2.7 Reliability Test The reliability test performed to determine the internal consistency of the measures used, the table below shows that overall questions asked to the respondents have Cronbach Alpha values of more than 0.7.which makes all questions asked to the respondents are accepted, internally consistent and the scale deemed reliable for further analysis. Items No of Respondents 1 Cronbach’s Alpha Value 2 0.851 70 Table 1.2 2.8 Profiles The information which was received from the Petrol Development of Oman and Occidental Oman Gas & Oil Companies, in relation to the research objectives. The introduction statement of the research questionnaire was efficient the Significance, and purpose of the study. Furthermore, the respondents have been given the confidence that all data they provided was used only for the purpose of academic research and was treated confidentially. Demographical Characteristic of the Respondents Demographics 1 Genders Characteristics Percentage Cumulative% • Males • 53 • 75. 7% • 75. 7% • Females • 17 • 24. 3% • 100% Total 2 Frequency 70 100% Less Than20 4 5. 4% 5. 7% 21-30 56 80 % 85. 7% 31-40 5 7.1 % 92. 9% 41-50 4 5.7 % 98. 6% 3 4 5 Marital Status Greater Than51 1 1.4 % Total 70 100% Married 30 42.9% 42. 9% Single 40 57.1% 100% 70 100% Diploma 4 5. 7% 5. 7% Bachelors 51 72. 9% 78.6% Masters 15 21.4% 100% 70 100% 6moths 16 22. 9% 22.9% 1year 16 22. 9% 45.7% 2years 09 12. 9% 58.7% 3yeras 10 14. 3% 73% Above 4years 19 27. 1% 100% Total 70 100% Qualification Experience’s 100 % Table 1.3 Sources: Self Made Present on Selected Respondents. The individual data of the respondent’s is looked upon regarding, Gender, ages, marital status, Qualifications, &experience. Table 1.3 demonstrates the Gender of the respondent’s. 75.7%of the respondent’s were male, demonstrating that the vast majority of the respondents considered as male. 24.3%of the respondent’s were female. At long last the analysts could assume that in the above rate, proposes an impressive number to be the male of the populace. In view of the gathered questionnaires, dominant part of the respondent’s is made male, while few respondents were feminine. This outcome demonstrates that the workers of Zubair Motors Group LLC and Oman Oil SAOG are the male. Times of the respondents, lion's share of them were in the middle of the ages of21-30years (80%). While the rest of the respondents were the age of31-40years (7.1%), the period of under20 (5.7%), the age of41-50 years (5.7%),and the time of more prominent than51 (1.4%). In the conjugal status57.1% of the respondents were single, while42.9% of the respondents of this investigation were hitched. Qualification of the respondent’s, dominant part of them have Bachelor level of college72.9%while 21.4%of respondent’s have Master degree and the rest of the respondents5.7%have Diploma testament. Encounters of the respondents, larger part of them were 4 years or more (27.1%), while each of half year and 1 year were a same level of22.9). 14.3%of the respondents have 3years encounters. The staying12.9%of the respondent’s have2years encounters. Organizational Culture in Petrol Development of Oman and Occidental (n=70) Questions Mean Standard Interpretation Deviation 1 Workers work and feels as members of the team. 3. 83 1. 1 91 High 2 Cooperation across departments or functions is 3. 57 1. 1 37 High Workers respect themselves and their opinions 3.27 1. 250 Normal 3.5 9 1.1 73 High 3. 73 1. 203 High highly encouraged. 3 are welcomed 4 Our Managers encourages us to influence what goes on in our departments 5 Workers are seen as an significant sources of competitive advantage 6 We am happy working in our organizations 3.2 9 1.2 41 Normal 7 There are clear set of rights and wrong’s within 3.3 0 1.18 4 Normal 1. 261 Normal 1.108 High the organizations. 8 There are clear set of rights and wrong’s within 3.06 the organizations. 9 The workers are highly dedicated to the 3. 70 success of the organizations 10 its 3. 40 1. 279 Normal Our originations uninterruptedly see’s new 3.2 6 1.3 37 Normal 3.8 6 1.0 94 High &rewards 3.5 6 1.2 35 High Our organizations have clear &reasonable 3.5 4 1.0 31 High 3. 27 1.1 79 Normal Our organizations has clear mission that gives 3.89 1.095 High 3.24 1. 160 Normal 3.9 9 1. 097 High 3. 48 1. 177 High Our organizations are flexible, in approaches towards administration. 11 and better ways of performances 12 Our organizations acts &reacts immediately in case of employee issues 13 Our organizations fortified creativity &risk takings 14 goals towards employees 15 Our organizations have clear &reasonable goals towards employees 16 meaning &direction to staffs performances. 17 Workers knows what to do in order for the organizations to succeed. 18 Workers are happy &motivated by the line managers. Overall Mean Fig 1.4 As per the table 1.4 above displayed that organizational culture was scored exceptionally mean 3.48generally speaking and standard deviation of1.177these outcome demonstrates that Petrol Development of Oman and Occidental Oman Gas & Oil Companies, have great organizational culture. Employees at work and feel as individuals from the group were scored exceptionally mean3.83and standard deviation of 1.191demonstrate that workers of Petrol Development of Oman and Occidental Oman Gas & Oil Companies work and feel as individuals from the group. Participation crosswise over divisions or capacities is exceptionally energized were scored profoundly mean3.57and standard deviation of1.137 determines that collaboration crosswise over Petrol Development of Oman and Occidental Oman Gas & Oil Companies offices or capacities is exceedingly empowered. There is continual improvement of workers abilities and limit were scored ordinary mean3.27and standard deviation of 1.250demonstrates that there is nonstop advancement of worker's aptitudes and limit in Petrol Development of Oman and Occidental Oman Gas & Oil Companies. Representatives are viewed as a vital wellspring of upper hand were scored high mean3.59and standard deviation of1.173 demonstrates that there is ceaseless advancement of worker's abilities and limit in Petrol Development of Oman and Occidental Oman Gas & Oil Companies. We are happy working for my organizations was scored high mean 3.73and standard deviation of1.203 outlines that the representatives of Petrol Development of Oman and Occidental Oman Gas & Oil Companies are glad working of their associations. There are clear arrangement of rights and wrongs inside the association were scored typical mean3.29and standard deviation of 1.241demonstrates that there are clear arrangement of rights and wrongs with in Petrol Development of Oman and Occidental Oman Gas & Oil Companies. The employees are highly dedicated to the accomplishment of the association were scored typical mean3.30and standard deviation of1.184demonstrates that there are clear arrangement of rights and wrongs with in Petrol Development of Oman and Occidental Oman Gas & Oil Companies. Our association is adaptable in its way to deal with administration was scored ordinary mean3.06and standard deviation of 1.261demonstrates that Petrol Development of Oman and Occidental Oman Gas & Oil Companies have adaptable ways to deal with their administration. Our association persistently looks for as good as ever methods for execution was scored ordinary mean3.70& standard deviation of1.108shows that Petrol Development of Oman and Occidental Oman Gas & Oil Companies constantly looks for better than ever methods for performances. Our organizations acts &reacts immediately in case of employee issues was scored normal mean 3.40and standard deviation of 1.279 shows that Petrol Development of Oman and Occidental Oman Gas & Oil Companies act and respond to client remarks and suggestions. The association supports and rewards inventiveness and hazard taking was scored typical mean3.26and standard deviation of1.337 demonstrates that Petrol Development of Oman and Occidental Oman Gas & Oil Companies empowers and rewards imagination and hazard taking exercises of their representatives. Our organizations has clear mission that gives meaning &direction to staffs performances was scored normal mean3.86 and standard deviation of1.094 shows that Petrol Development of Oman and Occidental Oman Gas & Oil Companies have clear and sensible objectives that keeps their representatives from disarray. The association has clear mission that gives significance and course to worker's exhibitions was scored high mean 3.56and standard deviation of1.235shows that Petrol Development of Oman and Occidental Oman Gas & Oil Companies have clear and sensible objectives that keeps their representatives from disarray. Representatives comprehend what to do all together for the association to succeed was scored high mean3.54and standard deviation of1.031 shows that workers of Petrol Development of Oman and Occidental Oman Gas & Oil Companies are steadfast in light of the fact that they realize what to do all together for the association to succeed. Representatives are energized and inspired to work for the association was scored ordinary mean3.27and standard deviation of 1.179demonstrates that representatives of Petrol Development of Oman and Occidental Oman Gas & Oil Companies are energized and spurred to work for the organizations Chapter 1 Introduction & Literature Review Gender discrimination in hiring and remuneration has become illegal due to the approval of the law on equal pay which has been establish in 1963 and the Civil Rights Act of 1964. Supporters of these laws are hoping that once the doors opened employment opportunities for women, over time, acquire the necessary experience to access positions notoriety in the business world. However, in the 1980s, the popular press, including the Wall Street Journal and Adweek, began using and popularizing the glass ceiling, when reporters pointed out that 15 years after the discrimination is illicit sex, work . As this social problem in the workplace has been recognized as such, researchers and practitioners discuss the reasons for the lack of descent of women to higher positions. Common global explanations focus on four main areas. First, the explanation of the "glass ceiling" focus on discrimination because of many different causes, such as gender stereotypes (where people tend to associate male characteristics and thus men in leadership positions) '' phenomenon).The researchers gathered substantial empirical evidence that we associate with successful leaders stereotyped masculine attributes such as independence, assertiveness, and determination. So because of the stereotypes of what women are "like" in the workplace does not match the male leadership archetype, women are not considered or considered unfit for higher positions. Similarly, according to the Catalyst Research Group, women continue to be diverted into the functions of the auxiliary staff, such as human resources and administrative services, rather than positions of the line where they are responsible for an organization's profit and loss. Second, the pipeline explanations of the lack of professional advancement of women. A "pipeline" argument is an argument that historically shows few women in the preparation programs (law schools, M.B.A programs). The assumption is that when enough qualified women are "on hold", they finally assume leadership positions in senior management in numbers equal to men. However, the data do not support this sense, the National Information Center and the statistics of 2013, Oman women account for almost 50% of all graduates in the country. In addition, women also do good grades during their studies in various disciplines at university and universities, but it is still very difficult to find a woman in the first position. 1 Third, the explanations will be grouped into the category of evolutionary psychology: the idea that women are genetically predisposed to leadership positions. These explanations suggest that men and women are different; Men prefer the high level of management involvement, while women choose security and minor issues. These explanations generally refer to the role of testosterone in men at risk and the role of oxytocin and empathy in women's career choice. These ideas form the basis of what has been intermittently reported for a decade or more than the "exclusionary revolution" of workers with family responsibilities. The term exclusion of the revolution from a report in the New York Times in 2003 only eight Princeton graduates who had obtained advanced degrees, chosen spouses who were equal to their intellectual and expected to have children to pursue powerful careers. Similarly, social conservatives are using this type of evidence for "organic" gender differences to demand a return to the natural wife model wife also loves home. In this sense, it is assumed that the progressive policy of gender equality, women sought to achieve parity with men's careers, but, unfortunately, their genetic makeup won in the end - differences in work performance is A predetermined natural difference between men and women, the status quo. The fourth explanation focuses on how work is organized today: time and energy for all workers in today's competitive business environment and "economy 24/7" incompatible with what is needed to form a family. As women heads of household simpler parents are still responsible for a higher percentage of the duties of parents in most households both parents do not meet the expectations of "ideal worker" managers arrive early and leave while the company if required. The structure of traditional forms of work is a career model established in the nineteenth century that sometimes forces women to choose between work and family because of a direct conflict between resources to perform professional tasks and Domesticated Although women and men have less time to pursue careers when their domestic responsibilities include spouses and children, many studies have shown that women remain responsible for most household tasks, their careers are more affected by roles Household. These four explanations of why some women are underrepresented in management positions are the most common, and all the support is based on university research. However, this research will pay more attention to women in Oman in the private sector because the problem shows more than the public sector and pay more attention to the banking sector in Oman. This study will 2 examine four common explanations and see if there are different reasons behind the lack of Oman women in the leadership position in the private sector. 1.1 Problem Statement Underrepresentation of women in leadership is problematic for several reasons. First, the lack of women in management positions may indicate a lower level of women who aspire to a higher position is unsustainable. Therefore, highly skilled and experienced women can not apply for positions of responsibility. As a result, organizations lose an opportunity to take advantage of the skills and talent of their workforce. In addition, when employees perceive the lack of women in senior management, they can form ideas about the values and culture of the organization implicit as an "age club, children" or discriminatory hiring and retention practices. Is that when there are fewer women in management positions, women with lower levels of organizational hierarchy have little or no experienced mentors in women's senior management to guide women's direction. Facile so they can be a motivation Policy reports planning process that the woman is not accustomed to occupy positions of responsibility and therefore applies print.For remember the words of His Majesty Sultan Qaboos bin said he did it in the National Day speech in 1978, "If we do not give a chance to the women of Oman then we use only fifty percent of our resources. According to the Times of Oman Newspaper, the percentage of women who are graduating from the universities and college represent more than 50% and the women are getting higher grades than male and still the female represent 21% in the private sector and they found that, there are hardly for any women to hold the position of Chief Executive Officer or Chairman of the board in large companies. 3 This research will study the gender stereotype threat and the barriers to equality of Omani women in the banking sector and give the explanation behind absent of Omani women from having a position in the middle and top level of management. In general, this research will examine different factors like gender stereotype, psychological factor, social and cultural aspect, motivation system and behavioral factor which could be the main factors behind this problem. 1.2 Theoretical Concepts and Framework The recruitment and selection process is one of golden keys to success for any organization and choosing the most talent people either female or male can enhance the performance of any organization especially in the middle and top level of management. It is observe that the Omani women student getting more grade than men, but still that the women are more in the lower level of management especially in the private sector of Oman. This research will show the explanation and the reasons behind this phenomenon which can help the Omani women to reach for high level of management. 1.3 Literature Review: (Cruz, SE and Markus, HR 1993), Simon, RW and Nath, LE 2004, Pomeroy, A., 2005) In a large number of investigations one can easily find the idea that the implementation process in the form Manifestation of the social function class begins in infancy. (Ajzen, I., 1991) found that patterns of behavior, interests, and needs of boys and girls were being formed. Such perception, with the support of family and school, appears in adulthood. The workplace, the perception of said shows different types of behavior when men and women in a 4 quite different way appreciate the importance of their work goals, they have different preferences and motivation to act. (Meece, Glienke, Burg), pointed out that some representatives of the theory of motivation for success, focusing on differences in the orientation of success of men and women, concluded that "women are rather motivated to Avoid success, consequences, such as social rejection and / or the feeling of being un-feminine. " (Marjaana Gunkel et al., 2007). Contrary to stereotyped expectations, Marjaana Gunkel, Edward J. Lusk, Birgitta Wolff and Fang Li discovering that gender differences are "the other way around." According to their research, men in Japan "value more strongly not only the male attribute of advancement, but also include female factors." Personal benefits and time, however, Japanese women not only appreciate more physical working conditions, but Also the challenging work that is supposed to be most valued by men. " (Marjaana Gunkel, Edward J. Lusk, Birgitta Wolff and Fang Li, 2008), found that gender differences are "backwards". According to their research, men in Japan "value more strongly not only the male attribute of advancement, but also include female factors." Personal benefits and time, however, Japanese women not only appreciate more physical working conditions, but Also the challenging work that is supposed to be more valued by men. ", The authors concluded that men are not required to publish stereotyped masculine factors traditionally and similarly, women do not always traditionally show feminine factors They suggested. (Judith L. Meece, October 2006) The role of gender in the formation of achievement motivation has a long history in psychological and educational research. In this review, gender differences in motivation are examined by four contemporary theories of motivation for success, including assignment, waiting value, self-efficacy, and performance perspectives. In all theories, the results indicate that beliefs and behaviors related to the motivation of boys and girls continue to follow stereotypes of sexual roles. Children report greater ability and interest in beliefs in math and science, while girls have more confidence and interest in the arts of language and writing. 5 (Piterman, March 2008) The study reveals that hard work and sacrifice not only give women a leading position in today's business in Australia. Women who earn seniority and authority for respect and patronage. A deeper level of cultural resistance to the presence of the female escapes a real contribution. It is said that women need more space to exercise authenticity if they are to be truly effective leaders. Women need more than just a place in the management table. They must demand the respect and loyalty of their colleagues to achieve significant and lasting results. (Silva, March 2010) A quarter of the women in our study left their first job due to a difficult manager - almost as many as those who have moved to more money (26%) or a career change (27%) . Only 16% of men left because of a difficult manager. Of course, these results suggest that women and men can be treated differently by their early managers. Research shows that various talents support innovation and business success, but under-exploit organizations and underestimate their feminine talent with great potential. Given the misperception that the flow of talent is strong, companies can allow complacency to inhibit their competitive advantage. (A Broughton, 2009), research has suggested that there are several areas that coach women who could be helpfully focused. Areas where coaches could help ongoing women include; Creating a climate of trust, creating a network of reflection on organizational cultures, networking, identification of values and objectives, identification and access to oppose (Nyongesa, 2015), A case from the Catholic University of East Africa. The research examined the predominant aspects of a total compensation system in higher education institutions, the effects of these aspects of employee motivation, the impact of these aspects on their quality of work and sought suggestions to improve the highest reward Total of the education system. The study population consisted of 127 women employed by the Catholic University of East Africa. The main conclusions of the study lead to the conclusion that the reward system in the institution's reward system is perceived as discriminatory and not integral to motivation, although there is much room for improvement to fill these gaps. The research concludes by recommending the study of the creation of the reward system and the elimination of all aspects that do not favor women and the use of strategies that employ integral mechanisms of motivation. (Tamila Arnania-Kepuladze (Georgia, 2010), Their research has not confirmed the presence of direct interrelation between sex of the person and stereotyped representations about its priorities in motivating the work activity and did not find the adhesion of perception kind of economic 6 motivation of men and women. Among men and women, there is no common opinion on your typical male and typical female priority motivation: men are not always given more value to the typical attributes of masculine motivation and opportunities progress, high gain opportunity and responsibility and autonomy, and women are not always given more value to typical feminine attributes of motivation over time for personal life, cooperation and the environment stability and job security. (Kalkowski, 2004), From the days when women began to enter the labor force, the studied gender differences seen in relation to the motivation of Adjustments. This article firstly gives a brief description of the theory of the related literature reviews the motivation to manage gender as it evolves through the years 1950 and 1960 until today. Studies have produced, the results with some indicated that men are more motivated to manage then women and other studies to find otherwise. These differences seem closely related to state and subordinate stereotypes. (Devi, 2012), This study was carried out with the objective of investigating the differences between the sexes and the differences between academic specialties on the motivation of achievement among the students. The study was conducted in 80 college students from different schools in the Jammu region, 40 men and 40 women (ages 18-23) selected by the sampling benefit method. According to the research plan, the 80 subjects were selected by gender (male and female) and academic specializations (Arts and Sciences), using the scale of motivation of success. The test was used to obtain the results. they found significant difference between achievement motivation science and current arts and motivation of male and female students. Differences indicate an important role of older gender and academic achievement in motivating college students. 1.4 Significance of Study 7 This paper is very important to the private sector because it focuses on the actual issues within that sector spatially in the banking sector. Also, it provides some ideas and information for the top and HR manager within the organization to understand the reasons behind rare of attendance of Omani women in the high level of management and what are the solutions for this problem. 1.5 Objectives of the Study 1. To Study the effect of gender stereotype in the Omani female from holding a leadership position in the private sector. 2. To Evaluate the different behavior of different gender. 3. To Understand the relationship between gender and motivation. 4. To analyze the psychological factors affecting the women from holding a higher management position. 1.6 The Hypothesis: H1: There is significant relationship between gender and social aspect. H2: There is a significant relationship between gender and psychological aspect. H3: There is a significant relationship between gender, and glass ceiling aspect. 1.7 Scope of the Study The result of this study is applied to the Bank sector like; Bank Muscat, Bank Nizwa, Bank Sohar and Bank Dhofar. Chapter 2 Research Methodology 8 2.1 Research Design In this research, the descriptive research design will be adapted. This kind of method is used when the aim is to get systematic information about the employees like women employee and it needs to be analyzed / studied. 2.2 Sampling Design This study will be focused on the middle level and top level employees of Bank Muscat, Bank Nizwa, Bank Sohar and Bank Dhofar. The sample size which will be considered in this study will be 120 employees from both gender male and female from the related organization and the sample size will be chosen randomly. 2.3 Data Collection Method(s) This research will use both resources of data collection method, primary and secondary data. ➢ Primary Data: o Personal interviews o Email Questionnaire o Questionnaire ➢ Secondary Data: o Article 9 o Books o Newspaper o Government Report o Website 2.4 Analysis of Data: Tools & Techniques This research will use the structured questionnaire to get the feedback of middle and top level employees within Bank Muscat, Bank Nizwa, Bank Sohar and Bank Dhofar. Because, this kind of method will help the study to deal with the employees on both gender without any problem and it will helps to safe the time. At the end of collection of data, this research will use SPSS and Excel software to do the graphs, figures and tables to analysis the data which will be collected from the employees. 2.5 Limitations to the Study o Lack of accuracy of the respondent due to bias. o Lack of time for the respondent to answer the questioner spatially the middle and top level of management. o Due to the confidential of information, the respondent will hesitant to disclose. Chapter 3 Result and discussion 10 Reliability Table3.1: Reliability statistic for all variables Reliability Statistics Cronbach's Alpha N of Items .920 7 ❖ According to the table above, the reliability statistics is 0.920 which is accepted for the study. • Profile of the participants on the research: ❖ Q1) What is your gender? Table 3.2: Gender Group: Valid Frequency Percent Male 35 64.2 Female 18 35.2 Total 53 100.0 11 Figure3.1 : Gender Group Male Group represent 64.2% of the response while female group represent 35.8% of the total respondent. ❖ Q2) What is your age? Table 3.3: Age group: Valid Frequency Percent 25-35 25 47.2 36-45 20 37.7 46-55 6 11.3 56 and above 2 3.8 Total 53 100.0 12 Age Group 25 to 35 36 to 45 46 to 55 56 and above 4% 11% 47% 38% Figure 3.2 : Age Group Most of the respondent age is 25-35 which represent 47.2% and this represent most of the respondent group. The second age group is 36-45 which represent 38% and the third group 45-55 represent 11% and the last group is 56 and above which represent 4% of the respondent ❖ Q3) What is your title in the company? Table 3.4: Position Group: Valid Frequency Percent C-Suite Exec 4 7.5 Vice President 3 5.7 Director 11 20.8 Manager 11 20.8 Other 24 45.3 Total 53 100.0 13 Figure3.3 : Position Group Most of the respondent is not in the leadership position and it is represent 44.2% while 25% of respondent represent the manager position. The director position represent 19.2% of the respondent. 4) Gender vs. Social aspect: Table 3.5: T-Test ( Gender vs. Social aspect ) Group Statistics Gender Omani Society view women as housewife M N 3 Mean Std. Std. Deviation Mean 3.0000 1.53393 .25928 4.1667 .51450 .12127 5 F 1 8 14 Error Omani society will not accept Omani women in M senior management position 3 3.2857 1.29641 .21913 4.1111 .67640 .15943 3.3143 1.27813 .21604 4.2778 .75190 .17723 3.2571 1.35783 .22951 3.8333 .78591 .18524 3.2000 1.34602 .22752 4.2778 .75190 .17723 3.6857 1.18251 .19988 4.1111 .90025 .21219 3.5429 1.12047 .18939 4.0556 .99836 .23532 5 F 1 8 Customs and traditions do not encourage Omani M women to be as leader 3 5 F 1 8 The Omani Society does not favor women to be M innovative or creative 3 5 F 1 8 The role of women as a leader is poorly M understood by those who follow the Islamic religion 3 5 F 1 8 Omani women do not have a lot of opportunities M 3 5 F 1 8 Employee in Oman do not accept Omani women M as a leader 3 5 F 1 8 15 Table 3.6: Independent T-test ( Gender vs. Social aspect) Levene's Test for Equality of Variances F Omani Society view women as housewife 64.0 Sig. t .000 df Sig. (2- 95% Confidence Interval tailed) of the Difference Lower Upper -3.125- 51 .003 -1.91619- -.41714- -4.076- 46.0 .000 -1.74281- -.59053- 28 91 Omani society will not 19.4 accept Omani women in 54 senior .000 management -2.522- 51 .015 -1.48237- -.16842- -3.046- 50.9 .004 -1.36945- -.28135- position 63 Customs and traditions do 8.96 not 4 encourage Omani .004 women to be as leader -2.939- 51 .005 -1.62164- -.30534- -3.448- 49.9 .001 -1.52477- -.40221- 33 The Omani Society does 16.8 not favor women to be 64 .000 innovative or creative -1.658- 51 .103 -1.27373- .12135 -1.954- 50.1 .056 -1.16855- .01617 57 The role of women as a 10.2 leader 45 is poorly .002 understood by those who -3.145- 51 .003 -1.76584- -.38971- -3.737- 50.5 .000 -1.65689- -.49867- .187 -1.06389- .21310 follow the Islamic religion 54 Omani women do not have 1.49 a lot of opportunities 3 .227 -1.338- 16 51 -1.459- 43.4 .152 -1.01310- .16231 49 Employee in Oman do not 3.92 accept Omani women as a 7 .053 leader -1.635- 51 .108 -1.14233- .11694 -1.697- 38.1 .098 -1.12412- .09872 53 Table 3.7: One-way ( Gender ver. Social Aspect) ANOVA Sum of df Squares Omani Society view Between women as housewife Groups 16.179 1 51 Total 100.679 52 Omani society will not Between 8.098 1 accept Omani women in Groups senior Within Groups 64.921 51 position Total 73.019 52 Customs and traditions Between 11.035 1 do Groups encourage 65.154 51 leader Total 76.189 52 Between 3.946 1 Society does not favor women .003 1.657 8.098 6.36 .015 1.273 11.035 8.63 .005 1.278 3.946 Groups Within Groups 9.76 8 Within Groups Omani 16.179 2 Omani women to be as The Sig. 5 84.500 not F Square Within Groups management Mean 2.75 0 73.186 17 51 1.435 .103 to be innovative or Total 77.132 52 The role of women as a Between 13.808 1 leader Groups creative is understood poorly by those 9.88 .003 9 Within Groups 71.211 51 Total 85.019 52 Omani women do not Between 2.151 1 have Groups who follow the Islamic 13.808 1.396 religion a lot of opportunities 61.321 51 Total 63.472 52 Employee in Oman do Between 3.125 1 not Groups Omani women as a leader 1.78 .187 9 Within Groups accept 2.151 1.202 3.125 2.67 .108 2 Within Groups 59.630 51 Total 62.755 52 1.169 ❖ H1: There is no significant relationship between gender and social aspect The p-value in the independent test and ANOVA test are different for different values in the social aspect, some of them is greater than 0.05 like Omani society view women as a house wife, Omani society will not accept Omani women in senior, customs and traditions do not encourage Omani women to be as leader and the role of women as a leader is poorly understood by those who follow the Islamic religion. Science these values is less than 0.05 so we can say that there is a statistical significant different between means of these values. In the other hand, the values in Omani Society does not favor women to be innovative or creative, Omani women do not have a lot of opportunities and Employee in Oman do not accept Omani women as a leader have significant value more than 0.05, this will lead to say that there is no statistical significant different between the means of both gender. This will lead to say that the H1 hypothesis is accepted in some case and not accepted in other case. In general different means for different values in social aspect is greater than 3 which conduct that the social aspect is great for both gender male and female. 18 5) Gender ver. Psychological Aspect Table 3.8: T-Test Gender N Mean Std. Std. Deviation Mean There are a small number of Omani M 35 3.8286 .61767 .10440 women that are able to make their own F 18 2.6667 .76696 .18078 Omani women use their feeling rather M 35 3.7143 .75035 .12683 than F 18 2.1667 .51450 .12127 M 35 3.7429 .65722 .11109 F 18 2.1111 .67640 .15943 Omani women dose not trust herself to M 35 3.8286 .82197 .13894 make the right decisions F 18 2.2222 .87820 .20699 Omani women suffer from negative M 35 3.8571 .69209 .11698 psychological impact in the face of F 18 2.2222 .73208 .17255 Omani women do not have a very good M 35 3.8286 .78537 .13275 understanding of leadership F 18 2.1667 .85749 .20211 Fear of women's failure adversely affects M 35 3.8571 .64820 .10957 their F 18 2.1667 .85749 .20211 Omani women have a low perception of M 35 3.8857 .52979 .08955 their F 18 2.2778 .82644 .19479 M 35 3.9714 .70651 .11942 decisions their mind with regard to administrative matters Omani women have little self-confident challenges related to their family, especially problems related to their children or spouse growth and professional development growth and professional development 19 Error Omani women do not have a positive F 18 2.1667 .61835 .14575 view about the future Table 3.9: Independent T- test F t df Sig. (2- 95% Confidence Interval of tailed) There are a small number of Omani 3.176 5.969 51 women that are able to make their own 5.566 decisions 28.63 9 Omani women use their feeling rather than 2.240 7.837 51 their mind with regard to administrative 8.819 matters .275 Omani women have little self-confident Omani women dose not trust herself to 3 8.477 51 8.397 .016 46.63 33.56 0 6.584 51 32.47 make the right decisions 6.443 Omani women suffer from negative .001 7.988 51 3 the Difference Lower Upper .000 .77111 1.55270 .000 .73471 1.58910 .000 1.15115 1.94409 .000 1.19453 1.90071 .000 1.24529 2.01820 .000 1.23666 2.02683 .000 1.11656 2.09613 .000 1.09883 2.11387 .000 1.22401 2.04583 .000 1.21066 2.05918 .000 1.19017 2.13363 .000 1.16927 2.15454 .000 1.26848 2.11247 psychological impact in the face of challenges related to their family, 7.842 especially problems related to their 32.75 9 children or spouse Omani women do not have a very good .623 understanding of leadership 7.073 51 6.873 .531 20 31.86 7 8.042 51 Fear of women's failure adversely affects their growth and professional development Omani women have a low perception of 27.28 7.353 2 1.890 8.608 51 their growth and professional development 24.40 7.500 .075 0 9.172 51 .000 1.21899 2.16197 .000 1.23292 1.98295 .000 1.16584 2.05004 .000 1.40974 2.19979 .000 1.42356 2.18596 Omani women do not have a positive view about the future 38.75 9.578 6 Table 3.10: Oneway ANOVA test ANOVA Sum of df Squares There are number a of small Between Omani Groups Mean 16.047 1 16.047 .450 Within Groups 22.971 51 make Total 39.019 52 Between 28.470 1 28.470 .464 own Sig. 35.628 .000 61.413 .000 71.856 .000 43.353 .000 Square women that are able to their F decisions Omani women use their feeling rather than Groups their mind with regard Within Groups 23.643 51 to Total 52.113 52 Omani women have Between 31.650 1 31.650 little self-confident Groups Within Groups 22.463 51 .440 Total 54.113 52 Between 30.672 1 administrative matters Groups 21 30.672 Omani women dose not Within Groups 36.083 51 .708 trust herself to make Total 66.755 52 Omani women suffer Between 31.773 1 31.773 from Groups Within Groups 25.397 51 .498 Total 57.170 52 Omani women do not Between 32.830 1 32.830 have Groups Within Groups 33.471 51 .656 leadership Total 66.302 52 Fear of women's failure Between 33.969 1 33.969 adversely affects their Groups growth Within Groups 26.786 51 .525 Total 60.755 52 Omani women have a Between 30.733 1 30.733 low perception of their Groups growth Within Groups 21.154 51 .415 Total 51.887 52 Omani women do not Between 38.717 1 38.717 have a positive view Groups about the future Within Groups 23.471 51 .460 Total 62.189 52 the right decisions negative psychological in the impact face of 63.804 .000 50.023 .000 64.677 .000 74.094 .000 84.127 .000 challenges related to their family, especially problems related to their children or spouse a very understanding good of and professional development and professional development ❖ H2: There exists significant relationship between gender and psychological aspect 22 Further, the t-test result and ANOVA test shows that the significant is 0.000 for all factors of the psychological aspect which is less than 0.05, therefore we can say that there is a statistical significant different between the means. Since the values in psychological aspect has same value which is less than 0.05 significant. So, we accept the null hypothesis at 95% confident level. The mean values for men is more than 3 while the mean values for female is less than 3 and this shows that the male show a positive commitment while the female has a negative commitment. 6) Gender ver. Glass Ceiling Table 3.11:T-Test Gender N Mean Std. Deviation Women are less goal oriented in M 35 3.9429 .53922 decision making then men F 18 2.3333 1.02899 Omani women cannot control the M 35 4.0857 .70174 psychological pressure as well as F 18 2.5000 1.20049 Omani women are not able to face M 35 4.2571 .65722 difficulties and challenges as well F 18 2.0000 .84017 The physical effect of progeny M 35 4.0000 .72761 affect negatively in how Omani F 18 2.2222 1.00326 There is a small number of Omani M 35 4.1143 .75815 women who are enrolled in higher F 18 2.0556 .87260 Omani women are not motivated M 35 4.2286 .59832 enough F 18 2.0000 .76696 men as men women do their job leadership position especially in the private sector to achieve higher leadership position 23 Omani women would be weak as a M 35 4.1429 .64820 leader F 18 2.0000 1.08465 Omani women cannot be trained M 35 4.2571 .61083 during work F 18 2.1111 .83235 M 35 4.2000 .63246 F 18 2.1111 .83235 Often Omani women are prevented to be promoted to senior position at the work because they cannot travel or move because of their responsibilities at home Table 3.12: Independent Samples Test Levene's Test t-test for Equality of Means for Equality of Variances F Sig t df . Sig. 95% Confidence Interval (2- of the Difference taile Lower Upper d) 15.169 Women are less goal oriented in decision .00 7.50 0 making then men 5 6.21 2 Omani women cannot control the 6.905 .01 6.08 1 psychological pressure as well as men 0 5.16 8 Omani women are not able to face difficulties and challenges as well as men .001 24 .97 10.7 8 58 51 .000 1.17895 2.04010 21.922 .000 1.07208 2.14697 51 2.10935 .000 1.06208 23.142 .000 .95124 2.22019 51 2.67835 .000 1.83594 9.94 1 The physical effect of progeny affect 2.721 negatively in how Omani women do their .10 7.38 5 6.67 job 0 There is a small number of Omani women .264 who are enrolled in higher leadership .61 8.89 0 3 8.49 position especially in the private sector Omani women are not motivated enough to 7 6 .096 .75 11.6 9 achieve higher leadership position 53 10.7 59 3.352 Omani women would be weak as a leader .07 9.01 3 1 7.70 4 Omani women cannot be trained during .629 .43 10.6 1 work 83 9.68 0 Often Omani women are prevented to be 1.154 promoted to senior position at the work .28 10.2 8 10 because they cannot travel or move because 9.34 of their responsibilities at home 9 25 27.997 .000 1.79203 2.72226 51 .000 1.29463 2.26092 26.472 .000 1.23037 2.32519 51 .000 1.59399 2.52347 30.466 .000 1.56414 2.55332 51 .000 1.84464 2.61250 27.938 .000 1.80422 2.65292 51 .000 1.66542 2.62029 23.423 .000 1.56805 2.71767 51 .000 1.74274 2.54932 26.697 .000 1.69090 2.60116 51 .000 1.67813 2.49964 27.387 .000 1.63076 2.54701 Table 3.13: Oneway ANOVA test ANOVA Sum of df Squares Women are less goal oriented in Between decision making then men Groups Within 30.794 Mean F Sig. 56.31 .000 Square 1 30.794 8 27.886 51 Total 58.679 52 Omani women cannot control the Between 29.889 1 psychological pressure as well as men Groups .547 Groups Within 29.889 36.96 .000 0 41.243 51 Total 71.132 52 Omani women are not able to face Between 60.560 1 difficulties and challenges as well as Groups men Within .809 Groups 60.560 115.7 .000 38 26.686 51 Total 87.245 52 The physical effect of progeny affect Between 37.568 1 negatively in how Omani women do Groups their job Within .523 Groups 37.568 54.56 .000 9 35.111 51 Total 72.679 52 There is a small number of Omani Between 50.381 1 women who are enrolled in higher Groups leadership position especially in the Within private sector Groups .688 Groups Total 26 50.381 79.09 0 32.487 51 82.868 52 .637 .000 Omani women are not motivated Between enough to achieve higher leadership Groups position Within 59.036 1 59.036 135.7 .000 98 22.171 51 Total 81.208 52 Omani women would be weak as a Between 54.582 1 leader Groups .435 Groups Within 54.582 81.19 .000 1 34.286 51 Total 88.868 52 Omani women cannot be trained Between 54.744 1 during work Groups .672 Groups Within 54.744 114.1 .000 27 24.463 51 Total 79.208 52 Often Omani women are prevented to Between 51.868 1 be promoted to senior position at the Groups work because they cannot travel or Within move because of their responsibilities Groups at home Total .480 Groups 51.868 104.2 35 25.378 51 77.245 52 .498 ❖ H3: There is significant relationship between gender and Glass Ceiling aspect Further, the t-test result and ANOVA test shows that the significant is 0.000 for all factors of the glass ceiling aspect which is less than 0.05, therefore we can say that there is a statistical significant different between the means. So, we accept the null hypothesis at 95% confident level. The mean values for men is more than 3 while the mean values for female is less than 3 and this shows that the male show a positive commitment while the female has a negative commitment. So, we accept the H3 hypothesis. 27 .000 28 • Q 7) Skills Leader The important factor for the personal leadership competencies to business success? [5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important[ Table 3.14: Different skills require for the leadership position Statistics Gender Gender Communicati Creating a culture Building ng effectively of accountability effective teams Being adaptive Developing others and performance M F N Valid 35 35 35 35 35 35 Missing 0 0 0 0 0 0 Mean 3.63 3.80 3.69 3.89 4.03 Median 4.00 4.00 4.00 4.00 4.00 Std. Deviation 1.114 1.410 1.278 1.132 1.200 Minimum 1 1 1 1 1 Maximum 5 5 5 5 5 N Mean Valid 18 18 18 18 18 18 Missing 0 0 0 0 0 0 3.89 4.06 3.83 3.89 4.11 29 Median 4.00 4.50 4.00 4.00 4.50 Std. Deviation .963 1.305 1.150 1.278 1.278 Minimum 2 1 1 1 1 Maximum 5 5 5 5 5 The most important leadership skills for both gender are developing others, creating a culture of accountability and performance and being adaptive. 30 Q 8) How do Omani women leaders in your organization performing on the following personal leadership skills? [Rating Scale: 1=Poor, 2=Fair, 3=Good, 4=Very Good] Figure3.4 : Performance of Omani women in different leadership skills The male group rate the Omani women skills like, solving problems, making decision, executing a strategy, formulating a strategy and leading innovation as fair to good. While in the other hand, female group rate them self in the same leadership skills as good to very good and this shows that the Omani women have a self-confident among them self. 31 Q 9) Figure3.5 : Omani women who have a senior position in the last 5 years Most of the respondent which represent 54.7% say that the number of Omani women who have a senior leadership position is stay the same in the last 5 years. Q 10) Figure3.6 :The change in the number of Omani women who will have a senior position in the next 5 years 32 There is a great potential to increase the number of Omani women in the leadership position since most of the respondent think that this number will increase in the next 5 years. Q11) Figure3.7 :The change in the number of Omani women who will have a senior position in the next 5 years 26.6% of the respondent say that, it is slightly the company effective in recruiting the Omani Women and 28 % think that the recruiting of Omani women is moderately effective. 33 Q12) Figure3.8 :The effective of the company in developing the Omani women executive Most of the participant think that their companies is somewhat effective in the development of Omani women executive. Q 13) Figure3.9 :The effective of leader ship program of Omani women 34 The leadership programs for Omani women is somewhat effective and this represent 34% of the respondent and some of them they say that the leadership program is moderately to slightly affective and this represent 21% of each. Figure3.10 :The biggest barriers for Omani women preventing from advancing top management The biggest perceived barriers preventing women from advancing to the top management 60 50 40 30 20 10 0 Series1 The biggest three barrier for Omani women from advancing position as the respondent chose are absent of women role models, women not being in the pipeline long enough and lack of executive sponsor. 35 3.2 Discussion on findings of the study: The Male Group represent 64.2% of the response while female group represent 35.8% of the total respondent. And most of the respondent age is 25-35 which represent 47.2% and this represent most of the respondent group. The second age group is 36-45 which represent 38% and the third group 45-55 represent 11% and the last group is 56 and above which represent 4% of the respondent. In term of position, most of the respondent is not in the leadership position and it is represent 44.2% while 25% of respondent represent the manager position. The director position represent 19.2% of the respondent. The p-value in the independent test and ANOVA test for gender and social aspect are different for different values, some of them is greater than 0.05 like Omani society view women as a house wife, Omani society will not accept Omani women in senior, customs and traditions do not encourage Omani women to be as leader and the role of women as a leader is poorly understood by those who follow the Islamic religion. Science these values is less than 0.05 so we can say that there is a statistical significant different between means of these values. In the other hand, the values in Omani Society does not favor women to be innovative or creative, Omani women do not have a lot of opportunities and Employee in Oman do not accept Omani women as a leader have significant value more than 0.05, this will lead to say that there is no statistical significant different between the means of both gender. This will lead to say that the H1 hypothesis is accepted in some case and not accepted in other case. In general different means for different values in social aspect is greater than 3 which conduct that the social aspect is great for both gender male and female. The different values in the significant is due to different opinion of both gender male female, female show more positive commitment than male and this due to the feeling of women who feel that the society aspect is the biggest barrier for them. The t-test result and ANOVA test shows that the significant is 0.000 for all factors of the psychological aspect which is less than 0.05, therefore we can say that there is a statistical significant different between the means. Since the values in psychological aspect has same value which is less than 0.05 significant. So, we accept the null hypothesis at 95% confident level. The mean values for men is more than 3 while the mean values for female is less than 3 and this shows that the male show a positive commitment while the female has a negative commitment. 36 This hypothesis is accepted because most of the male they think that the psychological effect of women cannot be resolved by women while in the other hand the female think that the psychological affect is not that much effective for them. The mean values for men is more than 3 while the mean values for female is less than 3 and this shows that the male show a positive commitment while the female has a negative commitment. In the t-test result and ANOVA test for the gender and glass ceiling aspect shows that the significant is 0.000 for all factors of the glass ceiling aspect which is less than 0.05, therefore we can say that there is a statistical significant different between the means. So, we accept the null hypothesis at 95% confident level. This result happen due to the feeling of women that there is a big discrimination between male and female. Most of the respondent they say that the recruitment, leader ship programs for Omani women and developing of Omani women are mostly slightly and somewhat effective. In future, there is a potential to increase the number of Omani women in the senior leadership position. The male group rate the Omani women skills like, solving problems, making decision, executing a strategy, formulating a strategy and leading innovation as fair to good. While in the other hand, female group rate them self in the same leadership skills as good to very good and this shows that the Omani women have a self-confident among them self. In general, The biggest three barrier for Omani women from advancing position as the respondent chose are absent of women role models, women not being in the pipeline long enough and lack of executive sponsor. 37 Chapter 4 Conclusions The objectives of this research are to study the effect of gender stereotype in the Omani female from holding a leadership position in the private sector, to Evaluate the different behavior of different gender Understand the relationship between gender, social aspect, psychological and glass ceiling. Also, this research is done to know the different barriers that affect the Omani women from having a leadership position. This research find that there is significant relationship between gender and social aspect in some case and it has no significant relationship in some other variables and most of the respondent from both gender shows that there is a positive commitment toward the social aspect. Also, there is a significant relationship between gender and psychological aspect and glass ceiling. Most of the respondent say that the recruitment, leader ship program and developing the Omani women are not that much effective and these should be resolved by the company in order to attract and recruit the Omani women in the leadership position. 38 Chapter 5 Suggestions & Directions for Future Research 5.1 Suggestions 1- Banks should update their recruitment system for the Omani women in the leadership position 2- Banks should give more concern in the developing of Omani women and give them the potential to have a leader sip position and let them to prove their ability. 3- Banks should develop a very effective programs for Omani women to motivate them and make them ready to hold a leader ship position. 4- The Companies should give awareness among their employee about the effect of gender stereotype. 5.2 Directions for Future Research This kind of research will gives the different banks in Oman a good quality of feedback and a sense of understanding about the impact of gender stereo type and the different relationship between the gender, social, psychological and glass ceiling aspects. Also, this research give a feedback regarding the current situation of banks in recruiting, developing, leadership programs for the Omani women. In future researchers can explore more significant relationship between age, social aspect, psychological and glass ceiling. Also, the research can be conduct among the relationship between the position, social aspect, psychological and glass ceiling. A bigger and more diverse sample size can be adopted for this study , which may also include participants from other banks and not only the different banks that has been examine in this research.. 39 References : A Broughton, L. M. (2009). Encouraging Women into Senior Management Positions: How Coaching Can Help. INSTITUTE FOR EMPLOYMENT STUDIES. Bull, P. S. (June 2001). Personality and Social Psychology Bulletin. Gender Differences, Motivation, and Empathic Accuracy: When it Pays to Understand, 720-730. Devi, C. S. (2012). Achievement Motivation across Gender and Different Academic Majors. Journal of Educational and Developmental Psychology, 105-109. Jenny M. Hoobler, G. L. (2011). Women’s underrepresentation in upper management: New insights on a persistent problem. Organizational Dynamics, 151—156. Judith L. Meece, B. B. (October 2006). Gender and motivation. Journal of School Psychology, Pages 351– 373. Kalkowski, K. L. (2004). A Survey of Gender-Related Motivation Studies. Journal of Leadership Education, 18-34. Muhammed Kürşad ÖZLEN, N. H. (2014). The Role of Human Resource Management in Employee Motivation. European Researcher, Vol. 75, No. 5-2, pp. 970-979. Nyongesa, G. A. (2015). The researchers carried out a study on the effects of a total compensation system on the motivation and quality of life of employees working in higher education institutions: A case from the Catholic University of East Africa. The research examined the pr. 97-105. Piterman, H. (March 2008). The Leadership Challenge: Women in Management. S. Brooke Vicka, M. D. (May 2008). The effect of gender stereotype activation on challenge and threat motivational states. Journal of Experimental Social Psychology, 624–630. Silva, N. M. (MARCH 2010). Women in Management: Delusions of Progress. Harvard Business Review. Tamila Arnania-Kepuladze (Georgia, C. R. (2010). Gender stereotypes and gender feature of job motivation. Problems and Perspectives in Management, 48-39. 40 Questionnaire on : Impact of Gender Stereotype Threats and the Silent Barriers to Equality of Omani Women in the Banking Sector Project Title: Impact of Gender Stereotype Threats and the Silent Barriers to Equality of Omani Women in the Banking Sector. You are being asked to participate in a research study to investigate the Impact of gender stereotype threats and the silent barriers to equality of Omani women in the Banking Sector and the ways to overcome them. This survey cover four aspect which are, social aspect, Psychological aspect, glass ceiling and empowering women as leader. Your active participation in this study is voluntary. If you agree, you will be asked to answer 44 brief questions. The time needed to answer the survey questions should take about 15-20 minutes. Your decision not to answer questions or withdraw completely from this study will not affect you in any way. Your active participation in this study is confidential. All data collected for this study will be electronically stored in a protected computer password and will be deleted after completion of the study. The published results of this study will not use any individual response or any other information that can be used to identify participants. All results of this will be presented as group of data. If you should have any questions regarding this research project, you can contact me, Mohammed AL Azri at Albsrah2004@hotmail.comor by phone at +968-91133302. 1. What is Your Gender? ( ‫(ما هو جنسك؟‬ Male Female What is your Age? ( ‫(ما هو عمرك؟‬ o o o o 25-35 35-45 45-55 55 and above 2. Are you currently in a leadership position in (if yes, please answer question 3)? )‫( هل أنت في منصب إدراي‬ Yes 41 No 3. Which of the following best describes your title in your company? )‫( اي من هؤالء يمثل المنصب االداري الذي تمتلكه‬ C-Suite Exec Vice President Director Manager Other Please rate the following statements using a scale of 1 (Strongly Disagree) to 5 (strongly Agree). )‫( ارجو تعبئة الجدول ادناه وتقييم مختلف المؤشرات في الجانب االجتماعي‬ ❖ Social Aspect 1 Omani society view women as housewives )‫( المجتمع يعامل المرأة العمانية وكأنها مجرد ربة بيت‬ Omani Society will not accept Omani women in senior management positions )‫( المجتمع العماني ال يرغب بوجود المرأة في المناصب االدارية‬ There is a great distinction between men and women in Oman )‫( هناك فرق كبير بين الرجل والمرأة‬ Customs and traditions do not encourage Omani women to be as a leader )‫( العادات والتقاليد العماني ال تشجع المرأة لتصبح قيادية‬ The Omani Society does not favor women to be innovative or creative )‫( المجتمع العماني ال يشجع المرأة لتكون مبتكرة‬ The role of women as leaders is poorly understood by those who follow the Islamic religion )‫( دور المرأة القائد غير مفهوم من قبل المتشددين دينيا‬ The parents of Omani women do not want to see their daughters in a higher position than the highest position in the family ) ‫( االباء العمانيين ال يرغبون برؤية بناتهم في المناصب االدارية‬ Omani women do not have a lot of opportunities ) ‫( المرأة العمانية ليس لديها الكثير من الخيارات‬ 42 2 3 4 5 Employee in Oman do not accept Omani women as their leaders )‫( الموظفين في عمان ال يقبلون بالمرأة القائد‬ ❖ Psychological Aspect 1 2 3 4 5 1 2 3 4 5 There are a small number of Omani women that are able to make their own decisions )‫( هناك عدد قليل من النساء القادرات على اتخاذ القرارات بأنفسهن‬ Omani women use their feelings rather than their mind with regard to administrative matters )‫( المرأة العمانية تستخدم مشاعرها اكثر من العقل‬ Omani women have little self-confidence )‫( المرأة العمانية ليس لديها ثقة بنفسها‬ A woman does not trust herself to make the right decisions )‫(امرأة ال تثق بنفسها التخاذ القرارات الصحيحة‬ Omani women suffer from negative psychological impacts in the face of challenges related to their family, especially problems related to their children or spouse ‫(المرأة العمانية تعاني من اآلثار النفسية السلبية في مواجهة‬ ‫ وخاصة المشاكل المتعلقة باألطفال أو‬،‫التحديات المتعلقة أسرهم‬ )‫الزوج‬ Omani women do not have a very good understanding of leadership )‫(المرأة العمانية ليس لديهم فهم جيد للغاية من القيادة‬ Fear of women's failure adversely affects their growth and professional development )‫(الخوف من الفشل المرأة يؤثر سلبا على النمو والتطوير المهني‬ Omani women have a low perception of their importance in society ) ‫(المرأة العمانية لديهم تدن في مستوى إدراك أهميتها في المجتمع‬ Women do not have a positive view about the future )‫(النساء ليس لديهم رأي إيجابي حول المستقبل‬ ❖ Glass Ceiling Women are less goal oriented in decisions making then men ‫النساء أقل موجهة نحو الهدف في اتخاذ القرارات ثم الرجال‬ 43 Omani women cannot control the psychological pressure as well as Omani Men ‫ وكذلك‬،‫المرأة العمانية ال نستطيع السيطرة على الضغط النفسي‬ ‫الرجال العماني‬ Omani women are not able to face difficulties and challenges as well as Omani men ‫المرأة العمانية ليست قادرة على مواجهة الصعوبات والتحديات‬ ‫وكذلك الرجال العماني‬ The physical effects of pregnancy affect negatively in how Omani women do their job ‫اآلثار المادية من الحمل تؤثر سلبا في كيف يمكن للمرأة العمانية‬ ‫القيام بعملهم‬ There is a small number of Omani women who are enrolled in higher leadership position especially in the private sector ‫وهناك عدد قليل من النساء العمانيات الذين التحقوا في موقف القيادة‬ ‫العليا وخاصة في القطاع الخاص‬ Omani women are not motivated enough to achieve higher leadership positions ‫ال دوافع المرأة العمانية بما يكفي لتحقيق المناصب القيادية العليا‬ Omani women would be weak as a leaders ‫ان المرأة العمانية تكون ضعيفة باعتباره القادة‬ Omani women cannot be trained during work ‫ال يمكن تدريب المرأة العمانية في العمل‬ Often Omani women are prevents to be promoted to senior positions at work because they cannot travel or move because of their responsibilities at home ‫في كثير من األحيان المرأة العمانية هي يمنع أن تتم ترقية إلى‬ ‫مناصب عليا في العمل ألنهم ال يستطيعون السفر أو التحرك بسبب‬ ‫مسؤولياتهم في المنزل‬ ❖ Empowerment of Omani women to become leaders 1. How has the number of Omani women having a senior leadership positions in your company changed in the last 5 years? ‫ الماضية؟‬5 ‫ كيف قامت عدد من النساء العمانيات وجود المناصب القيادية العليا في الشركة تغيرت في السنوات ال‬. 1 Decreased Stayed the same Increased Don’t know . 2. According to your perception, how much will the number of women holding senior leadership positions in your company will change in the next 5 years? 44 ‫ وكم سيكون عدد النساء الالئي يشغلن مناصب قيادية عليا في الشركة الخاصة بك وسوف تتغير‬،‫ وفقا للتصور الخاص بك‬.2 ‫ المقبلة؟‬5 ‫في السنوات ال‬ Decreased Stayed the same Increased Don’t know . 3. How effective is your company in recruiting Omani women in the leadership position? ‫ ما مدى فعالية الشركة في توظيف المرأة العمانية في موقف القيادة؟‬.3 Extremely effective Moderately effective Somewhat effective Slightly effective Not at all effective Don’t know . 4. How much your company is effective in the development of Omani women executives? ‫ كم شركتك فعالة في تنمية المرأة المديرين التنفيذيين العمانيين؟‬.4 Extremely effective Moderately effective Somewhat effective Slightly effective Not at all effective Don’t know . 5. If you have leadership programs for Omani women in your organization, how effective are these programs? ‫ مدى فعالية هذه البرامج؟‬،‫ إذا كان لديك برامج القيادة للمرأة العمانية في مؤسستك‬.5 Extremely effective Moderately effective Somewhat effective Slightly effective Not at all effective 45 Don’t have 6. What are the biggest perceived barriers, if any, preventing women from advancing to the top management of your company? Please select up to 3 barriers. ‫ ومنع النساء من التقدم إلى اإلدارة العليا للشركة الخاصة بك؟ يرجى تحديد ما يصل‬،‫ إن وجدت‬،‫ ما هي أكبر العوائق ينظر‬. 6 .‫ حواجز‬3 ‫إلى‬  Lack of executive sponsor or mentor ‫عدم وجود الراعي التنفيذي أو معلمه‬  Absence of women role models ‫غياب القدوة النساء‬  Women not being in the pipeline long enough ‫المرأة ال يجري في خط أنابيب طويلة بما فيه الكفاية‬  Lack of significant general management/line experience ‫ خط‬/ ‫عدم وجود إدارة خبرة كبيرة العامة‬  Exclusion from informal communication networks ‫االستبعاد من شبكات االتصاالت غير الرسمية‬  Requirement of a high level of availability for top management  ‫شرط على مستوى عال من‬ ‫توافر اإلدارة العليا‬  Lack of pro-family policies or support services (e.g., childcare, telecommuting) ‫عدم وجود‬ )‫ من بعد‬،‫ ورعاية األطفال‬،‫سياسات لصالح األسرة أو خدمات الدعم (على سبيل المثال‬  Other (please specify) (…………………………………………………………)  No barriers exist at my company ‫ال تجد حواجز‬ 9. According to your perception please rank the important factor for the personal leadership competencies to business success?[5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important] ‫( ارجو تقييم العوامل التالية من حيث اهميتها للمهارات االدارية‬ 1 Communicating effectively ‫التواصل الفعال‬ Creating a culture of accountability and performance ‫خلق بيئة مقاسة ويمكن قياس االداء‬ Building effective teams ‫خلق فريق عمل فعال‬ Being adaptive ‫التكيف مع بيئة العمل‬ Developing others 46 2 3 4 5 ‫تطوير االخرين‬ 44. How do Omani women leaders in your organization performing on the following personal leadership skills? [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent] )‫( كيف تجد اداء المرأة العمانية في المهارات التالية‬ 1 Solving problems ‫حل المشاكل‬ Making decisions ‫اتخاذ القرارات‬ Executing a strategy ‫وضع الخطط واالستراتيجيات‬ Managing change ‫التحكم بالتغيرات‬ Formulating a strategy ‫خلق خطط واستراتيجيات‬ Leading innovation ‫االبتكار‬ 47 2 3 4 5