جستجوی مقالات مرتبط با کلیدواژه « سقف شیشه‎ای » در نشریات گروه « مدیریت »

In many organizations, gender biases and stereotypes often occur, consciously or unconsciously, regardless of whether women assume leadership roles. In addition, women must overcome various challenges when assuming leadership roles or aspiring to be leaders. The present research has examined the management challenges of women managers in Khuzestan province from the perspective of experts. The research is qualitative in terms of development results, in terms of practical goals and in terms of data. The approach of the present study was mixed. Based on this, the present study in two levels includes the identification of concepts that were extracted by interviewing 17 women managers of Khuzestan province using the phenomenological method and also grading the concepts using the fuzzy Delphi method, with 10 experts and experts in political fields. Social, cultural, economic of Khuzestan province, an in-depth interview was conducted. The prioritization of women's management challenges based on the lived experience of the participants are: lack of protective laws, allocation of the lowest management level to women, traditional view of women, attendance at non-working hours of the office, ineffective management training courses. pay discrimination between male and female managers, emotional mood, lack of family cooperation, patriarchal view in organizations, low self-confidence, unwillingness to go on work missions, interference of family life with work, confronting female colleagues. which was categorized into 5 main concepts of glass ceiling, historical dominance of men over women, low self-confidence of women, incompatibility of customary and religious frameworks for the presence of women, disobedience of female colleagues. The structural space and organizational culture with the influence of the dominance and influence of the cultural system of the society as the most important, the most effective and the closest interactive environment of the world of work and employment of women is effective in their reaching managerial levels.

The concept of the "glass cliff" refers to the observed trend of appointing women to leadership roles in contexts that are inherently risky or crisis-prone. This phenomenon posits that women are disproportionately likely to be placed in precarious management positions where the risk of failure is high. The exploration of the glass cliff can catalyze further scholarly inquiry and stimulate discussions concerning the specific challenges and obstacles that women encounter in leadership positions. The primary objective of this research is to meticulously design a detailed model of the glass cliff, focusing particularly on its antecedents and consequences, within the context of service organizations located in Golestan province.
The research is developmental in its intent and employs a mixed-methods sequential exploratory design, integrating both qualitative and quantitative approaches. Participants in the qualitative phase comprised both male and female managers working in various service organizations across Golestan province, alongside university professors. Upon reaching theoretical saturation, twenty individuals were selected through a combination of purposeful and snowball sampling methods. Insights gathered from the qualitative phase were subsequently transformed into a coherent set of propositions and hypotheses, which were rigorously tested in the quantitative phase. Through in-depth analysis of the interviews conducted, a comprehensive model outlining causal relationships was formulated. Subsequently, a structured questionnaire containing 39 items was developed from the qualitative data. This questionnaire was meticulously validated for reliability and validity before being distributed among female managers in service organizations through a carefully stratified random sampling method. Ultimately, 225 completed questionnaires were collected and their data subjected to analysis using structural equation modeling and confirmatory factor analysis, facilitated by the Smart PLS software.
The developed model encompasses several elements: causal factors such as characteristics of women's leadership, criteria for meritocracy, women’s preferences, and organizational factors; the central phenomenon of the glass cliff; strategic responses including succession planning, personal development, and support networks; and outcomes, which are categorized as positive and negative consequences at both individual and organizational levels. The analysis of the data conclusively showed that factors such as women's leadership characteristics, meritocracy criteria, women’s preferences, and organizational dynamics have a significant impact on the glass cliff phenomenon. Moreover, the influence of the glass cliff on strategies such as succession planning, personal development, and support networks was robustly confirmed. Drawing from the qualitative aspect of the study, it is recommended that decision-makers and senior managers in service organizations diligently consider the origins of the glass cliff phenomenon and actively engage in managing the factors that contribute to the unique challenges faced by women in high-risk managerial positions
This investigation stands as one of the initial studies that, by leveraging a hybrid research methodology, provides a comprehensive framework to thoroughly understand the causal conditions, strategic responses, and consequences of the glass cliff phenomenon.

The purpose of this research was to investigate the mediating role of career path development in relation to reducing perceived organizational justice with the glass ceiling. This research was descriptive-causal in terms of nature and method, also was applied in terms of purpose and in terms of research directions, it was one of the basic researches and the research data was collected by the questionnaire tool. The statistical population of the research was made up of all the female education workers of Hashtgerd city, and were selected 316 people from the table of Gorjesi and Morgan by random sampling. We used confirmatory factor analysis to analyze the data and used path analysis of structural equations to calculate path coefficients with the help of Amos Graphics software estimates.Based on the results of the path analysis, respectively, the total effects of the reduction of perceived interactional justice and the reduction of perceived procedural justice, the development of the career path and the reduction of perceived distributive justice on the glass ceiling were significant and the aforementioned variables could explain only 20% of the changes in the dependent variable. It can be said that by comparing the beta coefficients: the glass ceiling is more affected by the reduction of perceived interactive justice and the reduction of perceived procedural justice.

The purpose of this study was to identify the causal conditions of glass roofs, intervening conditions and contexts affecting the creation and application of glass roofs, strategies for applying and the consequences of the glass roof phenomenon of the National Iranian Petroleum Products Distribution Company in a paradigm model and then presenting its conceptual model. Structural, external, descriptive and interpretive validity were used to evaluate the validity of qualitative data and Flint (2002) approach was used to evaluate the reliability. The results of qualitative research were classified into 5 groups: causal conditions, contextual conditions, intervening conditions, strategies and consequences. After compiling the model, the quantitative part of the research was reviewed and content validity and structure validity were used to evaluate the validity. Findings showed that hegemony of patriarchal values ​​with impact factor (0.263), male organizational policies with impact factor (0.186), management and patriarchal organizations with impact factor (0.181), acceptance and submission with impact factor ( 0.80), the pressure of expectations due to the role with the impact factor (0.171), respectively, has the greatest impact on causal factors and family with the impact factor (0.841) has the greatest impact on underlying factors and the moderating role of personality Entering organizational lobbying with an impact factor of 0.921 is the most influential factor the interventionist conditions. In addition, justification with an impact factor (0.917) was the most effective strategy in applying the glass phenomenon and the most important consequence of the glass ceiling was organizational consequences with an impact factor (0.946).

With the growth of societies, women nowadays are much more involved in organizations and jobs than ever before and are active as an influential workforce. Although there has been a lot of progress in the presence of women today comparing with the past, the structural and social barriers and pressures to create a glass ceiling for women continue to this day. The purpose of this research is to design a glass ceiling approach to break based on grounded theory analysis.

This study is developmental in terms of result, exploratory in terms of the purpose, qualitative regarding methodology. Fifteen professionals including directors, officers, and professionals from different levels of the oil company took part in this study. The research data collection tool was interview and the data theory method was used to analyze the data. In the present study, the interviews were conducted in depth in the early stages, but because of the conceptual codes, the interviews were more purposeful and semi-open in order to properly conceptualize the topic.

The analysis of the research codes after performing open coding and axial coding revealed a total of 829 open source coding, 424 coding, 307 sub-themes, and 61 main themes.

Recognizing the causal factors, contextual and confounding conditions of the glass ceiling can increase the level of perception of women's empowerment as a basis for promotion and the level of organizational functions, both in human resource strategies and in enhancing the level of outcomes. This understanding can prepare the possibility to use the women’s abilities and promote gender equality in the organization.

The main purpose of this study is to provide a framework for the transition of female managers through glass celling. Therefore, the present study is a qualitative research that has been done with a content analysis approach. After reviewing the theoretical foundations and existing models, a semi-structured interview was conducted with 18 experts in the field of empowerment, and then using an open and centralized coding strategy, the effective factors were counted and finally the framework was presented. Based on the findings, a theoretical model including 6 themes of glass celling effect, understanding of glass roof, effective factors, strategies and characteristics, transformational leadership and easy exit explains the career path of women according to There is a glass roof to reach senior management. The research findings show that female managers show transformative leadership behaviors and most importantly, the female instinct of female managers is in accordance with transformational leadership behaviors. As a result, women are more affected by individual barriers and are able to overcome the barriers of the glass ceiling by relying on their feminine instincts. Decreased productivity in a group that believes in obstacles to their progress; Increased stress and job pressure; Increase the likelihood of resignation and departure of employees who believed in the glass roof; Reduce work and organizational commitment; Decreased work motivation; Feelings of hopelessness are the consequences of believing in a glass celling.

The main objective of this study was to Predicting Empowerment of Female employees of the Ministry of Sport and Youth Based on Glass Ceiling and Organizational Justice. The statistical sampling of research consists of 170 female Employees of Ministry of Sport and Youth. The data collection instrument involved Glass Ceiling questionnaire (Ahmadi,1394), Employees Empowerment questionnaire (Spreitzer,1992), Organizational Justice questionnaire (Niehoff and Moorman, 1993) and Psychological Capital questionnaire (Luthans, 2007). The reliability of questionnaires was obtained as 0.78, 0.80, 0.70 and 0.71 respectively. Then, one sample T-Test was used to compare the means, Discriminant Correlation Coefficient to examine the relationships between variables in terms of the moderating role of organizational justice and Multiple Regression to predict and explain the empowerment variable. The results indicated that glass ceiling and organizational justice can predict women’s levels of empowerment strongly. This means that a unit of standard deviation increase in glass ceiling reduced the standard deviation of empowerment variable to -0.23. Also, a unit of standard deviation increase in organizational justice led to a 0.79 increase in standard deviation of empowerment variable.It is recommended that the Ministry of Sport and Youth take positive measures to support Employees to improve their self-confidence and self-esteem so that they can break Glass Ceiling to increase their empowerment.

In the organizational world, women have more opportunities to participate and compete with men. Despite the increasing participation of women in organizations, the advancement and entry of women into high positions faces obstacles known as the glass ceiling. In this regard, the present study was conducted with the aim of identifying barriers to the promotion of women using the qualitative Q method in the National Iranian Oil Company. Q statement were explored through 19 selected studies based on research protocols and media sources such as publications, newspapers, television programs, and conversations with experts and elites. Then, a questionnaire consisting of 39 cards and an answer sheet (Q diagram) was given to 43 experts who expressed their opinion based on a range of strongly agree (+4) to strongly disagree (4-). The collected data were analyzed by Q-type explorative factor analysis using SPSS software. The results showed that there are seven perceptions and mental groups about the obstacles faced by women in achieving managerial positions. In these mental models, the statements “less skill of women in political games”, “less ability of women to bear the psychological pressures of managerial jobs”, “family priority over work for women”, “Womenchr(chr('39')39chr('39'))s dependence on men in terms of geography and place of residence” “need a flexible work plan” were among the most important barriers to womenchr(chr('39')39chr('39'))s career advancement.

The issue of a suitable career path and womenchr  participation in the labor market is one of the most important changes of the last century. Therefore, the purpose of this study is to explain the factors related to the glass ceiling in order to develop the career path of female employees of the executive organization of Kerman. For this purpose, the statistical population includes two groups of university experts and all female employees of the executive organization of Kerman in the number of 14,186 people. To identify the components of the research, the theoretical foundations of the research and the components proposed by the experts, the Delphi method was used. Confirmatory factor analysis and structural equations have been used in data analysis. The number of statistical samples in the qualitative section by Delphi technique was 30 and in the quantitative section through Morgan table, 374 people were selected by stratified sampling. By performing factor analysis test through two software SPSS and Amos, 14 components in the form of 6 dimensions were extracted and tested. Findings showed that there is a significant relationship between organizational factors, individual factors, socio-cultural factors and legal factors with career development (-p <0.05). Also, the correlation coefficient between legal factors and career development is more important (r = 0.686) and the correlation coefficient between socio-cultural factors and the presence of the glass ceiling phenomenon is more important (0.769).

Decision-making as an important managerial function means choosing the best option out of available alternatives for solving a problem. Female Managers face several challenges in decision-making in healthcare organizations. The study aimed to explore women managers’ challenges in decision-making in healthcare organizations. A qualitative approach was used in this study. In-depth semi-structured interviews were conducted with 23 women managers in Tehran healthcare organizations. The participants were selected using purposive and snowball sampling techniques. The qualitative data was analyzed using thematic analysis method. Twenty- two decision making challenges were identified and grouped into 5 categories. These challenges include structural challenges (i.e., mission and type of functions, organization size, workload, resource scarsity, and law and regulation limitations), procedural challenges (i.e., weakness in defining the problem, wrong goal setting, and lack of criteria for choosing the best solution), human challenges (i.e., staff shortages, and their low motivation, knowledge and skills), cultural challenges (i.e., personal belifs, personal profit seeking, indifferences and gender stereotyping), and managerial challenges (i.e., emotions, insufficient authorities and lack of top managers’ support). Female managers used solutions such as using evidences, group decision making, problem prioritizing, effective internal and external communication, transparency, systems approach, employees’ education and training and improving organizational culture to overcome these challenges. Healthcare female managers face several important challenges in decision-making. Appropriate measures should be taken to reduce these challenges to achieve better results.

The woman has been the subject of discussion of divine religions, poets, writers, anthropologists, and sociologists for the time being, due to the difference between the wisdom of God in man and his gender. In spite of the desirable results of women's management in organizations, most top managers in organizations tend to choose male managers. The purpose of this research is to investigate the effect of glass ceiling on the non-use of female managers in governmental organizations of Mazandaran province.
Research

This research is a survey based on the purpose of the applied type and according to the method of collecting the survey data and correlation type. Library and field studies were used to collect data and the research questionnaire included 71 questions. This study was performed on 140 female managers in governmental organizations of Mazandaran province and data analysis was done using SPSS software and T test.

The results of the research hypothesis test indicated that, according to their self-maladaptive variables, socialization at the glass ceiling, the lack of employment of women in management positions was effective. The results of the first hypothesis test using t-test showed that the average of the calculated mean of the real mean of the variable and the average level is equal to 0.256. It can be concluded that the glass ceiling influences the non-use of female managers. The results of the second hypothesis test using T test showed that the average of the calculated mean of the real mean of the variable and the average level was equal to 76.8, which suggests that self-incapacity is effective in not employing female managers. Also, the result of the third hypothesis is using The T test showed that the mean difference between the real mean of the variable and the average level is equal to 571/0. Therefore, the social empowerment of women's disability is affected by the lack of use of female managers.

The root causes of the lack of a significant number of women in management jobs are related to cultural beliefs. This research, like other research, has confirmed the attitude of society and stereotypical views of decision-makers as one of the important factors in promoting women's leadership in management jobs.

This research focuses on studying the glass ceiling for women in leadership positions in succession planning and promotion of administrators and education experts in Alborz Province. The method of this research is descriptive - survey. The population of the study is included all male and female managers, top executives and managers and all staff employed in the Office of the Alborz Province and all eight regions of the Alborz Province. The population in 1806 is based on single-sample of 317 participants who were selected through Cochran formula for contingency. The instrument was a questionnaire that was developed based on the literature study and has used face validity for validity of instrument and also has asked the opinion of experts for content validity.Cronbach's alpha was used for reliability studies of the value of 95% was achieved, the collected data were analyzed by Univariate regression test and Friedman rank test. The data showed the organizational, cultural, and political factors in order of importance and greater impact on creating a glass ceiling and the family has the lowest impact factor.

Work alliance is among organizatioal pitfalls destroying organizational performance. Accordingly, identifying and removing these factors in necessary for sustainig appropriate perormane. This research aims to study the work alliance among women employees with the focus on the glass ceiling. The research is a descriptive and correlational study and significantly based on structural equation modeling. The population of intrest consists of women employees at Guilan’s Maskan and Melli bank, among which a sample of 125 people were selected randomly. Data gathering tool in this research are two questionnaires of work alienation and glass ceiling. To evaluate content and construct validity of the questionnaires, the expert’s comments and confirmatory factor analysis were used. The reliability of each questionnaire was obtained by using Cronbach's alpha (0/76, 0/94). The results of Pearson correlation showed that, work alienation has a significant correlation with glass ceiling. Furthermore, the results obtained from structural equation modeling with the Partial Least Squares (PLS-SEM) approach, demonstrates an acceptable fitting of the researchers proposed model. And also work alienation is explained through glass ceiling. In addition, with the formation and ticking of the glass ceiling, the work alienation of women employees at Guilan’s Maskan and Melli bank increases.

Recent studies indicated that women face extra and invisible barriers beyond glass ceiling which is called glass cliff. This study researches the glass cliff phenomenon in Iran whereby women are more likely than men to be placed in precarious leadership positions. Qualitative grounded theory has been conducted to identify and categorized the antecedents and consequence of glass cliff. Data has been collected through 20 in-depth semi-structured interviews with male and female managers in Bandar-Abbas city. Sample is chosen based on the purpose of the study and with snowballing method until saturation. Data were analyzed and coded based on the coding system of Struss and Corbin (1998). Findings show that Iranian women similar to foreign counterparts face the glass cliff. Women characteristics in leadership, in-group favaurism, lack of women tendency to enter male networks, lake of social support, organizational and cultural factors are found as causes of class cliff. Moreover result of study indicates that glass cliff lead to lack of women competency in managerial positions, and some negative individual and organizational consequences. Through the aggregation of the findings, the research introduced a research framework as a contribution of the study.

Despite the remarkable growth of women in the work environment, improvement of their managerial positions arent suitable with their number in organizations, while there is no reasonable evidences about lack of managerial ability of women but it seems issues like discrimination and job attitudes, limiting mistakes and face the rush toward the occupations and encounter with many problems to catch managerial positions in society. This paper aims to clarify the role of mass media in promoting women to managerial levels is the purpose to investigate the relationship between adaptation Television aspects of cognitive, normative, regulatory and development form the subject of women and their promotion to managerial levels of the other has been discussed. This questionnaire which confirmed its validity and reliability has been estimated that 84 percent was in the form of survey research in fields of management and communication professors of the University of Tehran state level was conducted. According to the research findings and in 95 percent of TV programs have significant effects on promoting women in the community was 42 percent, it indicates that about 42 percent in variations of promotion in society related to TV and 58 Percent of the rest is related to other factors.

A recent occurrence in the world of work is the phenomenon of women being stuck at lower levels, also referred to as the glass ceiling effect. Different studies and sources in several countries show that the increase of women in managerial positions is still lopsided, especially when compared to the total number of female in the workforce. This research, try to identify the effective factors on decrease of women empowerment, especially survey on disable sociability and helplessness of women. This research is based on a descriptive-experimental method through a correlation analysis for the examination of two factors eventuate of glass ceiling is effect directly on decrease of women empowerment. Statistical population encompasses whole employee in IPDC. Sample Statistical selected by random sampling and their opinion gathered through a questionnaire. The result show that between disable sociability and helplessness of women with decrease of women empowerment is a direct relationship and glass ceiling indirect affect on decrease of women empowerment with those two factors.