Management Training: Mixed Groups or Songle Sex Groups

This paper attempts to answer the question whether management training the exclusively for single sex group or mixed groups where both men and women undergo training jointly. The paper first explores the introduction of management training in the third world countries. It examines the focus, content, design and assumptions of training. Training focus can be categorized in three broad categories: a) conceptual, b) functional, and c) behavioral. The paper then deals with the issue of women in management, their entry, role performance and the resultant dynamics between them and the organizations. Women are late entrants in their work organizations. There are also social and cultural factors influencing their entry and acceptance. In developing countries socio-political ideology, environmental and economic and occupational opportunities have pushed women in management and other formal work roles at a very fast pace. Increasingly a new generation of women are beginning to assent themselves to enter and climb the corporate ladder. The cultural, social and organizational social assumptions of role taking and role and identity patterns available among people necessitates that initially training programmes be designed exclusively for women. Simultaneously joint programmes can also be initiated. This process can continue until a critical mass of women managers are trained and also a critical mass of organizations begin to be aware of this reality. Such training programmes will contribute a relevant perspective, a new world view and a vision, which is anchored in essential dignity of men and women. It will reinformce the legitimacy of new roles for both men and women and of being valued for their contribution in the system.