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Publication date: 1 February 1998

Manjulika Koshal, Ashok K. Gupta and Rajindar Koshal

Surveys of women in management postitions in the USA and elsewhere have indicated a notion of masculine managerial model of “organizational man”. Malaysia presents an interesting…

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Abstract

Surveys of women in management postitions in the USA and elsewhere have indicated a notion of masculine managerial model of “organizational man”. Malaysia presents an interesting case study on attitudes towards women managers because it is a society undergoing rapid changes from its strong traditional religious and cultural norms to modern values about women. This study focuses on the perceptions of Malaysian men and women executives about the female managers in corporate Malaysia. Specifically, the study examines the organizational environment for women managers in Malaysia, how men and women at different ranks feel about women’s advancement in the organization, the differences in the leadership styles of men and women managers and their effectiveness in achieving organizational goals.

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Women in Management Review, vol. 13 no. 1
Type: Research Article
ISSN: 0964-9425

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Article
Publication date: 1 December 1998

Ashok Gupta, Manjulika Koshal and Rajindar K. Koshal

Focuses on the opportunities and challenges facing women managers in corporate India, against the backdrop of a worldwide (albeit theoretical) trend aimed at reducing the gender…

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Abstract

Focuses on the opportunities and challenges facing women managers in corporate India, against the backdrop of a worldwide (albeit theoretical) trend aimed at reducing the gender gap. Bases findings on responses to 162 questionnaires designed to establish the respective attitudes of male and female managers (within manufacturing and service industries) to key gender issues. Examines issues including ‐inter alia ‐ perceptions regarding company hiring practices and remuneration equity; the perceived competencies of women in management; the attitudes of men towards women managers and company initiatives to reduce the gender gap. Establishes that the majority of managers believe that employment in their organizations is based on merit and not gender, however, the results also identify a whole host of less encouraging attitudes which together indicate that there is still a long way to go before sex discrimination is eradicated. Makes a series of recommendations aimed at redressing the balance.

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Equal Opportunities International, vol. 17 no. 8
Type: Research Article
ISSN: 0261-0159

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