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  3. If you are a youngish man who sits on a European corporate board, you should worry: the chances are that your chairman wants to

If you are a youngish man who sits on a European corporate board, you should worry: the chances are that your chairman wants to

admin2015-10-21  98
问题     If you are a youngish man who sits on a European corporate board, you should worry: the chances are that your chairman wants to give your seat to a woman. In January the lower house of France’s parliament approved a new law which would force companies to lift the proportion of women on their boards to 40% by 2016. The law would oblige France’s 40 biggest listed firms to put women into 169 seats currently occupied by men. Spain has also introduced a quota at 40% , to be reached by 2015. Italy and the Netherlands are contemplating similar measures. This week Britain’s government threatened to make companies report formally on their recruitment of female directors.
    Compared with America, where women held 15% of board seats at Fortune 500 companies in 2009 according to Catalyst, a lobbying organization, European countries have relatively few female board members. Britain is not too far behind at 12% , according to a survey of Europe’s 300 biggest firms by the European Professional Women’s Network(EPWN). Spain, Italy, France and Germany, however, all lag behind the European average of 10%.
    The exception is Scandinavia, and in particular, Norway, where quotas for women on boards originated. In 2005 the government gave listed firms two years to put women in 40% of board seats on pain of liquidation. Businessmen howled. Riulf Rustad, a professional investor with stakes in several Norwegian companies, said 70% of the new recruits would fail. In fact, there have been no obvious disasters. But a close look at Norway nonetheless suggests that imposing high gender quotas with tight deadlines can be bad for companies.
    The usual arguments for adding women directors are that diverse boards are more creative and innovative, less inclined to " groupthink" and likely to be more independent from senior management. Numerous studies show that high proportions of women directors coincide with superior corporate performance. But there is little academically accepted evidence of a causal relationship. It may be that thriving firms allow themselves the luxury of attending to social issues such as board diversity, whereas poorly performing ones batten down the hatches.
    Women do seem to be particularly effective board members at companies where things are going wrong. A 2008 paper on the impact of female directors by Renee Adams and Daniel Ferreira of the University of Queensland and the London School of Economics found that bosses of American firms whose shares perform poorly are more likely to be fired if the firm has a relatively high number of women directors. On average, however, the paper concluded that firms perform worse as the proportion of women on the board increases. There is certainly no shortage of companies capable of producing stellar results with few or no women on the board. LVMH, a successful French luxury-goods group whose customers are mostly women, has had just one female director over the past ten years: Delphine Arnault, daughter of the firm’s chief executive and controlling shareholder.
    Nor is there any doubt that in many cases low female representation also reflects a broader lack of meritocracy in corporate culture. In France, for instance, interlocking board memberships are common. Women, and many other deserving businesspeople, are excluded from the system. Emma Marcegaglia, head of Confindustria, Italy’s main business lobby, says the dearth of women on boards and in management mainly reflects a controlling male elite at the top of business, the members of which have hardly changed for the past 30 years.(Silvio Berlusconi, Italy’s prime minister and a prominent tycoon, last year referred to Ms Marcegaglia as a "velina" or showgirl.)
    But what most prevents women from reaching the boardroom, say bosses and headhunters, is lack of hands-on experience of a firm’s core business. Too many women go into functional roles such as accounting, marketing or human resources early in their careers rather than staying in the mainstream, driving profits. Some do so by choice, but others fear they will not get ahead in more chauvinist parts of a business. Getting men to show up at every board meeting—another effect of having more women on boards—is all very well, but what firms really need is savvy business advice. Yet according to EPWN, the pipeline of female executives is "almost empty": women occupy only 3% of executive roles on boards, compared with 12% of non-executive ones.
    That suggests that the best way to increase the number of women on boards is to ensure that more women gain the right experience further down the corporate hierarchy. That may be a slower process than imposing a quota, but it is also likely to be a more meaningful and effective one.
According to the passage, what is the real reason in blocking women from the higher positions?
选项 A、The deficiency of experience on the mainstream of the corporations.
B、The relatively bad performance of the corporations.
C、The male-elite system existing among the corporations.
D、The hierarchical system among the corporations.
答案A
解析 细节题。第七段第一句中，作者以转折的方式指出，真正阻碍女性在公司中获得高职位的原因是她们缺少公司核心产业的现成经验，故[A]为正确答案。由第五段第三句可知，女董事人数的增加可能会导致公司运营状况不佳，但文中没有提到公司运营状况不佳会妨碍女性获得高职位，故排除[B]；第六段第一句指出，女董事比例较低的现状反映出公司文化中精英制度的缺乏，故排除[C]；文章最后一段提到了“公司层级”，但并未说它是阻碍女性获得高职位的原因，因此排除[D]。
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