The women are put in. This is the issue

The evidence suggests
that you cannot predict an individual’s communication style from their gender:
there is too much overlap between men and women, and too much variation within
each group. Of course there are women who fit the generalizations, but there
are also many who do not. The women MP’s, police officers, soldiers,
salon-owners, are too numerous to be dismissed as merely marginal exceptions.

    What makes the difference in choosing a man
or a woman as a MP’s and must be underlined is the women’s disposition to
behave differently from men. Women MPs do not stick to the rules because they
are timid conformists: they do it to counter the perception that they are
interlopers. These ways of behaving are problem-solving strategies which women adopt
in particular circumstances. They have nothing to do with the way women
“are”, and everything to do with the position women are put in.

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    This is the issue that really needs to be
adressed if women are to participate in public life on equal terms. The problem
is not that men and women have different communication styles, but that
whatever style women use, they are liable to be judged by different standards.
Women are obliged to walk what Janes Holmes calls a “tightrope of
impression management”, continually demonstrating their professional
competence while also making clear that they have not lost their feminity –
that they are not, for example, aggressive or uncaring.

   

    There is a long-standing belief that
consider the style of communication to be the root of differences between men
and women. It is argued that women’s preference for cooperative and relational
ways of interacting puts them at a disadvantage in the public sphere, whose
norms are more competitive and instrumental. Women are said to have difficulty
in excercising authority directly, in acting decisively, and in dealing with
aggression or conflict. They may be seen as good  lieutenants, but not as potential
commanders-in-chief. They are also said to lose out to men because they are too
reticient about their own achievements. While competitive men are busy
blowing  their own trumpets, supportive
women are sharing the credit and missing out on the rewards they deserve.

    To sum up, regarding a woman in a managerial
position, it can be found statements quarreling this kind of position for them
in society. For example, the literature of management is full of statements
like the following: “A woman’s leadership style is transformational and
interpesonal, while a man’s style is based on command and control. Women
managers promote positive interactions with subordinates, encourage
participation and share power and information more than men do…Women leaders
use collaborative, participative communication that enables and empowers
others, while men use more unilateral, directive communication.” In the
business world woman are associated to the words – positive, participation,
enable, empower and men to the words – command and control. This rhetoric makes
you wonder why women are not at the helm of every successful business. Why are
men chosen more instead of women ?

 

   In
conclusion, if you are a woman and you work in a traditional and hierarchical
masculine field you have two possibilities : quit your job sau masculine
yourself.

   In the traditional
hierarchi, the women will have to fight to get an important job, but the
majority of women don’t want a position as a leader. In the political systems,
under 5% of politiciens are women.

   If you are a
woman and you work in a traditional and hierarchical masculine field you have
two possibilities to succeed : quite your job and take a job in which the
females have a right route or behave like a man. The male style still opens
many doors and the studies confirms the fact that the women who are more
“male” dressed have more chances to get a job in a leading position.
So can be clearly highlighted the fact that women had always problems in the
workplace. There are discursive behaviours which penalise women in many
workplace contexts, on the one hand, while documenting active discursive
resistence to sexist behaviours on the other. But this doesn’t mean that the
man must be feminized or the woman masculined.

    Both the
women and men must understand that each system is vital in various moments on
the road of success and the way to the top of the pyramid. Not the gender is
important, but the mind with which you can succed in every job.