Women make better managers than men?

Well, I some what agree and disagree with this. I think it really depends on the person and highly they are about making decisions and how mature they are. People do things they way they like them to be done and we can't just say that woman are always the best. It's how people would take them into consideration and how the outcome would really look like. It's take alot to know one and be one.

While the presence and status of women in the work force have increased dramatically since the passage of the Civil Rights Act of 1964, there are still concerns about the relative absence of women in higher management ranks, which some have described as the "glass ceiling." In 1995, the Federal Glass Ceiling Commission(1) concluded that "today's American labor force is gender and race segregated - white men fill most top management positions in corporations." The issue has taken on particular significance as women and minorities have increased their occupational status. The term "glass ceiling" is generally used to refer to instances where women and minorities have progressed within a firm but, despite their ambitions and qualifications, find it difficult to make the movement into key higher level management positions, or management positions at all. The social disadvantage of these glass ceilings is the inability of the most qualified employees to move into the most important positions due to irrelevant criteria such as race or gender. The selection of a less qualified employee negatively impacts both the employer and ultimately the economy as a whole. The successful elimination of glass ceilings requires not just an effective enforcement strategy but the involvement of employers, employees and others in identifying and reducing attitudinal and other forms of organizational barriers encountered by minorities and women in advancing to higher level management positions in different workplace settings. Gender discrimination is likely to be manifested in different (and often very subtle) ways, depending on work force characteristics. For example, the American economy has many multinational corporations with large headquarters staff as well as extensive operations in the field. It also has a substantial number of firms with either small field operations or few employees located at the firm's headquarters. Likewise, the American economy has manufacturing establishments with a high percentage of blue-collar workers and service establishments with few, if any, blue-collar workers. While it is difficult to specify the precise causes, it seems evident that management recruitment patterns in blue-collar industries differ substantially from management recruitment patterns in service industries.