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Abstract:

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

senior management position have to face. Therefore some variables need to be interpreted to

make the understanding more clear about workplace discrimination faced by women. In our

survey we have used discrimination, family and child, company environmental factors, mentors,

culture, recognition and career advancement as our variables.

Introduction

With the modern work environment emphasizing feminine relationship-building skills to the

exclusion of masculine competitive instincts, the idea that women make better leaders than men

is gaining ground. But many women in conjugal life do not feel comfortable to play dual role in

family and children and career. Women have to face critical problem during cooperation with

male workers.Developing field of the "psychology of work satisfaction is a key determinant of

effective career planning for organizations, and both for man and woman.

Efficiency of women to succeed professionally has been acknowledged all over the world.

Nevertheless gender discrimination in the workplace did exist and still continues in one form or

the other. With better educational opportunities more and more women are opting for financial

independence by working towards a stable career. Today almost every field that was earlier

touted as being men only has been pervaded by women. If a woman qualifies on the basis of all

the requirements of a profession, then there is no reason why there should be gender

discrimination in the workplace. Although laws have been passed in most countries to provide

equal opportunities at the workplace for both men and women, the fact is that 'women and glass

ceiling still exist. (ref. article:1- M. Linehan and J. S. Walsh. Breaking the glass ceiling; British

Journal of Management, Vol. 12, 8595 (2001)

In addition, however, the path between the mother's employment status and child outcomes is along one; there are many steps in between. To understand how maternal employment affects the

child, it is needed to understand how it affects the family because it is through the family that

effects take place. Most of the time it is very difficult for women to maintain family life and

work life together. It is found that most of the women hardly manage their family commitment

and commitment to their work together. Married respondents with children believed that


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partaking in international assignments created more conflict for them, and they were always

conscious of the difficulties their careers caused for family members. (ref.article:1- M. Linehan

and J. S. Walsh. International career versus relationship and child-rearing conflicts; British

Journal of Management, Vol. 12, 8595 (2001) Workfamily conflict is experienced when

pressures from the roles of work and family are mutually incompatible, such that participation in

one role makes it more difficult to participate in the other (Greenhaus and Beutell, 1985).

Various studies have shown that women continue to take responsibility for household tasks and

childrearing, regardless of how many hours they work outside the home (Hochschild, 1989;

Lewis and Cooper, 1987; Pleck, 1985). (ref.article:5-M. Linehan and J. S. Walsh. Workfamily

conflict; British Journal of Management, Vol. 11, Special Issue, S49S58 (2000)

Working women should receive equal pay for equal work. Management support for working

women in balancing responsibilities between family and work for many companies nowadays

indicates that they are very supportive. Company should value the work of a female worker

equally as that of a male worker and company policies should also be equal for both male and

female. A number of senior women felt that organizations viewed the performance of men and

women differently. (ref.article:2-Careers of Senior Men and Women. Constraining factors;

British Journal of Management, Vol. 19, S141S149 (2008)

"Importance of Mentoring in the Workplace" reveals that the majority of women have a formal

or informal mentor-someone who has influenced their personal and professional development

and contributed to their career success. Male mentors help women they mentor by providing

general business training, leadership opportunities, coaching feedback and advice as well as

networking and advancement opportunities. Women also noted that they learn negotiating skills

from their male mentors. By contrast, if a mentor is a woman, the most essential contributions

include informal fellowship, guidance within the corporation, motivation and encouragement.

There are not enough women in senior international managerial positions yet to act as mentors

for other women. As a result, female managers are more likely to be mentored by males. The

findings establish that the mentors gender does not influence the effectiveness of the mentoring

relationship. (ref.article:1- M. Linehan and J. S. Walsh. Mentors; British Journal of

Management, Vol. 12, 8595 (2001)


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The entrenched cultural norms affect the progress of women into and through the ranks of

management. A culturally disparate, economically similar society is used to seek an insight into

female progression up the corporate ladder. Employs are in a social-structural framework for

analysis to explore comparative statistics. Conclude that cultural differences substantially

influence the social, organizational and legal mechanisms that encourage or discouraged

discrimination. Women in our culture are not allowed to work long than men because it is

perceived negatively. Womens success in achieving senior post varies-it is greater in the

profession than in the corporate management and there are some evidence that it is greater in

female-dominated than male-dominated industries. There is also evidence that women movement

into senior positions is affected by place. In Wales, for instance, women appear to be particularly

disadvantaged, fairing less well in professions than their counterparts in England. Differences are

always attributed to Wales culture, particularly the legacy of mining and heavy industry and the

associated cultural stereotype of the Welsh mam. Despite such differences, the significance of

place in explanations of womens under representation in senior management has largely been

ignored. The similarities of womens experiences across industries and occupations have been

noted rather than any differences between them. (ref.article:4-Nickie Charles and Charlotte Aull

Davies. Cultural stereotype; The Editorial Board of The Sociological Review 2000)

If female workers feel that they are valued by the company they will be more devoted to their

work. The company should provide the employees with moral encouragement. Employees under

a female senior manager of a company should follow her instruction and try to appreciate her for

her work. Nowadays it has been observed that in different organization women are in senior

management position and they are doing better than their male counterpart. In business, there are

few women who are role models and who have done exceptionally well. There is no reason why

there should not be at least as many women at the senior level as there are men. (ref.article:1-M.

Linehan and J. S. Walsh. Tokenism and lack of female role models;British Journal of


After decades of progress, today's working women still report significant barriers to career

advancement. Women are still facing challenges when it comes to career opportunities and


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advancement. Women have to look very hard for advancement opportunities and make it a

priority. A man is expected to advance, be promoted throughout his career. A woman has to

prove herself over and over for each upward move. Work/life balance is so difficult for women.

Children, aging parents, home responsibilities all seem to be more women's issues. Women look

for challenge rather than status. All the senior women did talk about seeking challenges, and the

lack of opportunity for personal growth or challenge was identified as an important reason for

seeking new opportunities. (ref.article:2-N. Cornelius and D. Skinner. Characteristics of

participants;British Journal of Management, Vol. 19, S141S149 (2008)

Significance of the topic:

In the last half of the 20th century labor force participation rate of women is increasing. But in

most of the cases women managers remain concentrated in junior and mid management position

and the percentage of women in high management is very low. It is found from research that

majority of women are employed in junior managerial positions. In the higher management

position, international moves are obvious. But women have to face lots of difficulties for their

movement in the career. It is a kept challenge for Human resource management policy to

develop effective strategies to overcome discrimination against women otherwise; it will be

costly to organizations and will limit the potential supply of managers.

Discrimination is one of the main factors for the development of female career in high

management. The issues might be found that women are not seen as equal as man in terms of

skills; women are stuck in mid level because of gender , women are not always paid on equal

basis, man's achievement got more exposure than women and opinions of man worker gets more

preference.

Workfamily conflict is experienced by women worker often when pressures from the roles of

work and family are mutually incompatible, such that participation in one role makes it more

difficult to participate in the other.

Company and environmental factor plays important role in womens career development.


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Getting proper mentor considering gender in Career development is very important. Scarcity of

women mentor, considering men as effective mentor are the difficulties in the issue. Culture in

workplace is a big issue for womens career satisfaction. Recognition and career development is

critical aspect for womens career development.

Literature review:

Gender relations are rooted in organizational life. However, these relations are constructed

within the particular organizational context and vary across organizations and societies

(Tienarietal.,2002). Regardless of equal opportunities policies and rhetoric of parity and fairness,

gender relations are often based on asymmetries which reinforce the inequalities between women

and men in organizations. While the idea of gender neutrality has been abandoned (Calas and

Smircich, 1992; Gherardi, 1994; Mills and Tancred, 1992; Mavinet al., 2004), inequalities are

often revealed by numerical discrepancies between men and women in certain positions (e.g.

managerial). Research (Alvesson and Billing,1997; Collinson and Hearn, 1996) has shown the

role of gender in organizational functioning and has highlighted the importance of considering

whether managers are men or women when understanding organizational behavior. As most

managers are men it is important to consider the role of women managers and investigate the

construction of womens identities in male dominated working environments. The construction

of identities is seen as a fluid and continuous process of negotiation taking place within the

working environment and society in general. Gender construction is embedded in societal and

organizational practices and although practices and relations change in different times and in

different settings, it is likely that organizations remain dominated by men and masculine

traditions (Kerfoot and Knights, 1993). The sector of higher education is characterized by

specific aspects which make it distinguishable from the business world. However, in higher

education, as well as in business, men and masculine values are dominant (Whitehead, 2001).

Statistics show that men represent the majority of academic staff (in the UK men represent 63

per cent of the academic staff and occupy the most senior academic and managerial positions;

Munford and Rumball (1999) report that only 7 per cent of universities worldwide are managed

by women.


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Women around the world are becoming more qualified in terms of both education and

experience at work and currently represents more than 40 per cent of the global workforce. Yet

their share of management positions remains unacceptably low, with just a tiny proportion

succeeding in breaking through the glass ceiling. Those who have reached these

positions are constantly faced by a lot of challenges from the environment, family as well as their

male colleagues. The representation, although miniscule, the number of women in senior

management in companies are increasing be it the top or middle management

Issues:

1. Slower career growth: the persistent stereotype of managers being male is a key issue in bringing

more gender equality into career paths. Moreover, slowness in career of women also stems from

the fact that they typically move into support functions rather than line management, which lead

to senior positions. The cause could be attributed to the perception that women might not be

committed to their careers, would not be willing to transfer and relocate and are not competent

enough. The true picture is just the opposite. Survey shows that women are equally competitive,

are committed more than men, and have refused relocation lesser than men (Linda Wirth -2001

pp.104)

2. Different management style: Women are mostly dismissed because of their gender and their

different, yet authentic, style. Important points raised by a women at meetings and are ignored,

but when a man then restates it, everyone pays attention and addresses the issue. Research

continually shows that women are interrupted and/or dismissed in public, in boardrooms and in

general gender-mixed discussions many more times than men.

3. Tested: The typical scenario goes like this: "A woman walks in with her male associate (who

happens to report to her), and it is immediately assumed that he is her boss. Not only that, but

even when they figure out that she is the boss, she have to go through this process of being tested

on whether she knows her stuff, how she made it to the top, does she have the 'right' experience,

etc."Everyone has experienced being "tested", but usually when a man is tested, the basis for the

test is not simply because he is male. But for a woman, this is not generally the case.


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4. Excluded, avoided: The relationship building meetings are invariably guys stuff- the golf, drink at

the bar etc. Women feel excluded from these events and find this limits their ability to network

and have mentoring opportunities where they could contribute and learn.

Ensuring effectiveness: Any attempt to ignore the differences or "make them go away" is

doomed to fail, and rightly so. What is called for, and all-too-often lost in the debate, is an

approach that allows men and women to maximize their respective strengths in the workplace

and to recognize that true competitive advantage lies in an ability to allow those strengths to

coexist in a co-operative, supportive and aware workplace. Those organizations best able to

abandon the "battle of the sexes".

One of the most significant features of the global labor market in the last of the twentieth centurywas the increasing labor force participation rate of woman. In recent years, in particular, there

has been a;harris 1995; ) According to Vinnicombe andColwill (1995), women occupy about

10% of management positions in Europe and women managers remai n concentrated in junior

and middle-management positions .

Hypothesis Building:

Hypothesis 1: There is no significant relationship between discrimination and careeradvancement.Hypothesis 2: There is no significant relationship between family and children and career

advancement.

Hypothesis 3: There is no significant relationship between culture and career advancement.

Hypothesis 4: There is no significant relationship between recognition and company

environment factor.


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Research Methodology:

Primary source of data: Our conducted survey was our primary source of data. It was collected

by a structured questionnaire Our topic was to determine the position of women in senior

management. The subjects of our survey were various employees of the company Avery

Dennison.

Secondary source: Personal interview was our secondary source of data. Our objective was to

find out how the company operates and how women are treated in playing a role in those

operations. Our subject for the interview was the Human Resource manager of Avery Dennison.

Company

Environme

ntal

Factors

Family

and

Children

Culture Mentors


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Data collection method:

Primary data was collected by using a structured questionnaire. The employees were informed

about our motive to carry out the survey and were asked to answer the questions according to

their personal opinions to ensure the collection of unbiased and accurate information.

Secondary data was collected from an extensive personal interview from the Human Resource

The sample size was 100 and the data was then processed though SPSS a computer program for

statistical analysis through manager of Avery Dennison. which we found out through regression

which shows the relationship between a dependent variable and one or more independent

variablesand correlation to determine the degree of relationship between two variables. We also

conducted a reliability test to verify whether the data is reliable or not. Based on the answers the

calculations were made and a report was prepared to determine the position of women in senior

management.

Dependent and independent variables

Discrimination: Efficiency of women to succeed professionally has been acknowledged all over

the world. Nevertheless gender discrimination in the workplace did exist and still continues in

one form or the other.

Family and children: Most of the time it is very difficult for women to maintain family life and

work life together. It is found that most of the women hardly manage their family commitment

and commitment to their work together.

Company environmental factors: Working women should receive equal pay for equal work.

Management support for working women in balancing responsibilities between family and work

for many companies nowadays indicates that they are very supportive. Company should value

the work of a female worker equally as that of a male worker and company policies should also

be equal for both male and female.

Mentors: "Importance of Mentoring in the Workplace" reveals that the majority of women have

a formal or informal mentor-someone who has influenced their personal and professional

development and contributed to their career success.
http://en.wikipedia.org/wiki/Dependent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Dependent_variable


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Culture: The entrenched cultural norms affect the progress of women into and through the ranks

of management. A culturally disparate, economically similar society is used to seek an insight

into female progression up the corporate ladder.

Recognition: If female workers feel that they are valued by the company they will be more

devoted to their work. The company should provide the employees with moral encouragement.

Career advancement: After decades of progress, today's working women still report significant

barriers to career advancement. Women are still facing challenges when it comes to career

opportunities and advancement.

About the company

Avery Dennison is a recognized industry leader that develops innovative identification and

decorative solutions for businesses and consumers worldwide.

The Company's products include pressure-sensitive labeling materials; graphics imaging media;

retail apparel ticketing and branding systems; RFID inlays and tags; office products; specialty

tapes; and a variety of specialized labels for automotive, industrial and durable goods

applications.

Avery Dennison develops, manufactures and sells products through four groups of businesses:

Pressure-sensitive Materials, Retail Information Services, Office and Consumer Products and

other specialty converting businesses.

The company is mainly production based and has its City-office at Uday tower,no 57.Gulshan

Avenue, Gulshan 1,Dhaka 1212 and the production department is in Plot 167 -169 ,Dhaka EPZ

ext area ,Dhaka 1349 ,Bangladesh.


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ORGANIZATIONAL HIERARCHY

About the company

Avery Dennison

Reliability test:

Data analysis has been started with the reliable test of the collected data. Since the sample size

was only 100; it was assumed that if the alpha value greater than 0.6, the data would be treated as

the reliable.

Table: Reliability Test Result

NIPUN

Marketing

Customer

serviceHuman

resource

department

Global

product

development

Vendor

Sales

Retail and

branding

org

Manager

MD REFAT

ALAM

Assistant

Manager

MARIA

HAQUE

Manager

KAVITA

ISLAM

Assistant

Manager

EROSHA

ADHIKAR

Assistant

Manager

SYED S

AREFIN

Manager

SUBRATA

KUMAR

KUNDU

AssistantManager


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SL Dimensions Alpha Value

01 Discrimination -0.8832

02 Family and Children 0.6537

03 Company Environment factor -06650

04 Mentors -0.2300

05 Culture 0.2321

06 Recognition 0.8593

07 Career Advancement 0.5456

Factor analysis:

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

1. Discrimination: Rotated Component Matrix (a)

Component

1 2

Women are paid on an equal basis as men -.877 .179

Women are stuck in mid level management

because of their gender.846 .194

Men's achievements get better exposure than

women.650 -.407

Women are seen as equal to men .022 .777

Opinions of male workers are given morepreference than of female workers .132 -.695

Extraction Method: Principal Component Analysis.

Rotation Method: Varimax with Kaiser Normalization.

A Rotation converged in 3 iterations.

After factor analysis reliability test result is: Alpha = 0.4370

2. Company Environmental Factor: Rotated Component Matrix (a)

Component


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1 2

Company policies are equal for both genders of

workers-.890 -.046

Men are offered more facilities than women .878 -.034

Most of the companies today including yours, aremale dominated and oriented

.392 -.081

The work of a female worker is valued equally as

that of a male worker.166 .931

General attitudes towards women is friendly -.501 .767




After factor analysis reliability test result is: Alpha = 0.2331

3. Mentors

Component

1 2

Religion acts as a barrier towards working career .787 -.221

Women dont have enough opportunities to socialize with other

professionals as men do.652 -.015

Working late is perceived more negatively for women than for men .628 .334

The culture of this country acts as a major barrier in women's workingcareer

-.192 -.730

The culture doesnot allow women to do a lot of jobs which mennormally do

-.211 .643


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Component




After Factor analysis the reliability tests: Alpha = 0.2271

4. Culture: Rotated Component Matrix (a)

Component

1 2

Religion acts as a barrier towards working career .787 -.221

Women dont have enough opportunities tosocialize with other professionals as men do

.652 -.015

Working late is perceived more negatively for

women than for men.628 .334

The culture of this country acts as a major barrier

in women's working career-.192 -.730

The culture doesnt allow women to do a lot of

jobs which men normally do-.211 .643




After Factor analysis the reliability test: Alpha = .2972

Reliability Test Result After Factor Analysis

SL Dimensions Alpha Value

01 Discrimination 0.4370

02 Family and Children 0.6537

03 Company Environment factor 0.2331

04 Mentors 0.2971

05 Culture 0.4363

06 Recognition 0.8593


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07 Career Advancement 0.5456

Correlations Matrix

Correlation is done to analyze the relationship.


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Discrimi

nation

Family

and

Children

Company

Environment

factor

Mentor

s Culture

Recognitio

n

Caree

Advance

t

Discrimina

on

Pearson

Correlation 1 .473(**) -.607(**) .121 -.198(*) .166 .313

Sig. (2-tailed) . .000 .000 .232 .049 .099

N 100 100 100 100 100 100

amily and

hildren

Pearson

Correlation.473(**) 1 -.240(*) .093 -.168 .148 .396

Sig. (2-tailed) .000 . .016 .359 .095 .142

N 100 100 100 100 100 100

ompany

nviromenfactor

Pearson

Correlation-.607(**

)-.240(*) 1 -.153 .152 -.224(*) -

Sig. (2-tailed) .000 .016 . .129 .132 .025

N 100 100 100 100 100 100

Mentors Pearson

Correlation.121 .093 -.153 1 .250(*) .029 -

Sig. (2-tailed) .232 .359 .129 . .012 .776

N 100 100 100 100 100 100

ulture Pearson

Correlation-.198(*) -.168 .152 .250(*) 1 -.087 -

Sig. (2-tailed) .049 .095 .132 .012 . .388

N 100 100 100 100 100 100

Recognitio PearsonCorrelation

.166 .148 -.224(*) .029 -.087 1 -

Sig. (2-tailed) .099 .142 .025 .776 .388 .

N 100 100 100 100 100 100

areerAdvancem

nt

PearsonCorrelation .313(**) .396(**) -.098 -.011 -.117 -.069

Sig. (2-tailed) .001 .000 .334 .913 .247 .496

N 100 100 100 100 100 100


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

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

Analysis of the relationship among diff. variables:

The findings are here under as per the relations developed:

Table 02: Independent and Dependent variables:

SL Independent Dependent

I. Discrimination Career Advancement

II. Family and Children Recognition

III. Culture

1. The relationship between Discrimination & Career Advancement:

ANOVA

ModelSum ofSquares DF Mean Square F Sig.

1 Regression 1.006 1 1.006 10.674 .001(a)

Residual 9.234 98 .094

Total 10.240 99

a. Predictors: (Constant), Discrimination

b. Dependent Variable: Career Advancement

Interpretation:

We take a null hypothesis that there is no significant relationship between Discrimination and

Career Advancement with the alternative that there is relationship.


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In the relationship between Discrimination and Career Advancement it has been seen from

ANOVA table that the F value (10.674) is greater than the significant value (0.001) which

indicates the very positive relationship between these two variables.

2. The relationship between Family and Children & Career Advancement:

ANOVA (b)

Model

Sum of

Squares DF Mean Square F Sig.

1 Regression 1.606 1 1.606 18.227 .000(a

Residual 8.634 98 .088

Total 10.240 99

a. Predictors: (Constant), Family and Children

b. Dependent Variable: Career Advancement

Interpretation:

We take a null hypothesis that there is no significant relationship between Family and Children

& Career Advancement with the alternative that there is relationship.In the relationship between

Family and Children & Career Advancement it has been seen from ANOVA table that the F

value (18.227) is greater than the significant value (0.000) which indicates the very positive

relationship between these two variables.

. The relationship between Family and children and Recognition:


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ANOVAb

Model Sum of Squares df Mean Square F Sig.

1 Regression .288 1 .288 2.197 .142a

Residual 12.872 98 .131

Total 13.160 99

a. Predictors: (Constant), Family and Children

b. Dependent Variable: Recognition

4. The relationship between Discrimination and Recognition:

ANOVAb

Model Sum of Squares df Mean Square F Sig.

1 Regression .363 1 .363 2.781 .099a

Residual 12.797 98 .131

Total 13.160 99

a. Predictors: (Constant), Discrimination

b. Dependent Variable: Recognition

5. The relationship between Culture and Recognition:

ANOVA(b)

ModelSum of

Squares df Mean Square F Sig.

1 Regression

.100 1 .100 .752 .388(a)

Residual 13.060 98 .133

Total 13.160 99

a Predictors: (Constant), Cultureb Dependent Variable: Recognition

6. The relationship between Culture and Career Advancement:

ANOVA(b)

Model

Sum of

Squares df Mean Square F Sig.1 Regressio

n.140 1 .140 1.357 .247(a)

Residual 10.100 98 .103

Total 10.240 99

a Predictors: (Constant), Cultureb Dependent Variable: Career Advancement


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Implication:

The company should have a complaint box where the employees can let the company know

about any problem they are facing. Any problem should be taken care of thoroughly and

solved.

Behavioural expectations regarding women's role in the family represent a very real obstacle

to their corporate upward mobility. The majority of the burden of child rearing still is placed

on mothers, imposing additional responsibility on a career woman that is often not faced by a

man. Thus the company should provide additional facilities like child care services etc to

encourage women to work.

The company should consider the concerns and responsibilities of women before judging

their performance.

From the survey we deduce that almost 30% of women think that discrimination still exists,

so the company can take necessary actions to improve that through frequently

communicating with the women employees, providing them more facilities to change their

mind set.

The company should motivate potential female employees, give them adequate training so

that they are encouraged to break the glass- ceiling and move to top positions in the

company.

The company should ensure that women have suitable mentors in order to encourage them to

reach top positions.

The company should take risks with women and offer them visible 'stretch' roles

The company should implement succession planning with a focus on women

Help employees balance work and personal responsibilities

Conclusion:

Avery Dennison is a production based company and the production department is mainly

male-dominated. So the few women who are working in the production department create

an uncomfortable work environment, for both the men and women, and due to this the


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women may think they are discriminated. In the interview with Maria Haque, the HR

manager, she informed us that issues regarding discrimination existed in the company

when she first joined the company 8 years back. But when it was bought by the Klass, the

current General Manager of Avery Dennison, strict rules and policies were developed and

strictly followed thus reducing discrimination against women to a significant level.

Moreover we have observed that the employees who work in the company are either new

or too young, having a maximum 5 years work experience. This may make them biased

while filling out the questionnaire as they may not want to provide any negative

information about their company. There is a possibility that the new employees have not

face any discrimination after it has been bought by Klass, the new general manager. On

the other hand there are old and experienced workers having a work experience of 8-10

years who has been with the company for a long time and have seen the inequalities

between men and women in their work life with this company. This explains the variation

of data we got in our questionnaires and in the results of our analysis. However looking at

the reliability test we deduce that most of the data is not reliable through which we can

assume that women in senior management are still held back and are considered not equal

to men and the company regardless of all the efforts made tried to encourage women.

References:

Key Issues in the Senior Female International Career Move: A Qualitative

Study in a European ContextMargaret Linehan and James S. Walsh

Department of Adult and Continuing Education, Cork Institute of Technology,

Cork and

Department of Management and Marketing, University College, Cork, Ireland

Email: [email protected](linehan);[email protected] (*Walsh)

The Careers of Senior Men and Women A Capabilities Theory Perspective
mailto:[email protected](linehanmailto:[email protected]:[email protected](linehanmailto:[email protected]


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Nelarine Cornelius and Denise Skinner Brunel Business School, Brunel

University, Elliott Jaques Building, Uxbridge Campus, Middlesex UB8 3PH,

UK, and Coventry University Business School, Coventry University, UK

Corresponding author email: [email protected]

WorkFamily Conflict and the Senior Female International Manager

Margaret Linehan and James S. Walsh Department of Adult & Continuing

Education, Cork Institute of Technology, Cork, Ireland and Department of

Management & Marketing, National University of Ireland, Cork, Ireland

M. Linehan and J. S. Walsh. Breaking the glass ceiling; British Journal of


M. Linehan and J. S. Walsh. International career versus relationship and

child-rearing conflicts; British Journal of Management, Vol. 12, 8595 (2001)

M. Linehan and J. S. Walsh. Workfamily conflict;British Journal of

Management, Vol. 11, Special Issue, S49S58 (2000)

Careers of Senior Men and Women Constraining factors; British Journal of

Management, Vol. 19, S141S149 (2008)

Nickie Charles and Charlotte Aull Davies. Cultural stereotype; The Editorial

Board of The Sociological Review 2000)

Calas and Smircich, 1992; Gherardi, 1994; Mills and Tancred, 1992; Mavinet

al., 2004)

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