1、如何打破“玻璃天花板:美國(guó)女性、少數(shù)民族經(jīng)理人員的經(jīng)驗(yàn)及其對(duì)跨國(guó)公司在華子公司經(jīng)理人員的啟示BREAKING THE GLASS CEILING:EXPERIENCES OF US WOMEN AND MINORITY MANAGERS AND IMPLICATIONS OF CHINESE WORKING IN FOREIGN-BASED MULTINATIONALSRosalie L. Tung博士加拿大Simon Fraser大學(xué)Ming 和Stella Wong 特聘國(guó)際商務(wù)講席教授Ming & Stella Wong Chaired Professor, Simon Fraser U

2、niversity of Canada加拿大皇家學(xué)會(huì)院士Fellow of Royal Society of Canada國(guó)際管理學(xué)會(huì)現(xiàn)任副會(huì)長(zhǎng)、當(dāng)選會(huì)長(zhǎng)Vice President & President-elect, Academy of ManagementJanuary 17, 2001如何打破“玻璃天花板:美國(guó)女性、少數(shù)民族經(jīng)理人員的經(jīng)驗(yàn)及玻璃天花板和磚墻GLASS CEILING Vs. BRICK WALL玻璃天花板: 美國(guó)的女性和少數(shù)民族在組織層級(jí)提升中經(jīng)常遇到的無(wú)形障礙 Glass Ceiling: Barriers commonly encountered by women

3、 and ethnic minorities in U.S. in career advancement up the organizational hierarchy在美國(guó)和加拿大，更加適用于女性面臨的困境In U.S. and Canada, pertain more to womens plight盡管女性構(gòu)成了半數(shù)美國(guó)生產(chǎn)勞動(dòng)力，她們?cè)诟呒?jí)管理層和專(zhuān)門(mén)職業(yè)（比如醫(yī)師，律師等）中所占的比例仍不高。While women make up half of the productive workforce in the U.S., still under-presented at senior

4、 managerial and professional ranks這些問(wèn)題通常是可以克服的 Typically surmountable在加拿大，從1989到1996年，女性獲得了700,000 新涌現(xiàn)的管理層和專(zhuān)門(mén)職業(yè)職位中的2/3。這樣，到1996年48%管理層職位和52%的專(zhuān)門(mén)職業(yè)由女性占領(lǐng)。In Canada, 2/3 of 700,000 new managerial and professional jobs between 1989-1996 were filled by women, resulting in 48% of all managerial jobs and 52

5、% of all professional jobs being occupied by women by 1996玻璃天花板和磚墻GLASS CEILING Vs. BR玻璃天花板GLASS CEILING (continued)然而，財(cái)富雜志評(píng)選的500強(qiáng)企業(yè)中只有2.4%的總裁是女性 。 (Catalyst) Carly Fiorina擔(dān)任CEO的惠普公司是500強(qiáng)公司中由女性領(lǐng)導(dǎo)的最大的一家。However, only 2.4% of chairpersons and CEOs of Fortune 500 companies are women. Carly Fiorina of H

6、ewlett Packard is largest Fortune 500 to be led by a female500強(qiáng)企業(yè)中11.2% 的經(jīng)理主管職位由女性擔(dān)任。（時(shí)代） 11.2% of executive positions in Fortune 500 companies occupied by women (Time)高科技企業(yè)中7%的經(jīng)理主管職位由女性擔(dān)任。 7% of executive positions in high-tech firms occupied by women“梯隊(duì)”論點(diǎn)Pipeline argument1995至1998年間，攻讀加拿大大學(xué)的商學(xué)博士學(xué)

7、位的有33.2 37% 為女性。Between 1995-1998, women comprise 33.2 37% of doctoral candidates in business programs at Canadian universities目前，北美半數(shù)的MBA學(xué)生為女生。 Women now make up half of MBA students in North America總體上說(shuō)，女性在跨國(guó)經(jīng)營(yíng)任務(wù)中的作用尚未得到充分發(fā)揮。 Women grossly under-utilized in international assignments 玻璃天花板GLASS CEI

8、LING (continued玻璃天花板:女性職業(yè)發(fā)展所面臨的主要障礙GLASS CEILING: Primary Barriers to Advancement of Women 無(wú)法打入男性世界的關(guān)系網(wǎng) -Lack of access to old boys network缺少接觸高層領(lǐng)導(dǎo)人的機(jī)會(huì)-Lack of access to influential mentors高層領(lǐng)導(dǎo)人中女性很少 -Few women mentors“蜂后綜合癥”-“Queen bee syndrome”性騷擾-Sexual harassment辦公室戀情的禁忌 -Office romances frowned

9、 upon玻璃天花板:女性職業(yè)發(fā)展所面臨的主要障礙GLASS CEI玻璃天花板:女性采取的策略 GLASS CEILING: Strategies Women Have Used-行為向男性看齊 -Behave like one of the boys-接受高等教育 -Seek advanced education-加倍努力 -Work twice as hard-犧牲個(gè)人生活-Sacrifice personal life-“媽咪慢車(chē)道”-“Mommy track”玻璃天花板:女性采取的策略 GLASS CEILING: 玻璃天花板:高級(jí)管理層的責(zé)任GLASS CEILING : Top-l

10、evel Commitment is imperative高級(jí)管理層的責(zé)任有至關(guān)重要的責(zé)任 Top-level Commitment is imperative案例：總部設(shè)在新澤西州Englewood Cliffs的Bestfoods公司。（該公司前身為CPC 國(guó)際公司）。該公司經(jīng)營(yíng)美國(guó)許多主要的食品品牌（比如Hellmann蛋黃醬, Mazola 食用油, Skippy花生黃油和Knorr即食湯); 1998年其年銷(xiāo)售額達(dá)到84億美元Case of Bestfoods (formerly CPC International Inc.) headquartered in Englewood C

11、liffs, New Jersey. Major U.S. branded food companies ( such as Hellmanns mayonnaise, Mazola oil, Skippy peanut butter and Knorr soups); $8.4 billion annual sales (1998)玻璃天花板:高級(jí)管理層的責(zé)任GLASS CEILING 為了競(jìng)爭(zhēng)優(yōu)勢(shì)，Dick Shoemate, Bestfoods公司的CEO完全徹底地實(shí)行以下的原則 In pursuit of competitive advantage, Dick Shoemate, CE

12、O of Bestfoods, totally committed to following philosophies: 公司再也不能因?yàn)槁殕T是“穿裙子的”或者是“拿別國(guó)護(hù)照的”而錯(cuò)失人才了。（Fisher, 1992)Companies can no longer afford to ignore potential talent “simply because its wearing a skirt” or because it it holding the wrong passport (Fisher, 1992) “任人唯賢（meritocracy） 提拔人才，不論人才來(lái)自何處，性別是

13、男是女；這點(diǎn)是經(jīng)營(yíng)的成敗的關(guān)鍵 (Kanter, 1994) “Meritocracy letting talent rise to the top regardless of where it is found and whether it is male or female has become essential to business success” (Kanter, 1994) 為了競(jìng)爭(zhēng)優(yōu)勢(shì)，Dick Shoemate, Bestfood玻璃天花板:女性全球化領(lǐng)導(dǎo)論壇GLASS CEILING :Womens Global Leadership Forum第一次女性全球化領(lǐng)導(dǎo)論壇在

14、Arrowwood經(jīng)理會(huì)議中心召開(kāi)Sponsored first Womens Global Leadership Forum Arrowwood Executive Conference Center 4天半的會(huì)議由負(fù)責(zé)多元化與發(fā)展問(wèn)題的Laura Brody主持4-1/2 days under direction of Laura Brody, Director of Diversity and Development邀請(qǐng)了50名來(lái)自世界各地區(qū)，在公司里各種職能部門(mén)高層領(lǐng)導(dǎo)的最杰出、最受尊敬的女性Invited 50 of companys most talented, senior an

15、d respected women from each region of world and from every function女性董事會(huì)成員和公司戰(zhàn)略委員會(huì)的成員亦應(yīng)邀參加了論壇Women Board of Directors and members of Corporate Strategy Council also invited玻璃天花板:女性全球化領(lǐng)導(dǎo)論壇GLASS CEILING 論壇目標(biāo)Stated objectives ：增強(qiáng)全球化競(jìng)爭(zhēng)力Increase global competitiveness發(fā)展全球化領(lǐng)導(dǎo)技能Develop global leadership sk

16、ills建立內(nèi)部關(guān)系網(wǎng)Create an internal network提出全球化以及地區(qū)化管理的建議以支持女性的職業(yè)發(fā)展Develop both global and local recommendations to support career advancement of women女性全球化領(lǐng)導(dǎo)論壇(續(xù))Womens Global Leadership Forum論壇目標(biāo)Stated objectives ：增強(qiáng)全球關(guān)于玻璃天花板的一項(xiàng)調(diào)查A Survey of GLASS CEILING 150個(gè)問(wèn)題的調(diào)查 150 questionnaire items 調(diào)查發(fā)現(xiàn) Findings

17、:職業(yè)發(fā)展的策略 男性和女性都同意的最重要的三種策略 -Agreement between men and women on top 3 strategies表現(xiàn)一貫超乎預(yù)期 - Consistently exceed performance expectations具有一線業(yè)務(wù)部門(mén)管理經(jīng)驗(yàn)-Gain line management experience挑戰(zhàn)難度大而成果可估測(cè)的的任務(wù) -Seek difficult and high visibility assignments男性和女性意見(jiàn)不一的-Disagreement between Men & Women形成一種易為男性接受的工作風(fēng)格

18、(44% 女性同意; 4.8%男性同意) - Develop a style that men are comfortable with (44% of women; 4.8% of men)與有影響力的上級(jí)建立關(guān)系(36%女性同意; 19%男性同意) - Develop relationship with influential mentor (36% of women; 19% of men)關(guān)于玻璃天花板的一項(xiàng)調(diào)查A Survey of GLASS關(guān)于玻璃天花板的調(diào)查(續(xù)) A Survey of GLASS CEILING (Contd)職業(yè)發(fā)展的障礙Barriers to Caree

19、r Advancement:以下幾點(diǎn)男性和女性都同意不是障礙Men and women agree on what are not barriers:(女性與男性一樣)準(zhǔn)備充分 - Equally well prepared女性具備要提升到高層應(yīng)該具備的素質(zhì) -Women have what it takes to get to the top女性表現(xiàn)出有效的領(lǐng)導(dǎo)風(fēng)格 -Women exhibit effective leadership style女性持有在高級(jí)管理崗位獲得成功所需要的技術(shù)或者教育水平 -Women possess technical and educational cred

20、entials needed to succeed in senior management關(guān)于玻璃天花板的調(diào)查(續(xù)) A Survey of GLA缺乏一線業(yè)務(wù)部門(mén)和全面的管理經(jīng)驗(yàn)Lack of general management and line experience在“梯隊(duì)”中接受塑造的時(shí)間不夠長(zhǎng)Not being in pipeline long enough缺乏跨國(guó)工作的靈活性Lack of mobility to take international assignments受配偶職業(yè)的限制Limitations imposed by husbands career不愿放棄個(gè)人的家

21、庭生活而走傳統(tǒng)的公司職業(yè)發(fā)展道路Unwillingness to sacrifice personal/family life to follow traditional corporate career path女性職業(yè)發(fā)展問(wèn)題上男女公認(rèn)的五大障礙Men and Women Agree On Top 5 Barriers缺乏一線業(yè)務(wù)部門(mén)和全面的管理經(jīng)驗(yàn)Lack of gen玻璃天花板:女性認(rèn)為重要的其它發(fā)展障礙GLASS CEILING: Additional barriers identified by women有事業(yè)心的女性讓男性高層管理人員覺(jué)得不舒服Senior men uncomf

22、ortable with ambitious women男性高層管理人員對(duì)女性扮演的角色有成見(jiàn)和偏見(jiàn)Senior mens negative stereotyping and preconceptions of women男性高層管理人員不習(xí)慣向女性匯報(bào)工作Senior mens difficulty in reporting to a woman= 男性和女性對(duì)同一情景的理解往往不同Men and women tend to perceive the same situation somewhat differently= 同樣的道理，跨國(guó)企業(yè)總部和HCNs對(duì)同一情況的認(rèn)識(shí)也不同Simila

23、rly, MNC headquarters and Host Country Nationals (HCNs) may perceive the same situation somewhat differently玻璃天花板:女性認(rèn)為重要的其它發(fā)展障礙GLASS CEIL磚墻:定義BRICK WALL:Defined美國(guó)的少數(shù)民族（有時(shí)是女性 ）在招聘、提升、購(gòu)房和融資擔(dān)保時(shí)通常遇到的問(wèn)題Barriers commonly encountered by ethnic minorities (and sometimes, women) in U.S. in recruitment, advan

24、cement, secure financing, housing, etc.幾乎無(wú)法逾越的障礙almost insurmountable磚墻:定義BRICK WALL:Defined美國(guó)的少數(shù)原因 Attributable to:歧視(例如, 種族主義或者其他的“主義”) - Discrimination (e.g., racism or other “isms”)公開(kāi)的 (違犯了1964年民權(quán)法案第七款) -Overt (illegal with Title VII of the 1964 Civil Rights Act)平等雇用機(jī)會(huì)條例(EEOC), （也稱(chēng)作確定性行動(dòng)）,禁止在雇用員

25、工時(shí)有基于種族、性別、民族、國(guó)籍、年齡和性偏好的歧視。- Equal Employment Opportunity Commission (EEOC), also known as affirmative action, proscribes against job discrimination (including hiring and firing) on the basis of race, sex, religion, national origin, age and sexual preference隱蔽的-Covert磚墻:定義BRICK WALL: Defined ( Contd

26、)原因 Attributable to:歧視(例如, 磚墻:案例BRICK WALL :Cases1982: 住友（Sumitomo）美國(guó)子 公司一案判決以后，美國(guó)最高法院規(guī)定外國(guó)在美國(guó)的子公司受美國(guó)雇用法的約束-1982: in response to suit vs. Sumitomo Corporation of America, U.S. Supreme Court ruled that U.S. subsidiaries of foreign-based MNCs are subject to U.S. employment laws1990 (EEOC 訴 Aramco一案): 美

27、國(guó)最高法院決定第七款無(wú)治外法權(quán)1990 (EEOC versus Aramco), U.S. Supreme Court ruled that Title VII does not extend “extraterritorially to regulate the employment practices of U.S. firms that employ American citizens abroad”1991 民權(quán)法推翻了1990年最高法院的決定，令第七款具有治外法權(quán)，即其適用范圍擴(kuò)展到在境外工作的美國(guó)人；而當(dāng)民權(quán)條例與工作地點(diǎn)國(guó)家法令抵觸時(shí)，東道國(guó)的法令優(yōu)先于美國(guó)民權(quán)法。 1991

28、Civil Rights Act reversed 1990 Supreme Court ruling by extending Title VII to persons working abroad except “where compliance with the civil rights bill would cause (U.S. corporations abroad) to violate the law of the country in which the work is located”. That is, host country laws take precedence

29、over extraterritoriality對(duì)不同種族的人進(jìn)行貶低性的定型(開(kāi)車(chē)的黑人遭逮捕)Racial profiling or negative stereotyping (Driving while Black or DWB)亞洲人不被當(dāng)作少數(shù)民族(積極意義上的定型,比如“模特一族”“高技術(shù)打工仔”Asians are not considered as ethnic minorities (positive stereotyping, such as “model minority”, “high tech coolies”) 磚墻:案例BRICK WALL :Cases1982

30、: 住磚 墻: 原因BRICK WALL (Contd)“Homophilly”: 先天的或者后天形成的一種只喜歡與自己相似的人的性格 “Homophilly”: people like those who are like themselves, whether ascribed or acquired characteristics無(wú)知 - Ignorance對(duì)未知事物的恐懼 - Fear of the unknown本文化中心主義-Ethnocentrism磚 墻: 原因BRICK WALL (Contd)“Ho美加文化的若干比較-一些具有普遍性的觀察結(jié)果SOME GENERAL OBS

31、ERVATIONS OF THE UNITED STATES & CANADA美國(guó): the United States寬容 Tolerance“熔爐” Melting pot加拿大 Canada:接受 - Acceptance官方的“文化多元性”政策 Official policy of “multiculturalism”兩種工作語(yǔ)言 2 official languages加拿大的總督是一位祖輩是中國(guó)人的女子-Governor General of Canada is a 2nd generation Chinese woman哥倫比亞前總督的父輩是中國(guó)人 -Former Lieuten

32、ant Governor General of British Columbia is 1st generation Chinese man現(xiàn)任哥倫比亞的總理父輩是東印度人 -Current Premier of British Columbia is a 1st generation East Indian美加文化的若干比較-一些具有普遍性的觀察結(jié)果SOME 美國(guó)跨國(guó)企業(yè)的用人制度STAFFING POLICIES OF U.S. MULTINATIONALS本民族中心主義: 任用母國(guó)員工或者駐外員工(高加索人與中國(guó)人之間的選擇) Ethnocentrism: use parent coun

33、try nationals (PCNs) or expatriates東道國(guó)中心主義: 任用東道國(guó)員工Polycentrism: use host country nationals (HCNs) 地區(qū)文化中心主義: 任用來(lái)自一個(gè)特定地域的員工，包括第三國(guó)員工Regiocentrism: use nationals of a given geographic region, including third country nationals (TCNs)全球中心主義: 任用最適當(dāng)?shù)膯T工，不以國(guó)籍為標(biāo)準(zhǔn)Geocentrism: use best person regardless of coun

34、try of origin美國(guó)跨國(guó)企業(yè)的用人制度STAFFING POLICIES 任用母國(guó)經(jīng)理人員的理由Reasons for Using PCNs創(chuàng)業(yè)階段的外國(guó)企業(yè)（移植機(jī)構(gòu)文化）-Start-up of foreign enterprise (transfer organizational culture)充分控制在國(guó)外開(kāi)展的經(jīng)營(yíng)業(yè)務(wù)，特別是包括科技轉(zhuǎn)移時(shí) -Exercise adequate control over foreign operation, particularly where transfer of technology is involved熟悉公司文化-Famili

35、arity with corporate culture專(zhuān)門(mén)技術(shù) -Technical expertise都市職業(yè)發(fā)展的需要 -Career development of cosmopolitans任用母國(guó)經(jīng)理人員的理由Reasons for Using 任用母國(guó)經(jīng)理人員存在的問(wèn)題CONCERNS ABOUT USING PCNs成本問(wèn)題 -Cost: financial適應(yīng)東道國(guó)環(huán)境的問(wèn)題 -PCNs may not be able to adapt to, and hence perform in host country“本土化” 問(wèn)題-Concern about expatriate

36、“going native”返回本國(guó)問(wèn)題 成為“被遺忘的人”-Repatriation “ out of sight, out of mind”適度本土化 -Goldilocks (just right)東道國(guó)員工眼中的不平等 -Perceived inequity in compensation by HCNs任用母國(guó)經(jīng)理人員存在的問(wèn)題CONCERNS ABOUT U任用東道國(guó)經(jīng)理人員的理由Reasons for Using HCNs熟悉東道國(guó)環(huán)境，包括語(yǔ)言、文化和習(xí)俗：Familiarity with host country, including language, culture an

37、d customs greater access降低成本 Reduced costs良好的公共關(guān)系Good public relations任用東道國(guó)經(jīng)理人員的理由Reasons for Using任用東道國(guó)經(jīng)理人員要注意的問(wèn)題CONCERNS ABOUT USING HCNs公司總部對(duì)子公司難以控制Lack of control from corporate headquarters可能對(duì)東道國(guó)員工忠誠(chéng)度產(chǎn)生懷疑May question loyalty of HCN難以培養(yǎng)母國(guó)高層管理人員Inability to groom parent country high flyers for top management任用東道國(guó)經(jīng)理人員要注意的問(wèn)題CONCERNS ABOUT任用第三國(guó)經(jīng)理人員的理由Reasons for Using TCNs熟悉東道國(guó)環(huán)境的：不僅僅限于東道國(guó)經(jīng)理人員May understand host environment equally well縮減開(kāi)支Reduced costs客觀性Perceived impartiality任用第三國(guó)經(jīng)理人員的理由Reasons for Using有關(guān)用人政策的其他觀察OTHER GENERAL OBSERVATIONS ABOUT STAFFING POLICIES本土化的趨勢(shì) Growing tr