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Virginia Valian uses concepts and data from psychology, sociology, economics, and biology to explain the disparity in the professional advancement of men and women. Why do so few women occupy positions of power and prestige? Virginia Valian uses concepts and data from psychology, sociology, economics, and biology to explain the disparity in the professional advancement of men and women. According to Valian, men and women alike have implicit hypotheses about gender differences--gender schemas--that create small sex differences in characteristics, behaviors, perceptions, and evaluations of men and women. Those small imbalances accumulate to advantage men and disadvantage women. The most important consequence of gender schemas for professional life is that men tend to be overrated and women underrated. Valian's goal is to make the invisible factors that retard women's progress visible, so that fair treatment of men and women will be possible. The book makes its case with experimental and observational data from laboratory and field studies of children and adults, and with statistical documentation on men and women in the professions. The many anecdotal examples throughout provide a lively counterpoint

Byrne reviews 'The United Nations and The Advancement of Women 1945-1996.'.

Die Veröffentlichung beschreibt die seit der Weltfrauenkonferenz im September 1995 in Beijing unternommenen Initiativen, die dort beschlossene Aktionsplattform in Europa und Afrika umzusetzen. Ein eigener Teil befaßt sich ausführlich mit den in den SADC-Länder unternommenen Initiativen. Im Anhang u.a.: The Windhoek Agenda on Gender Equality (März 1997), SADC Declaration on Gender and Development (September 1997). (DÜI-Sbd)

In 1996,10 out of 24 people newly admitted to the Canadian partnership of Deloitte & Touche were women. In the last three years, retention of women at the senior manager level of the firm has improved by 10%. Women now occupy some key leadership positions never previously held by women. In professions as traditionally male‐dominated as chartered accountancy and management consulting, these are important successes — and ones that we can attribute to significant initiatives within the firm aimed at re‐shaping our corporate culture. How did this come about?