A Report on Management Work and Society: Gender Roles and Equality

This report explores gender roles in society, focusing on their impact within the workplace and management. It discusses gender segregation, highlighting horizontal and vertical divisions, and addresses gender inequality, including pay gaps and the influence of gender organization theory. A global perspective on gender roles and pay is provided, alongside a specific analysis of gender equality in Ireland, including government initiatives and challenges. The report evaluates the impact of masculine power dynamics and career breaks on women's advancement, concluding that equal opportunities and appropriate rewards are essential for women's effective performance. The report concludes by summarizing key findings related to gender roles, segregation, inequality, and the gender pay gap, emphasizing the need for ongoing efforts to promote gender equality in management and society. Desklib provides access to similar reports and study resources for students.

RUNNING HEAD: Management work and society 0
Management work and society

Management work and society 1
Contents
Introduction................................................................................................................................2
Gender Segregation....................................................................................................................2
Gender inequality.......................................................................................................................2
Gender inequality from a global perspective in terms of gender roles and pay.........................3
Gender equality in Ireland..........................................................................................................3
Evaluation..................................................................................................................................4
Conclusion..................................................................................................................................5
References..................................................................................................................................6

Management work and society 2
Introduction
The gender role in society reflects the way they act, speak, groom, dress and conduct
themselves dependent on the assigned sex. Every society has gender role expectations but it
varies from group to group. They also keep on changing in the same society over time. The
gender roles are centered on the conceptions of femininity and masculinity. However, there
are exceptions and variations. For instance, women are expected to be polite, obliging and
nurturing whereas men are expected to be strong, hostile and bold. The gender roles are
determined by the prevailing cultural norms. It influences men and women in almost every
aspect of life. The difference between both the sexes is used as a means to defend the
existence. The difference between genders measures four dimensions like health and survival,
education accomplishment, economic participation and opportunity, and political
empowerment. This report discusses the current roles of men and women at the workplace. It
defines the likely impending role of the men and women in the UK. In order to understand
gender roles, it is segregated. The gender inequality across the world has been stated also in
terms of gender roles and pay.
Gender Segregation
The women’s employment is inclined to be focused in a small number of industries
and narrowed to a series of jobs defined as ‘women’s work’. Women generally held lower
responsibility although they held the same position. Men can be employers, top professionals,
managers, foremen and skilled workers in the society. 32.4 million people are working in the
UK out of it 15.23 million are women and 17.17 million are men. 6.2 million women and
2.28 million men work on the part-time basis. There are 73% part-time women workers and
are alleged to low paying occupations (Abendroth, Melzer, Kalev & Tomaskovic-Devey,
2017). They have even moved to part-time work and causes occupational downgrading. In
the horizontal segregation, women are excessively assembled into a narrow range of jobs
which is usually referred to as ‘ghetto occupations’. The females in the Ghetto occupations
are of low status, poorly paid along with the narrow job content. It offers only a few
prospects for the promotion. The occupations which are conquered by women are viewed as
less prestigious. It can even be judged by from employment by education 2018, the
manager’s position held by the males is 2260 and by females is 1226. In the vertical
segregation, women are over signified in the low-grade jobs at the lower end of careers

Management work and society 3
hierarchy. It is clear that women’s depiction remains slow however the diversity in the
decision making leads to better decisions and better outcomes (Wright, 2016). Women are
better educated than the previous years. It is basically men’s supremacy of the maximum
position jobs in the conventionally male and female occupations. The less vertical
segregation has a better chance of attaining the highest positions as the portion of
employment in the particular occupation increases. It is also referred to as a situation in
which women watch men exceed them on the way to the topmost positions (Vuori, 2016).
Gender inequality
The gender inequality is faced at workplaces in the UK. It refers to a situation in
which man and women are not equal. It is unequal treatment of personages solely or partially
due to their gender. It rises due to differences in gender roles. It rises due to variances in the
gender roles which are often dichotomous and categorized. The gender inequality refers to
the factors like health, education, economic and political inequalities (Coates, 2015). At the
workplace, gender inequality refers to the difference between the salaries and authority of
men and women (Goetz, 2018). This gap is found due to various factors like differences in
education choices, differences in the preferred job and industry, amount of work experiences
and differences in the number of work experiences.
The gender organization theory is an important theory of gender inequality. The
leader as male view infuses power tactics in the organizations. The organization politics
incline to be male-dominated. The change can be possible over time due to the enhanced
number of female managers but it is still a challenge at senior level. The women are likely to
have less masculine traits which are appropriate for an effective leader (Thompson, 2017).
There is a pay gap between men and women because women are appointed at lower pay,
female-dominated industries pay less, due to different job titles, part-time work, maternity
leave, and centralized collective bargaining. However, the Equality act 2010 has been
embedded. It is required for the women to be aware of the masculine behaviors in order to be
successful. The women are achieving positive outcomes academically but it is not reflected at
workplaces. The number of female workers is continuously increasing but there is
predominance of the part-time work (Davies, McNabb & Whitfield, 2015).

Management work and society 4
Gender inequality from a global perspective in terms of gender roles and pay
There is gender inequality in terms of the roles and pay on the global level. It states to
the unequal treatment or the individual perceptions due to their gender. The gender pay gap is
the variance between the compensation of the working men and women (Kleiber, et. al.
2017). The gender pay gap can be deliberate by the Workplace Gender Equality Agency
(WGEA). The women are paid less than men. There are two kinds of pay gaps such as
unadjusted and adjusted pay gap. The adjusted pay gap considers the variances in the hours
operated, profession is chosen, education along with the relevant experience. For instance, a
female working taking maternity leave is likely to earn less from the person who does not
take it. It contributes to the yearly earnings and leads to the gender gap. The unadjusted pay
gap is considered much higher (Cornwall & Rivas, 2015). The unadjusted average salary of
the female workers in the UK has been quoted as 78% of the regular male salary in
comparison to the 88-93% for the adjusted average salary. Both internal and external factors
contribute to gender inequality. The internal factors include working on the part-time when
full-time employment is obtainable. The external factors denote to working on a low skill job
because of incompetence to obtain higher education. The gender pay gap lessens economic
output and women are likely to rely on welfare payments specifically in old age. It is realized
that men hold strong roles than women. Whereas the women hold the same amount of degree
and skills still they hold lower positions in the organizations (Grosser, McCarthy& Kilgour,
2017). If by chances, females attain a higher position then also they are paid less
remuneration. The greater time of the women’s out of the staff impacts to the career
development and prospects.
Gender equality in Ireland
The gender equality at Ireland represents that 79% of the respondents are in favor of
the legal measures to ensure parity among men and women in the office. The employment
equality is essential to the achievement of gender equality and it comprises the principles of
the Treaty of Rome 1958. The gender equality states to the equality between men and women
in terms of the opportunities, treatment and economic achievements at the workplace. It is a
goal of the European Union (Ozturk & Tatli, 2016). The issue of employment inequality is
constantly increasing in Ireland. There is sign of ongoing discernment and disparity due to
growing miscellany and greater commitment of women at the workplace. The employment
equality is valuable for individuals to attain full prospective in order to exploit the skills and

Management work and society 5
efficiency of the workforce competently. The quality is even identified as dominant to the full
incorporation of the well-educated women candidates of Ireland to maximize personal
potential. The gender equality contributes to the economic growth and ensures that there is an
adequate pension for men and women. The gender equality deals with the family leave
prerogatives, equality of pay and defence of women during pregnancy (Holland, Rabelo,
Gustafson, Seabrook & Cortina, 2016).
The gender equality can be achieved only if men and women appreciate the same
rights and prospects in economic participation and in the decision making process. The Irish
government has even launched a new better balance for the better business and commitment
to equality in the workplace. No company in Ireland has made top 200 ranking of global
business in terms of women holding or executive roles. In order to overcome such hindrance
and improve the situation of women, the Irish government has undertaken gender equality
operations to strengthen the voice of women. The government has even provided a outline of
laws which offers identical treatment of both men and women (Kirton & Robertson, 2018).
The National Strategy for Women and girls 2017-2020 arrays out the government’s
significances to improve the state of women in society. The gender equality operations are
subsidized by the European social fund programme. There is even Gender Equality Index
examines progress and challenges in attaining gender equality. It measures the variances
between women and men in the domains of Europe. The index is also liable to measure
violence against women and intersecting inequalities. It provides a result for each domain in
the UK (Leskinen, Rabelo & Cortina, 2015).
Evaluation
This report has appropriately defined the management work and society. It can be
evaluated that the employees in an organization have an important role in implementing the
activities. There should not be such activities in an organization which can hinder the
performance of women in society. It can affect women in the attainment of the future goals.
The masculine power hinders to the women’s opinion in an organization. It acts as an
obstacle for the women in their growth and employment goals. It can be evaluated that
women can attain senior positions only if they are provided with equal opportunities and
accountabilities. The women are liable to be rewarded in the same manner as men in the
organizations. It can inspire women to perform effectively. The masculine traits should be
taught in an appropriate way so that they can be used equally by both men and women

Management work and society 6
(Kabeer, 2016). There is pay inequality between men and women on the international level.
The career breaks like maternity leave effects on the progression of women and reduce the
employment days yearly. The part-time jobs and inappropriate education also impacts to the
performance of the women in the organization (Miner & Cortina, 2016).
Conclusion
From the above report, it can be concluded that the gender roles deliberates act, speak,
groom, dress and conduct dependent on the assigned sex. The gender segregation can be
divided into two forms horizontal and vertical. The horizontal segregation women are
excessively assembled into a narrow range of jobs whereas, in the vertical segregation,
women are over epitomised in the low-grade professions at the lower end of careers
hierarchy. The gender inequality is basically the unequal treatment of individuals due to their
gender. It raises due to differences in gender roles. The gender pay gap and role are the
causes of gender inequality. The genders pay gap the difference between the remuneration of
the working men and women. The Workplace Gender Equality Agency (WGEA) is effective
in calculating the gender pay gap. The women are paid less than men. There are two kinds of
pay gaps such as unadjusted and adjusted pay gap which are successful in identifying the
gender gap. There is an issue of gender equality in Ireland. It is evidenced by the on-going
discrimination and inequality due to increasing diversity and greater engagement of women at
the workplace. There are principles of the Treaty of Rome 1958 for the guidance of the
gender equality at the workplace.

Management work and society 7
References
Abendroth, A. K., Melzer, S., Kalev, A., & Tomaskovic-Devey, D. (2017). Women at work:
Women’s access to power and the gender earnings gap. ILR Review, 70(1), 190-222.
Coates, J. (2015). Women, men and language: A sociolinguistic account of gender differences
in language. Routledge.
Cornwall, A., & Rivas, A. M. (2015). From ‘gender equality and ‘women’s empowerment’to
global justice: reclaiming a transformative agenda for gender and development. Third
World Quarterly, 36(2), 396-415.
Davies, R., McNabb, R., & Whitfield, K. (2015). Do high-performance work practices
exacerbate or mitigate the gender pay gap?. Cambridge Journal of Economics, 39(2),
537-564.
Goetz, A. M. (2018). National women’s machinery: State-based institutions to advocate for
gender equality. In Mainstreaming gender, democratizing the state?. Manchester
University Press.
Grosser, K., McCarthy, L., & Kilgour, M. A. (Eds.). (2017). Gender equality and responsible
business: Expanding CSR horizons. Routledge.
Holland, K. J., Rabelo, V. C., Gustafson, A. M., Seabrook, R. C., & Cortina, L. M. (2016).
Sexual harassment against men: Examining the roles of feminist activism, sexuality,
and organizational context. Psychology of Men & Masculinity, 17(1), 17.
Kabeer, N. (2016). Gender equality, economic growth, and women’s agency: the “endless
variety” and “monotonous similarity” of patriarchal constraints. Feminist
Economics, 22(1), 295-321.
Kirton, G., & Robertson, M. (2018). Sustaining and advancing IT careers: Women’s
experiences in a UK-based IT company. The Journal of Strategic Information
Systems.
Kleiber, D., Frangoudes, K., Snyder, H. T., Choudhury, A., Cole, S. M., Soejima, K., ... &
Porter, M. (2017). Promoting gender equity and equality through the Small-Scale

Management work and society 8
Fisheries Guidelines: Experiences from multiple case studies. In The Small-Scale
Fisheries Guidelines (pp. 737-759). Springer, Cham.
Leskinen, E. A., Rabelo, V. C., & Cortina, L. M. (2015). Gender stereotyping and
harassment: A “catch-22” for women in the workplace. Psychology, Public Policy,
and Law, 21(2), 192.
Miner, K. N., & Cortina, L. M. (2016). Observed workplace incivility toward women,
perceptions of interpersonal injustice, and observer occupational well-being:
Differential effects for gender of the observer. Frontiers in psychology, 7, 482.
Ozturk, M. B., & Tatli, A. (2016). Gender identity inclusion in the workplace: broadening
diversity management research and practice through the case of transgender
employees in the UK. The International Journal of Human Resource
Management, 27(8), 781-802.
Thompson, J. D. (2017). Organizations in action: Social science bases of administrative
theory. Routledge.
Vuori, J. (2016). Guiding migrants to the realm of gender equality. In Complying With
Colonialism (pp. 219-236). Routledge.
Wright, T. (2016). Women's experience of workplace interactions in male‐dominated work:
The intersections of gender, sexuality and occupational group. Gender, Work &
Organization, 23(3), 348-362.