case study

1

Business Consultancy Project (MGT524)

Management Report

The ‘Glass Ceiling’ Impact on Omani

Women in the Workplace

Student ID: 2016138065

Word count: 7404

2

Contents

Executive Summary ................................................................................................................................ 4

Research Context and Background ....................................................................................................... 5

Literature Review .................................................................................................................................... 5

Glass Ceiling as a Barrier to Leadership ............................................................................................... 5

Glass Ceiling and Organizational Culture ............................................................................................. 6

Cultures and Traditions ......................................................................................................................... 6

Public Relations ..................................................................................................................................... 7

Methodology ............................................................................................................................................ 8

Research Approach &Design ................................................................................................................ 8

Data Sampling ....................................................................................................................................... 8

Questionnaire Design and Interview Guide .......................................................................................... 8

Data Collection ...................................................................................................................................... 9

Required Resources ............................................................................................................................... 9

Reliability, Validity, and Ethical Issues ................................................................................................ 9

Reliability ......................................................................................................................................... 9

Validity ........................................................................................................................................... 10

Ethical issue ................................................................................................................................... 10

Results .................................................................................................................................................... 10

Data Analysis ...................................................................................................................................... 10

Interpretation of the Results ................................................................................................................ 11

Factor1: Low Number of Women in the Labor Force ............................................................... 11

Factor 2: Cultural Limits on Women .......................................................................................... 12

Factor 3: Male Mindset ................................................................................................................. 13

Factor 4: Self-Imposed Limits ...................................................................................................... 14

Findings .................................................................................................................................................. 15

Recommendations and Road Ahead .................................................................................................... 16

Recommendation for Public and Private Organizations ..................................................................... 16

Recommendation for Omani Women .................................................................................................. 17

Limitations ............................................................................................................................................. 17

Appendix A ............................................................................................................................................ 19

List of Interviewees Details ................................................................................................................. 19

Appendix B............................................................................................................................................. 20

Interview Questions ............................................................................................................................. 20

Sample Interview Questions and Key warding ................................................................................... 22

3

Appendix C ............................................................................................................................................ 23

Sample Interview Transcript ............................................................................................................... 23

Appendix D ............................................................................................................................................ 28

Sample Interview Extracts................................................................................................................... 28

Appendix E............................................................................................................................................. 30

Final Thematic Map ............................................................................................................................ 30

References .............................................................................................................................................. 31

4

Executive Summary The ‘Glass Ceiling’ concept became known in 1986, when it “ first appeared in the Wall Street

Journal in 1986 and was then used in the title of an academic article by A.M. Morrison published

in 1987 entitled “Breaking the Glass Ceiling: Can Women Reach the Top of America's Largest

Corporations?” (The Economist 2009, p. 1). It became a public metaphor used to express the

unseen barriers that women face, preventing them from reaching higher positions in the

workplace. Women may not feel the barrier until they are held back from progressing up the

corporate ladder.

Today Omani women are a dynamic force to reckon with in the region. Women have much to

contribute to growth in the workplace, and have positive participation effects in the workforce.

According to the statistics of the Ministry of Civil Services in Oman, 38.7% of Omani women

work in civil services units and the private sectors as of the end of December 2015 (Muscat

Daily, 2016). However, highly skilled women still don’t progress to the executive suite.

Therefore, it has become vital to understand the obstacles that Omani women face in the

workplace that prevent them from reaching top positions. This research provides an overview of

how the glass ceiling has impacted Omani women in the workplace and how they are blocked

from getting to executive positions because of the barriers hindering their achievements. More

specifically, the proposed research will address the following questions:

1- What is the impact of glass ceiling on the Omani women in the workplace?

2- What are the tools and best practices required to reach the executive suite (strategies

women and organizations can use to overcome the glass ceiling)?

The study conducted through qualitative methods using face-to-face semi-structured interview.

The interviews carried out with ten women in middle and senior managerial positions. The data

analysis results concluding that the factors responsible for glass ceiling are:

 Low Number of Women in the Labor Force

 Cultural Limits on Women

 Male Mindset

Self-Imposed Limits

To break the glass ceiling there is a need to raise awareness and train women in order to encounter

the required skills. Family, organizations, and co-workers support is needed as well in order to

open the gate for women to climb the organization ladder.

The study came up with two main categories of recommendations; recommendation for the

organization and recommendation for Omani women. It is highly recommended that the

organization must promote gender equality in the workplace and to take action towards

advancing women career growth by giving them the same opportunities and recognition as their

male counterparts and commit to women’s representation in high level positions. Furthermore,

the organization should increase training and educational opportunities for women to enhance

her leadership and interpersonal skills. The study also recommends that women should prove

themselves through acquiring new skills and knowledge as well as building and developing a

powerful professional network through their relationship with others and to focus on tactics that

will help them break the glass ceiling

Overall, there is a need for better explanations as to why women in Oman are not ascending to

the executive suites from the point view of women in middle and senior-manager position. The

study will add to the literature on the effect of glass ceiling on Omani women and will help to

5

explain the barriers and challenges Omani women face in the workplace. This study will be

applicable and useful for both women and organizations in Oman.

Research Context and Background The Sultanate of Oman has gone through rapid economic growth since the ascension of Sultan

Qaboos bin Said to the throne in 1970. During the expansion period, Sultan Qaboos stressed and

called for the enhancement of human capital development. The development of human capital is

a crucial aspect of the development of any country, and with that Oman. Omani women have

also been a part of and contributed to this development. Sultan Qaboos once said “We have never

overlooked the education of women who represent half of the society” (Ministry of Foreign

Affair, p. 1) Omani women have progressed under the support of the highest echelon in the

country to seize the opportunities and transform their lives and those of their children and

families. They are no longer bystanders to development, as they have the rights to education, fair

job opportunities and financial equality. Women have progressed in the workplace (Al-Lamky,

2006), and have reached senior management levels, however, they have only reached executive

levels in small numbers (Madsen, 2014). It has therefore become very important to examine the

obstacles and challenges that prevent Omani women in the workforce from breaking through the

glass ceiling and reaching the executive suite.

Many studies have been carried out on this area, however this research have specifically focused

on Omani women in middle and senior management level. The main aim of this research is to

provide data/evidence on the impact of glass ceiling on employed Omani women at top

management positions. It also aims to determine the barriers that prevent the women from

climbing the career ladder and making it to the Chief Executive Officer (CEO) level.

Furthermore, the study also highlighted the best practices and the necessary tools required for

women to reach the executive suite as well as to recommend solutions to the barriers.

This study focused on discussing the situation of Omani women in the workplace in Oman. There

might be some government and private organizations facing challenges in recruiting the right

female competence, or facing poor performance etc. This study will help HR managers to

facilitate the development of women in the organization hierarchy as well as assessing whether

there is a need to have more women in the executive suite and whether this will add value to the

organization.

Literature Review

Glass Ceiling as a Barrier to Leadership

The glass ceiling metaphor represents the barriers that women face that prevents them from

reaching the top (Sabharwal, 2013), and its unseen barriers that prevents her from climbing the

corporate ladder (Morrison et al., 1987). The literature on the impact of glass ceiling on women

in work organization is large. The topic has been studied and discussed globally. Davidson and

Burk (2004) point out that a lot of research has focused on the glass ceiling; why the glass ceiling

exists, why it’s difficult to eliminate the glass ceiling and what actions governments and private

sector has taken to support women’s progressions in the workplace. The concern of the glass

ceiling is worldwide and effecting women and minorities since they are not advancing due to

these ceiling barriers (Johns, 2013). Oakley (2000, p.321) states that “[i]n all parts of the world,

female senior executives, and especially female Chief Executive Officers (CEOs) are extremely

rare in large corporations”.

Despite the progress made in terms of the number of women entering the workplace in the past

decades in both developed and developing countries, there are only a few that have become Chief

6

Executive Officers (CEO) of large organization and few are on the boards of directors (Davidson

and Burke, 2004). The glass ceiling inhibits highly skilled women leaders from advancing to top

management positions, and this looks to be a global phenomenon. Parker et al. (2015, p. 13) state

“women have made only modest progress in gaining top leadership positions in the business

world”. Madsen (2014) points out that Omani women at management positions in the workplace

are underrepresented and are very few compared to their male counterparts. Based on the recent

published data by Catalyst in January 2017, women make up only 5.8 percent of CEO positions

in the Fortune 500 companies (Catalyst, 2017). Yet many studies have showed positive outcome

on the ability of women to take up managerial positions due to her high level of leadership skills

in the workplace. For example, a survey of 7,280 leaders from leading public and private

organization around the world was conducted by Zenger and Folkman (2012). The survey found

that that men make up 64 percent at leadership position and whenever the level is higher, more

men are at the top. The second finding was that women at every level scored higher than men as

leaders and whenever the level increased the gap increased as well.

Glass Ceiling and Organizational Culture

Some studies on the glass ceiling and organizational culture found that there are various theories

discussed with regards to women advancement to top positions (The Economist 2009). The

number of women in management is influenced by gender equity levels within the organizational

culture (Bajdo and Dickson 2001), social force aspect i.e. gender-based stereotyping affects

women progressing (Oakley (2000). In addition, Powell and Butterfield (1994) claimed that

equal promotions, enhancement of policies and a very well established organizational culture

will eliminate gender bias. Furthermore, Madsen (2014) argued that there are large numbers of

complex variables such as religious and culture values that have effected management position

and employment of women in Oman. Bajdo and Dickson (2001) concluded that gender equity is

vital element of organizational culture and in order to enhance women’s opportunities in the

organizations this element should be considered.

Cultures and Traditions

In their paper, (Linzi et al., 2014), investigated genders and their equality diversity and inclusion

in Sultanate of Oman, “one of the most traditional societies in the Arab world”. Their main

analysis points are discussed as follows; the society of Oman is following a traditional culture

and traditional thoughts about women, which is negatively affecting labor force participation of

women in this modern world. The main reasons depicted for low employment and low status of

women in organizations in Oman are cultural, societal, and religious. There is a strong belief that

jobs for women are inside the home. In the past few decades Oman has been working for women

empowerment and progress in many areas like ministerial positions, civil services positions and

much more. It is being observed that there are always cultural restrictions on women travelling

or living away from the family. That means for a woman travel for work purposes is limited, and

there is little support for them for working due to conflicts between employment and family

obligations.

Females in gender-marginalized occupations may also have limited employment possibilities

because of workplace practices. Gender segregation at work is considered appropriate, but this

practice prevents women from working in mixed environments. There was no specific reference

to the future of women in the labor force, but (Budhwar et al., 2002) suggests that the education

and training programs encourage females to enter into employment. There is an increase in

Omani women employed in the private sectors (National Center for Statistics and Information,

2011). The Omani government and the International Labour Organization (ILO) created a

7

strategy document to advance women in employment (ILO, 2010). As a result of this developed

strategy, a work program is created that is known as “to enhance decent and productive job

opportunities for women in conditions freedom, justice and dignity”. This program identifies the

best methods to support women’s involvement in the labor force and for equal opportunities to

form national policy. After some sort of changes in government policies, other organizations

also came forward to create some changes for women empowerment and progress. Likewise,

Omani law states that “women shall not be required to perform works which are harmful to the

health or hard works but now the organization taking part in these activities that to enhance

decent and productive job opportunities for women in conditions freedom, justice and dignity”

(Ministry of Manpower, 2012).

Linzi et al., (2014) explain that now women are occupying the department head in marketing,

sales, communication, corporate affairs, top HR positions, directors, board members, general

managers, top management and top positions in finance, banking, investor relations, and wealth.

According to the findings of Linzi et al. (2014), here we can say that number of important

implications for business practice can improve the conditions of women in Oman society.

Public Relations

Wrigley (2009) concluded some major factors from the liberal feminist perspective that agrees

on the existence of the glass ceiling in public relation and corporate management. He stated that

there are number of tactics that women can use to break through the glass ceiling. According to

his findings, the glass ceiling, prevents individuals as well as the society as a whole. It is also

depicted that the glass ceiling problems are faced by women more than men. The study explores

that women can portray their own experiences in public relations and can present information

about the importance of these problems with regard to the glass ceiling in public relations. We

should explore the factors related to the glass ceiling in public relations and communications

management. These factors can be searched by asking questions such as “why does the glass

ceiling stay in place?”, and “why does much of the popular press do its best to paint a rosy picture

of job prospects for women??” (Wrigley 2009, p. 4). Only women would be the right person to

express what they went through and to explain what are the factors of glass ceiling existence.

Women tell their own stories concerning to the issues that are directly affecting their job and

personal satisfaction. There are many factors contributing to the glass ceiling for women in

public relations and communications management. Some of the important factors are denial,

personal blame, gender role socialization, historical superiority, women turning against other

women, corporate culture (Wrigley, 2009). There is a need that we should search strategies for

overcoming the glass ceiling. The main strategies may include: “mentoring, working hard(er),

changing jobs, going out on your own, demonstrating competence and efficiency, women taking

control of their own future and creating new work cultures, being a problem solver, and having

patience” (Wrigley 2009, p. 17).

From the literature review it can be concluded that there are certain organizational culture

barriers and the traditional barriers which are preventing women from reaching top positions in

the workplace. It is observed that due to glass ceiling, few number of women have become Chief

Executive Officers (CEO) of large organization and members of boards of directors. In the recent

studies, the factors that contributed to the glass ceiling in public relations and communications

management are found to be personal blames, gender role socialization, historical precedence,

women turning against other women etc. But there is a need to research more factors that are

responsible for glass ceiling so that they can be properly addressed. As for the opposing

8

viewpoints on the glass ceiling, we could not found any approved study/research that conducted

in this regards.

Methodology This section gives an overview about the general approaches in conducting the study i.e. by

discussing the research approach and design, data sampling, questionnaire design and design of

interview guide, data collection, reliability, validity and ethical issues.

Research Approach &Design

Qualitative methods were used to solicit vital information through in depth face-to-face semi-

structured individual interviews to gather data and description. Through such discussions,

participants were able to share their views and feedback on pertinent issues relating to women

advancement to top positions in Oman.

Data Sampling

The key component in this study is Omani women in the workplace, thus the sampling covered

the main target group; women involved in decision making capacities such as leaders working

in different operational departments from local and national organization. Also we included in

this research women CEO’s of different companies as they may have strongly felt the glass

ceiling. Interviews were conducted with ten women. Some of the interviews took place at the

interviewee’s office and some took place at other locations. The average time of the interview

was for 45 minutes. Some interviews lasted for more than one hour and some for around thirty

minutes.

The participants recruited for this study included only women since the research mainly

conducted to collect the view of women on the glass ceiling. The interviewees were selected

based on their experiences and qualification occupying middle and senior position managerial

positions (please refer to Appendix A for List of Interviewees Details). Some women were

recommended by other woman. We contacted potential candidates and requested to meet with

them personally. After the meeting, an email was sent to them to thank them for attending the

meeting.

Questionnaire Design and Interview Guide

The questionnaire was designed to cover four main categories; Barriers and Challenges, Skills

Required, Organizational Culture – Gender Equality, and Final Views. Questions were

developed and organized accordingly based on the main category (please refer to Appendix B

for Interview Questions). Mostly the questions were adopted from previous interviews and

researches conducted within the topic of the glass ceiling impact on women in the workplace,

and also were formed based on the assessment of the literature reviews. For instance, one of the

questions asked under Skills Required section was “There are few women that have become

Chief Executive Officers (CEO) of large organization and few are on the boards of directors

(Davidson and Burke, 2004). In your opinion, why some women in senior level was able to

overcome obstacles or challenges and break through the glass ceiling?”, another question was

about the Organizational Culture section; “Bajdo and Dickson (2001) concluded that gender

equity is vital element of organizational culture and in order to enhance women’s opportunities

in the organizations this element should be considered. Do you think that organization should

consider gender-equity since it’s a vital element of organizational culture to enhance women

opportunity to reach to executive suite?” Another question asked which also falls under

9

Organizational Culture section was “Is social force aspect for example, gender-based

stereotyping effects women progression (Oakley, 2000)? Does this exist in your organization?”

The following entails the flow and the direction of the interviews:

1- Preparing the audio recording and have the note book and pen ready.

2- The interview started with thanking the interviewee for given her time to attend the

interview.

3- The interviewee was informed that the interview will be recorded prior to the interview

date.

4- The interview was informed that the collected information will be anonymous and

confidential.

5- A brief about the glass ceiling concept was given to those who were not clear about the

concept.

6- The interview was ended by thanking the interviewee again for attending the interview

and for the valuable information provided.

Data Collection

Data collected using responses of the questions during the face-to-face interviews. The aim was

to seek participant expressions and opinions on the impact of glass ceiling. In order to produce

accurate transcript, all interviews were recorded using audio recording device as well as taking

brief notes during the interview. Using open-ended, closed-ended and probing questions, we

were able to identify and define the participants’ perceptions, opinions and feelings about the

glass ceiling in general. Specific questions related to the topic of this study were covered in order

to ensure compatibility with the purpose of the research. The name and job title of the participant

collected as well as the organization name, and sector. I reminded the participant to give their

response based on their own thoughts and arguments and circumstances.

Required Resources

The following are the resources were utilized during the study

o Library research and online on the related topic.

o Meeting room to conduct the interview.

o Laptop and note book and pen.

o Audio recording device.

o Internet connections.

Reliability, Validity, and Ethical Issues

Reliability

Reliability is a way of calculating the quality of the measurement process used to collect data in

a research report. In order for the results from the study to be considered valid, we have followed

reliable measurement processes. One of the measurements is the interview was recorded in order

to produce accurate transcripts which helped in analyzing the gathered data accurately as well as

capturing the interviewee’s quotes. In total there are ten recorded interview of which 3 of them

were in Arabic language. It is very important to focus on the meaning and purpose of the study,

therefore the interviewee’s feedback and responses was studied and analyzed accordingly.

10

Validity

Validity is depicted as the degree to which a research study computes what it aims to compute.

It includes the entire investigational concept and set ups whether the results attained meet all of

the obligations of the scientific research methodology. Validity of this study was confirmed

through ensuring that questions are valid by adopting them from researches and literature

review conducted previously within the same topics. Face-to-face recorded interview and

content gathered from the interviewee’s responses were used effectively; avoiding our own

perspective and background by being unbiased ensured validity as well.

Ethical issue

Defining the ethics is an important part of the research study as they depict the norms to distinguish

between acceptable and non-acceptable behavior. There are a few ethical issues considered while conducting the research:

o Permission of voice recording obtained prior to the interview. Interviewee was informed that the purpose of the recording is to make sure to have a good quality of transcript as

well as to be able to capture any special quotes provided by them.

o Informed the participant that the information gathered will be very confidential and that their personal details and responses will not be shared with other party.

o The interviewee was giving the right to explain their own perspective and perceptions. o I gave a brief about the study and informed the interview what I am doing and why I am

doing it.

Results This section discusses the data analysis approach and how the data obtained from the qualitative

method used i.e. the interviews, interpretation of the results and the findings of the study.

Data Analysis

Since the qualitative method was employed, the data analyzed through thematic approach. We

followed the following steps:

1. Creating the transcripts of the recorded interviews: The recorded interview was transcribed first into written form so that can be analyzed in detail (please refer to

Appendix C for Sample Interview Transcript). There were around three recorded

interview in Arabic language, however we had to do the translation into English so that

the data would be properly analyzed

2. Start coding by labeling the key words and relevant sentences and wards: We then coded the transcript organizing them into categories and identified the most important codes

(please refer to Appendix D for Sample Interview extract (Coding))

3. Creating categories for the generated codes bringing and grouping relevant codes together: The analysis of the transcripts and the categorizing have led to the following

two main categories:

 The reasons for the existence of glass ceiling,

 The possible solutions to break glass ceiling.

4. Label the categories by giving them related title: The factors are elaborated as follow:

 Low Number of Women in the Labor Force.

11

 Cultural Limits on Women.

 Male Mindset.

 Self-Imposed Limits.

o Connection and relationships between the categories and how they are connected were discussed under the Interpretation of the Result section below. This is will mainly be the

discussion of the study.

Interpretation of the Results

Factor1: Low Number of Women in the Labor Force

This factor illustrates that the number of women working in any organization (whether public

sector or private sector) is less as compared to men which is creating glass ceiling. For instance,

when we - as interviewer- asked participant 1 (P1) “Do you think that the glass ceiling exists?

What are the barriers, obstacles, challenges, that prevent women from reaching executive seats?”

(P1) answer was “you have less women competing against men. You have more men. You don’t

really see men quit their jobs for home. Not to lose point on the life we live, yes? Therefore, more

men dominate the workforce and fewer women compete against them. But again I do agree that

we need more women representation in boards and as CEOs in non-family business

organizations.”

Another interviewee (P6) also answered the same question she said: "Yes the answer, in my

opinion, I think it does exist and I do try to recall some examples of my own experience. Actually,

it did prevent me from going to a higher position in my two previous posts."

She concluded this argument from her previous examples and has given one more reason that

why the numbers of women are less at higher positions.

In addition, (P5) expressed her view on the changing trends of our societies in some other part

of the interview. An example of this is:

(P5): “In the beginning of 70’s we didn’t have enough women who were educated so therefore

it only made sense to appoint men. But with time we do have capable women and they’ve made

it, you’ve seen them. But we want to see more.”

The other participant (P2) also had the same kind of views and throws a light on the percentage

of graduated women who are not going for job. She comments on the imbalance in following

way:

(P2): “We need first to realize that the imbalance exists. 60% of our graduates are women,

where are they going? The CEOs should recognize there is talented women and address the

imbalance. Most of these women are not using their talents. They are not entering the

workforce.”

On the other side the participant (P3) commented: “If we are higher in number in the decision

making levels, I think we would be hiring more women.” This shows that there is a need to

increase the number of women in the labor force, so that more women should be hired. All the

comments by (P1), (P2), and (P3) points that due to low number of women in organizations, the

women employees are not getting the attention that they deserve, thus creating the glass ceiling.

12

The participant (P4) added that the women are capable of doing better than men, so we require

hiring more women. For example, she commented:

P4: “Women are very capable just like their male counterparts. They can do wonders. Sometimes

they outperform their male counterparts. Companies that are run by female CEOs tend to do

better globally.”

Factor 2: Cultural Limits on Women

This factor is discussing how the traditional and social culture limits forced by the societies affect

women’s job and why it is a reason for the existence glass ceiling.

The following quote of (P2) explained the cultural limits that might limit her at work.

(P2): “The definition has been put out there preventing women from reaching the top. I know

women who are all-rounded to perform optimally. I do not have kids at home or husband to mind

about. Socially, males do not care about this, but the society expects women to mind about

households.”

She added one more comment in support of the above view:

(P2): “It is also acceptable that the male should not attend Parent Teacher Meeting for their

kids. But the man can stay out late at night at the clubs. “

This reflects the social culture limitations that women are having. Due to the family pressure and

their old mindset, women are becoming reluctant to the jobs. The participant (P2) has also thrown

light on how family members put authority on women and restrict her to do certain things like

she said “Women are not expected to stay out long and therefore have reduced chances of

networking as it should be. There is therefore a cultural factor that plays a huge role in

perception.”

The interviewee (P7) also expressed the perception that our society creates for men and women.

She said (P7): "I think it’s the perception about the role of men and the role of women. The

perception that has been created and expected by the society. I think this is the main obstacle."

Another participant (P8) pointed that in some cases women itself puts limits on her and in other

cases our culture is responsible, as she stated “the woman herself put limits to her own

development. The second could be the culture around her. The culture limits or stereotypes or

classifies women for certain performance abilities.”

The interviewee (P5) also conveyed that there are cultural limits on the women set by her families

and surroundings. She commented:

(P5): "The main obstacles in our society in general I believe it’s because of our families,

surrounding, culture, because of the belief that women are weak and should have secure jobs

normal like anyone else"

But she also added that if a woman wants then she can break the glass ceiling. She stated (P5):

"but when the woman comes out of that box and sees her uniqueness in life …. Even for her

kids… do her kids see her as different from other mothers or just like any other……? It all starts

by herself. Once she empowered, it makes her more reliable on where she would like to go."

13

Also (P1) points out that there are people who support women and does not believe in stereotypes

but they are in minority. For example, she said:

(P1): “In some organizations you’ll find people with that kind of mentality where they don’t

believe in women but that I think is with minorities, it’s not a big issue.”

In addition, (P10) commented about the rules set by higher authorities which also do not support

women. These people have cultural mindset and believe to not favor women to go for education.

Likewise, she said (P10): “we always hear that we do not need quota for entering universities.

The quota is for boys because they are better. This means that with the number of decision

makers not favoring women, there will be glass ceiling.”

All these factors are indicating clearly that our traditional culture do put limits on the women

and does not permit her to play out of certain orthodox limits.

Factor 3: Male Mindset

This factor explains how men’s mentality affects women in various ways and is responsible for

the existence of the glass ceiling. All the participants have strong view that the male-dominated

arena is affecting the women labor force. One of the participants (P4) commented that (P4):

“Men feel threatened when their wives are CEOs and on TV and newspapers etc. the men are

afraid of this exposure and feel threatened. They also feel like they are losing control. Peer

pressure is also a factor from the friends, close or extended families.”

This clearly conveys that men are threatened by women’s career advancement; they fear that

women may take up their position.

Other answer received from (P9) when asked “what are the barriers, obstacles, challenges, that

prevent women from reaching executive seats?”

(P9): “This is the unconscious bias that allows those at the top to choose predominantly males

because they are more comfortable doing this.” She added “One of them is when you have an

unconscious bias, that highly male culturally dominated sub consciousness, to look at women,

yes we respect them but we don’t think that they can handle a job. That plays a huge role. That

is a comfort factor set by males.”

This clearly states that man had created a comfort zone for them and do not want to get it break

by women.

The participant (P6) also threw a light on the different attitudes of men and women towards the

household work. She shared her experience as follows:

(P6) "I was reading an article about a bit similar idea written why women who work at home

they suffer because they take the responsibility of the house. The man will not help unless you

request him because they know the housework is for the women and this comes from the

education."

(P1) also predicted that certain characteristics of men unable those not to quit job and this factor

lead to male dominance. Like (P1) said:

(P1): “You don’t really see men quit their jobs for home. Not to lose point on the life we live,

yes? Therefore, more men dominate the workforce and fewer women compete against them.”

14

The participant (P2) pointed out the reasons that why women quit the job due to family

commitments (especially husband) and social considerations. She commented on the situation

when the women have to go out for field visits:

(P2): “It turned out that these women had social considerations. Their families and husbands

did not want to go because it was too far. They were concerned about the women’s security etc.

So they took their husbands to see where they were to visit. This is when things started changing.

These experiences contribute to glass ceiling.”

This argument clearly shows that women have restrictions when they assigned for job that

requires filed visits in the interior. The participant (P8) shares her experience of her interview

with a minister, she said:

"Yes, once I was interviewing one of the ministers and we came to the seashore he said we can’t

have an executive secretary in my office because in need to call him all the time and cannot have

a lady which I can call at night while she is with her husband and family forgetting not all ladies

have families but it’s not fair to exclude them the jobs just because they are ladies." From her

story she clearly points out the possible reason for male’s mindset for women.

When we put the question to (P3) that “Are men better managers than women? “She answered:

(P3): “This perception is what men make us live in. But I believe we are equal in what God gave

us. I do not know why they would think that men are better managers.”

This shows that (P3) believes in gender equality and don’t think that both have different

capabilities. Most of the participants firmly believe that males are restricting women’s access to

the right resources which can help women to reach top.

Also (P10) added a supporting comment when asked about the reasons for glass ceiling. She

stated one of the reason as follows:

(P10): “….the parents especially the male parents and male relationships like brothers, uncles,

grandparents etc. could be the reason why they have certain picture or image of the woman and

put limits to her performance.”

Factor 4: Self-Imposed Limits

This factor explains that women herself put barriers on her performance. There are several

reasons including the change of priorities after marriage or kids, shyness to become manager or

leader etc. The participant (P9) answers to one of the question asked “Do you think the glass

ceiling exists? “:

(P9): “What we need to understand is that some women don’t make it for several reasons,

sometimes is by choice; some women don’t want to be big, you know… concerning the

priorities…some women their priorities change as they go on in life, some women choose home

over work. And home is a full-time job really. Some women will give up their careers for this.”

The other participant (P4) supports this argument by enlisting the possible ways why women

quit jobs. She commented:

(P4): “the reason could be the woman herself because she has adopted certain ways of living,

certain ways of thinking or certain ways of solving problems therefore putting limits to her

initiatives or performance. Like her level of education, qualifications and performance. In a

15

nutshell, the woman herself put limits to her own development.” She than added the comment in

which she talked about women in Oman:

(P4): “In Oman, the woman has been given every opportunity to succeed. The door is open for

her to enter into any profession. It is her choice not to be there. It’s a personal choice.”

In addition, the participant (P7) points out that all women themselves do not believe on each

other. Likewise, she said:

(P7): “Women still don’t vote for women; we are not confident with our skill sets.”

This all arguments show that the women had made a fence around her and do not want to cross

that barrier. It is her personal choice to become victim of glass ceiling. They generally give up

their careers for their families and are always reluctant to take initiatives.

Findings This section discusses the finding of the data analyzed and relates it to the literature review

provided in this study. The research findings have proved to support the literature in regards to

the glass ceiling impact on women. All the possible reasons that are responsible for glass ceiling

have been determined and the possible solutions to break it are addressed. The study confirmed

the following broad findings:

 Some women lack confidence in team leading.

 The career advancement opportunity is given to Omani women despite the challenges

she faces due to organization practices and culture.

 Women lack some qualities and skills.

 Women are more committed to family responsibilities

 Some of barriers occurred because of the social culture, and gender stereotypes.

 Lack of career progression support from organizations in both sectors and family

sometimes.

 There is a need to raise awareness about the existing of the glass ceiling in most of

government and private sectors in Oman.

To dig deep more, and based on the data analyzed using thematic approach (please refer to

Appendix E for Final Thematic Map) the four factors developed from analysis of the codes:

Factor 1: Low Number of Women in the Labor Force

Factor 2: Cultural Limits on Women

Factor 3: Male Mindset

Factor 4: Self-Imposed Limits

The developed factors covered the reasons for the glass ceiling effect on Omani women in Oman

and how to overcome the barriers through possible solutions. Overall all the factors are

categorized as follows:

(1) Factors responsible for glass ceiling:

 Less number of women participating in labor force

16

 Lack of self-initiative in women

 Some cultural limits such as social and traditional cultures hinder women from

reaching to higher position

 The male-dominated occupation prevents woman from reaching a state of equality

among men in the workforce

(2) The possible solutions to break the glass ceiling are:

 Educate and train women in the workplace in order to encounter the required skills

to reach to higher positions

 There is a need to raise awareness about the role of women and for women to

understand their capabilities to take up challenging positions.

 Constructive support is needed from family, organizations, and co-workers.

 Opportunities should to be given to women to acquire high positions in her

organization.

Recommendations and Road Ahead Throughout the discussion and data analysis, the study has come up with very important

recommendation that will help women to climb organization ladder and to reach to the executive

suite. The recommendations resulted from the factors introduced. We have summarized the

recommendation into two main recommendations; Recommendations for Public and Private

Organizations and Recommendations for Omani Women.

Recommendation for Public and Private Organizations Whenever there is a better understanding of employee needs, organizations will gain more job

satisfaction which in return will improve productivities and optimize profits. Below are the

recommendations based on the finding mentioned in this study and they can be implemented in

phases to overcome the glass ceiling barriers.

 Raising awareness about the glass ceiling and provide solution on how to overcome

barriers and obstacles that women faces in the workplace. Raising awareness is a very

vital element that will help women to understand their capacity, value and the differences

they can make in society.

 Organizations should consider gender equality legislation. Such legislation has a

fundamental role to play in enhancing women’s career growth. By applying gender

equality women will be able to access same rewards and opportunity that given to their

male counterparts. Changing organization culture to create a biased environment and

achieving equality between both genders in the workplace can affects country’s overall

economic performance.

 Introduce flexible hour’s strategy for women, to better balance work and family

commitments. Flexi hours reduce turnover of valued employee and increase

organizations performance.

 Organizations should give women same opportunities that given to their male counterpart

to compete for higher-level job.

 Should be given chances to come back to work even stronger after having kids or

pregnancies.

17

 Provide training, self-enhancement and development programs for women. Training can

be developed as a part of HRD program, for instance, leadership program (e.g. Harvard

Executive and Leadership Courses, National CEOs Program etc.), interpersonal skills,

time management, emotional inelegance, strategy development, decision making in order

to gain more skills, qualities and qualification that will support her to reach higher

positions.

 Offer mentoring and coaching program to share knowledge, learn how to build wide

networks and to turn weakness to strength.

 Set clear objectives and goals and develop a comprehensive guideline on systematic

performance appraisal and giving them quarterly and yearly feedback on job

performance.

Recommendation for Omani Women

Women should understand the barriers and obstacles that hinder their advancement in the work

place and work towards overcomes these challenges. Some recommendations that will help

women to climb the organization ladder and achieve their ambitions are presented below:

 Discourage self-limiting behavior by gaining self-confidence through attending

programs related to leadership programs and leading with confidence courses.

 Women should identify the gaps within their skills and competences and bridge them by

attending the necessary training and self-development programs.

 Women should seek for support from their family and parents if not given. They will

receive more encouragement from their family if they prove to them that their work will

not reduce time for family.

 Grasp knowledge and attain every single opportunity that provides the path for their

career development and growth.

 Women should define their career goals, know where they’d like to go and plan how to

get there.

 Promote themselves and turn their weakness to strength.

 Women should realize their dream and make it true through working towards setting their

goal and objectives and implement them.

 Continue growing by exposing themselves to different work and know-how experiences.

 Fight the stereotyping that men make better manager then women by contributing more

to organization current and future achievements.

Overall, the door is open for women in Oman to enter into any profession. As an Omani woman,

it is her personal choice that can lead her to success. If we can manage to treat these glass ceiling

manipulations now, we would be able to transmit this to the coming generations.

Limitations

18

 The research about women in Oman is very limited and there is a lack of accurate data about women’s position in the top management. We were not able to find secondary data

about the statistics of women working in higher positions in Oman.

 The current study is limited in focusing on Omani women working in private and government sectors. It might be good to have further study on the glass ceiling obtaining

men’s perception as well in order to compare both views and assessments.

 Also, biased answers might be given by the participant due to their sensitivity to the glass ceiling or might have more loyalty to the organizations they belong to despite their own

opinion.

 The number of questions asked (fifteen questions) and the number of women interviewed (ten women) time consuming. Also writing the transcript of ten recorded interviews and

analyzing data with this much of information in a very short time was big challenge that

we faced. Maybe future research on the same topic is recommended using quantitative

method with reducing number of questions and increasing number of participant. Some

of the interviewee preferred to speak in Arabic as they were more comfortable to express

their thoughts and opinions, therefore we had to translate the recoded interview into

English which was again time consuming process.

19

Appendix A

List of Interviewees Details

Name Job Title Organization Name Sectors

Ann Said AlKini Deputy Chair Person National Youth Commission Governments Sector

ButhainaAbdulazizAlBalushi Head of news

Reporter

Public Authority of Radio and

Television

Government Sector

BadriaAbdulrahmanAlSiyabi CSR Manager Omaran Development Private Sector

Hannat Ali AlHannai Manager Diversity

and Inclusion

Petroleum Development Oman

PDO

Government Sector

Khawla Said AlHarthy CEO Injaz Oman Government Sector

Malak Ahmed AlShibani Director General National Business Center PEIE Private Sector

MuniraAbdulnabi Maki General Manager

Corporate Support

Bank Sohar Private Sector

Mariam GhalidAlAlawi CEO Wasam Media Private Sector

Siham Ahmed AlHarthy General Manager

Real Estate

Development

Ministry of Housing Government Sector

Zahara Mohammed VP Corporate Affair Bank Muscat Private Sector

Zina Abudllah Alharthi Director General Green Room Communication Private Sector

20

Appendix B

Interview Questions

Candidate Name: Job Title:

Organization Name: Sector:

The ‘Glass Ceiling’ Impact on Omani Women in the Workplace

The ‘Glass Ceiling’ concept became known in the 1986, when its “first appeared in the Wall

Street Journal in 1986 and was then used in the title of an academic article by A.M. Morrison”.

Glass Ceiling became a public metaphor used to express the unseen barriers that women face,

preventing her from reaching higher positions in the workplace. Women may not feel the barrier

until they are held back from progressing up the corporate ladder.

Interview Questions

Barriers and Challenges:

1. Do you think that the glass ceiling exists? if yes, can you provide an example from your

own or others experience?

2. Why it has been so difficult to eliminate the glass ceiling, what are the barriers,

obstacles or challenges that prevents women from reaching to executive suite (e.g.

inequity, recognition etc.)?

3. In your opinion, how to overcome these challenges? what steps to be taken?

4. Women normally perceived a very emotional and more into family commitment and

keener to maintain a role raising children. Is this can be a reason which women’s

conflicting between work and family demand hence preventing her from reaching to the

top position?

5. Do you think that the glass ceiling is sector centric?

Skills:

6. There are few women that have become Chief Executive Officers (CEO) of large

organization and few are on the boards of directors. In your opinion, why some women

in senior level was able to overcome obstacles or challenges and break through the

glass ceiling?

7. Do you think there are need for specific recourses, skills, tools characteristics, certain

traits or qualities that women should encounter in order to break through the glass

ceiling?

8. Do you think that something need to be done through legislation, organizational

culture, structure, society, skills enhancement etc.?

Organizational Culture - equality of genders

9. Do you think that the employers use statistical or quota decisions where they determine

who can be promoted and who can fit in?

21

10. Women not aggressive and tough enough, or sometime she lacks of enthusiasm in

taking on challenging assignments in comparison to men? do you think such a

stereotyping has to do with their career growth?

11. Do you think that social force aspect for example, gender-based stereotyping effects

women progression?

12. Gender equity is vital element of organizational culture and in order to enhance

women’s opportunities in the organizations this element should be considered. Do you

think that organization should consider gender-equity? If yes, how?

13. Do you believe that women are as capable as men to serve in the executive suite? Or do

you think that women have to perform better than their male counterparts to be

promoted to the same position? (Perceptions that men make better managers than

women!)

Final Views:

14. In your opinion, what the organizations need to undertake to support the advancement

of women?

15. What is the advice you would share with women who are trying to climb the

organization ladder?

Thank you very much for your participation

22

Sample Interview Questions and Key warding

23

Appendix C

Sample Interview Transcript

24

25

26

27

28

Appendix D

Sample Interview Extracts

29

30

Appendix E

Final Thematic Map

31

References Al-Lamky, S. (2006), “Feminizing leadership in Arab societies: the perspectives of Omani

female leaders”, Women in Management Review, Vol. 22 No. 1, pp. 49-67.

Anon, (2017). [online] Available at: http://www.feminist.org/research/business/ewb_glass.html

[Accessed 5 Jun. 2017].

Budhwar, Pawan S., Saud Al-Yahmadi, and Yaw Debrah. "Human Resource Development In

The Sultanate Of Oman". International Journal of Training and Development 6.3 (2002): 198-

215. Web. 24 May 2017.

Brenda J. Wrigley (2009): Glass Ceiling? What Glass Ceiling? A Qualitative Study of How

Women View the Glass Ceiling in Public Relations and Communications Management, Journal

of Public Relations Research, 14:1, 27-55

Bajdo, L.M. & Dickson, M.W. Sex Roles (2001) Perceptions of Organizational Culture and

Women's Advancement in Organizations: A Cross-Cultural Examination. Spring LinkVolume

45, Issue 5pp 399–414

Catalyst. Women CEOs of the S&P 500. New York: Catalyst, April 25, 2017.

Davidson, Marilyn, and Ronald J Burke. Women In Management Worldwide. Print.

Jadesimi, A. (2016). Female Leadership: The Glass Ceiling Is Cracked, Not Broken. [online]

Leadership. Available at: http://Female Leadership: The Glass Ceiling Is Cracked, Not Broken

Kemp, L. and Madsen, S. (2014). Oman's labour force: an analysis of gender in management.

Equality, Diversity and Inclusion: An International Journal, 33(8), pp.789-805.

Kephart, P. and Schumacher, L. (2005). Has the 'Glass Ceiling' Cracked? An Exploration of

Women Entrepreneurship. Journal of Leadership; Organizational Studies, 12(1), pp.2-15.

Linzi J Kemp Susan R. Madsen, (2014),"Oman's labour force: an analysis of gender in

management", Equality, Diversity and Inclusion: An International Journal, Vol. 33 Iss 8 pp. 789

– 805

Morrison, A. M., R. P. White, E. Van Velsor and The Center for Creative Leadership: 1987,

Breaking theGlass Ceiling (Addison-Wesley, Reading, MA).

Merida L. Johns, PhD, RHIA. “Breaking the Glass Ceiling: Structural, Cultural, and

Organizational Barriers Preventing Women from Achieving Senior and Executive Positions.”

Perspectives in Health Information Management (Winter 2013): 1-11.

32

Mofa.gov.om. (2017). Women & Social Development – وزارة الخارجية العمانية. [online] Available at: https://www.mofa.gov.om/?p=748&lang=en [Accessed 5 May 2017].

Newspaper, M. (2017). Omanis constitute 38.7% of public and private sector women employees:

MoCS - Oman. [online] Muscat Daily News. Available at:

http://www.muscatdaily.com/Archive/Oman/Omanis-constitute-38.7-of-public-and-private-

sector-women-employees-MoCS-4rfj [Accessed 1 May 2017].

Ncsi.gov.om. (2017). National Centre for Statistic and Information. [online] Available at:

https://www.ncsi.gov.om/Pages/NCSI.aspx [Accessed 1 May 2017].

Oakley, J.G. (2000) Gender-based Barriers to Senior Management Positions: Understanding the

Scarcity of Female CEOs. Journal of Business Ethics, Volume 27, Issue 4, pp (2000): 321–

33427:321.

Parker, K., Horowitz, J.M. and Rohal, M. (2015), “Women and leadership”, Pew Research

Center, 14January, available at: www.pewsocialtrends.org/files/2015/01/2015-01-14_women-

andleadership.

Powell, G. N., & Butterfield, D. A. (1994). Investigating the glass ceiling phenomenon: An

empirical studyof actual promotions to top management. The Academy of Management Journal,

37(1), 68–86.

Sabharwal, M. (2013). From Glass Ceiling to Glass Cliff: Women in Senior Executive Service.

Journal of Public Administration Research and Theory, 25(2), pp.399-426.

Sultanate of Oman: Decent Work Country Programme 2010-13”, available at:

www.ilo.org/public/english/bureau/program/dwcp/download/oman.pdf

Sultanate of Oman. Omani labour law part five. Employment of juveniles and women chapter

two. Employment of women”, available at:

www.manpower.gov.om/en/law_women_juveniles.asp

The Economist. (2017). The glass ceiling. [online] Available at:

http://www.economist.com/node/13604240 [Accessed 1 May 2017].

Zenger, J. and Folkman, J. (2012), “Are women better leaders than men?”, Harvard

BusinessReview, 21 March, available at: https://hbr.org/2012/03/a-study-in-leadership-women-

do

Ab Salem/feedback10.jpeg