Challenges the Female Executive Would Face Paper Example

Would you give her the position?

I would issue the position of the executive vice president in the Mexican subsidiary to the qualified woman. I believe that good leadership is not gender-specific since arises from exemplary managerial skills and expertise.

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How I would convince the Old Management Group of my Decision

I would explain to the management how the woman possesses excellent skills and qualifications required to head the Mexican Subsidiary. Notably, the old administration may be reluctant to accept her due to gender stereotyping. In the Asian continent, women are less likely to occupy managerial positions in countries such as Thailand and China despite their efforts to enhance their education and expertise (Oakley, 2000). The chauvinistic nature of Asian society causes the phenomenon. Nevertheless, I would transverse this obstacle by outlining the woman's skills that precede that of other male executives in our company; thus, clarifying the need to give her the position.

Challenges the Female Executive would face

Cultural Barrier

Culture includes language, beliefs, values, and norms that define a particular group of people. Culture can be a considerable barrier to organization effectiveness and pose numerous challenges to an executive officer (Sarros & Sarros, 2007). The female executive is likely to face language barriers as she communicates with other Mexican employees in the firm. Secondly, she will have a hard time adapting to the Hispanic culture and traditions, which are significantly different from the American way of life.

Work-life Balance

Thirdly, she would face the work-life-balance challenge. Noticeably, most executive positions are time demanding and may involve travel. On the other hand, women handle motherly and house chores, such as raising children and cooking for their families (Gini, 1998). The situation creates an obstacle since women they have to balance or choose between their jobs and family life. Additionally, she may face career interruptions due to cases of child rearing or childbirth.

Organizational Conflicts

Many managers acknowledge that carrying a firm's activities with integrity, inclusivity, and diversity is essential in the creation of ethical corporate culture. Nevertheless, disputes, which are inevitable in the workplace, can disrupt this harmony in an organization (Sarros & Sarros, 2007). If the female CEO does not have competence in resolving the conflicts, she may allow them to fester in the company raising critics about her leadership qualities, thus jeopardizing her career.

Changing Organizational Culture

Fostering organizational change has been a hectic task for many CEOs. Today, technological advancements, dynamic consumer behavior, and market competition are forcing firms to change their traditional corporate structure (Sarros & Sarros, 2007). Therefore, it will be difficult for the female CEO to foresee organizational change with limited resources in a foreign culture.

How to overcome the Challenges

Firstly, the female executive should embrace cultural diversity in her new workplace. The ordeal will enable her to relate with other employees harmoniously and eliminate cultural conflicts. It will also assist her to manage a diverse workforce. Additionally, she can get a translator or advocate for the use of international dialect in the firm. Secondly, she can create a personal schedule, which will enable her to plan for her daily and work activities accordingly. She can also plan her family life early to prevent career interruptions.

Thirdly, she needs to equip herself with appropriate conflict management skills. The skills will enable her to eliminate any conflicts in the firm as soon as they emerge. Fourthly, she should be ready to promote teamwork and accountability. The two are substantial in the implementation of organizational change successfully. Lastly, she should be bold and prepared to take risky measures to ensure the company's success in the region.

References

Gini, A. (1998). Women in the workplace. Business and Society Review, 99(1), 3-17.

Oakley, J. G. (2000). Gender-based barriers to senior management positions: Understanding the scarcity of female CEOs. Journal of Business Ethics, 27(4), 321-334.

Sarros, A. M., & Sarros, J. C. (2007). The first 100 days: Leadership challenges of a new CEO. Educational Management Administration & Leadership, 35(3), 349-371.