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The glass ceiling facing women as they face hurdles to reaching top management positions in China, India, Japan, S. Korea and other Asian countries. The need for proactive efforts and programs to develop women for top and middle management positions. The figures show women represented at levels as low as 1-3% at board level and senior management positions in China and Japan. Cultural attitudes, women's tendency not to push themselves forward when they feel they lack all the skills needed, and a lack of programs to develop women, lead to this lopsided situation where skills of talented women are not utilized.

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Women have one of three positions in senior management in the federal government compared to one of six in corporate management. Women make up 41% of management positions at the Government Accountability Office, a federal agency that has women friendly policies including family friendy culture, daycare site at the Washington headquarters, flexible relocation policy, telework policies, and advancing women to positions even as they balance their professional and personal lives such as needs of children. It is not necessary to work 70-80 hours a week to advance to senior positions as in law firms. Susan Poling is a senior executive supervising 156 lawyers, and says in the beginning she was able to work part time to spend more time with her son and still have great things to do and be given higher responsibilities.

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Christina Zander provides an exceptionally good report on what holds women back in work and managing positions in Sweden, Norway and Denmark. Even in Norway, Sweden and Denmark, with a more enlightened outlook in gender relations, the number of women who are CEO's for 145 Nordic companies is only 3%. For the U.S. Fortune 500 this is about 5%. Good child care benefits and parental leave laws that promote a fair distribution of child raising responsibilities between men and women are part of the enlightened outlook in Nordic countries. Yet the number of women being promoted to senior positions is limited. Interestingly rules requiring quota for women on Boards of Directors have led to a different situation on Boards- in 2013 41% of the boards at Norway's public companies were women compared to 18% at private limited companies. About 5.8% of general managers at publicly listed companies were women in 2013, 15.1% in private companies. Sandvik's Ms. Einarsson was promoted to a senior position recently. She says the opposite is true, one needs to start not at the top but at the entry level to ensure women are fairly represented. Culture is part of the problem as even in companies with equal male and female employees, the managers are mostly men. Men are seen as more eager to take responsibilities and risks, and are more integrated into networks. Even childcare and paid parental leave can be deceptive. One researcher shows that Swedish women still take the major part of responsibility for children, with 75% of the 480 available days. Women managers and researchers point to the difficulties women face with a full time career or working over 60 hours a week in a management position, and combining this with picking up children from daycare. Sofia Falk is the founder of Wiminvest, which helps companies invest in geting talented women. Her suggestions are that companies offer other incentives instead of more money- an assistant, private child care, grocery shopping, shared management positions, technical solutions to be able to work at home. The CEO of Sandvik, Olof Faxander, is persistent in changing company attitudes- he has raised the proportion of women in management positions to 21% from 9% in 3 years, eventually hoping to reach 33%....

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A management shakeup takes place at Nike with the departure of several executives and the HR chief for inappropriate behaviour. Nike is described as having a boy's club culture in this report which shows some women left Nike to join rivals Puma and Adidas, and others conducted a survey about conditions for women at the company relating to pay inequity, and allegations of inappropriate workplace behaviour. Following the survey Nike CEO Parker conducted his own internal investigation leading to the management shakeup. Nike will now setup mandatory manager training so that it takes the steps to become a women friendly workplace.

Nike has developed an aggressive competitive culture in its competition with Adidas and other brands. This has added to difficulties for women at the company.

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Adam Bryant talks to 4 women executives about the problems women face in taking up higher management positions. One of the problems addressed directly and at length by the head of Pfizer Nutrition, Amy Schulman, is what she calls "the dutiful daughter," doing what is expected of you. This is also described as a serious problem for women executives in Asia by Riva Gold, where women not having 100% of the skills for a higher management job will step back, whereas men with only 50% of the skills step forward. Schulman says women have to be well prepared and have a good grasp of the subject matter, have acquired experience, and having done that they need to make their voice heard. Any anxieties about not getting it just right, or asking the question about whether "she belongs" need to be left behind. The leaders of companies need to create the environment in which biases and assumptions about women in the workplace do not hinder getting a mix of different voices in the corporation, which can only benefit from that diversity of people and styles. Another point she makes is that women have to spend their political capital, to stand up for colleagues and the team where appropriate, for principles that are significant, to be build credibility and win credit. ...

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Women in senior management positions at GM include Mary Barra, Melissa Howell, Anne Larin, Victor McInnis, Grace Lieblein, Alicia Boler-Davis. Howell is senior vice president of global human resources. Leiblein, vice president for global purchasing. Boler-Davis, senior vice president for global customer experience and quality. Barra is the new CEO in 2014. Here Leiblein describes her decision as chief engineer for large crossover utility vehicles- to leave a gap at the bottom of the left foot rest making room for female drivers wearing a high-heel shoe. Barra says she concentrates on doing a good job and doesn't count the number of women in the room at meetings. Other female managers says women have to put in more than men to be recognized.

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Changes in the management board at  VW that will lead to an accelerated investment in electric vehicles. Labor leaders had sought to oust CEO Herbert Diess. Mr. Diess will no longer oversee the VW brand or the company's business in China. The management board is expanded to 11 from seven previously. Three new board positions were created two filled by women. The result is that Mr. Diess will now be working with overall guidance from the board and other members that seeks to accelerate VW's conversion into an electric car company. About $180 billion in investment was approved half of this going into digitization and electric cars.

These changes are happening as Germany goes in a new direction under the leadership of Mr Scholz of the SPD and the Greens vice chancellor, Mr Habeck, who is also in charge of an expanded economy ministry including climate change, with large investments planned to combat climate change.

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WSJ investigations of Facebook and Instagram showed how these social media companies business activity was damaging to young women's health in the US, Europe and other countries. Because of the reach of social media companies into the lives of millions of young people the damage was serious and extensive. This report in the WSJ describes the activities of management at Facebook and the resignation of one of the key executives from burnout herself. This WSJ report says that during the WSJ series on the investigations this and other key executives remained silent on the issues facing young women for mental health in the use of Facebook products.  One WSJ report in 2021 said that company documents showed Facebook knew that the company's products were toxic for teenage girls. Other issues emerged in the WSJ investigations such as the Outrage Algorithm which the WSJ says was made by tweaking some aspects of the company's algorithm as a way to counter dropping user engagement. This led to much angrier discourse on Facebook according to WSJ and other reports. The experiences at Facebook reflect the general experience of this period in 2000-2015 when business management shifted to an entirely different conception of business that ignored the importance of human values in the blind pursuit of rapid growth, profits to make acquisitions of smaller companies for further growth creating monopolistic firms. This extended to disruptions of democratic process with the Cambridge Analytica access to records of data of 87 million Facebook users as reported in WSJ, that were used to target social media users in the period leading to the 2018 election. With such activities the risks could be seen to the democratic process itself in addition to mental health by the emergence of social media in the short period of a dangerous decade 2010-2020, when there was little or no regulation of this medium.   ...

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Helena Morrissey of the 30% Club has helped increase the representation of women on Board of Directors in Britain to 23%. This is nearly double the figure in 2010. Helena Morrissey uses a non-confrontational approach, getting men to join the organization and having them act as advocates with other men in senior positions. She learned this after using other approaches which were less effective. She focusses on telling chairman of the boards that having women on the board provides different perspectives, and points to studies that show about 30% lets a minority voice be heard. Homogenous boards have been known to provide no new thinking or fresh perspective, a problem at many companies. The opportunity opened up with the finsncial crisis of 2008 and widespread opinion that the boards had failed to understand the crisis that was coming. She and 14 other women got the support of 2 prominent board chairmen in 2010 to start the 30's Club. A Commision by the new government led by Lord Davies provided additional impetus by recommending that 25% of a board be voluntarily set for women. Early in her career Helena was turned down for a promotion because she had a baby. She has nine children, which her husband a journalist helps take care of at home, making her situation even more unique. Helena Morissey is CEO of Newton Asset Management in London's financial district....

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Getting savy employers to pay attention and getting employees to have a better sense of who they are, provides the topic of this article in the WSJ. It shows that different types of employee behaviour can be seen after two years of the pandemic, and employers need to pay attention to their needs.  There are ambitious employees and work to live types. Work to live advocates have put lifestyle and health as priorities learning from the pandemic. The great resignation and employers facing worker shortages have given them an opportunity to look for more flexibility in work life situations. Related to work to live type are double duty professionals of which women form the larger part. During the pandemic women took on more responsibilities for children with lockdowns and school closures. This also meant a more stressful life. All of these types of employees are now in the workplace. Employers can get better results by paying careful attention to worker needs. The types are not exclusive as double duty professionals also have the drive and the resilience to match ambitious employees in tackling new positions and responsibilities. The double duty professionals also share the aspirations of work to live advocates for a better work life balance that gives rest and relaxation, home and family, the importance it deserves for a full and complete life. There is one more type which is also part of the workplace that is entirely different. It is the disoriented new employee who has been left alone to find out about new responsibilities at work virtually without the necessary human contact. Related to this type is the desperate to connect type which is the type that has lived in relative isolation during the pandemic and is now hungering for human contact. There is also one more type closer to retirement that is the zest for life type that can be very productive in the workplace because of its experience and talent if given the chance. This type is not just there for the paycheck or career progress. Here the zest for life means the desire to connect with others and learn new things. Companies and management can accomplish more and be more responsive to needs of their employees by understanding these types and their different needs. Dorie Clark ,who teaches executive education at Duke and Columbia University ,says this is important for companies to retain talented employees and get the most out of them by understanding early on what motivates them. ...

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Tabuchi provides an exceptional account of the difficulties overcome by Rieko Fukushima as she returned from maternity leave to setup the 3-D TV team at Toshiba to commercialize the technology. Her inventive skills, networking and collaboration with other parts of Toshiba, hard work and perseverance paid off when her team solved the problem of being able to view the 3-D television without glasses. The solution was a new algorithm based on Toshiba processer Cell that sent different images to the left and right eyes. Here she describes the astonishment with which her team received the news that a woman was in charge of the team, just returning from maternity leave, and only 39! Was it tough as a woman? Yes, she says! Rieko was exceptional in many ways. Japan's challenge is to get more women with even a fraction of Rieko's talent to make a huge difference in a country where women play a minor role in positions of responsibility and initiative at all levels. It would make a large difference in Japan's prospects in the global economy- about 8.2 million more workers, and an estimated 15% increase in GNP....

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The Washington Post's Lillian Cunningham interviews Christine Lagarde, head of the IMF, in April 2014. In this exceptional interview Lagarde talks about her personal life experiences that have given her new strength to tackle the difficult jobs as finance minister of France and head of the IMF, during a period of turmoil at the organization, and the global financial crises of 2009 followed by the eurozone financial crisis. No other woman in recent times has faced a series of crises of this magnitude and tackled them with such fortitude, exceptional insight, and ability to stand up for what she believes is the right course of action. She says she has seen many instances where women are given jobs which are tough and expected to sort out a mess or revitalize an organization. Her own approach she describes here emerged from personal anguish of losing her father to a debilitating illness at a young age as the eldest in her family, and remembering her dad's advice to stand up for what she believed, to face a tough situation and come out stronger. Lagarde's view on leadership is that it is about getting people excited about the purpose of an organization. Just as every human being has a purpose in life, so organizations with people working together develop a joint purpose, and the job of a leader is to enable people to get them to achieve that purpose....

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Changes to Japan's corporate governance code being pushed forward by the Abe administration will give more importance to shareholders interests. This includes improving transparency and management structure, including more independent outside directors on boards, to breakup cozy relationships of executives running corporations in Japan. Improving return on equity is part of the plan proposed by Abe. The government has offered to cut the corporate tax rate down to below 30% in a few years as part of the new deal. Abe told the nation in a televised address that "there are neither taboos or sacred cows, only a singular strong devotion to see this through to the very end." Abe called for more women in the workforce, and the hiring of more foreign workers.

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Knowing the thinking and mood of the younger generation of engineers programmers and other staff is critical. They are more optimistic and impatient about things so companies have to move quickly to change things to retain talent. The other major change is the number of young women that are joining. Nasscom the software industry association in India says that last year this was 35% and will rise to 45% by 2010. This is amazing rise considering that it started from very low numbers and these young women are more vocal than the men. It means companies have to keep their minds open to gender issues and respond. Giving young people a voice in the affairs of the company, giving them achance to be not lost in the crowd, a shot at challenging assignments for the talented, some kind of inhouse training program in management and in other areas so that they can keep upgrading their education and value to the company, some peers and superiors assigned to mentor new employees, hiring from smaller cities so that those who want to be near family can do so and have higher loyalty than with chasing high level talent in bigger cities and supplementing with good inhouse training , are a list of some of the things being tried by companies. ...

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Women in a 2011 group studied by Peter Cappelli of the Wharton School, University of Pennsylvania, Monika Hamori and Rocio Bonet of the IE Business School in Madrid, show increasing numbers of women and foreign educated managers in top positions at large corporations. Mary Barra of GM and Satya Nadella of Microsoft are two of the prominent names appointed recently. Women now have 18% of the top positions at large U.S. corporations and foreign educated have 11% in this 2011 group. The numbers would be expected to be higher in 2014 with an acceleration in this trend. On average it takes women 28 years to reach these positions compared to 29 for men. A big dropoff is noticed in the study for women in the corporate promotion track who are middle managers for a few years.

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This exceptional article in the NYT by Emily Feng and Carlos Tejada shows the social changes taking place in China as more women and men decide to postpone marraige. For the first time there are more women than men in master's degrees programs in China. Women in China are now increasingly better educated and prefer to be independent, not dependent on their spouses as in the previous generation. A typical Chinese household has 3.1 people in 2015 compared to 4.43 people in 1982, according to the China National Bureau of Statistics. Fewer children, more people living alone, women living independently, and seniors living alone are some of the reasons.

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A number of issues came up at the Women20 Summit in Berlin. Annette Niederfranke, Director of the International Labor Organization, brought up the issue of family reconciliation as "one of the toughest challenges for working women worldwide," that in order to meet obligations women tended to work in "non standard forms of employment and in part time work linked to lower wages, lower social security, lower benefits, and fewer training possibilities." Childcare was also an issue that was prominent considering the lack of adequate childcare in many countries including in the European Union. With responsibilities for the elderly, babies, and small children women tend to be in the workforce for shorter periods leading to men taking up many of the higher positions. Angela Merkel pointed out that Gemany tended to take a narrow view of professions available to girls, saying- "So it is very very important that we take a broader view of things while girls are still at school." Merkel also supports a Africa compact that would help women set up small and middle size businesses in poor countries. The "Digital" aspects of this and other efforts for women were a major topic being discussed. One idea that came up was that more cooperation from men was needed to make things happen. This is the third Women20 Summit after ones in Turkey and China, and a sense of momentum was felt by women. ...

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Cyrus Mistry, who is 43 years old, head of the Shapoorji Pallonji Group, a construction company, will be the new CEO of Tata Sons. He was a board director of Tata Sons for several years. His father is the largest shareholder in Tata Sons with an 18% stake in the company. Mistry, who comes from the same Mumbai based Parsi families as the founder and previous heads of Tata Sons, studied civil engineering at the Imperial College in London and management at the London Business School. He is an Irish national because of his father's marraige to an Irish woman. The previous chairman of Tata Sons before Ratan Tata, J.R.D. Tata, who ran the company for most of the postwar period, also had a similiar background, as J.R.D.'s father married a French woman. By virtue of its acquisition of the steel company Corus Group, and the acquisition of Jaguar-Land Rover, Tata Sons is now the largest manufacturing company in the U.K., in addition to being one of the largest and most well known companies in India. About 58% of sales now come from overseas. Companies in the Tata Group include Tata Consultancy (IT), Tata Motors (autos), Tata Steel (steel), and a range of other businesses in India. Ratan Tata will remain chairman till Dec. 2012, to give time for Cyrus Mistry to assume his new role....

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With more women getting higher education and pursuing careers, young Chinese women now prefer to be independent and postpone marraige. This has important consequences including smaller households and lower demand for some products. Women now make up more than half of all undergraduate students and half of graduate students in China. Beyond pursuing a career many women also see the importance of a loving relationship before marraige as opposed to being introduced to someone and finding a partner to go through life.