Ways to climb corporate Ladder

By
V.Arun Kumar
Roll.no: 05
Finance-2
• What is Corporate Ladder?
To move up in the hierarchy of a corporation
we need a support. If someone "climbs the
corporate ladder" to the top, they started out
at the bottom (stock boy, mail clerk, etc) and
ended up at the top (CEO, CFO, vice pres.,
etc.)
Corporate Structure:
STEPS IN CLIMBING UP THE CORPORATE LADDER:

STEP1:
Go where the growth is, even if this means making a lateral move. The old saying
that “a rising tide lifts all ships still applies”.

STEP2:
Build a good network within the company so you'll be alerted of openings before
they're announced. Rumors of reorganizations usually seep out early. Pay attention
to them and follow up.

STEP3:
Interact with managers other than your direct supervisors. The more people are
aware of your skills, the better.

STEP4:
Take risks. Business columnist Bob Rosner calls volunteering for difficult
assignments "the express lane to corporate success." But beware of suicide
missions. Analyze whether a challenging assignment is merely difficult or probably
impossible.

STEP5:
Concentrate on making your immediate supervisor look good. Carry a weak boss on
your shoulders if necessary and don't complain about it. Over time, the truth about
your contributions will come out.

STEP6:
RESEARCH PROCESS
• Experimental Research:
 
Is there any evidence that women are
preferentially selected for challenging
leadership positions
 Interim summery:
 
• People are indifferent to the risks that women face in glass cliff positions 
and indeed see them as potential opportunities.
• But these opportunities come at a price…
 
The Gender wage gap:

• Economic literature suggests that managerial pay is closely related to

corporate performance, especially for pay elements such as bonuses and
incentives.
 
• Psychological research into the romance of leadership suggests evaluation of
leaders is also linked to attributions of power and agency. Research suggests
that these processes are dependent on gender.
 
•Evidence shows that men and women are evaluated very differently when it
comes to performance, especially at work. The same action carried out by
women is seen as less positive than when it is carried out by a man.
 
Very different stereotypes apply to men and women –while men are seen to be
intrinsically powerful and able to effect change, women are more likely to be
seen as warm and friendly
 
Performance Based Pay?
 
• Men and women are evaluated differently when it comes to
performance
• This evaluation is translated into pay differentials.
• The term ‘performance-based pay’ only applies to men –it is a
misnomer for women.

Implications:
 
• Pay differences affect perceptions of competence and willingness to
accept influence –reinforces gender stereotypes.
• People’s value in the workplace is based on their pay.
• Lower pay may also hinder women’s chances of promotion.

  Indifference:
 
•If female executives are neither rewarded nor punished for their work
what does this communicate?
•Women have limited organizational agency.
•How they perform doesn’t matter.
•Generally reflects and communicates organizational apathy and
indifference towards women.
Conclusions:
 
• Discrimination used to be more overt –women were unable to
take on leadership positions, and gendered pay differentials
were intrinsic in pay procedures.
• The first stage of addressing gender discrimination focused on
numbers –the number of women in organizations, and the
amount of money they are paid.

SECONDARY DATA

Cases:
• In an article out of The CPA Journal, titled Executive Women in
Finance, author “Charles Eldridge” .

Article:
 
Climb the corporate ladder by raising your external
profile
By Jonathan Lurie Builder.com
• Experts’ opinion about the topic:

Don MeijCEO & Managing DirectorDomino’s Pizza Enterprises Ltd:

From pizza delivery driver to CEO and Managing Director of Australia’s largest
and only publicly-listed pizza chain. Don has proven that passion, dedication
and a keen business sense mean everything when it comes to climbing the
corporate ladder. The largest Domino’s franchise for the international brand in
the world, Domino’s operates over 665 stores across Australia, New Zealand,
France, Belgium and the Netherlands.
 
 
Michael Burke
ManagingDirector
Liquid Interactive

After graduating from QUT in 1994 with a BA (music), Michael worked as a

music composer, musician, sound designer, sound engineer and event
producer before joining leading animation and digital production studio Liquid
Animation in 2001. In 2007, Michael founded Liquid Interactive, whichengages
in a wide range of innovative online projects in the Advertising, Games, Mining
and Education industries.
 
 
Kerri-Anne WestonMarketing DirectorDreamy Donuts:
A five time Olympic medalist, Kerri-Anne is a woman of incredible drive
and passion.From their Brisbane kitchen, Kerri-Anne and her husband
Grant developed Dreamy Donuts from concept to reality over the last
three years.They are franchising Dreamy Donuts throughout Australia
and New Zealand, and currently have nine franchisees in operation in
Queensland and New South Wales.
 
 
 Sharon Wild
Strategy & Marketing Director
e-JazPty Ltd
Co-founder of niche internet-based services provider e-JAZ, Sharon’s
vision and constant desire for innovation has seen the business grow
and prosper at a rapid rate. Offering five unique internet-based services,
Sharon’s primary focus, motivation and drive centres around what has
grown to become Australia’s largest online jewellery store, Gillett’s
Jewellers.
 
THANK YOU