However, when I was in my undergrad classes I did notice some things that help support Tannens article by both students and instructors. The difference in my undergrad classes is that there were more males than females in my classes because not many women were taking engineering majors at the time. I had one male instructor who told use in day one that not all the females would make it through because it was just not the work for women and that females are not wired to handle that kind of work and many of my male classmates agreed.
I feel that statements such as that fit with Tannens article because it shows that the way males and females grow up to think that men have one place in the work force and women have another. This in turn has the domino effect and leads to beliefs that women are not confident or women who are confident are seen differently. At work I have had several different experiences that support Tannens article. I have been around several women who have apologized for things that they have no control over and thinking back I have found that I too have done this.
Once when I apologized in front of one of my managers she said to me, I dont understand why we as women feel the need to always say sorry for everything, I dont want to hear you say it again even if you have done something wrong (S. Stuckey, UPS Manager). She said that in the instance that I have done something (meaning reports) wrong try saying something like Okay, how would you change it or what exactly would you like done (S. Stuckey).
As stated by Tannen, Apologies tend to be regarded differently by men, who are more likely to focus on the status implications of xchanges. Many men avoid apologies because they see them as putting the speaker in a one-down position (Harvey & Allard, p. 138). I have been in several different positions at my current employer and I have to say until this year when I was placed in a new position I have not had seen so much of the good old boys club. The office which I work is where I have mostly seen it; there are three full-time male supervisors and two female full-time supervisors. Two of the three male supervisors make the female supervisors feel alienated and ignorant.
It has gotten to a point where the female two female supervisors have both said that they dont try to make suggestions or tell these two male full-time supervisors anything anymore. The thing is that I know that the women both can produce very good ideas and I feel bad when I hear that the women have decided to give up rather than give a fight for what is right. Both of these two men have been my immediate supervisor at some point, one of them still is however, I have not had this bad of an experience with either of them.
I have personally had more bad experiences with the two full-time female supervisors and I think that part of this is because of the way the men have been treating them. What is the relationship between American corporate culture and the idea that womens learned conversation styles work against them in the workplace whereas mens conversation styles are an advantage? According to Lindsey Smith, American corporate culture is all about who is bigger, better, and confident. Women were brought up in small group of friends where bragging or emphasizing how great she is will not get her very far.
If she was demanding or called attention to her own superiority, she would be called bossy and ostracized. Boys were programmed the exact opposite, which is what managers and the corporate world are looking for¦Confidence. Although many women probably have the same confidence level as many men, it is demonstrated differently and is not what the corporate world is looking for. I would have to agree with Smith, some women down play their abilities and confidence levels as to not one up others and the fact that most of these ideals are in the book on page 134.
As stated in the Managing Diversity book, men speak in a way that gives them a sense been one up on the next person while women, try to save face and give them a more one-down position (Harvey and Allard, p. 135). Some women dont like to come off as being aggressive or overbearing by others in the work place so they try to down play who how they interact with others. I have personally found that how we as working class people and managers interact with others should depend upon the individual we are interacting with.
As a woman in the work place I have been seen as and called not so nice names but I have earned the respect of peers, co-workers and subordinates all the same. I have learned that I cannot treat every person the same because everyone does not respond the same to certain styles of communication. I have also found that some women are more accepting of the aggressiveness then men are when communicating in my company than others because the women in my organization are trying to make a name for themselves. Why does merely adding women to a team not necessarily result in womens points of views being equally represented in a discussion?
According to Smith, It is not that women are not contributing their ideas; it is that they verbalize or communicate them differently. Many women tend to present their ideas with we, while men will present them with I. The women are not making an obvious effort to take credit for their ideas, so the men that are talking them up tend to stick in everyones minds¦ even if he is not the one who originally came up with it. I agree with Smith and feel that there are two good examples in the book that help support this statement.
The first example is on page 135 (Harvey & Allard), is that of Cheryl and Phil who throwing out ideas in a meeting. Most of the ideas were Cheryls however the men who were in the meeting perceived the ideas as being Phils. The reason the men did not know that the ideas were Cheryls was because they heard stronger vocalization from Phil than from Cheryl on her ideas. The second example is on page 143 (Harvey & Allard), was the scenario with the pilot and the copilot. The Copilot was a woman who knew that the Pilot needs to check the readings but did not insist upon it.
The Copilot did not want to feel as if she were over stepping her boundaries or making the Pilot looking bad, so the Copilot just left it alone. Women tend to not want to make anyone look bad or one-up anyone so once a women vocalizes her opinions or thoughts she leaves it at that. What is the relationship between conversational styles and sexual harassment in the work place? The connection between conversational styles and sexual harassment in the work place is that what a man may see as harmless complementing may be perceived by a woman as sexual harassment. In some cases it is not so much as what has been said but how it was said an ow uncomfortable the person on the receiving has perceived the conversation.
Another ways that conversation styles and sexual harassment in the workplace are related is because sexual harassment can start with a single conversation and in many sexual harassment cases the start of the harassment was in the form of a conversation. I chose to use the following because I felt that it pertained to this case study in the since that women starting to realize that the good old boys club can no longer hold them back. Mrs. Stuckey is also a part of the Womens Leadership Group that was started by her and other UPS women managers.
The group was started to help women become mentors for one another as well as get ahead within the company. The Womens Leadship Group was also tries to help the men in the organization to see and understand that many women have much to offer the organization, without the woman being portrayed in negative ways. The following is an article provided by UPS Women Leaders to help with the development and understanding of women in the work place: Learn about the business case and goals of Womens Leadership Development Recent trends indicate that women in management at UPS are leaving at a disproportionate rate than their male counterparts.
This causes concern, not only because UPS recognizes the benefits of a diverse workforce, but also because of the growing number of women who are filling leadership roles in business and government. In a recent study conducted by Catalyst and The Conference Board, the following reasons were cited as barriers to retaining women: * Stereotypes and preconceptions of womens roles and abilities * Lack of senior or visibly successful women role models * Lack of significant general management or line experience * Commitment to family or personal responsibilities Lack of mentoring To address the fourth barrier commitment to family or personal responsibilities UPS developed four enhancements to help us achieve better workplace flexibility The other barriers listed above deal with providing an environment and development opportunities that allow women to prosper.
Thats where Womens Leadership Development (WLD) fits in. The goals of WLD are to: Improve retention of women at supervisor and manager levels * Develop women on the management team to enrich our pipeline of talent for higher level positions * Position UPS for future business growth opportunities with women entrepreneurs WLD works in harmony with other development programs at UPS. Its designed to provide an integrated and aligned series of tools and practices that brings talented women from the hiring phase, through skills development, and into higher levels of responsibility.
The program is comprised of three interconnected components, or connections, that are designed to come together to create an environment in which talented women can flourish. UPS Connections is an internal networking program designed to bring UPS women and men together to discuss and address topics and issues relevant to women in the workplace.
Business Connections is an external networking program designed to give you exposure to a broad range of business perspectives, enhance your business acumen, and give you the opportunity to develop new business relationships. Community Connections is a self-directed program where you, the participant, are encouraged to learn leadership through service. Your involvement in community projects outside of UPS can provide you with opportunities for growth, networking, skill development, and personal satisfaction.