評論
打印
Do men and women converge in terms of what motivates them as they climb the corporate ladder?
在攀登事業(yè)階梯的動(dòng)機(jī)方面，男性和女性趨同嗎？
It is a question laden with preconceptions and assumptions – indeed, there is little agreement on whether behavioural differences dictated by gender exist in the first place, or if they do, whether they might be dictated by industry sector.
這個(gè)問題充滿偏見和假設(shè)，實(shí)際上，關(guān)于由性別決定的行為差異是否一開始就存在，或者如果存在，是否可能由行業(yè)決定這一問題，人們幾乎沒有達(dá)成任何共識。
There is also the complication of cause and effect: do the most successful women start out with more typically male motivations and behavioural traits?
其中還有著復(fù)雜的因果關(guān)系：最為成功的女性是否一開始就有著更典型的男性動(dòng)機(jī)和行為特點(diǎn)？
But there is wider agreement on one point: that being part of a small group is going to influence behaviour – being in a minority does make a difference.
然而，關(guān)于一點(diǎn)有著較為廣泛的認(rèn)同：成為一個(gè)小群體中的一員將對行為方式產(chǎn)生影響，身為少數(shù)群體中的一員確實(shí)會(huì)有所不同。
For research purposes, Lynda Gratton, a professor at London Business School, defines a minority as “l(fā)ess than 30 per cent”, whether it is by gender, race, or having pink hair. “What we know about group psychology is that the tighter the group gets, the more people have to fit in, and the fewer of them there are, the harder it is to find role models. If anyone is in a minority, there is a huge ‘minority effect’,” she says.
出于研究的目的，倫敦商學(xué)院(London Business School)教授琳達(dá)·格萊頓(Lynda Gratton)把少數(shù)群體定義為占比“不到30%”，不管標(biāo)準(zhǔn)是性別、種族還是有粉紅色的頭發(fā)。她表示：“關(guān)于群體心理學(xué)，我們知道，群體越緊密、人們必須融入得越多、群體成員越少，就越難找到角色模型。如果有人屬于少數(shù)群體，就會(huì)產(chǎn)生巨大的‘少數(shù)效應(yīng)’。”
“As an observer of organisations, I am always amazed at the homogeneity of senior groups. When a woman is in a minority – and there is hardly an industry where they are not in a minority – they are on their own. I have no evidence for this, and it is personal observation, but women do seem to be more individual the more senior they are, because they have to decide who they are very early on in their career,” says Ms Gratton.
“作為一名企業(yè)觀察者，我一直對高管群體的同質(zhì)性感到吃驚。當(dāng)一名女性屬于少數(shù)群體時(shí)（她們幾乎在所有的行業(yè)中都屬于少數(shù)群體），她們得靠自己。關(guān)于這點(diǎn)，我沒有證據(jù)，這屬于個(gè)人觀點(diǎn)。但隨著職位的上升，女性確實(shí)表現(xiàn)得更為個(gè)體化，因?yàn)樗齻儽仨氃谑聵I(yè)的極早階段就決定自己的角色，”格萊頓表示。
Research at London Business School has found little evidence of gender differences at middle management level across industry sectors. But studies of attitudes in and around the financial services sector – where there are very few women at senior levels – proves interesting.
倫敦商學(xué)院的研究發(fā)現(xiàn)，幾乎沒有證據(jù)表明，各個(gè)行業(yè)的中級管理層存在性別差異。但對金融服務(wù)業(yè)內(nèi)部和相關(guān)領(lǐng)域（在這些行業(yè)處于高管級別的女性非常少）人士態(tài)度調(diào)查的結(jié)果相當(dāng)有趣。
A recent report on Women In Banking by the Institute of Leadership & Management, sponsored by Royal Bank of Scotland, concluded that banking’s male-dominated management culture was the biggest barrier to women reaching the top, and it highlighted the need for major changes of culture and attitude. But it also found that women were far more likely to ask for pay rises and promotions than their male counterparts.
領(lǐng)導(dǎo)與管理學(xué)院(Institute of Leadership & Management)最近編制的名為《銀行業(yè)中的女性》(Women In Banking)的報(bào)告總結(jié)稱，銀行業(yè)由男性主導(dǎo)的管理文化是女性升至最高層的最大障礙，報(bào)告還強(qiáng)調(diào)了對文化和態(tài)度進(jìn)行重大變革的必要性。該報(bào)告由蘇格蘭皇家銀行(Royal Bank of Scotland)贊助。該報(bào)告還發(fā)現(xiàn)，與男性相比，女性更有可能要求加薪和升職。
So are the women who are currently successful in this sector the ones who have absorbed and accepted the existing culture?
那么，那些目前在這個(gè)行業(yè)取得成功的女性是否已吸收并接受了現(xiàn)有文化？
“There is convergence among people who enter the financial services world in the first place. It sucks you in. It has nothing to do with being male or female, and is more about your value systems – anyone going into that environment and being successful ends up a certain way,” says a male former investment banker.
一位男性前投資銀行家表示：“最初進(jìn)入金融服務(wù)行業(yè)時(shí)，人們就有一種趨同性。它把你吸引了進(jìn)來。這與男女無關(guān)，而更多與你的價(jià)值體系有關(guān)，任何一個(gè)進(jìn)入這種環(huán)境并取得成功的人，都是以某種方式做到這一點(diǎn)的。”
Lorraine Young, a chartered secretary who used to work in the City of London and now runs Lorraine Young Company Secretarial Services in Kent, says: “The culture of the environment is very important in influencing what you want as you progress.”
曾在倫敦金融城(City of London)做特許秘書的洛蘭·楊(Lorraine Young)現(xiàn)在在英國肯特郡經(jīng)營著洛蘭楊秘書服務(wù)公司(Lorraine Young Company Secretarial Services)。她表示：“在事業(yè)發(fā)展過程中，所處環(huán)境的文化對你想要做什么有非常重要的影響。”
