The Hindu Business Line : More power to women's elbows

THE RATIO OF women in managerial positions has come up for discussion once again. It is an evergreen topic, if not a pet peeve, with feminists and the champions of gender equality. Yet, it is time for the leadership and opinion-makers of Corporate India, who happen to be more of men than women now, to adopt a more contemporary and innovative stance on this subject.

There are good reasons to take this positive view. India has a long and rich tradition of women rising to positions of influence and leadership of many sections — from the presidentship of the Indian National Congress to heading the government in New Delhi or the States. As administrators and managers, many have for decades had outstanding careers in diverse fields — banking, education, scientific research, hospitality industry, healthcare, marketing research, IT, journalism and broadcast media. One must therefore start by discarding the notion of women as a minority; there is no reason why corporate India cannot strive to increase their presence closer to the population share, of 50 per cent. One must assume that the ratio need not be any different at least in managerial levels, where the burdens of social handicaps retarding progress are felt less. Admitting the case for a special status is, thus, needless and uncalled for defensiveness. For example, women here have always had equal pay for equal work, and adult franchise, long before these benefits were automatic in the so-called developed countries. Admission and entrance to places where merit was the main criterion has indeed produced some outstanding individuals. The problem has, of course, been that the ratio, among the aspiring applicants has never been equal in the past, but this is changing. Corporate leaders must take steps to encourage this.

The main stumbling block to women has always been the problems with running a career alongside marriage and raising a family. This in-built biological asymmetry between the genders should not be allowed to stand in the way of society. The country is the poorer for losing the skills and abilities of a woman for life, just because she has to take a four/five-year break in career. Rather, we must see raising future citizens as a social contribution and consciously increase women's representation in the management of society as a whole, as a developmental imperative. Paradoxically, it is the woman's superior executive skills that makes it possible for all of us to deal with the complexities of child-rearing, and running the household, apart from attending to the spouse and in-laws, keeping it all on an even keel despite the perennial irritants of everyday life. By not bringing this unique capability into the organisational life, one also loses the benefits of other `feminine' aspects of management — judgement, intuition, empathy and a certain "let's cut the waffle and get on with it" spirit, which is much needed in today's world. Of all places, the supposedly more traditional Indian society is actually better poised to set such an example.