【Native Speaker每日综合训练—43系列】【43-06】经管 women talent

wensd1111

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本次的Speaker，Speed和Obstacle主题为women leader。由于Obstacle的文章太长分为了2个部分，大家enjoy~

PartI: Speaker

The Fall of the Talent Economy - HBR IdeaCast -Harvard Business Review

Source: HBR

http://blogs.hbr.org/2014/09/the-fall-of-the-talent-economy/

[Rephrase 19.32]

wensd1111

Part II: Speed

Number of China's female billionaires onthe rise

Updated: 2013-09-17 23:48

[Time 2]

Yang Huiyan, 32, has become China's richest woman of 2013 with afortune of 51 billion yuan ($8.33 billion), according to Hurun China's WomenRich List 2013, released by the Hurun Research Institute in Shanghai onTuesday. More than half of the world's richest self-made female entrepreneursare from China, said the report.

Rupert Hoogewerf, chairman and chief researcher of the Hurun Report,the Shanghai-based magazine that publishes the list, said the big jump in thenumber of female billionaires shows that China is providing a good business environment. "Rich female entrepreneurs in China are no longer just a Chinese story. Instead, it is a global story as rich females in China arehaving increasing global recognition," said Hoogewerf.

Yang is the daughter of the founder of real estate developer Country Garden. She was first-ranked on the list in 2007, when she took over her father's stock holdings. Moody's Investors Service has upgraded the corporate family and senior unsecured debt ratings of Country Garden Holdings Co Ltd to Ba2 from Ba3. The outlooks for all ratings are stable. "The upgrader eflects the consideration that Country Garden has established strong sales execution, supported by strong mass-market demand. Moody's believes the companycan sustain its sales momentum, given its competitive business model,"said Lina Choi, a Moody's vice-president and senior analyst.

Country Garden reported contract sales of 51.9 billion yuan in the first eight months of 2013, achieving 84 percent of its target for the year.The sales reflect its business model of efficient turnover in favorable marketconditions, facilitating price stability and strong sales volume.

Chen Lihua, chairwoman of Fu Wah International Group, ranked secondwith a fortune of 37 billion yuan. Wu Yajun, who was number one on the 2012 list, ranked third for 2013. Her wealth shrank due to assets split after adivorce. About 25 percent of the richest women on the list are from the realty development sector, while 18 percent are from the finance and investment sector. About 9 percent are from the pharmaceutical sector, and another 9percent from manufacturing, the report said.

On the 2013 list, 17 female billionaires have personal wealth surpassing 10 billion yuan, three more than in 2012. Eleven women made theirdebut on the list for 2013, five of whom are self-made wealthy women. Thirty-fourfemale billionaires, or 67 percent of the top 50 female billionaires, are self-made. The numbers of both self-made rich women and daughters or wives ofrich men are expanding, contributing to the increasing number of rich females i nChina, said Wu Yinzhou, an analyst of Shanghai-based Fulun Consultancy.

"China's females are having a bigger-than-ever say in business,investment and family wealth management," said Wu. The average wealth ofthe female billionaires on the list is 9.6 billion yuan, a 9.1 percent year-on-year increase, according to the report.

[470 words]

Sourse:China Daily

http://www.chinadaily.com.cn/china/2013-09/17/content_16977461.htm

Why do women in business sell themselvesshort?

by Brian Amble  |  17 Aug 2006

[Time 3]

Female sole proprietors in professional services tend to charge lessfor their work than their male counterparts. But while it might seem women are doing themselves a disservice, new research suggests that the opposite may betrue.

For decades, much has been made of the fact that women overall earnless than men, something that has largely been blamed on gender discrimination.But according to a team of U.S. researchers, even when women have substantial discretion over the amounts they charge, they still end up making less.

The revelation that women are under-selling themselves even whenthey have the option not is the startling conclusion of "A Behavioral Studyof Pricing Decisions: A Focus on Gender," by William L. Cron of Texas Christian University in Fort Worth, John L. Graham and Mary C. Gilly of theUniversity of California at Irvine, and John W. Slocum Jr. of Southern Methodist University in Dallas, Texas. The effect is so striking, the papersays, that as various professions attract more women, with women sometimes closing in on becoming the majority, industry leaders are concerned the average incomes of entire industries may be driven downwards.

This finding is of particular interest because recent U.S. Census statistics indicate that professional service businesses account for approximately 11.4 percent of the U.S. economy. To mitigate industry differences, a single profession was sampled for the current study. There search looked at 536 veterinarians (174 women and 362 men) who own their practices. The examination of women's self-imposed under-pricing revealed anumber of intriguing results, including the possibility that the apparent gender income gap isn't quite what it seems."Our major finding is that the gender of professionals has a strong direct impact on their pricing decisions," said William Cron, , Associate Dean of graduate programs atTexas Christian University M.J. Neeley School of Business.

[309 words]

[Time 4]

Women tend to be softer on prices in order to foster relationships. Certain characteristics of some clients may lead women business owners to give them a price break, he suggested, while women tend to be softer on prices in general inorder to foster relationships.

The upside is that while women professionals may sacrifice some income in the short term, striving to develop customer loyalty may lead togreater income stability and profitability in the long run.

The study found that while male vets who own their practices have average incomes much higher than their female counterparts, a large portion ofthis may be due to the women often having fewer years in business and smaller practices.

But as the women gain more years in business and build larger practices, the apparent income discrepancy may vanish.

The implication is that, while men are more focused on maximizing income and women are motivated by building and maintaining relationships, thetwo approaches may eventually arrive at income parity, Dr. Cron said.

What's more, he suggested, women professionals may experience greater job satisfaction than men, due to the quality of the interpersonal relationships formed with their customers.

But all that doesn't let women off the hook, when it comes to their price negotiating skills, Cron added. Female professionals should become more aware of when and why they offer discounts to customers, to avoid needlessly giving away some of their income potential.

"Seeking training in negotiating may help women professionals resist offering price concessions unnecessarily," he says. The goal wouldbe for them to sharpen their distinction between when giving a discount is agood business decision and when it's not, and to hold their ground on pricing when the situation indicates.

Other factors influencing income are the negotiations regarding amounts paid to employees and suppliers.

"We only looked at the pricing of services, but similar dynamics likely come into play with employee contracts and vendors," says Dr. Cron. "It all affects the health of the business. The underlying principles are bigger than just the pricing."

[342 words]

Source: Management-issues

http://www.management-issues.com/news/3504/why-do-women-in-business-sell-themselves-short/

Women starved of VC funding

by Brian Amble  |  11 Mar 2005

[Time 5]

Venture capitalists in Europe are shunning investments in companiesrun by women, as a new report finds that there are no more venture capital-backed female businesses in 2004 than there were in 2000.

The annual Women in Management Survey compiled by Venture One for the Paris-based Forum for Women Entrepreneurs & Executives (FWE) found that the proportion of female chief executive officers at venture-backed companies in Europe was a mere 3.3 per cent in 2004, the same as in 2000 and 2001.

What's more, these firms received less than 2.5 per cent of thetotal venture-capital investment in Europe — which was €3.5 billion in 2004.

"Relationships are critical in raising capital for start-upfirms, and it's well known that women traditionally have less access to the financial networks, making this bridge more important than ever tocreate," said Susan Lucas-Conwell, co-founder and president of FWE Europe.

"This survey has underscored that women need to build better bridges to the investment community to obtain the critically needed rounds of financing that all firms need to grow and expand, and bring their goods andservices to market."But she added that the situation may improve gradually over time as investors realise that they are missing out on a significant portion of the market by not investing in women-founded enterprises.

The survey also contained some encouraging news. The number of venture-backed companies in Europe with female senior managers rose from 11.6 per cent in 2003 to 13.1 per cent in 2004, while companies with women occupying senior posts received 18.2 per cent of all venture-capital investment in 20

[274 words]

[Time 6]

It also appears that women are founding slightly more venture-backed start-ups than has been the case over the past three years. Some 6 per cent of the companies surveyed had female founders, an increase on 2002 and 2003 levels, although this was a fall on the 7.4 per cent in 2000.

By industry, 9.4 per cent of health-care companies, 8.3 per cent ofproducts and services companies, and 4 per cent of IT companies were founded bywomen in this year's survey.

And while only 2.8 per cent of venture-backed IT companies hadfemale CEOs in 2004, this is an increase when compared to 2000, when the figure was less than two per cent.

Ms. Lucas-Conwell continued, "As more women in positions of power, wealth and influence participate in the growth of their compatriots'undertakings, we will see an increased number of independent women invest or sand venture funds, as well as other forms of private equity specifically devoted to investing in women-founded and women-run enterprises."

Chris Shipley, an FWE board member, agreed: "Women perform onpar with, and many times better than, their male counterparts as leaders inventure-backed businesses — and as executives in enterprises of allsizes," he said.

"Women are creative problem-solvers and those solutions haveled to many strong and viable businesses that are missed on the typical ventureradar, often because the male-dominated venture-capital business doesn't understand the marketplaces women often serve."

[236 words]

Source: Management-issues

http://www.management-issues.com/news/1969/women-starved-of-vc-funding/

wensd1111

Part III: Obstacle

Can women fix capitalism?

September 2014 | byJoanna Barsh

[Paraphrase 7]

Gender equality at the top of business hasstalled, and trust in business is alarmingly low. Putting more women in chargecould well be the key to a better future for business and society alike.

Fifty years ago, women in the United Stateswon a major achievement: Title VII of the 1964 Civil Rights Act listed sex as one of the characteristics that employers couldn’t discriminate against.American women began to enter the workforce in larger numbers across sectors,paving the way for social and economic change.

Yet I’ll admit that for much of my career,I wasn’t thinking about the societal or business impact of gender equality. I had graduated from Harvard Business School among its first 1,000 women students, joined McKinsey, and advanced to senior partner with 19 others—allmen. At age 50, I looked up and realized that there were too few women leadersin business and that I didn’t feel much like one myself. Troubled, I set out todiscover their secret sauce. That effort was the beginning of “centeredleadership,” an approach that, in its simplest terms, joins feminine arche types with masculine ones, anchored in purpose.

1.

See Joanna Barsh and Susie Cranston, How Remarkable Women Lead: The Breakthrough Model for Work and Life, New York, NY: CrownBusiness, 2009; and Joanna Barsh, Josephine Mogelof, and Caroline Webb, “Howcentered leaders deliver extraordinary results,” McKinsey Quarterly, October2010.

Recently, this journey has taken me back to those bigger socioeconomic themes. As America’s trust in business andgovernment has dwindled, my dreaming took a new direction: imagining a worldled by women who replace capitalism’s relentless push for ever-increasingshort-term profits with long-term value for all stakeholders. Or—better yet—a worldwhere women and men together lead as equals, delivering meaningful impact overthe long term.

By the way, I’m not alone here. Many othersare talking about feminine archetypes of leadership—and, specifically, the roleof meaning in companies: building on strengths, leading with purpose, achieving fulfillment. If the women and men who rise to the top embodied these capabilities, they might advance a new paradigm for capitalism too and get usout of the tough place we’re in today, with levels of income inequality worryingly high in many countries and trust in business and government disturbingly low.

2.

See the 2014 Edelman Trust Barometer Executive Summary, on edelman.com. Simply put, putting more women in charge isa key to a better future for business.

What 50 years can do for women? We can all agree that women have come far. In the United States, 40 million more women work today than did in 1970—we’re half the professional workforce. We hold morethan half the college diplomas and Fortune 500 entry-level professional

jobs. We occupy 16.9 percent of the boardseats at Fortune 500 companies. Only 13 percent of Fortune 1000 boards in theUnited States remain “men only” clubs. But 19 percent of Fortune 1000 companies have three or more women on their boards. And that’s just the United States.

3.

In 2013, levels of female participation oncorporate boards in France, Norway, and Sweden reached 18 percent, 40 percent,and 27 percent, respectively, as reported by Catalyst.

The business case for women in leadership gets better every year: women bring improved decision making at the top, more creativity and innovation, and better problem solving, stemming from greater cognitive diversity. Women also improve the ecosystem, because company leadersbetter match the profile of customers and employees. And when three or morewomen make it to the top team, a company’s organizational health appears to improve on every one of the nine dimensions McKinsey tracks. Moreover, women propel economic growth. To quote the International Monetary Fund’s ChristineLagarde, “All economies have savings and productivity gains if women haveaccess to the job market. It’s not just a moral, philosophical orequal-opportunity matter. . . . It just makes economic sense.”

4.

See “IMF’s Lagarde: Women in workforce keyto healthy economies.” The Changing Lives of Women, NPR, March 28, 2014.

Dozens of companies are leading the way inadvancing women to the top, but even these leaders confide that their organizations are not where they need to be. It’s true; we’ve reached aplateau. Only 24 women lead Fortune 500 companies, and the share of female senior executives at these companies hasn’t significantly budged in the pastthree years. The barriers—among them cultural

factors and entrenched mind-sets—are wellknown. Often, the women who make it to the top win by playing the game betterthan men. Female winners cite grit, perseverance, hard work, and toughing itout as key factors. No wonder: our research in Europe and the United States finds that it is two to three times harder for women than men to advance at eachstage. Most men just don’t see those obstacles, even though they are visible tomost women.

Structural and often controversial interventions, such as quotas (at the country level) or targets (at the companylevel), can counter biases and improve outcomes. Take the United Kingdom, wherethe Davies Review recommendations—not a quota but a 25 percent target—were approved in 2011, to be achieved by 2015. They have already increased the proportion of women on FTSE 100 boards to almost 21 percent, from 12.5 percent.The intervention is working: it focuses on a discrete group of leading companies, offers a framework of “what good looks like,” sets a voluntary butachievable target, is led by six chairmen willing to stand in the spotlight,leverages the fear of scarcity and leadership’s competitive spirit, and isactively monitored in the public eye. Today, not one FTSE 100 company has amen-only board.

5.

I spoke with Denise Wilson White, one ofthe founders of the Davies Review and an active supporter from its start, on August 12, 2014. Denise leads the ongoing monitoring activities of the Steering Group.

The detractors of quotas, however, arguethat they aren’t meritocratic, impair competitiveness, and are unfair to senior women who fought hard to make it. Most leaders reject targets linked to compensation for the same reasons. Agree or disagree, this sentiment is areality, and it’s one reason progress for women at many companies is slow and incremental.

Another way forward

So have we reached the point of diminishing returns for female participation in senior management? We know that most womenon the leadership track opt for staff roles, limiting their advancement potential. Others explicitly slow down, preferring more interesting roles orgreater control. Some express distaste for company politics at higher levels.But don’t jump to conclusions yet. When I began interviewing women as part ofthe centered-leadership research,6

6.

Since the publication of How Remarkable Women Lead, we have been continuing to help women and men build the core capabilities of centered leadership, as well as looking for practical actionsfor leaders to take. For more, see Joanna Barsh and Johanne Lavoie, “Lead atyour best,” McKinsey Quarterly, April 2014; and Joanna Barsh and JohanneLavoie, Centered Leadership: Leading with Purpose, Clarity, and Impact, NewYork, NY: Crown Business, March 2014.

Isingled out women leaders who loved working at the top—and life outside worktoo. These women paved the way for us to shape a new leadership approach that values feminine qualities. Centered leaders: lead from a core of meaning by tapping into strengths and building shared   purpose, with a long-term vision for positive impact reframe challenges as learning opportunities by shifting underlying mind-sets to replace reactive behavioral patterns leverage trust to create relationships, community, and a strong sense of belonging mobilize others through hope, countering fears to take risks and to act boldly onopportunities infuse positive energy and renewal through deliberate practice tosustain high performance

Our research found these to be the minimum capabilities of a distinctive leader (though not the only ones). We also found quantitative evidence that this leadership approach resonates strongly withmen. That’s significant because it suggests that if approaches like centered leadership deliver striking benefits for the leaders who embrace them, there’sa good chance to change the game.

If that happened, would this shift spillover into business more broadly and into society? We can’t say for certain, butin companies where centered leadership is taking hold, we’ve seen remarkable results.

[1395 words]

Source:McKinsey

http://www.mckinsey.com/insights/leading_in_the_21st_century/can_women_fix_capitalism

后续：

7.

See Aaron De Smet, Johanne Lavoie, andElizabeth Schwartz Hioe, “Developing better change leaders,” McKinseyQuarterly, April 2012.

Changing the game

I retired from McKinsey last year but continue to research and speak about centered leadership. After meeting thousands of women and men in places as distant from each other as Brazil,Malaysia, Saudi Arabia, and Sweden, I am struck by the feeling that an enormous global wave is building. Also part of that wave are leaders of “conscious capitalism,” a concept that John Mackey and Raj Sisodia advanced in their 2013 book of that name. Raj and I recently caught up on conscious capitalism, whichlike centered leadership puts purpose at the core. Raj observes that purpose-led companies with genuine respect for people will win their stakeholders’ support, achieving superior financial results. Citing AdamSmith’s twin principles—people are self-interested and sympathetic to the needsof others—conscious capitalism argues that short-term profit maximization atthe expense of stakeholder value can lead to reckless risk taking, a loss ofmoral values, and the erosion of a company’s brand.

“We’re really just starting to talk about these things—the language and metrics of business,” Raj told me. “I’m optimistic that the change willhappen and accelerate. But keep in mind that we’re only in the early stage of along journey.” So why are leaders and companies slow to come on board? Clearly,the short-term pressures and rewards of the financial community work against this idea. It takes vision and courage to opt out of today’s paradigm—the“greedy algorithm”—and its enormous personal payoffs.

Would having more women in senior management nudge us toward a sustainable long-term allocation of capital and resources? Weknow from the research that women in leadership tend to invest differently—forexample, on health, education, community infrastructure, and the eradication ofpoverty.

8.

Augusto Lopez-Claros and Saadia Zahidi,Women’s Empowerment: Measuring the Global Gender Gap, World Economic Forum,2005, weforum.org.

But will more women leaders, realistically, be the game changer? Not untillike-minded men join in to help the movement achieve critical mass.

There’s some evidence that sentiment for amore conscious form of capitalism is gaining momentum. In a global survey of64,000 people, John Gerzema and Michael D’Antonio found that most respondents wanted to see more feminine characteristics in their leaders, and two-third sagreed that “the world would be a better place if men thought more like women.”Feminine qualities that respondents chose included  “plans for the future,” “expressive,”“reasonable,” “loyal,” “flexible,” “patient,” “collaborative,” “passionate,”“empathetic,” and “selfless.”

9.

John Gerzema and Michael D’Antonio, The Athena Doctrine: How Women (and the Men Who Think Like Them) Will Rule TheFuture, San Francisco, CA: Jossey-Bass, 2013. As with centered leadership,masculine qualities are important, too. Respondents singled out valued leadership characteristics such as “decisive,” “resilient,” “analytical,”“independent,” “aggressive,” and “proud.”

Can women and men leading together in thisnew way change the game? Absolutely. Large companies can make the greatest difference if they lead from the front. For instance, eBay has made important strides on gender equality over the past three years (see “Realizing the powerof talented women”). So has Wal-Mart, where 31 percent of the US company’sofficers are now women—that’s vice presidents and above in seriously important positions, many leading substantial businesses.

10.

Susan Chambers, executive vice president ofWal-Mart’s Global People Division, and Sharon Orlopp, the company’s global chief diversity officer, graciously granted me a chance to participate in the 2014 International Women’s Day event. I’m excited to see large companies aroundthe world expressing commitment and taking actions that were unimaginable tenyears ago.

Ultimately, I see the potential for avirtuous cycle in which women and men create profound organizational changefrom a core set of capabilities embodying the principles of centered leadershipor similar approaches. This, in turn, could further fuel the evolution ofleadership—and capitalism—toward a future where long-term stakeholder valuereplaces short-term profit taking and creates a more equal world.

How to accelerate progress? Let’s startsome “difficult” conversations about topics such as quotas and targets, what great leadership looks like, thoughtful and flexible work options that don’thold men and women back, making bad behavior truly unacceptable, and helpingthe top-performing women through sponsors. And then let’s get to work.

Indeed, in 50 years, I hope my daughters will write an article about the enormous strides women and men leaders have made to transform capitalism. A sidebar in that article might remember the“dark ages” of 2014, when there were too few women in high places to tip the balance toward Adam Smith’s principle of sympathy.

samantha12

reading 2 2:57.54
Introducing about the richest woman in China according to a report from Hurun cooperation, the author gave a brief state about the generality on chinese richest women.

reading 3 2:15'47
The reason for why women always earn less than men has been explained, based on a research and a book.
  
reading 4 2:37'44
What' the habitual behavior in women business and the difference between man and woman practicing? At the same time, the advantages and disadvantages of women's method have been explained, followed the suggestion on how to enlarge the profit.

reading 5 2:01"19
The situation that in 2004 the ratio of venture companies investing on woman-backed company remained the same as that in 2000 has been explained. An expertise has stated the reason for this situation, as well as the shortcomings if this situation continues. However, she gave the data on some good cases, with perspective promoted.

reading 6 1：49‘49
Given the data from some reports, we can easily find that even though the problem stays, some good changes have occurred. A perspective has been promoted.

obstacle 7
part 1 11:09'94
part 2 5:32.94

TVXQashley

time 2  2:26
time 3  1:48
time 4  2:12
time 5  1:38
time 6  1:17

obstacle   8:42

14/10/17

咚咚响叮当

time 2  02:34
YANG has become the richest woman in China. Half of the richest women in the world are from China because of the good business environment there. The efficient business model of YANG's company help it to succeed. The number of self-develop women is biger and biger.
time 3  01:46
Gender has a great influence in people's payment. Women usually earn less than their male counterpart.
time 4  01:54
Female ask foe less money to foster relationship. After they gain more working experience, they can earn as much as men do. Female have better negotiating skills.
time 5  01:05
It is hard foe women to get VC.
time 6  01:07
Women are founding more venture~ company.
Obstacle  13

古月小破烂

time 2 3’26
    Yang Huiyan become the richest woman of 2013 in China.
     Yang took over her father stock holding and do more upgrade.
     the rich woman rank list.
     some are self-made wealthy, some are daughters or wives of rich men.
time 3 1’51
     female charge less than male, and earn less than male.
     some research about gender influence.
time 4 2’16
     female focus more on foster relationship and may softer  on prices than male.
time 5 1’34
     women do not good on venture capital.
     build better bridges to investment community to get capital is also needed.
time 6 1’24
     more companies have female founders.
     women perform many times better than male.
obstacle 9’16
     many women began to enter the workforce after 1964.
     see some top women and get analysis.

Dasherrycan

time1   2.55  rate  eich female   money from father   garden country  percentage of rich female increase
time 2    2.04   gender discrimination income gap  underprice
time 3     2.23  women are good at developing relationship ,in the short run women have low income.women have higher satisfaction compared with men.
time  4  1.51  rate increase
time  5    1.21   the percentage of women founder is increase,women know market better.
obstade   9.07  now more and more women woking in a high degree

dkjam

掌管 5        00:02:10.75        00:15:12.54
Data of various of female senior post is increasing from 2003 to 2004,but a drop compared to 2000.IT profession is an exceptional increase compared to 2000.As woman increased in power position, influenced status and growth of wealth and right, we will see the an increased number of independent woman investment and venture capital, as well as other forms of private equity denoted to invest women-run and women founded enterprise.
掌管 4        00:01:58.89        00:13:01.79
Venture capitalists in EU are shunning the company run by female.The senior post occupyied by the female is in less proportion of venture capital company.Nevertheless, the situation is encouraging better.
掌管 3        00:03:32.55        00:11:02.89
Women are more likely to establish the relationship between customs. And the men try to make the profit maximum. Distinguish would be small when woman experience enough practice.Women also should consider how to negotiate with consumer discounts.
掌管 2        00:04:04.54        00:07:30.34
Woman charging less for thier work should blame themself according to the new study of research.
掌管 1        00:03:25.79        00:03:25.79
The essay introduces some famous rich female,the most richest has about 53 billion yuan according to published by the HURUN magazine.

maple760

Time2        1         35
Time3        1         25
Time4        2         2
Time5                53
Time6        1         3
Time7        5         51