This is a rather controversial question owing to
the fact that people hold different schools of thought in this regard. Some
people feel there aren’t while some feel there are. The generations of our
fathers and fore-fathers did believe that certain jobs were reserved for a
particular gender. For instance cooking was regarded as the woman’s job and
hunting was the man’s job.
However, recent research has shown that virtually
all jobs have an array of both male and female workers; the only difference is
the percentage. Some jobs have higher female workers while some have higher
This is primarily because of differences in gender
formation. We all know that males are wired differently from females and so
they would naturally do things differently. Their attractions differ, so do
their passions. In addition to that, their strength levels differ so you’d
find more males doing physically demanding jobs than females.
Men are the stronger gender naturally and women,
the weaker. I like to regard men as programmed for hardware while women are for
software. Nevertheless, the strength of the man compliments the weakness of the
woman and vice versa.
Some hardware companies would only hire men because
the job requires a high level of strength and energy which only men can muster.
Some other companies would only hire females because of their innate abilities.
For instance, females would mostly be hired for the
job of a nurse or caregiver because caregiving is a natural trait with the
female, born out of her maternal instinct. On the other hand, males would be
hired for a construction or building company because of their strength, which
is required for the job.
Whatever the case may be, it must be understood
that both genders are positioned to complement each other and none should look
at the other as unimportant or less important. The presence of the man working
his job and the woman working hers brings about a balance which is important in
the advancement of any society.
Therefore, each gender working whatever job must be
appreciated and encouraged, bearing in mind that the focus should be on
productivity and not the gender.
Being a great leader is easy when the economy is healthy and
your organization is profitable. Being a great leader is not so easy when your
organization is struggling, you’re laying off employees and you need to
reassure the rest who are worried about losing their jobs.
The reality today is that many executives will oversee workforce reductions in response to the need for cutting cost, reorganization or other competitive pressure. While a leader might prefer to quickly move past job losses, doing so without addressing the needs of the workforce could cause serious performance setbacks. Staff members who are fearful of losing their jobs or overwhelmed with the prospect of taking on more responsibilities can quickly become demoralized, stalling productivity.
Here are some ways that resilient leaders can guide their workforce past fear and toward success:
1.) Be visible, be honest and be clear about your expectations
Executives who have directed layoffs should inform all remaining employees about the situation as quickly as possible and, preferably, face to face. Effective leaders explain why such a difficult decision was required and acknowledge the impact on staff. They provide an opportunity for employees to express their feelings and they inquire about their concerns. They also steer attention away from fear and uncertainty and toward a renewed purpose by describing clear, achievable, short-term goals (where the organization is going and how he or she envisions it’s going to get there). Early victories are particularly important in difficult times, therefore it’s beneficial to emphasize results hoped for this month rather than next year.
2.) Provide opportunities for employees to take constructive action
Since feelings of helplessness deplete morale, it’s helpful to involve employees in problem solving and productive activities. Some leaders use advisory groups or focus groups, others circulate surveys or hold informal meetings to solicit ideas. They use the feedback they receive to develop change strategies, acknowledging what they learned and keeping employees apprised of the status of their ideas and requests, as well as outcomes. Keep communicating to build buy-in. Engaging employees in conversation demonstrates respect, which helps them feel more secure and builds morale. Astute leaders therefore create opportunities for discussion. They consult staff members regarding what information and what types of communication