1. Case study 4 Why no women managers
Pavla Fuxová
Hana Gablová
Kristýna Hanžlová
Jana Kudělová
Jitka Němečková
Faculty of Economics and Management
MSc – 1st year

2. Case study problem „The mystery of the disappearing female hotel graduate“
Hotel industry
Lack of female in the hotel management BUT more women managers than other industries
More female graduates from the Hotel and Catering Management courses (75%)
3:1 women to men
Possible explanation
The aspiration of female empl. in the hotel industry
The cultural milieu of the hotel industry
The process of management development

3. The aspiration of female employees in the hotel industry
Passivity of women
Lack of confidence
Women choose jobs at a sub-managerial level
Definition of career plan

4. The cultural milieu of the hotel industry
History of hotel industry
Women constantly connected with care and attention
Women has always played decorative and supportive role
Important departments (front office, restaurant) hold only by men
Relationship within hotels
Triadic relationship : staff – customers – management
Women excluded from valued department
Women working in low skilled activities
Personal service obtained by men
Different training opportunities

5. The process of management development
Nature of hotel management
„mine host“ role,“continual presence“ and multi-skilled character-“ad hoc“ management style
Immediate problem solving at an operational level
Definition of hotel management
Women do not fit the “personality“ concept
Becoming a hotel manager
College and trainee as an assistant manager
Attention to networks, encouragement
Sponsors – disadvatage for women
Practical skills valued highly than level of education
Women miss practical skills?

6. Definiton of glass ceiling
a ceiling based on attitudinal or organizational bias in the work force that prevents minorities and women from advancing to leadership positions
at Hewlett-Packard in 1979, Katherine Lawrence and Marianne Schreiber, described how while on the surface there seemed to be a clear path of promotion, but, in actuality, women seemed to hit a point where they seemed unable to progress beyond.
an article by Carol Hymowitz and Timothy Schellhardt in the March 24, 1986 edition of the Wall Street Journal

7. Why women are NOT managers?
Historical background
Supportive and decorative role, stereotypes
Men as a money maker vs. women as housekeeper
Physical appearance
Height, physical constitution, attractiveness
Organizational culture
Importance of networks and men’s fellowship
Attitude to become a manager
Passive approach?
Underestimating of knowledge and skills
Ambitions
Desire to build vs. Desire to win

8. Women vs. Men Skills and abilities to carry out the management work
team players (encourage openness and are more accessible)
democratic
reward-oriented
respond more quickly to calls for assistance
better at managing diversity
identify problems more quickly and more accurately
better at defining job expectations and providing feedback
task-oriented (faster decision making)
autocratic
punishment-oriented
command-and-control (tend to earn respect more easily)
not acting emotionally
work is at the first place
tend to be more confident

9. Breaking the glass ceiling
EU countries Parliaments
Spain and Norway – half and half
EU Parliament
30% of women
Czech TOP women managers
Magdalena Souček (Ernst & Young)
Klára Starková (PPF)
Jana Belyušová (Nike, European Central)

10. Suggested Solutions Overcome prejudices
Understanding what social conditioning means
Pass communication gaps (“Subtle bridge builders”)
different communication based on social conditioning (not malice intentions)
Quotas
DO NOT “act like men”! BE YOUR SELF

11. Conclusions
Situation is getting better with the new generation of managers (29 percent in 1990 to 36.4 percent in 2002)
Women should put their uniquely feminine cultural conditioning to work and do their part to bridge the gender communication divide
Being equal does not mean being the same
(Joanna L. Krotz)

12. Resources

13. THANK YOU FOR YOUR ATTENTION!