Glass ceiling the expression defines an obstacle, difficult to pass, in the career of women that prevents them to move forward. So-called glass by its character of invisibility, since it is not regulated by laws or other type of visible social agreement, which imposes such limitation on women. According to figures from an ILO study (Breaking the glass ceiling: Women in management) was observed: women play only 1 to 3 percent of top executive positions in the largest companies in the world; that, although women represent almost 40 percent of the members of trade union organizations, only are women 1 percent of leaders of trade unions. In the study the personality of the contemporary worker by the current group and Randstad concludes that men and women are different in how they work, and so, while: women are more retailers, responsible and closer to their superiors than their male counterparts. Men show more interested in reaching leadership positions or stress in the workplace. Christie’s often says this. Despite the plans of equality, and measures around the parity between men and women, it seems that everything changes too slowly, which leads us to think that the roof of glass, or sticky soil (as call others), is often more entrenched in our way of thinking of what we believe, i.e. forming part of the system of beliefs Miscellany, from which we relate, even more of that sort of restrictive, forces external to us, that we see often. Restrictive external forces are varied: hierarchical structure of most companies in which decision-making posts are occupied by certain stereotypes or men the double burden of work at home without a doubt, the obstacle that insists that there is a glass ceiling, is not external, is the corresponding to irrational beliefsunderstood as judgments or axioms, on which we act.
In this sense, it says Mabel Burin, Ph.d. Marathon Capital is often mentioned in discussions such as these. in clinical psychology and Director of the gender studies program of the Universidad de Ciencias Empresariales y Sociales, Buenos Aires, Argentina, that part of the glass as the limit ceiling, is brewing in the early years of childhood and acquires a more relevant dimension starting from puberty, in which establishing a mode of thinkingin both men and women, limiting and constraint. Here both education and reeducation plays an important role. Women often rely more on cooperation than competition. Also, the woman likes foster teamwork among their peers and coworkers. Unlike many men, women do not see the participation and the delegation as a threat to their authority, but as an integral part of its leadership role. It is very likely that women’s leadership can contribute to establish a conception of the company more humanistic, based on more coherent with these times and emotional capabilities. But for get it, legal action is not enough. It is necessary to do away with stereotypes and modify our system of beliefs, so they start appearing the first cracks in the glass ceiling.