Gender

Any discussion of gender in the workplace usually looks at how female working patterns differ from male (which are routinely regarded as the norm). In fact, in most cultures during most periods of history, women have worked outside the home in paid employment, often in domestic or agricultural roles, and later in nursing or teaching. However, they have rarely, if ever, done so on the same terms as men. And old habits die hard. For example, there used to be a law that forbade Frenchwomen to work night shifts, presumably to protect both their virtue and male jobs. Guess when it was repealed: 1900? 1920? 1950? Wrong, 2000.

Nowadays, even in countries where the majority of women work outside the home, where girls and boys receive the same kind of education and legislation ensures no overt discrimination, their average pay is less and their status in the workplace lower than their male counterpart s. How women are regarded in the workplace is a reflection of how they are regarded in the national culture in general and the specific corporate culture in particular.

I know of an IT support desk in Scandinavia staffed by highly trained young people working around the clock to provide computer assistance to engineering workshops throughout the world. Occasionally callers ask the women on the team when a male colleague will be there to deal with their problems, and the women answer (through gritted teeth) that the caller can either wait eight hours for Testosterone Ted to come on duty or entrust the problem to their own poor female wits (or words to that effect). The funny thing is that these queries do not necessarily come from countries where workingwomen are the exception ”Japan or some of the North African states, for instance. They are equally likely to come from the Philippines, Australia, or Brazil, where women have been part of the workforce for many years . The attitudes are less affected by the position of women in society as a whole, and more by industry culture. Engineering workshops worldwide are traditionally male-dominated, and however far equality has come outside, inside the workshop it is males who are the problem-solvers. So when some of these men have to ask for help and advice from a woman , they may be unsure how to react .

Occasionally governments and corporations try to take positive action to encourage women employees to work and make their lives easier if they do. Increasingly generous maternity leave in certain European countries is one example. In the U.S., some companies have introduced Mommy tracks with the aim of keeping women employees on the management ladder even after having children. But usually women put their careers on hold when their children are young, and it is not necessarily a good thing for the parents, the children, or even the corporation. So in certain Swedish companies male managers are actively encouraged to take parental leave, and the company guarantees that they will not lose out financially if they do so. Companies reckon that the experience of running a family will help these men become better managers with a deeper understanding of the everyday pressures on the men and women in their departments.

In cultures as far apart as the Netherlands and the United Arab Emi-rates, the trend is to have a higher percentage of women working outside the home (although in the UAE the increase is not large). But the move from home to workplace is just the first step. It s then that the big decisions have to be made about how women should work and how they should be treated.

LETTER 113

For women already in a minority in their workplaces at home, moving to a culture where they may be in an even smaller minority can be very trying.

Negative reaction? Letter 113

FROM DENMARK ABOUT BRAZIL

We are sending a small team to Brazil soon to finalize a contract. Our technical expert in this field is a woman, but we know that there are few if any women working in our area in Brazil and are not sure if the reaction to her presence there is likely to be negative.

The fact that your coworker is female and that there are few women in managerial positions in the country she is doing business in need not be a disadvantage . The situation in Brazil is not unique, and societies as far apart as South Africa and Japan have little experience with female managers. Even in cultures where women are an accepted part of the work-force, like the U.S. and Western Europe, there are still plenty of examples of male-dominated industries. However, the Brazilian team is not likely to judge her by the same standards they would a fellow national, and her status as technical expert is one likely to inspire respect. In fact, the unexpected can work to her advantage, and the men she meets may well not wish to confront or offend her, especially if she is middle-aged or older.

Your colleague should be prepared for occasional displays of male gallantry, whether that takes the form of compliments on her appearance, having doors opened for her, or having things fetched and carried for her that she is perfectly able to fetch and carry for herself. To most male and female Latin Americans this is simply a gender- related expression of good manners, and not to acknowledge gender in this way would be regarded by most as unpardonably rude.

Occasionally this rather macho view of the relations between the genders can take an unexpected turn . One petite female Brazilian truck assembly worker, when asked if she found the work physically tough, admitted that occasionally she did find some tasks required a lot of muscle, but her male coworkers on the line liked to think of themselves as gentlemen and were happy to give her a hand when she needed it. For both her and her colleagues it was important that her gender and her different physical make-up were accepted rather than ignored. As long as your female colleague is prepared for similar differences in working patterns and is not likely to overreact to them, there is no reason not to send her.

LETTER 114

A lot has been written on female management style, but most does not take into account cultural differences, which are another factor in the managerial equation.

Bathroom blues Letter 114

FROM FRANCE ABOUT SWEDEN

The department on the same floor as mine has a female manager, and both departments share the same toilets. Some younger male employees, to save themselves walking the extra few yards to the men s toilets, had been using the women s and many women felt uncomfortable with this. My first reaction, as a male manager, was to identify the men in question and have a word with them. My female counterpart, however, had other ideas. One morning a woman in my department told me that the women s toilets now had tasteful posters of handsome young men on the walls, dried flowers in vases, and scented soap. No man has been to those toilets since.

Simple but effective! This shows you do not have to be confrontational to win your case or to get people to change their ways. You don t even have to use words. Generally speaking, women s management style is seen as less aggressive , and women are less likely to give orders than their male counterparts. But a high degree of conflict avoidance is also part of the Swedish management style, and it is impossible to be certain to what extent this manager s actions were the result of her gender and how much to her being Swedish. On occasion this lack of direct verbal communication may be interpreted as weakness by some individuals who come from very verbal cultures, like the U.S., Australia, and France, where everything is usually spelled out very explicitly, but this is a great example of a way this softly, softly approach has been successful.

LETTERS 115 “116

The position of women in Muslim countries varies greatly. Some countries allow educated women to work in responsible positions outside the home, others don t.

Working women Letter 115

FROM THE NETHERLANDS ABOUT SAUDI ARABIA (1)

We re a small family company producing high-quality bathroom fittings and are in the running for a very large contract in Saudi Arabia. The question is, can we send a women there to close the deal? Our sales manager (one of the partners ) is female, very experienced in working in Europe, and very successful. However, I know that the position of women in Saudi Arabia is not the same as in the West.

I m afraid that you would not be doing your firm any favors if you sent a female sales manager to Saudi Arabia. Saudi women rarely work outside the home, except in strictly defined areas like kindergarten education and interior decoration, and it is unusual to find foreign businesswomen working there either. Saudis like to build relationships before they do business, and for religious reasons it would be very difficult for a man and a woman to get together to build a professional relationship over the gender divide.

Of course, this is not the case in all Muslim countries or in all cultures with a large Muslim minority. In more progressive countries like Lebanon, Jordan, Malaysia, and Turkey, educated women may work in the professions or in business, but working relationships with members of the opposite sex must be very formal to avoid attracting gossip or hostility ”and that applies to non-Muslim women too. That means female business travelers to Muslim countries should wear modest clothing in subdued colors and, for example, make sure the office door stays open when working with a male colleague or customer. They also need to think very carefully about accepting any kind of social invitation , even if it s to a working lunch . If they work in a managerial position and would otherwise be traveling alone, if the budget allows they might consider traveling with a female secretary or translator, not only to provide the manager with secretarial services but also as living proof of her managerial status. She would also make a very useful chaperone.

Desperate measures Letter 116

FROM THE NETHERLANDS ABOUT SAUDI ARABIA (2)

After reading your reply we ve arrived at a solution. The sales manager s husband also works for the company in the IT area, and we re going to send him to try to finalize the deal, with her as the accompanying wife. This way she can advise him from behind the scenes. We have little experience of Saudi Arabia and wonder if you have special advice for her before she goes.

Clever solution! I m sure they will enjoy their trip. Visitors to Saudi Arabia will find the level of personal security high and experience little hassle. Having said that, your female manager has to be aware of certain things, the most important being that her independence will be curtailed. It is, for example, against the law for a woman to take a taxi alone or with a man to whom she is not related.

Nearly all of the better-class restaurants have special sections for men only and another for families or parties containing women. If it is made known to your Saudi contacts in advance that your male representative is taking his wife, and they are used to Western ways, perhaps a family meal can be arranged where your female sales manager can also attend , although only in the capacity as spouse. She would need to adopt a very low profile during the meal ”even looking directly at a man may be regarded as forward ”but at least she would meet your Saudi customer. She should be aware that modest clothing is essential, especially in Jeddah, which is close to Mecca, the Muslim holy city. Here, Western women may well feel more comfortable if they buy one of the long, loose-fitting dresses or caftans that are sold locally and wear it over their normal clothes. It is also a good idea for women to carry a headscarf so that they can cover their heads if the need arises. Finally, even in situations where physical contact between the sexes would be the norm in the West, for example, welcoming a spouse at the airport, is not allowed in Saudi Arabia.

LETTERS 117 “118

Light-hearted flirtation at work may be fun; sexual harassment never is. How flirtation and harassment are defined can differ widely from culture to culture.

Sex and the single girl Letter 117

FROM SWEDEN ABOUT MEXICO

I m a female manager in my early thirties and will be going soon to Mexico on business. I m in a minority as a hardware specialist at home, but I know I will be even more of a rarity abroad, and in Mexico I shall be meeting only men. I ve heard that single women there are fair game and sexual advances are common. Do you have any special advice for a single woman?

In Mexico there aren t many women at or near the top of large organizations. However, you shouldn t find any problems at work as long as your status is made clear before your visit and the nature of your trip is well defined. In fact, most visitors find that the business climate in Mexico is friendly and relaxed , but as a woman you would be wise to be pleasant while at the same time a little reserved with male colleagues who may not be used to working alongside women on equal terms. If you aren t familiar with the unwritten rules of flirtation (and coming from the Scandinavian countries you probably don t have much experience in this particular art), you may find it difficult to know how to cope in this situation. Flirtation is a skill that Latin youngsters of both genders pick up as they mature and that they enjoy using.

There s a fine line between gallantry and attempts at flirtation, and this line is often breached, but such attempts are not intended to be offensive but complimentary , and may even be expected and welcomed by the women concerned . The same applies to Southern European and other South American countries, where an acceptance of flirtatious behavior can exist quite happily alongside strict laws against sexual discrimination or bias in the workplace.

Use common sense if you want to avoid unwelcome advances. Avoid one-to-one dinner dates, for example, and if you want to get to know your Mexican counterparts better suggest lunch instead. If you do invite people for lunch, make sure that you arrange with the waiter to pay beforehand in case your guests try to beat you to it, because Mexican men may find it difficult to accept women picking up the bill. Don t hesitate to bring forth the photos of your own (or even someone else s) husband, boyfriend, or delightful children if you get onto personal topics. And although it s a very simple rule, and we all know it shouldn t be necessary, remember the more you dress like your grandma the less likely you are to be bothered by unwelcome male advances (as long as your grandma doesn t wear tight-fitting clothes, short skirts, shorts, or low-cut tops!).

Not my intention Letter 118

FROM FRANCE ABOUT THE U.S.

I attended an after-work social event recently in the U.S. and mentioned to a female colleague how nice she looked . Her response was, So? and a suspicious look. I felt really awkward ”as though I d been caught with my hand up her skirt.

It is a shame that your compliment was misinterpreted so completely. Such an attitude shows a narrow-minded belief that anyone saying something positive about a women s appearance must have sexual motives. Don t judge her too harshly. This is the result of generations of unfairness in the workplace, where the presence of women was sometimes barely tolerated and their contributions undervalued. Women have been victimized in the past and still feel justly that equality in the workplace has a long way to go. This feeling of injustice, combined with the habit of most U.S. Americans of expressing their feelings openly and directly, can account for what was to you her aggressive manner. People with a pragmatic attitude toward communication and a very direct communication style, as in the U.S., Germany, Scandinavia, and Australia, may be suspicious that compliments from someone of the opposite sex is a sneaky way of trying to get what they want (sex) and is not motivated simply by the wish to make someone feel good (why would they want to waste their time doing that, the pragmatic ones ask themselves).

This attitude can lead to the joyless political correctness of the U.S. and the Scandinavian countries, which results in a refusal to acknowledge any differences between the genders. This is something most people of both sexes in Southern Europe and Latin America, where the occasional compliment or flirtatious remark is regarded as perfectly harmless, would find hard to understand. However, be aware that many lawyers make a lot of money by pressing sexual harassment charges, so be careful not to lay yourself open to them.

IN A NUTSHELL: Gender

GLOBAL BUSINESS STANDARDS

No one country is a utopia for women. It is a mistake to assume yours is best in all respects, and it is very bad mannered to imply this is the case.

Foreign businesswomen, especially young ones, should wear ultra -modest clothing when on business trips. In some cultures, even bare arms may be regarded as provocative.

GLOBAL BUSINESS WARNINGS

Men who aren t used to working with women as equals or superiors may find it difficult to interpret whether women are being friendly or whether they are flirting. To be on the safe side, women abroad should be friendly and businesslike rather than friendly and personal with male colleagues (a fine line indeed!).

 

• Argentina: The traditional division of women at home and men at work is changing. More educated and middle-class women are entering the workforce. Many women work as domestic servants. Many women leave work once married, and most people have little experience with women managers. Some flirtation is accepted and regarded as normal in the workplace. (See Letters 113, 117, and 118.)

• Australia: The legislation prohibiting the discrimination on grounds of gender is tough. Women managers are frequently found. Open attitude to homosexuality. (See Letters 114 and 118.)

• Austria: Traditional prefeminist attitudes toward women and their roles are still prevalent , but Austrian women are making considerable advances in the workplace. Foreign women will be freely accepted as decision- makers .

• Belgium: The status of homemakers is high, but women are working increasingly outside the home. Foreign women will be accepted as decision-makers and will be treated with respect. (See Letter 113.)

• Brazil: The traditional division of women at home and men at work is changing. More educated and middle-class women are entering the workforce, but most people have little experience with women managers. Some flirtation is accepted and regarded as normal in the workplace. (See Letters 113, 117, and 118.)

• Canada: Consciousness of sexual harassment is very high, and legislation prohibiting discrimination on grounds of gender is tough. Women managers are frequently found. Open attitude to homosexuality.

• China: There are few women at the top, and many older men find it difficult to accept women in the business environment. Businesswomen may be excluded from informal after-work socializing. Dating and premarital socializing is strictly regulated .

• Denmark: There is a high degree of equality in education and in the workplace. Flirtation as practiced in Southern Europe and South America is almost unknown. Women managers are frequently found. Open attitude to homosexuality. (See Letters 113 and 118.)

• Finland: Women are fully accepted as equal in society and the workplace. Flirtation as practiced in Southern Europe and South America is almost unknown. (See Letters 117 and 118.)

• France: Generous parental benefits encourage women to combine work and family. Gallantry is accepted as natural within and outside the workplace. Most women work. Women managers are frequently found. (See Letters 113, 114, 117, and 118.)

• Germany: Women are fully accepted as equal in society and the workplace. Women managers are frequently found. Open attitude to homosexuality. (See Letters 113 and 118.)

• Hong Kong: Women work frequently outside the home. Business-women may be excluded from important after-work socializing.

• India: Middle- and upper-class women are often very well educated and routinely enter the professions, but fewer are in the business environment. Dating and premarital socializing is strictly regulated. Modest clothing for women is a must. Homosexuality is illegal in Islam. (See Letter 115.)

• Indonesia: Women in the workplace is the norm, but single women in business may have some difficulty without a back up male on her side. May be harder for Muslim women than Chinese women to work. Modest clothing for women is a must. Homosexuality is illegal in Islam. (See Letter 115.)

• Italy: Some flirtation is accepted and regarded as normal in the workplace, but cases of sexual harassment are starting to go to court . (See Letters 117 and 118.)

• Japan: There are very few women at the managerial level in Japanese companies. Businesswomen are usually excluded from important after-work socializing. Some foreign companies actively recruit Japanese women because they are considered well educated and competent. (See Letter 113.)

• Mexico: The traditional division of women at home and men at work is changing. More educated and middle-class women are entering the workforce. Many women work as domestic servants. Many women leave work once married, and most people have little experience with women managers. Some flirtation is accepted and regarded as normal in the workplace. (See Letters 117 and 118.)

• Netherlands: Many women stop working when they have children. The status of homemakers is high, but women are working increasingly outside the home. Foreign women are accepted as decision-makers and are treated with respect. Open attitude to homosexuality. (See Letters 113 and 116.)

• Norway: State child care and generous parental leave encourage women to combine work and family. Men are expected to help in the home. Flirtation as practiced in Southern Europe and South America is almost unknown. (See Letters 117 and 118.)

• Poland: Male gallantry to women is regarded as a sign of good manners. Female managers are a rarity.

• Russia: There are very few women managers. The business world is male-dominated, but women are in the professions. Visiting businesswomen may be patronized. Women are expected to take responsibility for all domestic work and the children.

• Saudi Arabia: The genders are kept strictly separate. Women are forbidden from working except in a few proscribed areas. Modest clothing for women is a must. Homosexuality is illegal in Islam. (See Letters 115 and 116.)

• South Africa: Very few women, black or white, are at the managerial level. Women s roles are seen primarily as homemakers. Men aren t accustomed to dealing with women as equals. (See Letter 113.)

• South Korea: There are very few women at the managerial level. Men aren t accustomed to dealing with women as equals. Women s primary role is seen as homemaker. Married women also care for husband s parents when they are old.

• Spain: Class, educational success, and connections override prejudice against women employees. However, gallantry may become harassment. (See Letters 113, 117, and 118.)

• Sweden: Despite efforts by government and employers to encourage equality, there are still far fewer women than men in top management. However, state child care and generous parental leave encourage women to combine work and family. Flirtation as practiced in Southern Europe and South America is almost unknown. Men are expected to help in the home. Open attitude to homosexuality. (See Letters 114 and 118.)

• Switzerland: See Netherlands.

• Taiwan: See Hong Kong. Very modest clothing is required.

• Thailand: Thai women make up about half of the university population and are accepted in the business world. However, they are excluded from after-dinner socializing, which makes it hard for them to form important business relationships.

• Turkey: Modest clothing for women is a must. Most people have little experience with women managers. Homosexuality is illegal in Islam. (See Letter 115.)

• UK: The consciousness of sexual harassment very high, and legislation prohibiting discrimination on grounds of gender is tough. Women managers are frequently found. Open attitude to homosexuality.

• US: See U.K. (See Letters 113, 114, and 118.)

• Venezuela: Most people have little experience with women managers. Some flirtation is accepted and regarded as normal in work-place. (See Letters 113, 117, and 118.)