- William Shakespeare

SHE walks into the office with an executive bag swinging from her well-manicured hands, her well-shod feet resounding on the polished floor. A glossy corporate brochure makes for her only other accessory.

Head held high, she makes her way with poise and composure to her cabin she calls `the den'. Gathering up the folds of her sari, she parks herself with a definite purpose, and with an air that exudes confidence, she gets the show going!

The modern woman manager has come a long way from her humble beginnings. Etched in the history of womankind is the bitter struggle for equality and recognition that has silently impacted generations that followed.

The degree of freedom women enjoy today, is a direct result of this paradigm- shift -from being merely an `object of desire', to a woman of substance and undoubted dignity.

However, there's no getting away from the fact that gender biases exist still. Women still have more roads to travel before they can reach their goals and in some areas they are still waging a silent war.

Carving a niche

Equality between the sexes is no longer a Utopian dream-- it has been achieved, though limited in some societies, and can be implemented in the Indian scenario as well.

While handling existing gender biases, women should wisely and tactfully aim to make themselves an integral part of the system thereby becoming indispensable to the organisation they are in.

Having people look up to them as the `wise and capable' segment of the workforce is the niche women managers of today need to carve for themselves.

Making the right moves

The stock `male-boss' mentality is deeper rooted than it appears. Women, who get to hold the reins for the very first time in their life, soon realise that the task of enlisting the support of the team is often daunting. A male co-worker or subordinate may just decide to make life difficult for her or he may find himself flinching at the idea of having a `lady-boss'. A problem with authority, uneasiness, and a begrudging respect often accompany this feeling of being threatened. When such issues arise, combating negative attitudes through careful deliberation is the only solution.

Gentle does it

Many a time, women too need to realise that they cannot coerce or force male subordinates into subjection. Being aggressive and defensive only betrays one's insecurity, and it can be construed as such. Building a rapport and letting competence speak for you, can be a good way of enlisting their support. Male subordinates should be given the freedom to express their ideas, and feelings. Before making any important decisions opinions should be invited and discussions initiated - this will prevent you from coming across as being autocratic.

Safety valve

Women managers need to steer clear of being too emotional or impulsive, to stay in command of the situation at all times. Reprimanding anyone publicly, or in front of colleagues might not be a good or right thing to do. Firmness doesn't mean speaking in shrill or loud tones, and being peremptory doesn't mean letting your emotions get out of hand!

`Conduct'ing business

Remember to ensure that the behaviour of male subordinates is not offensive to other women- discourage the use of foul language (assuming you are not a party to it) and check other inappropriate behaviour.

Being professional does not mean being unfeminine. Preserving one's sensitivity and intuition and using it productively is essential. You should manage to `hold your own' at the end of the day and be able to guard your dignity well. There are a sizable number of people who believe female bosses are manipulative and flirtatious. It is time now for women to redress perceptions and reengineer their image to suit the new millennium.

ARCHANA JAYAKAR

archana.hyd@careercommunity.co.in