with the womans working in central, state and private banks government publications ect. Commercial sources: The sources include commercial research and advertising
agencies operation research group , Indian marketing research bearow (IMRB) . Industrial sources : The research department of the industry.
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Miscellaneous sources: from magnizes, Newspaper, Websites, Research generals, Reports of research studies conducted by scalars at university level and reports of research study at Institute .
Sampling: Sampling procedure: The sample was selected of woman who is working at ICICI Bank, Dehradun. It was also collected through personal visits to persons, by formal and informal talks and through filling up the questionnaire prepared. The data has been analyzed by using mathematical/Statistical tool. Sample size: The sample size of my project is limited to 50 people. Sample design: Data has been presented with the help of bar graph and line graphs etc.
Test used: Chi-Square Test Chi-square is a statistical test commonly used to compare observed data with data we would expect to obtain according to a specific hypothesis. For example, if, according to Mendel's laws, you expected 10 of 20 offspring from a cross to be male and the actual observed number was 8 males, then you might want to know about the "goodness to fit" between the observed and expected. Were the deviations (differences between observed and expected) the result of chance, or were they due to other factors. How much deviation can occur before you, the investigator, must conclude that something other than chance is at work, causing the observed to differ from the expected? The chi-square test is always testing what scientists call the null
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hypothesis, which states that there is no significant difference between the expected and observed result. The formula for calculating chi-square ( X2) is: X2= (o-e)2/e That is, chi-square is the sum of the squared difference between observed (o) and the expected (e) data (or the deviation, d), divided by the expected data in all possible categories.
Limitation: Some of the persons were not so responsive. Possibility of error Sample size is limited to 50 womans working in ICICI Bank, Dehradu out of these some have given the right answer. The sample size may not adequately represent the whole situation.
Some respondents were reluctant to divulge personal information which can affect the validity of all responses.
The research is confined to a certain part of Dehradun in data collection because many of women may have not given actual answers of my questionnaire.
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Data Analysis & Interpretation

ANALYSIS & INTERPRETATION OF THE DATA (a). Educational Qualification of working woman :
Case Processing Summary Cases Valid N Age Qualification * 50 Percent 100.0% Missing N 0 Percent 0.0% Total N 50 Percent 100.0%
Age * Qualification Cross tabulation Count Qualification graduation/PG undergraduate others 18-25 year Age 25-35 year 5 24 2 4 7 13 0 1 2 3 7 29 14 50 Total
35 - 50 year 5 Total 34
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CHI SQUARE ANALYSIS: CHI SQUARE TEST/ TEST OF INDEPENDENCE is used for analysis.
Null Hypothesis (Ho): age and qualification of woman are independent (H1): age and qualification of woman are dependent
Chi-Square Tests Value 10.205a 10.304 5.533 50 df Asymp. (2-sided) Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases 4 4 1 .037 .036 .019 Sig.
a. 6 cells (66.7%) have expected count less than 5. The minimum expected count is .42.
CONCULSION:
2
The table value of
for degree of freedom 4, the level of significance is .037.Since
the calculated value is .037 which is less than the table value. Null hypothesis is accepted age of woman and qualification is independent of each other.
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Graphical Representation:
INTERPRETATION From the above chart we can interpret that every age group of womans that are working in cooperates are highly qualified.
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(b) Years to get promoted in comparison to male colleagues :
Case Processing Summary Valid N Occupation * year to get prompted in comparison to male colleagues of the same post 50 100.0% 0 0.0% 50 100.0% Percent Missing N Percent Total N Percent
Occupation * year to get prompted In comparison to male colleagues of the same post Cross tabulation Count Year to get prompted in Total comparison to male
colleagues of the same post equal time govt. service 8 Occupation public sector 15 private sector 15 Total 38 longer 3 6 3 12 11 21 18 50
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CHI SQUARE ANALYSIS: CHI SQUARE TEST/ TEST OF INDEPENDENCE is used for analysis
Null Hypothesis (Ho) : Occupation and years to get promoted in comparison to male colleagues are in (H1): occupation and years to get promoted in comparison to male colleagues are dependent.
Chi-Square Tests Value .836a .870 .541 50 df Asymp. (2-sided) Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases 2 2 1 .658 .647 .462 Sig.
a. 2 cells (33.3%) have expected count less than 5. The minimum expected count is 2.64.
CONCULSION:
2
The table value of
the calculated value is .658 which is less than the table value. Null hypothesis is
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accepted occupation of womans and years to get promoted in comparison to male colleagues are independent.
INTERPRETATION:
From the above bar chart we can see that there are large number of womans working in public and private sector and it takes equal time to get promoted in comparison to male colleagues.
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(C) Have u ever faced sexual abuse of any kind by your boss or colleagues Case Processing Summary Cases Valid N You ever faced sexual abuse of any kind by your boss or colleagues * if yes took office any 13 26.0% 37 74.0% 50 100.0% Percent Missing N Percent Total N Percent
authorities
strict measures against it
You ever faced sexual abuse of any kind by your boss or colleagues * if yes office authorities took any strict measures against it Cross tabulation Count If yes office authorities took any strict Total measures against it Yes You ever faced sexual Yes abuse of any kind by your boss or colleagues Total Never 0 11 0 1 1 1 1 13 11 No 1 maybe 0 12
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Null Hypothesis (Ho) : Sexual abuse and the action took by office authorities are independent. (H1): sexual abuse and the action took by office authorities are dependent.
CONCULSION: The table value of

2
for degree of freedom 2, the level of significance is.002.Since
the calculated value is .002 which is less than the table value. Null hypothesis is accepted sexual abuse and the action took by the office authorities are independent in nature.
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INTERPRETATION: From the chart we can interpret that womans generally face the problem of sexual abuse in cooperate sector and the office authorities also took the strict measures against it.
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(d) If no, does u think office authorities will act in a fair manner if you face sexual harassment Case Processing Summary Cases Valid N You ever faced sexual abuse of any kind by you r boss or colleagues if no office authorities will act in fair manner if you will face it 38 76.0% 12 24.0% 50 100.0% Percent Missing N Percent Total N Percent
You ever faced sexual abuse of any kind by your boss or colleagues * if no office authorities will act in fair manner if you will face it Cross tabulation
Count If n office authorities will act in fair manner Total if you will face it Yes No not answerable You ever faced sexual Yes abuse of any kind by No 1 17 0 4 1 5 0 11 0 11 1 32 5 38
your boss or colleagues never 4 Total 22
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Null Hypothesis (Ho): Sexual abuse and the action that may take by office authorities are independent. (H1): sexual abuse and the action that may take by office authorities are dependent.
Chi-Square Tests Value 3.236a 4.965 .755 38 df Asymp. (2-sided) Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases 4 4 1 .519 .291 .385 Sig.

2
the calculated value is .519 which is more than the table value. Null hypothesis is rejected sexual abuse and the action that may take by the office authorities is dependent in nature.
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INTERPRETATION: From the graph we can interpret that the sexual abuse faced by the woman employees is there in cooperates but the office authorities will also act in the fair manner if there is any such problem.
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(e) Attitude of the boss towards the womans employees
Case Processing Summary Cases Valid N Attitude of your boss towards you * you have been asked to prove yourself 50 100.0% 0 0.0% 50 100.0% Percent Missing N Percent Total N Percent
Attitude of your boss towards you * you have been asked to prove your self to higher authorities Cross tabulation Count You have been asked to prove yourself to Total higher authorities yes Attitude of your boss Cooperative 10 towards you Total normal 11 21 No 2 11 13 sometime 3 13 16 15 35 50
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Null Hypothesis (Ho) : Attitude of boss and work load of womans are independent of each other (H1): Attitude of boss and work load of womans are dependent

2
for degree of freedom 2, the level of significance is.068.Since
the calculated value is .068 which is less than the table value. Null hypothesis is accepted the attitude of boss and the work load of woman are independent of each other.
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INTERPRETATION: From the above graph we can interpret that the attitude of the boss towards womans are normal and they often have to prove them to higher authorities.
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(f) What would you do when suffer from any kind of harassment?
Case Processing Summary Cases Valid N Do you feel hesitant to work with the male colleagues * what you will do when face 50 100.0% 0 0.0% 50 100.0% Percent Missing N Percent Total N Percent
harassment or gender discrimination
Do you feel hesitant to work with t he male colleagues * what you will d o when face harassment or gender discrimination Cross tabulation Count What you will do when face harassment or Total gender discrimination suffer silence Do you feel hesitant to Yes work with the male No 2 2 2 6 2 10 in quit job fight against
injustice 17 11 5 33 21 19 10 50
colleagues Total
never 3 7
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Null Hypothesis (Ho) : Hesitant to work with male colleagues and what to do when face sexual harassment are independent (H1): Hesitant to work with male colleagues and what to do when face sexual harassment are dependent

2
the calculated value is .199 which is less than the table value. Null hypothesis is accepted hesitant to work with male colleagues and what to do when face with the situation of harassment are independent of each other.
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INTERPRETATION: From the above graph we can interpret that womans dont feel hesitant to work with the male colleagues and most of the woman will fight against injustice if they will suffer any situation of harassment or intense gender discrimination.
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Findings and Conclusion

Findings In Dehradun in the Age Group of working woman 20-25 years were more in numbers. The second working age group was 25 32 years. In Dehradun most of the working women were Graduate or Post Graduate and below HSC there were very few in numbers. There is large gap in employment of women as they have prove them in every field they work. We can see how quickly the carrier of womans are growing in the corporate world .Gone are the days when we hardly could see any woman in the core management of the organization. Woman are increasingly taking up superior position in the cooperate world. Womans are ready to fight against injustice if they are faced with any situation of harassment or intense discrimination. Woman qualifies on the basis of all the requirements of a profession than there is no reason why there should be gender discrimination in the workplace. Woman have been found to have better verbal skills than men where as research shows that Woman have better visual spatial abilities. Women have shown the world that woman can achieve anything with hard word gender basis means nothing to them and there is no short cut for success. Women may also fall behind because of the career/family conflicts arising from the purportedly long hours, heavy travel commitments, and inflexible schedules of most high-powered finance and corporate jobs.
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Conclusion
Women since ages have silently witnessed the significant changes in society whether its countrys freedom, agricultural development, modernization, liberalization, privatization & globalization but one thing which has not changed satisfactorily is gender inequality in Indian society. This discrimination though age old still rules the society right from discrimination to not to give birth to girl child till not to give them opportunity in employment after marriage, women for their living & livelihood still majorly depends on familys decision which is almost absent in case of male members of the same society. From Vedic period till the now society looks for sacrifices from women not men. They have to strike balance between social, personal & professional lives. Corporate social responsibility towards women empowerment can become ray of hope in many ways right from changing attitude towards women in the society to making women independent financially, physically and socially and enabling them to stand on their feet. The motive behind joining CSR with women empowerment is to provide solutions to women related issues. Every project needs finance from society which can be amply supplied by big business houses but society should also become instrumental in developing womens status. Providing competitive jobs equal to men is not only providing bread and butter to women but also uplifting them, society can only develop when growth is equally enjoyed by every section of society though we have shining examples of women achievers in India like president Mrs Pratibha Patil, Indias nightingale Lata Mangeshkar , women astronauts late Kalpana Chawla and so on but these are in few thousand there is a need to have such achievements in lakhs and lakhs. when a girl in small village can also read these success stories and get inspiration and when right to get birth will be given to girl child then only our country will stand to be different at least in case of equal respect to women.
The philosophy is basically to give back to the society, what it has taken from it, during profit maximization and wealth creation it could take the form of community relationship, volunteers assistance programmers, healthcare initiatives, special education training programmed and scholarship, preservation of cultural heritage and environment etc.In the war for talent it is increasingly important for companies to
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attract and retain qualified and talented employees and to be the employer of choice either they are male or females. High involuntary turnover involves costly recruitment and training costs for new employees. Better recruitment and retention have been found to be a key motivation for employers to offer family-friendly policies and flexible working options. A large Indian telecommunication company reports a clear business case for flexible working conditions for woman. Thanks to flexible working arrangements 98 per cent of women returned after maternity leave which saved a lot of money of the company. Research on the business effects of family-friendly human resource management based on representative survey of 1001 companies in Germany found family-friendly policies. During the past decade, the environment for multinational corporations has been quite volatile, with numerous challenges for the firms operating in this arena. However, throughout this period there have emerged a number of executive leaders who have been recognized for their contributions to organizational excellence and leadership despite the environmental fluctuations. But invariably even few years back women power was not so welcome to hold & glorify the top positions of different corporate houses. Several myths were there & so women employees used to face barriers while climbing up the corporate ladder. But time and again women power have proved them, succeeded over those imposed barriers & made major contribution towards organizational excellence. Excellence is a word associated with such things as being first-class, distinctive, the best obtainable, and superior, above par, top-notch, perfect, exceptional, uncommon, unique, and even transcendent. Attempts at becoming an excellent organization have spawned terms such as best practice, best-in-class, and world class manufacturing and are usually associated with a holistic approach to competitive advantage. Here are some typical components which are necessary for an organizational excellence:
* Great people * Great place to work * Solidly and consistently profitable * Trusted by customers * Recognized innovator
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* Best products and services * Most efficient
The present study deals with those barriers which a woman faces while climbing up the corporate ladder. The perceived notion is women are ruled by heart and not head, they personal life gats priority over professional life. These restrict the species called "women" from being accepted whole heartedly in any organization and from getting due recognition for her contribution towards organizational success. Can the qualification of being male & not a female employee of an organization ensure organizational excellence? If the answer is "no", then why the corporate world is putting barriers only for its women employee? Now a days organizations in the way of achieving excellence are working towards removing any sort of discrimination from their work procedure, they believe in the women competence for achieving organizational excellence. The role of women worldwide is undergoing a dramatic change. Women today share the podium with men in almost all fields, be it kitchen or in defense. Working women are no longer a rarity and are now accepted as an integral part of the working force. Indian organization has experienced a steady increase in the number of women employees and this pattern is bound to continue in the future as well. Women recently began to join the ranks of managers in large numbers. But women at the top management positions are still a rare species. Globally, they comprise only 10 percent of senior managers in Fortune 500 companies, less than 4% are in the uppermost ranks of CEO, president, executive vice-president and COO and less than 3% of them are top corporate earners. In India too, it is no different. May be the situation is worse. Though statistics elude, if we look around, we will not find even a handful of companies headed by women or women at the helm of strategic departments. Major road blocks for women who aspire to achieve and succeed in organizations are the presence of social and role of constraints imposed upon them by society, the family and women themselves. These constraints are referred as myths fostered and sustained with preconceived ideas and unsupported evidence, which generate guilt in women. Myths applied to women in Cooperate sector: * Women switch jobs more frequently than men.
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* Women would not work if economic reasons did not force them into the labor market. * Women fall apart in a crisis. * Women are too concerned with the social aspects of their jobs and cannot be trusted with important matters. * Women are more concerned than men about working conditions. * Women are not willing to travel extensively for the organization. * Women put their heart above their head, so at time they become over emotional. Although the number of women in the workforce has increased and will continue to increase in the fields of governmental service and education, the advancement of women into management has not kept pace with increase of working women. The reasons are: * Society has its own stereotypes & biases against women in executive positions. Women are viewed as fragile & lacking in the qualities that are considered beneficial to be effective managers. Traditional masculine traits have higher perceived value than feminine traits in management world. * The position which the individual hold within the organization shapes the traits and the behavior they develop or posses. Women often secure positions that have titles with little real power or supervisory authority. * Mentoring plays an important role in the advancement of women into management positions. However, mentoring is often limited for women, which in turn results in a lack of access and training that aids in advancement within the organization. * Women managers had to face the glass ceiling. Majority of women because of glass ceiling are unable to advance their career. * To complicate matter worse, women often have to deal with the complexities of the dual role as working women and mother. Women stereotypically take away from the time, which the women can spend on the job subsequently, which slow down their careers. Women managers with children are often looked on less favorable than those without children and they are viewed as being less committed.
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* Lastly, women managers also have their own inner battles, which need to be fought and overcome. Women need to develop the confidence and appropriate skills and attitudes which are needed to succeed in business. Women manager needs to establish their career goals and acquire determination to overcome the obstacles that exist to keep women from accomplishing their goals. Nevertheless, women who are at the top are determined to stay there and more are aspiring to reach there, glass ceiling or no glass ceiling. The term glass ceiling refers to situations where the advancement of a person within the hierarchy of an organization is limited. This limitation is normally based upon some form of discrimination, most commonly being gender and race. This situation is referred to as a "ceiling" as there is a limitation blocking upward advancement, and "glass" (transparent) because the limitation is not immediately apparent and is normally an unwritten and unofficial policy. Traditionally for women, work-life balance is just not as simple as managing work and personal life. Elements like family, chores, kids and many other aspects of being a nurturing figure come into play. This makes us wonder if multi-tasking, a skill which is highly desired in the corporate world, is actually an inbred and nurtured talent that Women bosses posses. Besides chores and responsibilities of a household, women are also seen playing peacemakers. Its really no surprise when Roopa Kudva, MD & CEO Crisil says "Some of these competencies come naturally to women: strong communication, running multiple agendas simultaneously, dealing with ambiguities and differences" when talking about managing multiple variables in the workplace. The "glass ceiling" is distinguished from formal barriers to advancement, such as education or experience requirements. The term is often credited as having been originally coined by Carol Hymowitz and Timothy Schellhardt in the March 24, 1986 edition of the Wall Street Journal. However, the term was used prior to that; for instance, it was utilized in a March 1984 Adweek article by Gay Bryant.In large organizations where women have managed to reach high level managerial positions, they are often restricted to areas less central or strategic to the organization, such as human resources & administration. It is still very difficult for women to move laterally into strategic areas such as product development or finance, and then upwards through the central pathways to key executive positions in the pyramidal structures that is characteristic of large organizations. Sometimes these barriers are called "Glass Walls".Apart from Glass Ceiling there is another term
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known as Glass Elevator (or glass escalator). This means the rapid promotion of men over women, especially into management, in female-dominated fields such as nursing. However, in order to overcome such insurmountable obstacle, women need to seek support. Success today requires organizations to best utilize the talent available to them irrespective of the gender. To do these, barriers to upward mobility for women needs to be removed. Organizations need to redefine & restructure the organization systems to respond to the dilemmas faced faced by women managers. Organization has recognized that female executives offer a wealth of talent. Often women become 'super women' to respond to being equal. The striking part of women managers is that they are very good at juggling around tasks. One of the strongest skills is their ability at multi-tasking. Also women managers bring with them a different style & different skills. Research also confirms that women managers see things laterally, intuitively and differently. They can handle more contradictions, can tolerate more and deliver much more than men. to be aggressive are stereotyped responses which feed and multiply on themselves. The reality is that women in general and women managers in particular have a different value system, which they bring to the organization. Management studies on the gender initiatives taken by the corporate world show that companies have followed three approaches: there are some companies that like their women employees to be a part of the 'boys', adopt masculine styles of functioning, play golf, take on tough assignments in factories or overseas and be assertive leaders just like the men. Other companies recognize that women do the same work but they have different needs that require be addressing and accommodating at the workplace. Hence, they offer their women employees not only the statutory maternity leave, but other conveniences as well. So, inbuilt in their system are flexible working hours, working from home, allowing women transfers easily (when the husbands move) or even being amenable to women choosing alternate career tracks within the organization itself. The third set of companies goes the whole hog. They not only accommodate women employees, but recognize that women bring with them a difference in approach and attitude to the workplace. Hence, they also place them appropriately, so that their skills and interactive style of leadership brings gains to the organization. However, management studies on gender equity also recognize that all the three approaches have their limitations. That being part of the boys' golf game or making use of flexi hours or even being praised for bringing in the 'feminine' approach to running an organization do not change the essential gender inequity inherent in the
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system. that would require a larger social change and more so, a drastic shift in perspective. Therefore women in corporate India are aware of the constraints they work under and obviously try to make the best of the bargain. They typically bear a disproportionate amount of responsibility for home and family and thus have more demands on their time outside the office. And when they do reach the managerial level, they bring with them both silver lining and dark clouds. But they flower, if they are allowed to flower, despite all the obstacles, which are mainly societal and perceptual. Right now Indian women are experiencing the perfect storm and it is very intense. What we see is a very unusual configuration of intense ambition, great achievement and also intense social pressure. About 58% of women professionals live with their elders, so elder care issues are much more onerous in India than in the West. And the issue of childcare is mitigated, so it is a different picture from the West. In recent years much has been learned about the unique stressors which employed women experience, as well as some of the health-related outcomes resulting from these stressors. Policies and programs need to be developed that are preventive in focus in order for women to maximize their career potential, and for organizations to benefit from the rich resources that women bring to the work force.
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SUGGESTIONS & RECOMMENDATIONS
The most vital problem spotted is of ignorance if any female suffer from gender discrimination or eve teasing ect. They ignore it they should come forward and fight against it.
To understand the awareness among women about various schemes and agencies promoting their working in India womans should also keep in touch with all those Woman should set the targets for themselves so that their goals are clear what they want to achieve Work life balance should be maintain so that work and family both can be well maintain
There is a lot of difference in the cooperate life from outside and inside if we see it from outside it looks nice but when we go inside we feel that teaching or other sector like health care are better
Woman should directly talk with their boss if they have any kind of problem in working in spite of suffering or leaving the job. Woman are the future of our society they should come ahead and work when their number in cooperate increase then only gender discrimination will stop.
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Progress however in the cooperate is slow and the improvements which are being witnessed in the corporate sector are low but the coming time will surely bring the changes. Percentage of working woman presently is very less but in the future it will surely increase as woman has proved themselves in every field.
Woman qualifies on the basis of all the requirements of a profession so there is no reason why there should be gender discrimination in the workplace. Woman in cooperate India are aware of constraints they work under and obviously try to make the best of the bargain.
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BIBLIOGRAPHY
WWW.SBIMF.COM
International Labor Office (ILO) , Promoting equity : Gender neutral job evaluation for equal pay : A step by step guide available at www.ilo.org McKinsey and company , Woman matter Gender diversity a cooperate performance driver available at Bank , Gender Equality as Smart Economics . A World Bank group gender action plan available at siteresources.worldbank.org Work Life balance at cooperate sector available at www.citehr.com Gender Equity and the Cooperate sector available at www.unece.org European foundation for the improvement of living and working condition. Woman at Work : Paths at equity available at www.eurofound.europa.eu Gender Discrimination at Workplace article available at www.buzzle.com www.mckinsey.com World International Labour Office , Global Employment trends for woman
available at www.ilo.org Woman urged to strengthen cooperate sector Where do woman do most of the hard work The Hindu The New York Times
Woman Power available at Praxis from the publisher of The Hindu
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QUESTIONAIRE
A study of Growth of Woman in cooperate sector : Hard Work or Gender Basis 1. Personal Details: (a). Name:(b). Add: (c). Age:d). Qualification:- Pl tick () Graduation/PG Under Graduate Others Phone:-
(e). Occupation. Govt. service Public sector / Private Others
(f) Since how many years have you been in these occupations? 2 yrs 10 yrs 15 yrs
(g) How much time did it take for you to get promoted in comparison to male colleagues of the same post? Equal time Longer Earlier
(h) Were you told by people to have received promotion on the basis of favoritism or hard work? Yes No Sometime
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(i) How many hours do you work? 6 hrs 8 hrs 8 hrs
(j) Are you considered to work less than men? Yes No Sometime
(k) How is the attitude of your boss towards you? Cooperative Normal Chauvinism
(l) Have you ever been asked to prove yourself to higher authorities? Yes No Sometime
(m) Are you given easier jobs at work as compared to male candidates? Yes No Sometime
(n) Are u provided with enough incentives and facilities as compared to man? Yes No Sometime
(o) Do you sometimes feel hesitant to work with the male colleagues because they sexually harass or underestimate you on the basis of gender? Yes No Never
may
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(p) Do people draw conclusions about your character, reputation and attitude the way they like? Yes No Maybe
(q) What kind of women do you think men prefer to work? Flirtatious Reserved Friendly (r) Have u ever faced sexual abuse of any kind by your boss or colleagues? Yes No Never
(s) If yes, did the office authorities took any strict measures against the accused person? Yes No Maybe
(t)If no, do you think the office authorities will act in a fair manner if u face sexual harassment? Yes No Not answerable
(u) Do you suffer from any health complications like mood swings, depression, concentration problems etc. due to problems at workplace? Yes No Not answerable
(v) What do you think may be the possible causes of these health problems? Job stress Personal problems Other problems
(w) What in your opinion is more convenient when faced with the situation of harassment or intense gender discrimination?
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Job stress
Personal problems
Other problems
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Women Growth in Corporate Sector

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DISSERTATION REPORT

Submitted in partial fulfillment of the requirement

For the award of degree

MASTER OF BUSINESS ADMINISTRATION

UTTRANCHAL INSTITUTE OF TECHNOLOGY, DEHRADUN

SUBMITTED TOMISS.SHWETA CHAUHAN FACULTY-UIT

SUBMITTED BYKRITIKA JOSHI MBA 4 SEM

TO WHOM IT MAY CONCERN

Project Guide Miss SHWETA CHAUHAN

With sincere thanks KRITIKA JOSHI

Kritika Joshi MBA 4 SEM

CONTENTS Acknowledgement Declaration Executive Summary

OBJECTIVES AND SCOPE

2426 2744 4552 5354

Gender perspectives on health and sick-leave

Consequences of sickness absence

Occupational gender segregation

impact on health development, sickleave and return to work possibilities in women.

Work characteristics and work-related stress

to counter sexual harassment

continues in one form to another. With

more woman are opting for financial independence

Objectives and scope

agencies promoting their working in India.

Scope of the study

Data Analysis & Interpretation

The table value of

for degree of freedom 4, the level of significance is .037.Since

(b) Years to get promoted in comparison to male colleagues :

The table value of

for degree of freedom 2, the level of significance is .658.Since

strict measures against it

CONCULSION: The table value of

for degree of freedom 2, the level of significance is.002.Since

your boss or colleagues never 4 Total 22

CONCULSION: The table value of

for degree of freedom 4, the level of significance is .519.Since

(e) Attitude of the boss towards the womans employees

CONCULSION: The table value of

for degree of freedom 2, the level of significance is.068.Since

harassment or gender discrimination

CONCULSION: The table value of

for degree of freedom 4, the level of significance is .199.Since

Findings and Conclusion

* Best products and services * Most efficient

SUGGESTIONS & RECOMMENDATIONS

Woman Power available at Praxis from the publisher of The Hindu

(e). Occupation. Govt. service Public sector / Private Others

(i) How many hours do you work? 6 hrs 8 hrs 8 hrs

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