Jed Hewitt-Bell/Q09697217/CCA503
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Student Name: Jed Hewitt-Bell
Student Number : Q09697217
Faculty: FCISLevel of study: 5Course title: Public Relations and CommunicationsUnit title: Management CommunicationsAssignment title: AE2 Collective Bank ReportAssignment tutor: Lisa CurtissWord count: 3005Learner request for feedback: Yes
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Jed Hewitt-Bell/Q09697217/CCA503
Student work starts here…
Devise a strategy that will encourage more females to consider a career in
senior management in the Collective Bank.
For a variety of reasons women find themselves not filling a sizeable portion of senior and
executive roles in the financial sector. The Collective Bank has a Corporate Social
Responsibility section which includes a policy of equal opportunity and the promotion of
diversity. However, the bank finds itself not adhering to this policy as women are not fairly
represented at a senior level. To rectify the situation this report will examine potential
reasons for women not applying for these roles and judge whether the workplace is
inherently sexist. Solutions to the problem will then be provided from research sought.
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Contents page
Page 3 Introduction
Page 4 Terms of reference
Page 5-7 Literature Review
Page 8 Methodology
Page 9-10 Results
Page 11-13 Discussion/Advice
Page 14 Conclusion
Page 15 Recommendations
Page 16-17 Bibliography
Page 18 Appendix
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Introduction
The Collective Bank is a financial organisation that sees itself as a fair organisation to work
for. This is due to their Corporate Social Responsibility programme being one that is treated
extremely seriously. This reputation is one that cannot afford to be harmed to the
competitive nature of the financial sector; their status is reliant on them remaining the
champion of ‘people’s capitalism.’ However, it has become apparent that, at a senior level,
the managers are predominantly men – contradicting with the policies that they rely on for
their success.
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Terms of reference
1. To study possible issues affecting women’s advancement.
2. To analyse different manager roles.
3. Establish what methods of change need to be implicated.
4. Thorough recommendations to reinforce this change.
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Literature Review
Child care and maternity leave
Maternity leave and the subject of child care is an issue that drives many women out of full-
time employment into either part-time employment, or just simply unemployed. This acts as
a limitation for women to progress into senior roles and often leaves the potential mother
having to make a choice between potential career development and family ties.
Due to old fashioned beliefs, it is still seen as the women’s job to cater for the children and
the father’s role to provide. This is a view displayed by large corporations too. ‘A New York
catalyst surveyed 384 large corporations. It found that over one third of these offered
unpaid leave time for fathers. Only nine firms reported had taken advantage of this policy
because, despite their policies, almost two-thirds of the companies did not consider it
reasonable for men to take any parental leave whatsoever.’ (Konek and Hitch, 1994, p157)
This clearly portrays that it is not the father’s responsibility to compromise his work hours
for the benefit of his children.
This responsibility though, can become harmful to the mother’s effectiveness in the
workforce. Employers still enforce these pressures onto women and attempt to ‘convince
them that their priorities reside at work and not at home.’ (Odih, 2007, p104) The height of
these pressures often ensues in women opting for part-time work (Odih, 2007, p104).The
decline in full-time to part-time almost renders the opportunity for women to progress up
the hierarchy as moot. They are not able to commit to the same number of hours as their
male counter-parts and cannot attend extra events to boost their prospects due to
commitments at home. This conveys that women may have to sacrifice their career
prospects if they wish to pursue a family. Psychologically, the situation has the potential to
‘affect both cognitive and motivational functioning’ (Sansone and Harackiewicz, 2000) of
these women. The intrinsic motivation of female employees is directly affected as the
situation now obliges mothers to have their children as their primary concern. Work is now
a secondary affair.
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An alternative to resolve this situation would be to obtain child-care for said born child. This
does not pose the answer to all women though because this would not be a topic of
discussion otherwise. Women can feel guilty choosing to work rather than care for their
child and with theories being released by the global press to suggest that it can have
harmful consequences on the child’s development it can deter women from selecting this
option. It has been reported that there is a direct relation between a mother’s participation
in paid employment and maladjusted children (BBC, 2003). An informed parent would read
this information and avert their attention from work until the child had become
independent; no parent would want to harm their child’s growth.
Manager Roles
The idea of a woman becoming a manager is one that is fundamentally dismissed by other
senior leaders or just in terms of corporate opinion. Effectively, it is believed that male
characteristics are needed to be a manager or to attain a senior role. ‘Think manager – think
masculine.’ (Powell, 2007, p133) This is a widely accepted notion as shown by Women at
work:
“Widespread belief amongst senior managers that women are by nature unsuitable for
certain types of work and are in fact incapable of carrying out technical, managerial and
leadership roles, while being eminently suitable for monotonous, repetitive, routine
occupations or nurturing work” (Firth-Cozens and West, 1991, p23).
Even though there is a variety of differing leadership styles, the masculine traits are
considered more vital for a role of such magnitude. This has become so apparent that even
for the women that are able to breach through the ‘glass ceiling’ (Powell, 2007) they have to
give in to these pressures. Essentially, they have to part with their feminine traits and
implement a more masculine style of leadership. Inherent leader styles will constrain their
behaviour. If the common consensus is that the other leaders in that organisation are male,
then the male characteristics are likely to prevail (Powell, 2007, p133). This would act as a
deterrent for women as they do not feel that they should change their attitudes and beliefs
to conquer the executive role. The confidence of the aspiring women will be affected in
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addition to this as it will lead to them not feeling as if they are capable and do not have the
skills required of them to fill that position.
Alternatively, Tannenbaum and Schmidt’s leadership theory conflicts with the general
diagnosis. Men follow a more autocratic leadership style which has the ability to alienate
staff members and give them no sense of job satisfaction. A more democratic, feminine style
though in decision making displays ‘a greater need for independence, readiness to assume
responsibility, and ability to solve problems as a team’ (Powell, 2007). This illustrates that
leaders should act in an increasingly feminine manner to motivate their staff and to give
them the sense of fulfilment that they desire.
This ties in with Sirota’s ‘Three-Factor theory’ where the three motivating factors are equity,
achievement and camaraderie. The theory suggests that only ‘14% of organisations have
highly enthusiastic employees.’ If all of the three factors are present then ‘34% of
employees of large organisations’ (Sirota et al. 2005) will be enthusiastic. Schmidt and
Sirota’s theories combine in the respect that if amalgamated, the workforce will become
more motivated. Ultimately, women, or leaders with more feminine behavioural patterns
are more effective leaders. They are more than merely managers; they are able to extract
success, performance and create a team that is united.
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Methodology
To answer the question, primary research has been covered in addition to secondary to give
workers in the current climate the chance to voice their opinions. This should act as a
valuable tool in determining what is happening in the workforce now. Primary research was
undertaken in the form of a questionnaire to women in general and those in the financial
sector (see Appendix 1). The questions covered areas such as potential barriers and whether
women feel like they have to change their personality to reach promotion objectives; or
even if they want to progress. Some may just feel comfortable at the position they currently
hold.
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Results
The primary research pulled some interesting findings, but many of which seemed to
reinforce the theory that has already been discussed. This being said, there were some
notable findings that can be drawn up from the questionnaire.
Of the recipients, fourteen of the twenty-four said that they have faced some form of
discrimination in the workforce because they were women or had seen women acting
flirtatious with senior managers in an attempt to give them an edge over the other members
of staff. This, as expected, disappoints these women as it gives them a bad reputation which
they are desperately trying to rectify. This resembles question four (Appendix 1) in the way
that women feel that they have to change their personalities to progress up the financial
hierarchy. These fourteen women claimed that they would refuse to change who they are
and long for a workplace of equality and where performance is credited for where it is due.
They want to progress because they deserve it, not to mould themselves on male
characteristics.
From the first question (Appendix 1) eight of the twenty-four felt that there was not
anything hindering their progress and that advancement was fairly placed on those who
deserved it. This leaves 66% of women feeling that certain obstacles were affecting their
work performance. Some of this majority thought that they were having to make the
decision between work and family as their workplace did not offer flexible hours. This
corresponds to the aforementioned research that the child care and maternity issue is one
of controversy with women’s work.
One point of note, though, which is perhaps discouraging in terms of female employment in
the workplace, is that five of the twenty-four were aware of promotion opportunities but
had no intention of pushing for these. According to results, they deemed it the male’s job to
take the position of authority and it is the male’s job to provide. They replied that they
preferred male managers as the masculine traits are more suited to a managerial role. This
reflection is likely to hinder these participants’ progress as they seem to have no intention
of advancing and furthering their careers. This ideology will not alter the situation and just
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aids the male majority and justifies their dominance in executive roles – this mind-set needs
to be addressed.
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Discussion and advice
There are many alternatives in which this problem can be rectified. Lloyds TSB – a real life
scenario - is already successful in nurturing and having women in executive positions
through their schemes and shared aim. Lloyds has a culture of progression with several
training opportunities for employees that wish to seize these. Moreover, staff are pushed in
accordance to the individual to ensure motivation. Executives are supportive, though, to
prevent some from feeling overwhelmed with potential hard targets. The work ethic
emphasises progression which leaves women feeling empowered and a sense that they are
capable enough to take promotion chances. Lloyds have also addressed the child care issue
by offering ‘flexible working arrangements.’ (LloydsTSB.com, 2012) This constructive work
environment has proven to be successful: ‘62% of the total workforce is female and 40% of
the managers are female, rising to 44% of the Group Executive Committee. In 2007, Lloyds
TSB was ranked top in the Female FTSE 100 report for the representation of women at
Group Executive Committee level.’ (DiversityworksforLondon.com, 2012)
Anna Gaworzewska, a senior economist for Lloyds, was able to progress even though not
full-time due to the flexible arrangements.
“The flexibility has been hugely important to achieving the appropriate work/life balance at
the various stages of bringing up my children. The right balance has meant that I have the
energy and enthusiasm to put into work and have managed to progress, despite not being
full-time. In turn, the Bank, I hope, will have gained from the continuity and experience,
which are important in my role.” (DiversityworksforLondon.com, 2012)
Lloyds is a case study to examine with interest. Women have flourished under this
constructive work environment and flexible hours policy. This would certainly address the
child care issue as women may feel that they will be able to prosper as a mother as well as
an effective employee. Like Anna was able to progress when part-time, an arrangement
could be put into place to reward performance with rewards where it is due, regardless of
current position. This would show consideration for all staff and that benefits are only due
when merited, not through gender. As well as perks, notable work should be praised
through positive reinforcement which can be supplemented through Frederick Herzberg’s
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motivational theory. Herzberg identified hygiene and true motivators in the workplace.
Hygiene factors are those that are needed. For example job security and a salary deserved
of the work fulfilled. True motivators are what people strive for – employees can only be
truly motivated through a sense of belonging, achievement, advancement and
development. (BusinessBalls, 2012) If employees, in particular women in this case, are to be
truly motivated, then the chance of advancement is required as well as recognition for the
tenuous work completed.
Linked to this, the constructive work ethic needs to be promoted within the Collective Bank.
A structure of support and ambition needs to be put into place – for men and women. In
this climate, those deserved of the recognition, male or female, will be rewarded fairly. A
change in company aims will cause some issues within minorities of the organisation. The
message that this change will benefit the organisation and make it realise the aims that the
Collective Bank value needs to be co-ordinated effectively for the change to be smooth.
‘Female practitioners could empower themselves by connecting with other women.’ (Grunig
et al. 2001, p331) The idea behind this is that a female manager already in an executive role
can be perceived as a role model to motivate and inspire other women to attain a similar
position. This senior member can then act as a mentor to guide and coach other staff
professionally. This also conveys that the organisation treats the growth and nurturing of
female staff seriously. (Incentivemag.com, 2011) This would act as a remedy to the problem
diagnosed in the primary research also. Five of the women had no intention to progress and
this would perhaps revolutionise their mind-set. These women need to persuaded that they
are every bit as important as men in the work-place and that they should feel empowered.
This will benefit the organisation in two respects. Firstly, women will become more
galvanised and confident enough in their abilities to apply for the promotion opportunities.
Furthermore, this will save capital as the expense of hiring new staff will not be required.
Coupled with the idea of having a female mentor for aspiring women, more training
opportunities and workshops could be organised to give these women the qualifications and
equipping them with the tools required for the task at hand. Initially, impetus may need to
be placed on pushing suitable women to attend such events as aforementioned, females are
lacking confidence. Placing the two together would benefit the organisation at a junior level
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too. Barclays have looked to address this issue and look to be doing so in an effective
manner by attempting to communicate to the junior prospects at intern level to boot. They
do this through their ‘Aspiring Leaders Programme’ and ‘Potential leaders Programme.’
(Barclays.com, 2012) If confidence can be engrained at a youth level then the subject of
confidence will not be an issue to be contended with in years to come.
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Conclusion
In conclusion, there are a variety of topics that the Collective Bank should look to consider
to advance as an organisation. However, women should not be permitted to advance as a
quick fix to rectify the problem. This will effectively lower the morale of the females as their
development will be to save face, not because they are deserved of that positional change.
This, in turn, will act as regression for the organisation as it will convey that the bank as a
whole does not care for women’s careers – it only cares for the protection of itself.
The near future looks to be an interesting one for the Collective Bank with decisions to be
made in order to restore the strong reputation that it has. Advancing into 2013, the bank
should lay particular emphasis on changing the general work culture as the pieces will soon
fall into place after this has been achieved. This can be described by Robert Quinn:
“One key to successful leadership is continuous personal change. Personal change is a
reflection of our inner growth and empowerment.” (leadershipnow.com, 2010)
Ultimately, how can employees become successful leaders when the employer is resilient to
change? If the Collective Bank conveys this change then the employees will become
empowered and the work performance will improve; this can be said for both men and
women. Although change can lead to difficult periods, its importance should not be
underestimated. An important factor, though, is to highlight that where such weight is being
placed on empowering women that the male members of the workforce do not become
alienated. Corporate Social Responsibility promotes the idea of diversity and equality, so all
genders need to fill these positions in a sizeable manner.
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Recommendations
To summarise, these are the methods recommended for The Collective Bank to pursue:
1. Set up mentors at executive level who are female to coach aspiring women. Those at
a junior level can participate as part of this too.
2. Reward work on effort and through merit, regardless of full-time or part-time. Make
the team feel that they are worthwhile and a part of that team.
3. More training and opportunity workshops to equip women with advanced
qualifications. Maybe create a programme specifically for this.
4. Flexible work hours to resolve the maternity and child care dispute. Allow women to
be an effective mother and employee.
5. Create a culture of progression and development. Allow those that want to advance
to thrive.
6. Further incentives like private health care or awards for employee of the month
which both men and women participate in. Healthy competition will motivate
women and convey the most operative employees.
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Bibliography
BARCLAYS, 2012. About Us [online] [viewed 09/11/2012]. Available from:
http://www.jobs.barclays.co.uk/about-us/
BBC NEWS, 2003. As cited in: ODIH, P, 2007. Gender and Work in Capitalist Economies.
London: Open University Press
BUSINESSBALLS, 2012. Frederick Herzberg Motivational Theory [online] [viewed
18/11/2012]. Available from: http://www.businessballs.com/herzberg.htm
DIVERSITY WORKS FOR LONDON, 2012. Case Studies [online] [viewed 12/11/2012]. Available
from: http://www.diversityworksforlondon.com/case-studies/women-londons-economy-
wile-case-study-lloyds-tsb-work-options
FIRTH-COZENS, J., M. WEST, 1991. Women At Work. Bristol: Open University Press
ODIH, P, 2007. Gender and Work in Capitalist Economies. London: Open University Press
GRUNIG, L., E. TOTH AND L. HON, 2001. Women In Public Relations. New York: Guildford
Publications
INCENTIVE MAG, 2011. Top 10 ways to motivate women in your workforce [online] [viewed
19/11/2012]. Available from: http://www.incentivemag.com/article.aspx?id=7231
KONEK, C., S. KITCH, 1994. Women and Careers. United States of America: Sage Publications
LEADERSHIP NOW, 2010. Quotes on change [online] [viewed 21/11/2012]. Available from:
http://www.leadershipnow.com/changequotes.html
LLOYDS TSB, 2012. Performance and Reward [online] [viewed 14/11/2012]. Available from:
http://www.lloydstsb-careers.com/view/201/pay-benefits.html
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POWELL, G, 2007. Women and Men in Management. 4th Ed. Los Angeles: Sage
SANSONE, C., J. HARACKIEWICZ, 2000. Intrinsic and Extrinsic Motivation. Academic Press
SIROTA. D., L. MISCHKIND AND M. MELTZER, 2005. The Enthusiastic Employee. Upper Saddle
River: Wharton School
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Appendix 1
Questionnaire
1. Would you say you face any obstacles? Is there anything hindering your progress?
2. Would you say that women are discriminated against in the workforce?
3. From experience would you say that managers tend to have male characteristics – even if female?
4. To progress do you feel that you have to pretend to be somebody else?
5. Are you aware of promotion opportunities?
6. Do you tend to opt out of said opportunities through lack of confidence or a sense of inferiority?
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