Interestingly, recent research indicates that some women may be creating their own class ceilings. For example, "female managers are more than three times as likely as their male counterparts to underrate their bosses' opinions of their job performance," ("Study: Women create 'their own glass ceiling'" 2009). Treanor (2007) found that "Women are jumping off the career ladder long before they hit the glass ceiling, raising serious questions about attempts to

She looked at the job and her growth has been due to her successes in dealing with the job. These skills according to her are more important than her gender. A similar type of a message comes from Susan Arnold, President global personal beauty care at proctor & Gamble. According to her, she has shattered some glass ceilings on the way, but has been treated fairly throughout her career.

"If you're not taking risks and dealing with fallout, perhaps you're demonstrating that you won't like the intensity [at the senior management level]." Other qualities also may also hinder women's ability to advance their careers. For example, women managers are rated as more nurturing, emotionally expressive and sensitive than male managers. "Women are less dominant, less competitive and more willing to ask for help," says Dr. Hagberg (Patterson, 2005). "That's

The researchers found the case of job stability and lateral mobility in case of the Asian-Americans are quite pertinent in the sphere of glass ceiling. Irrespective of the fact that loss of brain is rarely attributed to glass ceiling issues the prevailing cases sometime cannot be overlooked. A survey conducted during 1987 revealed that about 308 Asian-American employees in varied sectors in San Francisco attributed the monetary incentive and

Glass Ceiling -- Does it Still Exist? In 1964 the federal government of the United States passed a Civil Rights Act that forbade discrimination -- that is using double standards -- in the workplace. The idea was for all job applicants and all candidates for promotion within companies to be treated equally. The concept was excellent -- the implementation has left much to be desired. The question of whether or

Stewart uses the conclusions the consulting and training firm aha! that led such audits, starting with the impressive figure of $6.7million, the cost of sexual harassment suits for a company that had around 27,000 employees. Using reports statistics, conclusive studies led both on women and men employees regarding gender bias, Stewart identifies the place where they generate problems and how much it costs the companies. The recruiters and managers who