DDI人才管理经验分享.pdf
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1、n a sphere that is hopefully valid across commonwealth countries. The writers acknowledge that each Commonwealth country faces its unique challenges and opportunities, meriting a separate discussion per region. Due to the limitations of this research, a global general approach is used. Moreover, the
2、 writers have attempted to offer recommendations that go beyond the apparent, over cited ones, and offer more specific, action oriented advice. About the Authors The writers have drawn upon the established expertise of Ms Gita Patel FCA, a business leader with a background in banking and entrepreneu
3、rship and has over the last 10 years specialised in the Female Economy having created Trapezia, a fund targeting women focussed businesses. She passionately believes that the economic empowerment of women is a fundamental building block for economic growth for many economies. Ms Sophie Buiting, an L
4、SE postgraduate, who specializes in decision-making and gender, assisted Ms Patel in writing the paper. Additional interviews were conducted to give qualitative and personal backgrounds. In 2009 women globally earned $13 trillion which is double the combined GDPs of China and India ($5.6 trillion).
5、This female income is projected to be $18 trillion by 2014. 6 SECTION 1 THE BUSINESS CASE FOR WOMEN IN LEADERSHIP AND KEY CHALLENGES: GLOBAL AND PERSONAL This section builds on the business case and presents an overview of the key challenges facing women leaders today, both in a global setting, as w
6、ell as in their personal lives. Eventually the argument for many countries remains the lack of effective initiatives to support half of their population resources, creating a compelling case for why policy makers and board members should focus on unlocking the full potential of women leaders to powe
7、r economic growth. My vision by 2015 is that Britain will not have a single FTSE 100 board without a significant female presence This is not about equality, this is about good governance and good business.” The international evidence supports this - diverse boards are better boards benefiting from f
8、resh perspectives, opinions and new ideas which ultimately serve the companys long-term interests. Ministers have urged the UKs 350 largest public companies to set targets against which progress in boosting female representation on boards and executive committees can be judged. Vince Cable, UK Busin
9、ess Secretary, 30 January 2013 1.1 Building the business case for women in leadership 1.1.1 Women are the largest economic opportunity: The most convincing business case for women comes from Silverstein and Sayre (2009a), who show that women are a bigger economic opportunity than India and China com
10、bined. In 2009 women globally earned $13 trillion which is double the combined GDPs of China and India ($5.6 trillion). This female income is projected to be $18 trillion by 2014. Given that Commonwealth women represent approximately 30% of the global female population the extrapolated earnings tran
11、slate to an estimated $5 trillion. Many institutions now recognise that womens growing affluence and influence cannot be ignored and have identified women as the next big market opportunity as they explore different ways of capturing and capitalizing on this market segment to take advantage of the d
12、emographics. 1.1.2 Women control majority of consumer spending: Not only do women earn more than India and China combined, but also women globally control at least 64% of the consumer spending (Silverstein Correll, 2001). Barber and Odean (2001) found that men traded in greater volumes than do women
13、, and as a result, make greater losses. Womens lower confidence, especially regarding financial matters, is also reflected in the fact that businesswomen generally report lower levels of profitability (Robinson one is abstract versus contextual decisions, the other is losses versus gains. Thus, a co
14、ntextual decision would be comparing investments, or comparing insurances. A loss framework poses a decision as two potential losses of money. The element of uncertainty or risk (not necessarily the same thing), is reflected in the probability of a gain. Often choices are framed as a choice between
15、a certain outcome (gaining 3,000 for sure) versus an uncertainty one (gaining 5,000 with a chance of 60%). This is an example of an abstract gain decision. The contextual decisions are often framed as an investment, or an insurance, thus providing a setting in which the decision is made (Schubert, B
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