Abstract
This paper reviews journal literature dating from 2005 and later, noting that there is almost complete agreement that there are differences between men and women' management styles. The writer notes that the literature finds that women are regarded as bringing a more open and cooperative style to business leadership, which can enhance business operations. Thus the most successful businesses are those which integrate women and their skills into operations. The writer points out that professional literature on gender differences shows that disputes between men and women appear to be fading from the scene. While this is certainly not entirely the case, there is a comparative lack of serious, peer-reviewed articles dealing with gender conflicts in business. The writer maintains that this is partly a result of the many statutes that have been adopted in the United States and most western nations making discrimination illegal and giving civic remedies to those victimized by this discrimination.

Outline:
Abstract
References

From the Paper
"A good deal of new research has been done in recent years concerning women and sales, because sales is perceived as an area in which people can advance rapidly. A good deal of the research in the sales setting has focused on gender based differences in approaches. Females, for example, tend to believe that other sales-people they encounter have a considerable degree of expertise, attributing to them a much higher degree of competence than their male colleagues do. Further, women overall place higher values on cooperative efforts and the fostering of harmonious relations. They also, as noted, tend to tend to use an integrated approach to information tasks. These traits, taken as a whole, allow women to perceive conflict between buyers and sellers as functional rather than dysfunctional. They tended to view these conflicts as exchanges of information, whereas men tended to view them as affective conflict, in which values were genuinely at stake."

Tags:performance, competence, control, growth

Abstract
The paper explores how managers make important decisions when confronted with organizational, social or personal problems. This work states the known strategies and discusses how regular individuals solve problems and make administrative, ethical and social decisions. The differences between individual and group decision-making and problem- solving are examined, as well as how conflict, leadership and gender influence the decision-making processes. The paper concludes that decision-making within an organization is a very complex task and one that managers must develop in order to present suitable outcomes and make sound judgment.

Outline:
Objective
Introduction
Harrison
Two Main Features of Decision-Making
Utilities and Probabilities
Human Errors
Prospect Theory
The Multi-attribute Utility Theory
Features of Human Behavior
Summary and Conclusion

From the Paper
"Decision-making is a process that occurs at various levels throughout the organization. Organizational and managerial decision-making is inclusive of decision making on the part of manager within the context of the organization. (Harrison, 1999) The organization is therefore the unit of analysis with the outcome of the manager's decision in the organization being decision-making behavior. Organizational decision-making is considered a form of problem solving in which the perception of a problem occurs and solutions are then sought, and then scrutinized through evaluation before being either accepted or rejected."

Tags:judgement, conflict, leadership, gender

Abstract
In this article, the writer discusses that organizational diversity is the presence of differences such as gender, age, race and ethnicity as well as physical ability and sexual orientation of associates in an organization. This paper addresses four areas of cultural diversity and demographic characteristics: gender, ethnicity, age, and differences in personality traits. The writer maintains that success in any work setting depends on a respect for people and an understanding of human behavior in complex organizational systems. The writer concludes that diversity in a positive organizational culture is advantageous for the growth and success of the organization.

Outline:
Abstract
Gender
Ethnicity
Age
Personality Traits
Conclusion

From the Paper
"A major factor stimulating the growing diversity in organizations today is the strong trend associated with the changing demographics in America. In relation to gender differences, approximately 50% of the current workforce in America is female. Another interesting fact is 72% of women with children under the age of 18 are in the workforce. The increase of females in the workforce is remarkably different in comparison to past years. Some of the perceived reasons for the increased rate of women in the workforce are: the necessity of women to support families; efforts of families to maintain a higher standard of living; or women seeking the opportunity to excel and succeed in a corporate environment. The increased rate of women in the workforce has contributed heavily to diversity in the workplace."

Tags:Ethnicity, Age, Personality Traits

Abstract
This report compares the differences in management and work attitudes between the US (Western society, The Czech Republic and Asia). A variety of influences are discussed and compared such as gender, employee attitudes, and management styles, etc. The report concludes that cultural factors are indeed critical to outcome and the success of a company.

Outline:
Introduction
Cultural Differences: Czech Republic versus United States
Hofstede's Evaluation: Czech Republic
Eastern Versus Western Cultures
Conclusion

From the Paper
"Culture is usually considered the combination of inherent values and learned mission. The importance of culture is due to the fact that it can affect operational excellence and the achievement strategic objectives. It is therefore imperative that there be a general understanding of the difference between the two cultural realms so that important aspects of the management styles can be positioned within the overall strategic business process within organizations, since:
- Organizations are living social organisms, and need a link between them to survive; the culture can act as this link, but may or may not be a positive or enforcing element,
- Culture is a main part of the fundamental support of an institution and may fail if there is a serious contradiction between business trends and the cultural practices within a country,
- Culture is critical to business strategies, goals, missions, and outcomes, (ITIM, 2003, para 4))"

Tags:culture, economics, business, industry

Abstract
This paper explains that it is the responsibility of human resource managers to oversee the company's policies and to ensure that fair treatment is meted out to women in the organization. The author points out that, when it comes to promotions, there is an even more blatant discrimination against women. The paper stresses that, though virtually every state has enforced fair wage acts, there is still a lot of difference in wages earned between the two sexes.

Table of Contents
Thesis
Introduction
Hiring workers
Salary Scale (Differences)
Sexual Harassment
Conclusion

From the Paper
"There is clear evidence that in general men are the preferred candidates for any position (other than those excusive for women) in the job market. Even when candidates from both the sexes possess similar qualifications, employers show a distinct bias in favor of men. An audit study conducted on restaurant recruitment pattern in Philadelphia attested to the existence of discrimination. In the above study, mock resumes were used to find out the hiring pattern of restaurants throughout the state. The results revealed that women in general received offers from poor paying restaurants while the bigger well paying restaurants preferred men."

Tags:policies, promotions, wage, studies, pattern

Abstract
This paper uses statistical data to investigate the differences between the self-disclosing abilities of production managers of Fortune 100 and Fortune 1000 companies. Factors such as managerial experience, age, and gender are considered in the research investigation.

From the Paper
"The present study, requested by an outplacement employee service company (Calvin Sourcing), attempted to determine whether or not a difference existed in the ability of production managers, from fortune 1000 companies and fortune 100 companies, to effectively self-disclose (communicate) to some target person. The secondary purpose of the study was to investigate the extent to which manager gender, age, and length of service influenced a person's ability to self-disclose. Self-disclosure has been deemed important in terms of new hire placement, corporate advancement, skill attainment, and employee motivation."

Tags:communicate, employee, supervisor, vendor, interactions, length, of, service, differences

Abstract
The paper looks at the types of leadership for organizations and notes the comparatively small differences between leadership styles across gender lines. The paper then discusses how leadership today has to appreciate and manage the rising levels of stress in the workplace that have resulted from reengineering, downsizing and restructuring in many corporations. The paper relates that many workers become scared, angry and frustrated only because they fear losing their jobs and their benefits.

From the Paper
"In the workplace, there are a lot of different departments. There are both good and bad points to this. While it can cut down on how well departments actually work together, it can also keep down conflict and other similar problems. How leaders work to keep employees together yet separate is vital to the success of an organization, and there are different types of leadership for organizations, often based along gender lines. It is important to address these in order to show how leaders work together and with their employees to make companies successful."

Tags:gender, employees, stress, frustration, anger

Abstract
This proposal examines the nature of female and minority retention and advancement in the American corporate culture. Previous research indicates that female minorities face double barriers to advancement within business organizations. In recent years, corporations have sought to address this problem by instituting formal mentoring programs ostensibly designed to encourage the promotion of women and minorities to executive positions. This study proposes to examine the effects of mentoring programs to determine if there are differences in benefits related to gender and race. The paper includes a number of charts which show the statistics discussed in the paper.

Contents:
Introduction
Statement of the Problem
Research Questions
Research Hypotheses
Background on the Issue
Importance of the Study
Scope and Delimitations
Definitions of Terms
Review of Literature
Social Conflict and Diversity
Conflict Theory
Affirmative Action and Conflict Theory
The "Glass Ceiling" Phenomenon
Discussion
Mentoring in Organizations
Phases of the Mentoring Relationship
Functioning of Mentors
Quality Mentor Programs
Impact of Gender on Mentoring Outcomes
Summary of the Literature Review
Methods
Research Design
Research Questions and Hypotheses
Variables and Operational Definitions
Data Collection
Population and Subjects
Data Analysis
Bibliography
Appendix One - Draft Survey Instrument

From the Paper
"The numbers of women in upper-level management positions in American organizations are disproportionately low in relation to both the numbers of women in the general population and the numbers of women among the employees of organizations (Martinez, 1997; Silverman, 1997; Konrad & Linnehan, 1995). Some analysts have suggested that a "glass ceiling" exists that blocks the promotion of women to upper-level management positions (Poole, Langan-Fox, & Omodei, 1993, pp. 39). A similar phenomenon is held to exist for individuals of minority population classification status (Didion, 1995). Thus, women who are members of racial and ethnic minorities conceivable face double barriers to advancement in organizations."

Tags:feminism, corporate, ladder, management, health, care, education, employee

Abstract
This paper examines the multi-cultural workplace in today's global corporate environment and legal action for an equal opportunity to all people. It argues the benefits of anti-discrimination laws, such as affirmative action, in creating a diverse workforce ready to respond to in today's global business challenge. The author states that if managed properly, the organization that is best able to manage its multicultural workforce has a significant advantage over competitors.

Table of Contents:
Executive Summary
Introduction
Benefits of the Multicultural Workplace
Competitive Advantage
International Workforce Supports International Business
Relationship Building
Understanding the Customer
Increased Flexibility
Creates an Innovative Environment
Disadvantages of Cultural Diversity
Bias and Discrimination
Conflict
Differing Belief Systems
Cost of the Multicultural Workplace
Managing the Multicultural Workplace
Fair Systems
Reward Systems
Support Systems
Organizational Culture
Policies to Define Correct Behavior
Multicultural Managers
Conclusion
Bibliography

From the Paper
"A multicultural workforce has become a reality for organizations. This is because of the current social environment with the focus on equality and because of the business environment focusing on equal opportunity and anti-discrimination. While this creates a requirement for organizations to become multicultural, this should not be viewed as a negative thing.

A consideration of the multicutltural workplace will show that there are considerable advantages to developing an effective global workplace. These advantages include that it supports business trends such as international trade, relationship building and customer focus. The global workplace also has the added benefits of being more flexible and more innovative."

Tags:affirmative, action, race, gender, work, workforce

Abstract
In this article, the writer explains that atypical gender identity is a bona fide sexual identity that is no different from traditional identification with one's biological gender. The writer discusses that in many respects, transgender individuals are subjected to intense social discrimination including discrimination in the workplace. THe writer maintains that federal law prohibits vocational discrimination based on gender, but transgender orientation is not specifically included in the definition of gender or sex in federal statutes or those of many states. The writer discusses that contemporary American business is now faced with a similar dilemma capable of being redressed by just policies established voluntarily by human resource managers and business administrators even before anti-discrimination by virtue of transgenderism is included within the protections recognized by formal laws and acts of Congress.
Ultimately, this is more a matter of human morality and ethical values than a matter of formal legislation and government policy.

From the Paper
"A few states have amended their employment discrimination laws, but other only provide relief predicated on violations such as discrimination by virtue of characterizing transgenderism as political activism triggering statutes prohibiting discrimination against political activism. Other states have provided relief based on existing state statutes prohibiting discrimination by virtue of sexual preference, but that avenue is not available to transgender individuals who are not homosexual. Similarly, transgender individuals in certain jurisdictions must resort to laws prohibiting discrimination based on disabilities, by characterizing transgenderism as a psychological disability.
"Only very recently have courts begun to recognize that transgenderism is neither an illness nor a valid basis for discrimination, but merely a relatively rare manifestation of otherwise normal human sexual development with roots in the same biological mechanism that, much more often, result in the traditional gender orientation that
comports with social expectations of gender, gender identity, and human sexuality."

Tags:sexual, preference, manifestation, sexuality, workplace