“Women in International Management”

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The primary issue covered in this essay is women in international management. This is one of the most significant topics that has attracted various heated debates and discussions in governments, learning institutions, and organizations. Research reveals that almost fifty percent of the earth’s population comprises women. However, one of the most frustrating issues is that tiny percentage of women have been given the opportunity to leadership and management roles. As such, this is a clear suggestion that women are substantially underrepresented in senior management. The underrepresentation of women in management has risen into a situation that is referred to as a global phenomenon (Altman & Shortland, 2008). In this case, it means that women are both neglected in domestic levels and also global or international levels.

It is imperative to note that several reasons have fostered the underrepresentation of women in international management. One of the most significant reason is culture and tradition. Most of the cultures across the globe discriminate against women in one way or another. An instance of such forms of discrimination is whereby women have no equal opportunity to education. As such, most of the societies are dominated by males which in the long run adds up to the discrimination. International management positions are very demanding, and a woman without qualification and advanced education cannot qualify for these posts. In that connection, gender stereotyping whereby men are preferred in such management ranks than women are other factors stimulating underrepresentation of women (Hewlett & Rashid, 2010).

However, it is profound to note that women as well may view themselves as not competitive in such positions. One of the most crucial factors triggering this kind of thinking is that women have unique issues as compared to men. For instance, most women find it difficult to balance between career and with personal relationships and family chores such as child raising. As well, international management calls for relocation which may add up to the complexities of their families.

There are several reasons women should be involved in international management. One of the most significant reasons is that involving women in international management lead to the enhancement of economic growth. Countries that have increased the level of participation of women in labor have witnessed increased GDP. The second reason is that involving women in international management provides complementary skills to men. Research reveals that women have competitive skills in some industries as compared to men. For instance, in management roles, women are considered as competitive regarding employee development, rewards, and acting as role models (Van der Boon, 2003).

In addition to the above, it is essential to note that inclusion of women in international management plays a vital role in contribution towards corporate performance. In such a case, women are considered as same performers as men. Finally, organizations need to ensure that women are taken into account in these international positions since globalization has increased the need for expatriate employees. As such, women play a sensitive role in enhancing the organization’s competitive advantage in the global market.

In conclusion, I agree that inclusion of women in international management is an innovative and rewarding strategy that needs to be implemented. Women are performers just as men but in some cases, women are more skilled in some areas such as employee development. Implementation of such a strategy will be influential in increasing the growth of the economy and also is vital in contribution towards corporate performance.


Altman, Y & Shortland, S. 2008. ‘Women and international assignments: taking stock –a 25-year Review’, Human Resource Management, vol47, no 2, pp 199–216.

Hewlett, SA & Rashid, R. 2010. ‘The Battle for Female Talent in Emerging Markets’, Harvard Business Review, May. (R1005H-PDF-ENG)

Van der Boon, M. 2003. ‘Women in international management: an international perspective on women’s ways of leadership’, Women in Management Review, vol18, no 3, pp 132–146.