The Professional Advancement of Zoe Cruz in Morgan Stanley and Perception of Women in Executive Posi

Answer 1: Strategies Used by Zoe Cruz for Professional Advancement

What Strategies Did Zoe Cruz Use To Advance Professionally?

What Was The General Perception Of Zoe Cruz?

Was That Affected By Her Being a Woman?

What Kinds Of Power Did Zoe Cruz Have At Morgan Stanley?

How Would You Have Handled The Situation If You Were Zoe Cruz?

The strategies that were implemented by Zoe Cruz specifically aimed at positioning herself in an aggressive position. Cruz joined the organization in the year 1982 and worked at the foreign exchange desk (Lakshminarayanan). Later she took the decision of moving to the trading foreign currency, which was a deliberate turn in her career as the operations in the trading foreign currency were reported to be specifically dominated by men (Lakshminarayanan). On the other hand the continuous endeavors that are made by Cruz supported in improving the performance of the venture while placing her in the position of the managing director. The bold steps that were taken by Cruz simply paved way for her sustenance in the venture while improving the operational criteria as per the common goals of the venture.  The assertiveness and the risk taking capability of Cruz specifically enabled her in improving her position in the organization in the growing years even though most of her colleagues were male members. Cruz aimed at positioning herself as lesser typical like women and more aggressive like male in the organization which enabled the same in achieving the success factors.

The general perception of Zoe Cruz was that she was required to be “more alpha than most women” which specifically aimed at evoking the risk taking perception. Cruz took the initiative of exploring the different risks that she might face while working in a team which is specifically dominated by male members. The competitiveness, hard work and dedication of Cruz’s philosophy and approach towards her work was specifically focused towards the development of the diffren6t operations in accordance with the common goals of the venture (Lakshminarayanan). On the other hand, the highly competitive nature of Cruz was reflected from her approach of being least as aggressive as the men in the trading floor. She was fascinated with her job that often challenged her and thereby she reflected absolute dynamism in the job role whole operating as per the common goals of the venture. The competitive mindset of Cruz specifically empowered her job role in the trading arena where she was surrounded by aggressive minded male candidates looking out to achieve their targets (Lakshminarayanan). However, the fact that Cruz was a woman did not hinder her operation in the organization. It was observed that even in her labor she took urgent trade calls. The dedication and ferocity of the result driven approach of Cruz specifically casted her as an example for the organization while receiving the position of the managing director.

Answer 2: Perception of Zoe Cruz and Women in Leadership Roles

Zoe Crust’s power in Morgan Stanley was rather authoritative where she drove the different operation in the trading arena with the purpose of achieving the common goal of the business.  She took the initiative of implementing strategies that are result oriented which specifically enabled the venture in improving the revenue earnings over the years. Moreover, she took the initiative of supporting the views of CEO Phillip Purcell while opposing the disagreement that was portrayed by the executives and the board members which created a negative impact among the board members and the respective executives towards her (Lakshminarayanan). The challenge taking approach of Zoe specifically is reflected out of her actions.  The most common aspect of change in the organizational operations are reliant on the effective functioning of the different systems while adhering to the common objectives of growth and sustenance of the business. In this connection, Zoe took the initiative of improving the rate of operations while operating as per the common goals of the business while sticking on to her approach of taking unavoidable risk.

I would have taken the initiative of collecting feedbacks from the different executives and the board members with the purpose of empowering better understanding of the situation while reaching to the decision of supporting the CEO Phillip Purcell. The assessment of the feedbacks would have helped me in developing cognition on the different aspects of change in the organizational operations and thereby decide on the side which might be supported for the growth related objectives of the venture.  

According to the recent statistics 32% of women in Eastern Europe holds managerial positions in the banking and financial sectors (Karthikkumar). Whereas 28% female employees in Asia Pacific regions and European Union represents the managerial positions in the banking sectors (Adler). It has been observed that around 31% and 25% of the female population in North and Latin America are employed in managerial position in the banks (MeenuMaheshwari and PriyaSodani). The growing rate of female managerial posts in the nation have significantly resulted to improvement in the organizational performance while adhering to the common goals of sustenance (Mosley).

References

Adler, Nancy J. "Women in international management: where are they?." California Management Review 26.4 (1984): 78-89.

Karthikkumar, C."Role Of Women Empowerment In Banking Sector. " International Journal of Research in Humanities, Arts and Science: 69.

Lakshminarayanan, Sambhavi. "Fall from grace or glass ceiling." Journal of Business Case Studies (JBCS) 7.5 (2011): 61-70.

MeenuMaheshwari, C. M. A., and Ms PriyaSodani. "Women Entrepreneurship-A Literature Review." IOSR Journal of Business and Management (IOSR-JBM 17.2 (2015): 06-13.

Mosley, Richard. Employer brand management: practical lessons from the world's leading employers. John Wiley & Sons, 2014.