High growth and over-trading
Women perceive themselves to be at the centre of their business organization, with teams and working groups, emanating from that central position, rather than developing rigid hierarchical structures in which they are positioned at the top. Women have a strong commitment to a vision, which encompasses their private and business lives. This means that they constantly strive to develop sustainable business with manageable growth rather than aiming for immediate high growth and over-trading.
They focus on the personal relationship aspects of business contacts, which support long-term ambitions. Develop contacts through active networking which thy perceive as a rich business resource Women grow their business through a range of relationship alliances that frequently enable more business and self-employed. This results in slower growth as measure by increased number of employees of women- run business. These factors are of particular impotance when considering the support needed to encourage women into business and to help entrepreneurs grow their business.
They also impact on the way in which government economic development statistics may view not only female entrepreneurs and their business but also the whole enterprise economy. Top branded companies executives in the world have genuine commitment, implemented action plans to recruit and retain talented women
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The picture of the private sphere has changed dramatically in the last few decades, and it seems as if companies have not sufficiently adapted their organisations to this fact. More women are working, and they are working longer hours. Women are changing the social contract; they are taking up responsibilities in the public sphere and are less accessible in homes. Couples are not only committing themselves domestically, but equally important, companies are being confronted with women who are not dedicating their lives completely to a career.
This has resulted in new issues and challenges for the companies, as well as fundamental changes at many different levels. In many of these organisations the old view of highly committed employees who can rely on private support at home still persists. And all workers face a stubbornly persistent ‘ideal worker’ ethics that equates work commitment with uninterrupted employment and very long workweek Gerson (2004). This results in a work-family conflict that both men and women experience especially if they have children at home.
When your organization is better for women, it’s better for everyone. The arrival of many more women on the career ladder demands critical reflection on the ‘ideal worker’ ethics and the development of alternatives to standard career behavior. Women in their thirties leave their positions because of the major time investments and commitments they need to make in order to proceed with their careers, the lack of commitment from their companies to solve a common problem, and last but not least, because of the limited perspectives that their
investments will prove to be worthwhile. When workers feel supported and able to control the amount and conditions of their work, their perception of conflict between work and family diminishes. All kinds of flexible work patterns working at home, tele work, flexible times of work, part-time work restore this sovereignty and create the opportunity to fulfil other roles outside of work.
Work-life policies on outdated stereotypes, in which women are seen as less committed to work than men have been changed. Hence creating new stereotypes where working mothers, and to a lesser extent fathers, are seen as shortchanging their children. The family life is experiencing massive changes, issues at work place does not only concern men but women in entirety. Family responsibilities have now been harnessed into a collective responsibility regardless of biological differences.