Question 2 [30] CASE STUDY GENDER MAINSTREAMING "NEEDS FAST-TRACKING" Gender mainstreaming was defined by the United Nations Economic and Social Council in 1997 as "a strategy for making women's as well as men's concerns and experiences an integral dimension of the policies and programmes in all political, economic and societal spheres so that women and men benefit equally and inequality is not perpetuated". SA women make up 45% of entry-level professionals, against 53% in the US, but representation is the same at executive level. Although women are making a significant contribution to the economy, more could be done to fast-track their progress through companies, says an expert in the recruitment industry. "The business case for gender diversity must be recognised and supported from the very top of the organisation," said Sandra Burmeister, CEO of Landelahni Recruitment Group, earlier this week. "Management needs to recognise that companies that celebrate diversity are best placed to develop a flexible organisation that can maximise business opportunities. Transformation and diversity are not a 'nice-to-have'. They are a business imperative". A recent report by advisory firm Mckinsey on women in the economy found that in the US, structural blocks and embedded institutional mindsets play a major role in limiting women's opportunities. Lifestyle issues such as the desire for work-life balance and individual mindsets also tended to hold women bock. "SA's legislative framework in terms of black economic empowerment and the advancement of women has had a significant effect in addressing structural issues and influencing corporates to be more gender and equity sensitive," Ms Burmeister said. Although many barriers had been addressed by legislation, when it came to lifestyle issues and personal beliefs women themselves needed to make the shift, she said. "Women need to recognise and value their own capabilities and experience and keep their knowledge current through training and leadership development programmes. They need to seek sponsors who can help them further their careers and to take advantage of any coaching and mentoring opportunities." She said it was also important for them to feel that their development as professionals was as important to their organisations as it was to them. "They want to feel part of a team, they want to be acknowledged for the work they do and they want to feel they are being paid what they are worth." Yusuf Bodo, a legal manager at legal insurance company Legal & Tax, said that the laws had undoubtedly helped to change life for the better for SA's women. Yet the realities that many women lived with day-to-day did not reflect the progressive laws that were in place to protect women and their rights. Womenneeded to inform themselves of the rights they had under the law, Mr Boda said. i-le said there were too many women who worked in companies where they were , discriminated against or were unaware of their rights or too scared to enforce them. 'Mainstreaming' generally refers to a comprehensive strategy that involves both women-oriented programming and the integration of women/gender issues into overall existing programmes throughout the programme cycle. The critical success factors in implementing any gender mainstreaming involve a political and technical process with an obligation to produce results, not merely provide the means, calling for: political will at the highest level support and commitment, including at the individual level 0 0 . the existence of specic policies relating to equality of the sexes and . egalitarian laws . the involvement of women in the decisionmaking process - partnership with and the involvement of NGOs which defend women's interests . - time-bound strategies to implement the policy - HR practices that are sensitive to gender interests 'Adapted from; Lazen-by, LAA.- ed. 2019._Gedetal_ Management. Pretoria: Van 'Sch'ailg.\" 7" . ___- You are approached by Legal & Tax to implement a pilot gender mainstreaming project in the company. This pilot will act as a benchmarking exercise to show how gender mainstreaming should be applied in practice. 2.1. Outline the relevant forces that exert pressure on Legal & Tax as an organisational system to conform to gender mainstreaming. 2.2. What type of change (strategic, structural, technological, people, etc.) is applicable to Legal & Tax with regard to women in the workplace? Substantiate your answer. 23. The Managing'Director at Legal & Tax informs you that she is experiencing resistance to her latest gender change initiatives, both personally and generally. Using examples from the case study, discuss the advice would you give her on the four possible causes of the resistance. [9' _ / (3) (10) (12)