There was no doubt that Agnes Edwards had ambition. It stemmed from the self-confidence she had gained during her university years and from being in the first generation of women to vote. Her professors at the University of California Berkeley had encouraged her to pursue a career in publishing or teaching. What's more, she knew she could support herself with her secretarial skills and job experience. So it was, in the fall of 1922, that Agnes left her home in California and journeyed to Boston. Through three hundred letters, she tells the story of her ambition to become an editor and writer at Boston's prestigious Atlantic Monthly Press, along with the challenges she faced in finding her way in the male-dominated field of book publishing. Both triumphs and disappointments awaited her in the city, as well as an unexpected romance. Going abroad in 1925, she interviewed several authors, including A. A. Milne, creator of Winnie the Pooh. An entertaining record of one woman's life through the early- to mid-1920s, Boston Glass Ceiling provides a personal and detailed glimpse into Boston at that time and offers keen insight into the publishing world from a woman's perspective.

Doctoral Thesis / Dissertation from the year 2015 in the subject Business economics - Business Management, Corporate Governance, Argosy University, Sarasota, language: English, abstract: The Glass Ceiling is a notorious phenomenon which consists of biases and unfair treatment to women and minority males. The study consists of a qualitative analysis which is conclusive in regards to learning as the overall theme. Various other themes emerged in the study about the life experiences of female managers and CEOs who knocked out the glass ceiling. The problem is that too few women are getting CEO positions in large organizations. The nature of the research was to explore the advice from women who understand the experience with management positions. Some of the female managers have experience as a female CEO and functioned in a dual role as manager and female CEO. The advice may offer a tool for other females to pursue to gain the CEO position or top positions in firms. The research methodology employed was qualitative analysis. The summary of the procedures was to schedule an appointment with the current female managers and interview them using phenomenological research. The results of the study are conclusive in that the common category among the 10 interview codes was learning. Also, the findings of the study revealed common themes with a frequency of three as Who You Know Helped You Get Your Position (Q1), Climbed the Ladder (Q1), Knowledge of the Roles (Q3), Come Prepared (Q3), Learning by example (Q4), Open to questions (Q4), Learning to deal with different attitudes (Q5), Communication (Q5), Hard work (Q6), Learn (Q8), Report it to HR (Q9), Don’t keep quiet about it (Q9), Hard work (Q10) and Be strong (Q10), respectively. Less common themes reflected a frequency of two for (Q2) as Keep Calm and Have Goals. Moreover, less than common themes were a frequency of two for (Q7) as Be Yourself. Recommendations for further study include researchers that continue to seek interviews with female CEOs in large firms. This may shed light on ways that women can obtain the CEO position in large companies. Also, this may allow for women to climb to higher positions in firms.

The articles in this reader are highly accessible to undergraduates. Paula J. Dubeck and Dana Dunn's interdisciplinary approach offers a social-science emphasis, documenting important trends in women's work lives with quantitative and qualitative evidence from both scholarly and journalistic sources. The new edition probes the continuing challenges that women face as they enter and participate in the world of work. The new readings illuminate factors that influence women's preparation for work and the occupations they choose. The articles also demonstrate the challenges women encounter in the workplace and in seeking to balance the demands of work and family life. Work experiences of diverse groups of women highlight both their unique experiences and the similarity of experiences that cross-cut racial and ethnic identity. In addition, this anthology provides an examination and assessment of a number of policies that have developed as a response to the changing labor force participation of women over the past three decades. Reflecting the dynamic nature of the field, nearly half of the readings are new. pursuing math-related careers. In Unit Two, issues surrounding the glass ceiling are examined from the divergent perspectives of CEOs and high-achieving women, showing how these competing perspectives are misaligned. Unit Three includes a selection focusing on women who choose to leave high-status, high-demand careers (off-ramping) for family reasons. In Unit Four, the readings on employment experiences are updated and presented through the eyes of a broad array of women, including African American, Latina, and immigrant women. In Unit Five, selections offer an assessment of policies that directly affect working women and their careers. Major concepts are highlighted and explained in the introductions to the units, which also provide background information. Food for Thought and Application questions at the end of each reading are included to encourage the synthesis of information and to explore possible solutions to some of women's most vexing problems in today's workplace. women and work, including labor-force participation rates, earnings, the wage gap, occupational concentration and family-work data.

Based on profiles which first appeared in the Times Higher Education Supplement, the women interviewed include: Camille Paglia, Marina Warner, bell hooks, Anita Desai, Mary Warnock, Catharine MacKinnon, Mary Daly, Kay Davies, Jane Goodall, Julie Theriot, Jocelyn Bell Burnell, Jacqueline Rose, Ann Oakley, Marilyn Strathern, Shirley Williams and many others.

Since the term "glass ceiling" was first coined in 1984, women have made great progress in terms of leadership equality with men in the workplace. However, women are still underrepresented in the upper echelons of organizations. This volume explains and offers remedies for this inequality.