Martha Manznevski-Universidad San Andrés-Video (Síntesis)
Martha Manznevski-Universidad San Andrés-Video (Versión Completa)
FACULTY VITAE
To Faculty overview
Professor Martha Maznevski
Canadian
Organizational Behavior and International Management, MBA Program Director
PhD University of Western Ontario
martha.maznevski@imd.ch
Programs
Martha Maznevski teaches in the following IMD programs:
Master Business Administration (MBA - Program Director)
Strategies for Leadership (SL)
Orchestrating Winning Performance (OWP)
Vita
Martha Maznevski is Professor of Organizational Behavior and International Management at IMD, and the MBA Program Director.
She teaches courses and modules spanning a broad range of organizational behavior topics, including teams and leadership in global and virtual (distance) contexts, diversity and inclusiveness, and the relationship between organizational and national culture. She teaches company programs for Borealis, Skanska, and others, and has served as a consultant and advisor to public and private organizations in North America, Europe, and Asia on issues of managing people globally.
Professor Maznevski has presented and published numerous articles on these subjects, most recently The Blackwell Handbook of Global Management: A Guide to Managing Complexity (Blackwell, 2004), and she is a co-author of the popular textbook International Management Behavior (Blackwell). Her current research focuses on the on-going dynamics of high-performing teams and networks in multinational organizations, and managing people in global complexity. Martha Maznevski co-developed the Cultural Perspectives Questionnaire, an instrument that measures individuals’ cultural orientations and is widely used as a diagnostic tool in global teams and organizations.
Before joining IMD, Professor Maznevski served as Faculty at the University of Virginia (USA) and the University of Western Ontario (Canada), and as a visiting researcher at the Stockholm School of Economics (Sweden). She earned degrees in education from the University of Toronto (Canada), and in anthropology (undergraduate) and business administration (PhD) from the University of Western Ontario.
Publications, Cases, Projects
Martha Maznevski is the author of numerous articles, case studies and projects in the above mentioned fields. Find out more information about Martha Maznevski's publications :
All publications of Martha Maznevski (*)
All cases of Martha Maznevski
More about IMD projects
Source: www.imd.org
(*) Example Article by M.M
ARE MEN AND WOMEN DIFFERENT AS LEADERS?
Implications for HR
By IMD Research Fellow Karsten Jonsen and IMD Professor Martha Matznevski – January 2011
IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland
Tel: +41 21 618 01 11 Fax: +41 21 618 07 07 info@imd.ch http://www.imd.org
Copyright © 2006-2011 IMD - International Institute for Management Development. All rights, including copyright, pertaining to
the content of this website/publication/document are owned or controlled for these purposes by IMD.
The facts speak for themselves – today women are having a greater impact on business and politics than ever before.
It wasn’t until 1971, less than 40 years ago, that women were able to vote in Switzerland. Fast forward a few decades and following the most recent election, the Conseil Federal is now made up of a majority of women (four out of seven).
Last year, women held 49% of the jobs in the US and 50% of all managerial positions. Even a report from the US Department of Labor back in 2006 noted that women outnumber men in such occupations as financial managers; human resource managers; educational administrators; medical and health services managers; accountants and auditors; budget analysts; property, real estate, and social community service managers. Sure, there is much to be done as far as women achieving the upper echelons of leadership both politically and especially in business. Overall, significant progress has been made, although most European countries lag behind the United States. But have organizations adjusted to the new gender landscape that will in all likelihood continue to evolve?
Impact on organizations
Labor markets and work organizations are clearly divided according to gender. Particularly, there are big differences when it comes to the beliefs regarding gender and leadership behaviors. These beliefs influence women’s opportunities for career advancement, including managerial selection, promotion, placement and training decisions. And women tend to receive less favorable or prejudicial evaluations.
Organizations may have been successful in creating the “she-male” as a livable compromise with which both men and women can coexist and thrive at least to some extent, and where some of the more overt forms of inequality have been removed. But this “progress” may also repress some characteristics that could be considered female advantages for leading teams and people, such as sense of community and nurturance.
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ARE MEN AND WOMEN DIFFERENT AS LEADERS? I Implications for HR
In which situations should men and women be treated differently, if any? What structures, initiatives and policies will lead to a long-term, fundamental gender equality in organizations and empowerment to bring out the strengths of each individual, male or female?
As answers aren’t so straightforward, managers often act according to what they believe to be true. They choose to lead either according to what they believe to be the differences between men and women, if any, or according to what other people believe are the differences, both prototypes as well as stereotypes. We find that managers tend to hold one of three different sets of assumptions, or paradigms, about women and men in organizations. Each set of assumptions has implications for general management and HR practices. Too often, dialogue in companies breaks down because the people involved have not identified their different starting assumptions. And each set has implications for a good path forward.
Three paradigms guiding gender management
Paradigm 1: The gender-blind view. Women and men leaders are not significantly different and should therefore be treated the same.
Believers in this paradigm are likely to implement HR initiatives that increase opportunities for women to access to the organizational system. They see the lack of senior women in management as a “pipeline” issue. Since women and men lead in the same way, the fact that there are fewer women in management roles can be attributed to their historical role as mothers and homemakers. Advocates of this paradigm would like to see more women in the workforce – if they are under-represented in management then presumably the company is missing out on some good managers.
IMD –www.imd.org Page 3/6
Specific HR initiatives might include mandating that job candidate pools include a certain proportion of women, targeting awareness campaigns to women without changing the content of the campaign, and ensuring that there are a certain proportion of women in high potential pools within the organization. The HR system gives women opportunities and encourages them to try to take advantage of them, but does not change anything in their performance assessment or in the nature of the opportunities themselves.
ARE MEN AND WOMEN DIFFERENT AS LEADERS? I Implications for HR
If such initiatives are successfully implemented, women will be more aware about avenues for advancement or professional development and will change the way they think about themselves in relation to these opportunities. Organizations will have more women in the pipeline who are ready for promotion.
Paradigm 2: The gender-conscious view. Women and men leaders are significantly different and should be treated accordingly.
Believers in this paradigm are likely to implement HR initiatives that address the particular needs and characteristics of women. They believe that women’s contributions have been under-valued and therefore may begin with special programs such as flexi-time, part-time and re-entry after maternity. They may also re-write performance criteria and reward systems to include behaviors that women supposedly excel at, such as transformational, supporting others and community-building. They are likely to build special mentoring programs for women. These HR systems focus on customizing the work experience for women, valuing their unique characteristics and ultimately empowering them. They may also dispute the assumed separation of work and home environment, as rooted in a “male model”.
If these kinds of initiatives are successfully implemented, many women would feel valued for their different views. They would become more committed to the organization, and better able to manage different roles in constructive ways. The organization itself benefits from a skill set, such as long-term commitment and community building, which can lead to innovation.
Paradigm 3: Perception creates reality. Women and men leaders are not significantly different, but people believe they are different (stereotyping) and these stereotypes create barriers.
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Believers in this paradigm are likely to implement HR initiatives that contradict gender stereotypes. They believe there are fewer women in senior positions because of a perceptual bias that is reinforced by social behavior through society, and they see stereotypes as limiting people’s potential for performance. They may showcase role models of women in non-traditional occupations, behaving in ways that counter stereotypes of women. For example, they may ensure that senior women as engineers and as line managers have highly visible roles. There may be training sessions on how to behave assertively or communicate forcefully. The company is likely to deliver workshops examining
ARE MEN AND WOMEN DIFFERENT AS LEADERS? I Implications for HR
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stereotypes and their consequences, encouraging people to look beyond stereotypes to actual individuals. Another initiative is to provide men with more experiences working with women so they can question or re-examine stereotypes.
If these initiatives are implemented successfully, women in the organization will be freer to act authentically without carrying the weight of others’ expectations or biased evaluations. This benefit will extend to men as well and the workforce will be more empowered. The organization will likely see a decrease in stereotyping, not just of gender, but across the board. This could help put more people in the right job.
Going forward
In outlining the paradigms, we do not advocate a particular approach. That is for each organization to answer and each HR executive to contemplate. In fact, some combination of paradigms is likely to create the most progress for all of us as individuals contributing to organizations, and for future generations. Let’s stop avoiding the questions and start discussing the assumptions.
Karsten Jonsen is a Research Fellow at IMD. Martha Maznevski is Professor of Organizational Behavior and International Management at IMD and the MBA Program Director.
IMD and W.I.N, the global women’s leadership organization, will join forces in exploring the topic of women in leadership on March 10-11, 2011.
ARE MEN AND WOMEN DIFFERENT AS LEADERS? I Implications for HR
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IMD – www.imd.org Page 6/6
Biography: Martha Maznevski
Research Fellow
Martha Maznevski is Professor of Organizational Behavior and
International Management at the International Institute for
Management Development (IMD) in Lausanne, Switzerland.
IMD is one of the world’s best executive education institutions,
and consistently ranks among the top three providers of
executive education globally. Before coming to IMD in 2001,
she served as faculty at the University of Virginia in the United
States and the University of Western Ontario in Canada, and a
visiting researcher at the Stockholm School of Economics in
Sweden. She earned a degree in Education from the University
of Toronto, and degrees in Anthropology (undergraduate) and
Business Administration (PhD) from the University of Western
Ontario.
Professor Maznevski’s research focuses on cross-cultural
interaction among people in multinational organizations. She
has conducted and published work on multicultural teams,
virtual teams, leading across cultures in global complexity,
diversity and inclusiveness, and the relationship between
organizational and national culture. Her work on global teams
is well-recognized as leading edge by researchers and
practitioners. She published The Blackwell Handbook of
Global Management: A Guide to Managing Complexity
(Blackwell, 2004), and is a co-author of the popular textbook
International Management Behavior (Wiley), now in its sixth
edition. Her current research focuses on the on-going
processes of high-performing teams and networks in
multinational organizations, and managing people and
organizations in global complexity. This includes dynamic
constructs of Cultural Intelligence and the develoment of
Leadership Authenticity in multicultual organizations. She codeveloped
the Cultural Perspectives Questionnaire, an
instrument that measures individuals’ cultural orientations and
is widely used as a diagnostic tool in global teams and
organizations.
CENTRE FOR Global Workforce Strategy
MARTHA MAZNEVSKI
Professor Maznevski is the director of IMD’s full-time MBA program, a program which focuses on developing responsible
global leaders. The program is recognized among the top MBAs in the world by major rankings, for example ranked #1
among all MBAs in 2008 by The Economist in their ranking of rankings, and #2 in the world among 1-year programs by
the Wall Street Journal in 2009. Previously, she directed IMD’s flagship Program for Executive Development, and
founded the program Strategic Leadership for Women. She also directs company programs for many international
companies. She teaches courses and modules spanning a broad range of organizational behavior topics.
In addition to being a consultant and advisor to public and private organizations in North America, Europe, Asia, and
Africa on issues of managing people globally.
Professor Maznevski is a co-founder of the International Organizations Network (ION) and served as its president from
2000 until 2008. She is an active member of the Academy of Management and the Academy of International Business, and
serves on the editorial board of the International Journal of Cross-Cultural Management.
Dr. Martha Maznevski
Professor of Organizational Behavior and International Management
International Institute for Management Development (IMD)
http://www.imd.ch/
IMD International
Ch.de Bellerive 23
P.O. Box 915
CH-1001 Lausanne, Switzerland
Telephone: +41 (0)21 618 0111
Fax: +41 (0)21 618 0707
E-mail: martha.maznevski@imd.ch
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