Harvard business school case study gender equity new york times

The women, who plainly wanted to be liked, sometimes failed to assert their authority — say, by not calling out a student who arrived late. Or was the faculty easing up in grading women because they knew the desired outcome?

Maybe it was because class was easier to talk about than gender, or maybe it was because class was the bigger divide — at the school and in the country. Some women protested or walked out, but others said they believed he was telling the truth.

Such teaching is the traditional method used in business schools. Every year the same hierarchy emerged early on: investment bank and hedge fund veterans, often men, sliced through equations while others — including many women — sat frozen or spoke tentatively.

gender inequality case study

But the school has a way to go before it sees gender equity in its highest level of professors. The deans had not focused on career choice, earning power or staying in the work force; they felt they first needed to address campus issues. A Lopsided Situation Even on the coldest nights of earlyMs.

See how this article appeared when it was originally published on NYTimes. Boyarsky, the classroom truth-teller. But Mr. Breaking the Ice One day in Aprilthe entire first-year class, including Brooke Boyarsky, a Texan known for cracking up her classmates with a mock PowerPoint presentation, reported to classrooms for a mandatory discussion about sexual harassment.

Boyarsky glanced around her new job as a consultant at McKinsey in Dallas, she often noticed that she was outnumbered by men, but she spoke up anyway.

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Harvard Business School Gender Equity Case Study: New York Times