>> MIM Speaks
ESSENTIAL PARTNERS OF THE ECONOMY
SEPT 27, 1998 -
THE STAR
A couple of months ago, I wrote an article on women in
management in this column. Since then, there has been
considerable feedback, especially from women managers who had
strong opinions about it.
While having no specific claim to be an authority in this
subject, I have had more than ample experience working with
women, including two woman bosses, besides having read a
considerable amount of literature on the subject.
Among the general comments raised were the fact that there
still was male dominance in the workplace, the dilemma of
choosing a career as against family commitments, managing and
juggling time with so many attention and energy-demanding
parties, and being a single, career woman.
It is interesting to note that women formed only 3% of the
workforce in 1960, but by 1994 they made up 35% of the labour
force in Malaysia.
Although a vast majority of them could be found in the
agriculture and manufacturing sectors their numbers are
substantial in the teaching profession, nursing and others.
The Economist notes that employers tended to offer women a
"mommy track" of less demanding, less rewarding jobs.
Determined individuals had to negotiate their way around this.
A study by the Asian Institute of Management says that a
typical woman manager would be between the ages of 31 and 40.
Some seven out of ten of them would be married. In the
corporate world they were as well educated as the men, or
better.
The interview showed that many of them had an idea of what
they wanted to be by the age of 18 (most successful
people-have this characteristic).
They generally worked hard with some of them clocking around
9.6 hours a day at work.
An interesting finding of this study was the fact that only
50% of the women interviewed thought that there were obstacles
instituted to ruin their career.
Another more recent study by a women manager's organization
further enlightens this topic.
Women with potential are said to have given up their career or
let pass promotions for fear of upset- ting their husbands or
outshining them. This writer has seen women "slowing down" and
paying more attention to their families.
On the other hand, there have been occasions when things did
not work out very well when the wife "surpassed" the husband.
Likewise, one can also give examples of women (Datuk Seri
Rafidah Aziz, for one) to whom this did not make a difference.
Many of the women managers interviewed claimed that they did
not career plan as such, but opportunities came their way due
to a crisis or changes in the company. DRB's Maznah Abdul
Jalil would fall into this category. When the late Yahya Ahmad
bought into other companies, Maznah having proven her
capability, was ready for bigger things.
The woman managers also felt that it was important to work
hard and leave the rest to God. Well bosses will notice the
productivity of a diligent worker, sooner or later.
A number of people, including male managers, have adopted this
philosophy and have made considerable progress in their
careers.
Of course, one will have to bear in mind that while not being
an apple polisher, a modern manager must Cube able to project
himself/herself well.
This would include characteristics like the willingness to
take on challenges and new tasks, the ability to motivate and
lead people, be committed and such like.
As in the previous study, these women had more than ample
qualifications and experience. There- fore, they were ready to
have a mentor, as in Maznah's case, who coached and guided
them.
The women claimed that many of their mentors were their bosses
(male) who had confidence and trust in them. However, few or
none cited their husbands as playing this role.
Good time management was an absolute must to balance family
and work. They learnt ways to optimise time.
I recollect the late Puan Sri Nahariah calling home in the
mornings to make sure her sons had taken their breakfast,
drunk their milk, etc., two to three minutes everyday without
fail.
Immediately after one such call she would be chairing the
planning committee meeting. One successful woman manager says
that she is able to "compartmentalise" her time, that she is
able physically to do one job and mentally attend to another.
She makes coffee for her husband in the morning while solving
an office problem.
Juggling the roles of a career woman and a mother does call
for effective planning and control of time.
The question of career and marriage was also raised in this
study. Women managers felt that although as a general rule it
was difficult to have a successful career and good marriage,
it was not impossible.
It called for sacrifice from both the husband and the wife.
Some even felt that their husbands were supportive of their
career progress.
As noted previously, some women had deliberately held back
their progress for fear of antagonising their husbands or
ruining their family.
Some married women, especially those with relatives, meant
that a relative could look after their children.
This assistance and support from the extended family also gave
the women managers the time to concentrate on their careers.
Around 19% of the women interviewed were not married. Being
single, they normally tended to give all their attention to
their work and seemed to be perfectly happy being single.
We notice this quite conspicuously in Singapore and, to some
extent, in Malaysia. I remember reading a few letters to the
editor of Asiaweek, where these women claimed to have less
headache and being very happy not married.
In response to my earlier article, a reader suggested that
women managers should recognise early that there would be a
"clash" between family and career, and should take steps to
adjust accordingly.
Discussions with my colleagues reached the same conclusion.
Some women managers have tackled this problem by employing
house help. This arrangement does help many a career woman.
Another reader suggested that women work to seek recognition
and self-satisfaction. This is certainly true. Studies on this
subject show that many of them place personal fulfilment, job
satisfaction and recognition before salaries.
Of course, they expect to be paid according to their
performance.
It is relevant to point out that women sometimes seek
flexibility in their jobs, allowing them time for other
chores.
Thus it is not surprising to find a number of them breaking
into entrepreneurship, running their own businesses, and
having control over their time unlike the time when they had
been professional managers.
A woman executive says that she prefers to work under men
rather than women. Her reason was that women tended to be
petty, meticulous and picky.
They did not delegate sufficiently. My response was that this
was not just confined to women managers alone; men have also
shown this characteristic. In the case of women, d could be
partly due to the Pact that they had to put up a good show to
their male colleagues.
This was especially so with the early batch of women managers
who had to prove to people that they could do a good job. They
therefore tended to be careful and did much of the work
themselves.
This scenario has been changing somewhat over the last decade.
In management, women have shown their ability to empathise, to
put themselves in another person's shoes when needed. Readers
who have watched The Oprah Winfrey Shout will notice her
uncanny ability to empathise with people.
One woman Chief Executive Officer, Frieda Caplan, not only
does this well, but has learnt to get the full participation
of her team by asking the question "What would you do if you
were me?"
She also made it a point to praise people accordingly, and
sent personal notes, cards and gifts. She manages very well.
A German friend of mine, a manager herself, thinks that women
are able to do this more due to their training than
physiology. Early in life, they had to interact with younger
siblings, take on a more responsible role at home while going
to school.
Are woman discriminated against at the office? Let us look at
what Natasha Josefwitz in her book, Impressions from an
Office, says:
"The family picture is on HIS desk, - Ah, a solid respectable
family man."
"The family picture is on HER desk, - Umm, her family will
come before her career."
"HE's having lunch with the boss, - He is being groomed for
bigger things."
"SHE's having lunch with her boss, - They must be having an
affair."
The above quotes are rather strong and may not be too far
wrong.
When I was a young officer, I at times felt that family
pictures looked a bit "odd" on a working table.
However, for the last 15 years or so, it has not looked odd at
all. one just cannot separate the family man from the career
man, likewise a family woman from a career woman.
As to the second quote, this sort of talk has been common in
the past, perhaps less common now. In America, sometime ago, a
woman manager who had progressed to become a CEO was accused
of giving sexual favours to her boss.
There could be some talk in the beginning when a manager
lunches with her boss; however, her ability as a manager would
show, and people will learn to accept it as part of the job.
The quotes should remind us not to get too hasty and
judgemental in our ways.
The 7th Malaysia Plan data shows that in 1995, of the total
female workforce, 1.9% fell in the category of managers and
administrators as against the men's 4.4%. This is indeed a
good sign.
In 1994, 49.5% of students in local universities were women,
and they were moving into male dominated areas like
engineering and management.
Talking of how well women are suited for tomorrow's
management, management guru Charles Handy says: "Women over
generations have had to make things happen and get things
done, with or without formal authority ... women will have the
kinds of attitudes and attributes that the new flat flexible
organisations need."
Women managers have come a long way, and they are here to
stay. They have moved from the command and control into
transforming people with their charisma, interpersonal skills
and hard work.
In a developing and dynamic economy, they are important
partners. Giving them the opportunity and recognising their
ability is a must in today's management.
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