\documentclass[11pt,twoside]{article}\makeatletter

\IfFileExists{xcolor.sty}%
  {\RequirePackage{xcolor}}%
  {\RequirePackage{color}}
\usepackage{colortbl}
\usepackage{wrapfig}
\usepackage{ifxetex}
\ifxetex
  \usepackage{fontspec}
  \usepackage{xunicode}
  \catcode`⃥=\active \def⃥{\textbackslash}
  \catcode`❴=\active \def❴{\{}
  \catcode`❵=\active \def❵{\}}
  \def\textJapanese{\fontspec{Noto Sans CJK JP}}
  \def\textChinese{\fontspec{Noto Sans CJK SC}}
  \def\textKorean{\fontspec{Noto Sans CJK KR}}
  \setmonofont{DejaVu Sans Mono}
  
\else
  \IfFileExists{utf8x.def}%
   {\usepackage[utf8x]{inputenc}
      \PrerenderUnicode{–}
    }%
   {\usepackage[utf8]{inputenc}}
  \usepackage[english]{babel}
  \usepackage[T1]{fontenc}
  \usepackage{float}
  \usepackage[]{ucs}
  \uc@dclc{8421}{default}{\textbackslash }
  \uc@dclc{10100}{default}{\{}
  \uc@dclc{10101}{default}{\}}
  \uc@dclc{8491}{default}{\AA{}}
  \uc@dclc{8239}{default}{\,}
  \uc@dclc{20154}{default}{ }
  \uc@dclc{10148}{default}{>}
  \def\textschwa{\rotatebox{-90}{e}}
  \def\textJapanese{}
  \def\textChinese{}
  \IfFileExists{tipa.sty}{\usepackage{tipa}}{}
\fi
\def\exampleFont{\ttfamily\small}
\DeclareTextSymbol{\textpi}{OML}{25}
\usepackage{relsize}
\RequirePackage{array}
\def\@testpach{\@chclass
 \ifnum \@lastchclass=6 \@ne \@chnum \@ne \else
  \ifnum \@lastchclass=7 5 \else
   \ifnum \@lastchclass=8 \tw@ \else
    \ifnum \@lastchclass=9 \thr@@
   \else \z@
   \ifnum \@lastchclass = 10 \else
   \edef\@nextchar{\expandafter\string\@nextchar}%
   \@chnum
   \if \@nextchar c\z@ \else
    \if \@nextchar l\@ne \else
     \if \@nextchar r\tw@ \else
   \z@ \@chclass
   \if\@nextchar |\@ne \else
    \if \@nextchar !6 \else
     \if \@nextchar @7 \else
      \if \@nextchar (8 \else
       \if \@nextchar )9 \else
  10
  \@chnum
  \if \@nextchar m\thr@@\else
   \if \@nextchar p4 \else
    \if \@nextchar b5 \else
   \z@ \@chclass \z@ \@preamerr \z@ \fi \fi \fi \fi
   \fi \fi  \fi  \fi  \fi  \fi  \fi \fi \fi \fi \fi \fi}
\gdef\arraybackslash{\let\\=\@arraycr}
\def\@textsubscript#1{{\m@th\ensuremath{_{\mbox{\fontsize\sf@size\z@#1}}}}}
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\def\abbr{}
\def\corr{}
\def\expan{}
\def\gap{}
\def\orig{}
\def\reg{}
\def\ref{}
\def\sic{}
\def\persName{}\def\name{}
\def\placeName{}
\def\orgName{}
\def\textcal#1{{\fontspec{Lucida Calligraphy}#1}}
\def\textgothic#1{{\fontspec{Lucida Blackletter}#1}}
\def\textlarge#1{{\large #1}}
\def\textoverbar#1{\ensuremath{\overline{#1}}}
\def\textquoted#1{‘#1’}
\def\textsmall#1{{\small #1}}
\def\textsubscript#1{\@textsubscript{\selectfont#1}}
\def\textxi{\ensuremath{\xi}}
\def\titlem{\itshape}
\newenvironment{biblfree}{}{\ifvmode\par\fi }
\newenvironment{bibl}{}{}
\newenvironment{byline}{\vskip6pt\itshape\fontsize{16pt}{18pt}\selectfont}{\par }
\newenvironment{citbibl}{}{\ifvmode\par\fi }
\newenvironment{docAuthor}{\ifvmode\vskip4pt\fontsize{16pt}{18pt}\selectfont\fi\itshape}{\ifvmode\par\fi }
\newenvironment{docDate}{}{\ifvmode\par\fi }
\newenvironment{docImprint}{\vskip 6pt}{\ifvmode\par\fi }
\newenvironment{docTitle}{\vskip6pt\bfseries\fontsize{22pt}{25pt}\selectfont}{\par }
\newenvironment{msHead}{\vskip 6pt}{\par}
\newenvironment{msItem}{\vskip 6pt}{\par}
\newenvironment{rubric}{}{}
\newenvironment{titlePart}{}{\par }

\newcolumntype{L}[1]{){\raggedright\arraybackslash}p{#1}}
\newcolumntype{C}[1]{){\centering\arraybackslash}p{#1}}
\newcolumntype{R}[1]{){\raggedleft\arraybackslash}p{#1}}
\newcolumntype{P}[1]{){\arraybackslash}p{#1}}
\newcolumntype{B}[1]{){\arraybackslash}b{#1}}
\newcolumntype{M}[1]{){\arraybackslash}m{#1}}
\definecolor{label}{gray}{0.75}
\def\unusedattribute#1{\sout{\textcolor{label}{#1}}}
\DeclareRobustCommand*{\xref}{\hyper@normalise\xref@}
\def\xref@#1#2{\hyper@linkurl{#2}{#1}}
\begingroup
\catcode`\_=\active
\gdef_#1{\ensuremath{\sb{\mathrm{#1}}}}
\endgroup
\mathcode`\_=\string"8000
\catcode`\_=12\relax

\usepackage[a4paper,twoside,lmargin=1in,rmargin=1in,tmargin=1in,bmargin=1in,marginparwidth=0.75in]{geometry}
\usepackage{framed}

\definecolor{shadecolor}{gray}{0.95}
\usepackage{longtable}
\usepackage[normalem]{ulem}
\usepackage{fancyvrb}
\usepackage{fancyhdr}
\usepackage{graphicx}
\usepackage{marginnote}

\renewcommand{\@cite}[1]{#1}


\renewcommand*{\marginfont}{\itshape\footnotesize}

\def\Gin@extensions{.pdf,.png,.jpg,.mps,.tif}

  \pagestyle{fancy}

\usepackage[pdftitle={Assessment of Factors Affecting Women Participation in Managerial Positions in Selected Public Organizations in Jimma Zone, Oromia, Ethiopia},
 pdfauthor={}]{hyperref}
\hyperbaseurl{}

	 \paperwidth210mm
	 \paperheight297mm
              
\def\@pnumwidth{1.55em}
\def\@tocrmarg {2.55em}
\def\@dotsep{4.5}
\setcounter{tocdepth}{3}
\clubpenalty=8000
\emergencystretch 3em
\hbadness=4000
\hyphenpenalty=400
\pretolerance=750
\tolerance=2000
\vbadness=4000
\widowpenalty=10000

\renewcommand\section{\@startsection {section}{1}{\z@}%
     {-1.75ex \@plus -0.5ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large\bfseries}}
\renewcommand\subsection{\@startsection{subsection}{2}{\z@}%
     {-1.75ex\@plus -0.5ex \@minus- .2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large}}
\renewcommand\subsubsection{\@startsection{subsubsection}{3}{\z@}%
     {-1.5ex\@plus -0.35ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\large}}
\renewcommand\paragraph{\@startsection{paragraph}{4}{\z@}%
     {-1ex \@plus-0.35ex \@minus -0.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\normalsize}}
\renewcommand\subparagraph{\@startsection{subparagraph}{5}{\parindent}%
     {1.5ex \@plus1ex \@minus .2ex}%
     {-1em}%
     {\reset@font\normalsize\bfseries}}


\def\l@section#1#2{\addpenalty{\@secpenalty} \addvspace{1.0em plus 1pt}
 \@tempdima 1.5em \begingroup
 \parindent \z@ \rightskip \@pnumwidth 
 \parfillskip -\@pnumwidth 
 \bfseries \leavevmode #1\hfil \hbox to\@pnumwidth{\hss #2}\par
 \endgroup}
\def\l@subsection{\@dottedtocline{2}{1.5em}{2.3em}}
\def\l@subsubsection{\@dottedtocline{3}{3.8em}{3.2em}}
\def\l@paragraph{\@dottedtocline{4}{7.0em}{4.1em}}
\def\l@subparagraph{\@dottedtocline{5}{10em}{5em}}
\@ifundefined{c@section}{\newcounter{section}}{}
\@ifundefined{c@chapter}{\newcounter{chapter}}{}
\newif\if@mainmatter 
\@mainmattertrue
\def\chaptername{Chapter}
\def\frontmatter{%
  \pagenumbering{roman}
  \def\thechapter{\@roman\c@chapter}
  \def\theHchapter{\roman{chapter}}
  \def\thesection{\@roman\c@section}
  \def\theHsection{\roman{section}}
  \def\@chapapp{}%
}
\def\mainmatter{%
  \cleardoublepage
  \def\thechapter{\@arabic\c@chapter}
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \pagenumbering{arabic}
  \setcounter{secnumdepth}{6}
  \def\@chapapp{\chaptername}%
  \def\theHchapter{\arabic{chapter}}
  \def\thesection{\@arabic\c@section}
  \def\theHsection{\arabic{section}}
}
\def\backmatter{%
  \cleardoublepage
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \setcounter{secnumdepth}{2}
  \def\@chapapp{\appendixname}%
  \def\thechapter{\@Alph\c@chapter}
  \def\theHchapter{\Alph{chapter}}
  \appendix
}
\newenvironment{bibitemlist}[1]{%
   \list{\@biblabel{\@arabic\c@enumiv}}%
       {\settowidth\labelwidth{\@biblabel{#1}}%
        \leftmargin\labelwidth
        \advance\leftmargin\labelsep
        \@openbib@code
        \usecounter{enumiv}%
        \let\p@enumiv\@empty
        \renewcommand\theenumiv{\@arabic\c@enumiv}%
	}%
  \sloppy
  \clubpenalty4000
  \@clubpenalty \clubpenalty
  \widowpenalty4000%
  \sfcode`\.\@m}%
  {\def\@noitemerr
    {\@latex@warning{Empty `bibitemlist' environment}}%
    \endlist}

\def\tableofcontents{\section*{\contentsname}\@starttoc{toc}}
\parskip0pt
\parindent1em
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\newenvironment{reflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemsep}{0pt}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\itshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{sansreflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\itemsep}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\upshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{specHead}[2]%
 {\vspace{20pt}\hrule\vspace{10pt}%
  \phantomsection\label{#1}\markright{#2}%

  \pdfbookmark[2]{#2}{#1}%
  \hspace{-0.75in}{\bfseries\fontsize{16pt}{18pt}\selectfont#2}%
  }{}
      \def\TheFullDate{2015-05-15 (revised: 15 May 2015)}
\def\TheID{\makeatother }
\def\TheDate{2015-05-15}
\title{Assessment of Factors Affecting Women Participation in Managerial Positions in Selected Public Organizations in Jimma Zone, Oromia, Ethiopia}
\author{}\makeatletter 
\makeatletter
\newcommand*{\cleartoleftpage}{%
  \clearpage
    \if@twoside
    \ifodd\c@page
      \hbox{}\newpage
      \if@twocolumn
        \hbox{}\newpage
      \fi
    \fi
  \fi
}
\makeatother
\makeatletter
\thispagestyle{empty}
\markright{\@title}\markboth{\@title}{\@author}
\renewcommand\small{\@setfontsize\small{9pt}{11pt}\abovedisplayskip 8.5\p@ plus3\p@ minus4\p@
\belowdisplayskip \abovedisplayskip
\abovedisplayshortskip \z@ plus2\p@
\belowdisplayshortskip 4\p@ plus2\p@ minus2\p@
\def\@listi{\leftmargin\leftmargini
               \topsep 2\p@ plus1\p@ minus1\p@
               \parsep 2\p@ plus\p@ minus\p@
               \itemsep 1pt}
}
\makeatother
\fvset{frame=single,numberblanklines=false,xleftmargin=5mm,xrightmargin=5mm}
\fancyhf{} 
\setlength{\headheight}{14pt}
\fancyhead[LE]{\bfseries\leftmark} 
\fancyhead[RO]{\bfseries\rightmark} 
\fancyfoot[RO]{}
\fancyfoot[CO]{\thepage}
\fancyfoot[LO]{\TheID}
\fancyfoot[LE]{}
\fancyfoot[CE]{\thepage}
\fancyfoot[RE]{\TheID}
\hypersetup{citebordercolor=0.75 0.75 0.75,linkbordercolor=0.75 0.75 0.75,urlbordercolor=0.75 0.75 0.75,bookmarksnumbered=true}
\fancypagestyle{plain}{\fancyhead{}\renewcommand{\headrulewidth}{0pt}}

\date{}
\usepackage{authblk}

\providecommand{\keywords}[1]
{
\footnotesize
  \textbf{\textit{Index terms---}} #1
}

\usepackage{graphicx,xcolor}
\definecolor{GJBlue}{HTML}{273B81}
\definecolor{GJLightBlue}{HTML}{0A9DD9}
\definecolor{GJMediumGrey}{HTML}{6D6E70}
\definecolor{GJLightGrey}{HTML}{929497} 

\renewenvironment{abstract}{%
   \setlength{\parindent}{0pt}\raggedright
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
   \textcolor{GJBlue}{\large\bfseries\abstractname\space}
}{%   
   \vskip8pt
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
}

\usepackage[absolute,overlay]{textpos}

\makeatother 
      \usepackage{lineno}
      \linenumbers
      
\begin{document}

             \author[1]{Uki Gelashe  Jebessa}

             \affil[1]{  Jimma University}

\renewcommand\Authands{ and }

\date{\small \em Received: 8 April 2015 Accepted: 2 May 2015 Published: 15 May 2015}

\maketitle


\begin{abstract}
        


Women constitute about half of the population and had contributions for the development of the country in all fields in Ethiopia. In spit to their number and contribution, their participation in managerial positions has consistently lower than men in public organizations in Jimma Zone. It is universally accepted truth that women are the base and fuel for the overall development of a country. However their participation in all spheres of life is mainly at subordinate level and in managerial positions in public organizations are insignificant.Therefore, this study is aimed to assess the factors affecting women participation in managerial position in public organizations in Jimma Zone.

\end{abstract}


\keywords{women participation, managerial position, mechanism to enhance women participation.}

\begin{textblock*}{18cm}(1cm,1cm) % {block width} (coords) 
\textcolor{GJBlue}{\LARGE Global Journals \LaTeX\ JournalKaleidoscope\texttrademark}
\end{textblock*}

\begin{textblock*}{18cm}(1.4cm,1.5cm) % {block width} (coords) 
\textcolor{GJBlue}{\footnotesize \\ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. \emph{Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.}}
\end{textblock*}


\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
n societies, where traditional or patriarchal values remain strong, many women found politics as unwelcoming and even hostile to participate in it and hold managerial positions. There are practical factors affecting the participation of women in managerial positions. These factors include lower level of education, financial problems, lack of necessary networks, greater family responsibilities and deprivation of their rights \hyperref[b21]{(IGAD, 2010)}.\par
Women are less participated and low represented in decision making positions in developing countries. Women's low access to information and media, less employment opportunity, organizational barriers coupled by cultural factors reduce their decision making power in the society in general and in organizations in particular  {\ref (UNFPA, 2005)}.\par
Ethiopia is a patriarchal society that keeps women in a subordinate positions  {\ref (Haregawoyin and Emebet, 2003)}. The socialization process, which determine gender role is partly responsible for the subjugation of women in the country. The differences in the ways in which individuals are treated through the socialization process due mainly to their sex status leads to the development of real psychological and personality difference between males and females \hyperref[b0]{(Almaz, 1991)}.\par
Women constitute 71.3\% in the clerical and fiscal type of jobs in federal government employment list. Women representations in administrative and professional jobs category is only 25\% and 18\% respectively, which clearly indicates middle and upper management positions overwhelmingly dominated by men  {\ref (Federal Civil Service Commission, 2005)}.\par
In the case of Jimma zone, women's participation in political activities and decision making role is still very low. As the data obtained from Jimma zone administration office, human resource department, many public organizations in the zone are dominated by male managers (Jimma Zone Administration Office, 2012).\par
Women are underrepresented in politics and civil service, especially at the managerial positions. There are several laws and policies which guarantee equal pay and employment right, in practice; however, women do not stand an equal chance of promotion (Walters and Gwen Mason, 1994).\par
In the case of Jimma zone, while women have captured an ever increasing share of the labour market, improvement in the quality of women's jobs have not kept pace. The other reflection of this situation is their absence from senior management jobs. As per preliminary investigation made by the student researcher, there was a position difference in male and female managerial jobs stem from the reality that even when women hold management positions, they are often in less strategic and lower paying areas of an organization. Thus, this research tries to identify the factors hindering women from holding managerial positions in Ethiopia, particularly in Jimma zone's public organizations.\par
The main objective of this study is to assess the factors that obstruct women from participating in managerial positions in selected public organizations in Jimma Zone. Specifically:\par
? To identify factors that affects the participation of women in managerial positions in public organizations in Jimma Zone. ? To identify institutional procedures and structures concerning women's career development and promotion to managerial positions. ? To examine organizational mechanisms and strategies in enhancing women's to managerial positions. 
\section[{II.}]{II.} 
\section[{Literature Review a) An overview of gender inequality}]{Literature Review a) An overview of gender inequality}\par
Gender inequality can be considered as universal problem in developing countries. Women in developed countries are relatively empowered economically and have power to struggle for their equality with men. On the other hand women in developing countries are voiceless because of economic and cultural factors. These economic and cultural factors dictate the gender based division of labour, rights, responsibilities, opportunities and access and control over resources. Education opportunity, access to media, employment status, participation in decision making positions, involvement in political activities among other things, are some areas of gender inequality.\par
Gender disparity in education makes women to be underrepresented in the formal sector of employment. According to the survey conducted by the Central Statistical Authority (CSA, 2004) showed that women account for less than half (43\%) of the total employee of the country. 
\section[{b) Women's participation in managerial positions}]{b) Women's participation in managerial positions}\par
The principle of equality of women and men was enshrined in the United Nations charter and was later inaugurated in many international instruments and national constitutions play a great role in minimizing the discrimination of women worldwide. The United Nations Commissions on the Status of Women legitimize and promote international norms and standards to eliminate all forms of discrimination against women in all fields  {\ref (Walter and Mason, 1994)}.\par
In many organizations, the inequality between men and women in managerial positions are often revealed by numerical discrepancies. The research of \hyperref[b7]{(Collinson, 1996)} has shown the role of gender in organizational functioning and has highlighted the importance of considering whether managers are men or women when understanding organizational behavior. As most managers of organizations are men, it is important to consider the role of women managers and investigates the constructions of women identities in male dominated working environment.\par
Despite some measures taken by the state governments, there is still small percentage of women participating in public decision making roles, especially in top managerial positions. Even in the traditionally women dominated professions; women are in the secondary position compared to men \hyperref[b11]{(Davidson, 1983)}.\par
Many scholars cited the role of women in economic, political and social process of their country. The contributions of women in the development of the country are immeasurable. Even though, their contribution in all sphere of life is increasing from time to time, their participation and representation in managerial position and decision making role is insignificant. 
\section[{III.}]{III.} 
\section[{Research Methodology a) Study Area and Design}]{Research Methodology a) Study Area and Design}\par
This study was conducted in selected public organizations in Jimma Zone, Oromia region, south west Ethiopia. Jimma zone is located to south west Ethiopia at 346km away from Addis Ababa. The three public organizations included in the study are South West Region Ethio Telecom, Jimma Zone Administration Office and Jimma City Administration. This study were used descriptive research design by combining both quantitative and qualitative research approaches to analyze data and acquire adequate data about realities of the women. 
\section[{b) Data sources and Sample Size}]{b) Data sources and Sample Size}\par
Both primary and secondary data were used to collect data on the factors affecting the participation of women in managerial positions. Before the collection of data by using data collection tools, the researcher has undertaken an observation in the selected three public organizations.\par
The sample size is 201 which is determined using single propotion formula and the sample respondents were selected from the selected three public organizations. Stratified sampling technique was employed and the determined sample was distributed to each stratum using proportional allocation method. So, from Ethio-Telecom South West Region, Jimma Zone Administration and Jimma City Administration 94, 52 and 55 sample sizes was determined respectively. Data were collected using structured questionnaire and individual interview were used as tools of data collections. 
\section[{c) Data analysis procedure}]{c) Data analysis procedure}\par
The collected data checked for its completeness and coded on SPSS Version 16. Descriptive and inferential was used to analysis the data. Frequency table, mean standard deviation was used to describe the data and chi-square test of association were conducted to investigate statistically significant difference between men and women's responses. In the analysis of qualitative data, the researcher begins with the description of informant's responses and analyzing of open ended questionnaires.\par
IV. 
\section[{Reuslt and Discussion}]{Reuslt and Discussion}\par
All distributed questionnaires were selected from the respondents. A total of 201 questionnaires were analyzed for discussing and presenting the findings of the study. Finally, based on the findings of the study, conclusions were drowned and recommendations were forwarded. 
\section[{a) Socio Demographic Characteristics of the Respondents}]{a) Socio Demographic Characteristics of the Respondents}\par
As the below Table \hyperref[tab_0]{1} shows, 59.7\% were female and 40.3\% of them were male. The majority 42.8\% of the respondent's were between 20-25 years age group. One hundred five of the respondents were married. Among religion 53.2\% of the respondents are Muslim, while the education level 46.3\% of them were first degree and above. The work experience of the respondents 74.6\% of them had an experience of less than five years.  As indicated in Figure \hyperref[fig_0]{1} above, from total 30(14.9\%) are managers of an organizations from that 22(73.4\%) were male managers, while 8(26.6\%) were female managers. This implies low participation of women in managerial positions in selected public organizations. 
\section[{b) Factors Affecting the Participation of Women in the Managerial Positions}]{b) Factors Affecting the Participation of Women in the Managerial Positions}\par
As per study conducted by IGAD, 2010, there were several causes for underrepresentation and low participation of women in managerial positions.\par
As indicated in Table \hyperref[tab_1]{2}, 78.1\% of the respondents found lack of motivation from the family, society, organization and government as the hindering factor for women's participation in managerial positions. Lack of motivation is the main factor for women's lower participation in managerial positions.\par
Low academic qualification of women is another factor for low participation of women in management positions. Many management positions require educational qualification as criteria to hold the positions. Especially after the introduction of BPR (Business Reengineering Process), many positions begin to consider high education qualification as the main criteria to hold the position. From the total respondents, 65.67\%, 48.8\%, 47.8\% and 34.9\% of them put family commitment of women, lack of experience, lack of role model and lack of confidence of women respectively are an obstacle for women's participation in managerial positions. From Societal factors affecting women's participation in managerial positions 176(87.07\%) of respondents responds Men are seen as decision makers and 81.60\% of the respondent replied women's lack of social network as the obstacle for women's participation in managerial positions. This means they are not actively participating in extra activities in and out of their organization. As indicated in the responses of interviewed informants, women are exposed to double responsibilities one in office and the other at home. Because of this they have no extra time to socialize with many people. Hence they lack information concerning new jobs and vacant positions in and out of their organizations. Since they lacks social network or have few friends they are not informed about the flow of latest information in the organization (Table \hyperref[tab_2]{3}).\par
One hundred fifty three 76.11\% of the respondents have indicated culture as the obstacle for women's participation in managerial positions. As indicated in the study of \hyperref[b0]{Almaz, (1991)}, the socialization process and cultural activities of the society is another factor that hinders women from participating in managerial positions. Culture includes the societal norms, beliefs and values. In Ethiopian, especially in Jimma culture, women are not encouraged to participate in managerial positions. The culture of society identifies the gender role of women. According to this, women are expected to perform domestic work and refrain from managerial activities. They are obliged to accept the decision of their husband in the family even on matters concerning their life.\par
From the total respondents, 62.69\%, 58.70\%, 57.21\% and 46.27\% of the respondents have replied lack of support from husband or family, lesser opportunity for women in education, inequalities in higher management positions and religious practice of the society respectively as factors affecting the participation of women in managerial positions. From the total 201 respondents, only 34.32\% have replied fear of isolation as one of the obstacle for women's participation in managerial positions.\par
As information from available literatures, there are several institutional factors, which affect the participation of women in managerial positions. As indicated in Livinstone, 2004, study, there are several barriers for women participation in managerial positions. These include: entrenched cultures and norms, the way power is defined and exercised, selection procedures, exclusion of women from informal networks, organizational climates and placement. As indicated in Constance B. 2007, study, women in general suffer discriminatory practices in their organizations when promotions to senior positions are considered. As indicated in Table \hyperref[tab_3]{4}, most 93.03\% of the respondents have replied as the management positions dominated by male managers. This indicates how male managers are influential in the organization and low participation of women in managerial positions. This is mainly because of the notion that women are not good manager as replied by 55.22\% of the respondents. Marshal (1984) supports this view, that other peoples negative reactions to women in authority are particularly expected to undermine the ability of women. The notions of people towards women managers as indicated in Mason et al (1992), indicated two-thirds of men and one-fifth of women would feel uncomfortable to work for female managers. This study has also reveals that there is a negative attitude and beliefs on the performance of women managers in selected public organizations.\par
While 54.72\%, 52.73\% and 16.91\% of the respondents have indicated the absence of affirmative actions, Appointment requirement and irrelevant questions asked during interview respectively as factor affecting women's participation in managerial positions at institutional level. The constitution of the Federal Democratic Republic of Ethiopia (FDRE, 1995), incorporates the article which states the affirmative action's entitled for women. Article 35 of the FDRE constitution states the rights guaranteed for women. There are also policies and procedures developed at national level which are focusing on women. But as it can be evident from the collected data, these policies and instruments are not fully implemented in selected public organizations found in Jimma zone. The interviewed informants were also affirmed the absence of affirmative action's for women in their organizations. In regard to equal information sharing for women and men, 53.73\% of the respondents replied the status of their organization as medium. This implies that, if the organizations did not share information equally for women, their participation in managerial positions would be affected. 
\section[{Global Journal of Management and}]{Global Journal of Management and}\par
In the case of feedback on actions taken, women had medium feedback since equal information sharing is not practiced in the organizations. As indicated in the same Table \hyperref[tab_4]{5} below, even though women have not participated in managerial positions and decision making role, they had feedback on decisions taken. From the total respondents, 51.74\% replied strong. This implies that, the participation of women in having feedback on decision taken is comparatively found at strong level, when compared with other mechanisms. The interviewed informants were also responded to feedback on decision taken as strong mechanism in enhancing women participation in managerial positions.\par
Knowledge development and training for women is the essential mechanism in enhancing the participation of women in managerial positions. The status of the selected organizations in this regard also found at medium level. More than half 55.22\% of the respondents viewed knowledge development and training to women at medium.\par
According to the responses of interviewed informants, these organizations did not arrange knowledge development and training program exclusively for women. As per the responses of the interviewed informants, most of the time, these organizations sent male workers for training.\par
In regard to reward and recognition, 64.18\% of respondents indicated it at medium. Rewards and recognitions can motivate and initiate women for further achievements.\par
In addition, key informants affirmed that, there is no special reward arranged for women. The organizations and their workers are not giving recognition for the performance of women. But few informants replied in contrast to this idea. According to these informants, there is a reward and recognition for women's achievements, which has started in recent time. Especially after the introduction of scaling up the good experiences by the government, these organizations begin to recognize the potential of women and reward their achievements.\par
Team working in these organizations is another area where poor implementation of mechanisms to enhance women participation in managerial positions was prevailing 51.74\% of respondents replied it as medium.\par
In the implementation of power sharing to women 60.20\% of the respondents replied it as medium. From this it is possible to imply that organizations are found at medium level in implementing power sharing mechanism to enhance the participation of women in managerial positions. From Table \hyperref[tab_5]{6}, 66.67\% of the respondents agreed on the recruitment strategy to ensure women participation in management positions. 17.91\% and 15.42\% of the respondents were respectively replied neutral and strongly agreed regarding recruitment as the strategy to ensure women participation in managerial positions. This implies that, if all processes of recruitment such as selection, examination, interview and employment are in favour of women, their participation in managerial positions would increase.\par
Labour division for the workers of an organization can be another strategy to ensure women participation in managerial positions. Out of the total respondents, 56.72\% agreed. Key interviewed informants and the participants of focus group discussion were agreed with the presence of labour division as strategy to ensure women participation in managerial positions in their organizations.\par
In regard to the strategy of representing women in committee activities 50.25\% of the respondents agreed. This implies that women representation in committee can ensure their participation in managerial positions through experience sharing with other committee members.\par
Considering Facilities \& initiatives 57.71\% of the respondents say agree. This shows that, if organizations are fulfilling the necessary facilities and providing initiatives for women, they can ensure their active participation in managerial positions.\par
The other strategy, which can ensure the participation of women in managerial positions, is training and capacity building. The majority of respondents 70.65\% strongly agreed on this strategy. The other strategy indicated to ensure women participation in managerial positions is group work. If women are participating in group work with men, they would be increasing their participation in managerial positions through experience sharing 45.77\% respondents responds agree. V. 
\section[{Conclusion}]{Conclusion}\par
This study has noted and emphasized that, women participation in managerial position is critical for organizations in order to achieve their goals. Low participation of women in managerial position is attributed to different personal, societal and institutional factors.\par
The societal factors are the main hindering factors for women's participation in managerial positions. The culture of society, which design and assign gender role, put women at subordinate level in comparison with their male counterpart. Women are mainly assigned in domestic role and reproductive role, Low academic qualification and lack of experience are also the personal factor of women, which hinder them from participating in managerial positions. Other personal factors, which affect women participation in managerial positions, are lack of role model and poor confidence of women on their performance.\par
Managerial positions in public organizations are mainly dominated by male managers and it is not attractive for women. The notion that women are not good manager is the predominated factor in the institutions and it is an obstacle for women's participation in managerial positions. Ambiguous organizational structure and promotional procedures are also other factors that affect the participation of women in managerial positions. Moreover the absence or improper implementation of affirmative action is another hindering factor for women's participation in managerial positions.\par
Organizations can ensure and enhance the participation of women in managerial positions through different strategies and mechanisms. Training and continuous capacity building for women can ensure their participation in managerial position. Providing facilities and initiatives is also another mechanism to ensure the participation of women in managerial positions. Information of communication about the organization is the other critical strategy to enhance women's participation in managerial position. 
\section[{VI.}]{VI.} 
\section[{Recommendations}]{Recommendations}\par
The government should realize the participation of women in managerial positions through its laws, policies and regulations.\par
Public organizations should review their organizational structure and promotional procedures and adjust them as suitable for women.\par
Family is the base for the society and the government; hence they have to give equal chances in every matter for their children without considering their sex. And also, women have to fill confident by their potential performance and compete equally with men in managerial positions. They have to use their own effort and upgrade themselves by knowledge and skills in order to fit to the managerial positions. They should increase social networks through social medias and by creating inter personal relationship with both men and women in and out of their organization and expose themselves to organizational and other current information.\par
VII.\begin{figure}[htbp]
\noindent\textbf{1}\includegraphics[]{image-2.png}
\caption{\label{fig_0}Figure 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-3.png}
\caption{\label{fig_1}GlobalA}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{1} \par 
\begin{longtable}{P{0.3088588588588589\textwidth}P{0.20803303303303303\textwidth}P{0.09061561561561561\textwidth}P{0.12507507507507507\textwidth}P{0.11741741741741742\textwidth}}
\tabcellsep \tabcellsep \tabcellsep \tabcellsep Year 2015\\
\multicolumn{2}{l}{Socio demographic characteristics Sex of respondent Female Male Age of respondent 20-25year 26-35 year 36-45 year}\tabcellsep Frequency 81 120 86 74 41\tabcellsep Percent 40.3 59.7 42.8 36.8 20.4\tabcellsep Volume XV Issue IV Version I\\
Marital status of respondent\tabcellsep Married Single\tabcellsep 105 62\tabcellsep 52.2 30.8\tabcellsep ( ) A\\
Religion of respondent Education status of respondent Years of experience (In this organization only)\tabcellsep Separated Divorced Widowed Muslim Christian Wakeffata High school complete Diploma (10+3) First degree and above < 5 years 5-10 years >10 years Total\tabcellsep 8 13 13 107 64 30 31 77 93 150 35 16 201\tabcellsep 4 6.5 6.5 53.2 31.8 14.9 15.4 38.3 46.3 74.6 17.4 8.0 100\tabcellsep Global Journal of Management and Business Research\end{longtable} \par
 
\caption{\label{tab_0}Table 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{P{0.5486622073578595\textwidth}P{0.07675585284280936\textwidth}P{0.04832775919732441\textwidth}P{0.09949832775919733\textwidth}P{0.07675585284280936\textwidth}}
Personal factors affect Women participation in\tabcellsep Frequency\tabcellsep \tabcellsep \multicolumn{2}{l}{Percent}\\
managerial positions\tabcellsep Yes\tabcellsep No\tabcellsep Yes\tabcellsep No\\
Family commitment\tabcellsep 132\tabcellsep 69\tabcellsep 65.67\tabcellsep 33.34\\
Lack of confidence among women\tabcellsep 70\tabcellsep 131\tabcellsep 34.9\tabcellsep 65.1\\
Low academic qualification\tabcellsep 136\tabcellsep 65\tabcellsep 67.7\tabcellsep 32.3\\
Lack of motivation\tabcellsep 157\tabcellsep 44\tabcellsep 78.1\tabcellsep 29.9\\
Lack of role model\tabcellsep 96\tabcellsep 105\tabcellsep 47.8\tabcellsep 52.2\\
Lack of experience\tabcellsep 98\tabcellsep 103\tabcellsep 48.8\tabcellsep 51.2\end{longtable} \par
 
\caption{\label{tab_1}Table 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.5716814159292035\textwidth}P{0.06769911504424779\textwidth}P{0.037610619469026545\textwidth}P{0.09402654867256638\textwidth}P{0.07898230088495575\textwidth}}
Which of the following Societal Factors Affect Women\tabcellsep Frequencies\tabcellsep \tabcellsep \multicolumn{2}{l}{Percent}\\
Participation in Managerial Positions?\tabcellsep Yes\tabcellsep No\tabcellsep Yes\tabcellsep No\\
Fewer opportunity for women in education\tabcellsep 118\tabcellsep 83\tabcellsep 58.70\tabcellsep 41.30\\
Men are seen as decision makers\tabcellsep 176\tabcellsep 25\tabcellsep 87.07\tabcellsep 12.93\\
Inequality in higher management position\tabcellsep 115\tabcellsep 86\tabcellsep 57.21\tabcellsep 42.79\\
Fear of isolation\tabcellsep 69\tabcellsep 132\tabcellsep 34.32\tabcellsep 65.68\\
Women lacks social network\tabcellsep 164\tabcellsep 37\tabcellsep 81.60\tabcellsep 18.40\\
Religious practice\tabcellsep 93\tabcellsep 108\tabcellsep 46.27\tabcellsep 53.73\\
Culture\tabcellsep 153\tabcellsep 48\tabcellsep 76.11\tabcellsep 23.89\\
Lack of support from husband/family\tabcellsep 126\tabcellsep 75\tabcellsep 62.69\tabcellsep 37.31\end{longtable} \par
 
\caption{\label{tab_2}Table 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{4} \par 
\begin{longtable}{P{0.85\textwidth}}
Year 2015\\
Volume XV Issue IV Version I\\
( )\\
Business Research\end{longtable} \par
  {\small\itshape [Note: A]} 
\caption{\label{tab_3}Table 4 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5} \par 
\begin{longtable}{P{0.3541666666666667\textwidth}P{0.025297619047619044\textwidth}P{0.16359126984126984\textwidth}P{0.10793650793650793\textwidth}P{0.10119047619047618\textwidth}P{0.0978174603174603\textwidth}}
Mechanisms to enhance women participation\tabcellsep \tabcellsep \multicolumn{4}{l}{Presence of mechanisms in the organization}\\
in management\tabcellsep Never\tabcellsep Rarely (\%)\tabcellsep Medium (\%)\tabcellsep Strongly (\%)\tabcellsep Very strongly\\
\tabcellsep (\%)\tabcellsep \tabcellsep \tabcellsep \tabcellsep (\%)\\
Equal information sharing\tabcellsep \tabcellsep 5(2.5)\tabcellsep 108(53.7)\tabcellsep 67(33.3)\tabcellsep 21(10.4)\\
Having feedback on actions taken\tabcellsep \tabcellsep 20(10.0)\tabcellsep 69(34.3)\tabcellsep 104(51.7)\tabcellsep 8(4.0)\\
Knowledge development and training to women\tabcellsep \tabcellsep 33(16.4)\tabcellsep 111(55.2)\tabcellsep 41(20.4)\tabcellsep 16(8.0)\\
Reward and recognition\tabcellsep 5(2.5)\tabcellsep 51(25.4)\tabcellsep 129(64.2)\tabcellsep 8(4.0)\tabcellsep 8(4.0)\\
Team working\tabcellsep \tabcellsep 8(4.0)\tabcellsep 104(51.7)\tabcellsep 73(36.3)\tabcellsep 16(8.0)\\
Power sharing to women\tabcellsep \tabcellsep 43(21.4)\tabcellsep 121(60.2)\tabcellsep 22(10.9)\tabcellsep 15(7.5)\end{longtable} \par
 
\caption{\label{tab_4}Table 5 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{6} \par 
\begin{longtable}{P{0.33002257336343116\textwidth}P{0.03837471783295711\textwidth}P{0.09401805869074492\textwidth}P{0.15349887133182843\textwidth}P{0.12855530474040633\textwidth}P{0.053724604966139955\textwidth}P{0.0518058690744921\textwidth}}
Strategies to ensure women\tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Level of agreement}\tabcellsep \tabcellsep \\
participation in management\tabcellsep Disagree (\%)\tabcellsep Neutral\tabcellsep Agree (\%)\tabcellsep Strongly\tabcellsep mean\tabcellsep S.D\\
\tabcellsep \tabcellsep (\%)\tabcellsep \tabcellsep agree (\%)\tabcellsep \tabcellsep \\
Recruitment\tabcellsep \tabcellsep 36(17.9)\tabcellsep 134(66.7)\tabcellsep 31(15.4)\tabcellsep 3.97\tabcellsep 0.58\\
Division of labor\tabcellsep \tabcellsep 41(20.4)\tabcellsep 114(56.7)\tabcellsep 46(22.9)\tabcellsep 4.02\tabcellsep 0.66\\
Representation in committee\tabcellsep 13(6.5)\tabcellsep 34(16.9)\tabcellsep 101(50.2)\tabcellsep 53(26.4)\tabcellsep 3.96\tabcellsep 0.83\\
Facilities \& initiatives\tabcellsep \tabcellsep 6(3.0)\tabcellsep 116(57.7)\tabcellsep 79(39.3)\tabcellsep 4.36\tabcellsep 0.54\\
Training \& capacity building\tabcellsep \tabcellsep \tabcellsep 59(29.4)\tabcellsep 142(70.6)\tabcellsep 4.71\tabcellsep 0.46\\
Group Work\tabcellsep \tabcellsep 53(26.4)\tabcellsep 92(45.8)\tabcellsep 56(27.9)\tabcellsep 4.01\tabcellsep 0.74\end{longtable} \par
 
\caption{\label{tab_5}Table 6 :}\end{figure}
 			\footnote{© 2015 Global Journals Inc. (US) 1} 			\footnote{© 2015 Global Journals Inc. (US)} 		 		\backmatter   			 
\subsection[{Acknowledgement}]{Acknowledgement}\par
I am indebted to many people in writing this thesis.\par
First and foremost I would like to express my heartfelt thanks to Almighty for giving me a sound mind and support in skillful handling of this study.My sincerest gratitude and appreciation go to my advisor Professor KK Kaushik and my co-advisor Chalchissa Amantie for their assistance, guidance and encouragement during this study.\par
I deeply appreciate the co-operation of my wife Wazira and my sons Tokkumma and Gechane.My friend Garemawu has kindly offered his guidance and statistical support in the completion of this work. Last but not least all staff of Rift Valley University College Jimma Campus and my friends in and out of Jimma I give my hearty thanks. 			  			  				\begin{bibitemlist}{1}
\bibitem[Federal Negarit Gezeta]{b17}\label{b17} 	 		\textit{},  		 			Federal Negarit Gezeta 		.  		Addis Ababa.  	 
\bibitem[Shanmugam et al. ()]{b34}\label{b34} 	 		\textit{},  		 			Menaha Shanmugam 		,  		 			R D G Amaratunga 		,  		 			R Haigh 		.  		1998.  	 	 (Employability of Women in Educational Sector: A Study on their Leadership Role) 
\bibitem[Zulu ()]{b8}\label{b8} 	 		\textit{A Comparative Study of Women in Management in Higher Education in South Africa and the United Kingdom},  		 			Constance B Zulu 		.  		2007.  		 			University of South Africa 		 	 
\bibitem[March et al. ()]{b31}\label{b31} 	 		\textit{A Guide to Gender Analysis Frameworks},  		 			C March 		,  		 			I Smyth 		,  		 			M Mukhopadhyay 		.  		1999. Oxfam Print Unit.  	 
\bibitem[Wollstonecraft ()]{b48}\label{b48} 	 		\textit{A Vindication of the Rights of Women with Structures on Political and Moral Subjects},  		 			M Wollstonecraft 		.  		1972. Boston, MA, USA: Peter Edges.  	 
\bibitem[Fdre ()]{b16}\label{b16} 	 		‘Addis Ababa 20. FDRE. 1995. Constitution 21. Federal Civil Service Commission’.  		 			Fdre 		.  	 	 		\textit{Cultural Policy},  				 (Addis Ababa)  		1997. 2004. Artistic Printing Press.  	 
\bibitem[Saito ()]{b39}\label{b39} 	 		\textit{Agricultural Extension for Women Farmers},  		 			Saito 		.  		1990. Washington DC: World Bank.  	 	 (World Bank Discussion Paper) 
\bibitem[Bpfa ()]{b4}\label{b4} 	 		\textit{Beijing Plat Form for Action},  		 			Bpfa 		.  		1995. Beijing.  	 
\bibitem[Convention on Elimination of all Forms of Discriminations against Women, 1979. 11. CSA ()]{b9}\label{b9} 	 		\textit{Convention on Elimination of all Forms of Discriminations against Women, 1979. 11. CSA},  		2004. Addis Ababa.  		 			Central Statistical Agency 		 	 	 (Urban Bi Annual Employment Unemployment Survey) 
\bibitem[Fdre ()]{b15}\label{b15} 	 		\textit{Education and Training policy},  		 			Fdre 		.  		1994. Addis Ababa.  	 
\bibitem[Miller ()]{b24}\label{b24} 	 		\textit{Gender and Leadership, Leadership and Gender, a Journey through the Landscape of Theories},  		 			Joanne C Miller 		.  		2002.  	 
\bibitem[Gender Inequality and Women's Empowerment ()]{b14}\label{b14} 	 		\textit{Gender Inequality and Women's Empowerment},  		2008. Addis Ababa.  	 	 (Ethiopian Society of Population Studies) 
\bibitem[Asiyo ()]{b38}\label{b38} 	 		\textit{Gender Issues and the Legislative Procedure in Kenya, Women and Law in Kenya, Perspective and Emerging Issues},  		 			Phoebe M Asiyo 		.  		1989.  	 
\bibitem[Gender Sensitivity (module 5) UNESCO ()]{b44}\label{b44} 	 		‘Gender Sensitivity (module 5)’.  	 	 		\textit{UNESCO}  		2000.  	 
\bibitem[
			ErnestS
		 ()]{b13}\label{b13} 	 		\textit{Gender, Power and Leadership: Perspectives from Figurational Sociology},  		 			ErnestS 		.  		 \url{http:www.rosadoc.be/site/rosa/English/pdf/Athuna/Ernest.pdf}  		2003.  	 
\bibitem[Beckely ()]{b3}\label{b3} 	 		\textit{Girl's Achievement in Education},  		 			S Beckely 		.  		1990.  		 			Research Study Conducted for University Research Bureau USL 		 	 
\bibitem[Jenny Hoobler et al, 2011. Women's Underrepresentation in Upper Management New Insight in Persistent Problem ()]{b22}\label{b22} 	 		‘Jenny Hoobler et al, 2011. Women's Underrepresentation in Upper Management’.  	 	 		\textit{New Insight in Persistent Problem},  				 (Geneva)  		1979. 27.  		 			International Labour Organization 		 	 	 (Yearbook of Labour Statistics) 
\bibitem[Jimma Zone Administration Office Workers Statistics ()]{b23}\label{b23} 	 		‘Jimma Zone Administration Office’.  	 	 		\textit{Workers Statistics},  				2012.  	 
\bibitem[Klien ()]{b28}\label{b28} 	 		‘Leadership Education: the Impact of Managerial Level and Gender on Learning’.  		 			Klien 		.  	 	 		\textit{Journal of Managerial Psychology}  		1996.  	 
\bibitem[Collinson and Hearn ()]{b7}\label{b7} 	 		‘Men as Managers, Managers as Men’.  		 			D Collinson 		,  		 			J Hearn 		.  	 	 		\textit{Critical Perspectives on Men, Masculinities and Management}  		1996.  	 
\bibitem[Baily ()]{b1}\label{b1} 	 		\textit{Methods of Social Research},  		 			D Baily 		.  		1994. Maxwell Macmillan, Canada, Toronto.  	 
\bibitem[Tge ()]{b43}\label{b43} 	 		\textit{National Population Policy. Office of the Prime Minister},  		 			Tge 		.  		1993. Addis Ababa.  	 
\bibitem[Livingstone ()]{b30}\label{b30} 	 		\textit{No Room at the Top: Underrepresentation and Underemployment of Highly Qualified Women and Minorities},  		 			D Livingstone 		.  		2004.  	 
\bibitem[Neidhert and Carlin ()]{b36}\label{b36} 	 		\textit{Pathways, Incentives and Barriers for Women Aspiring Principal ship in Australia Catholic School},  		 			H Neidhert 		,  		 			P Carlin 		.  		2003.  	 
\bibitem[Almaz ()]{b0}\label{b0} 	 		\textit{Perspectives on Gender and Development. Institute of Ethiopian Studies},  		 			E Almaz 		.  		1991. Addis Ababa University.  	 
\bibitem[Csa ()]{b10}\label{b10} 	 		\textit{Population Census, Central Statistical Agency},  		 			Csa 		.  		2007. Addis Ababa.  	 
\bibitem[Osumbah and Amondi ()]{b37}\label{b37} 	 		\textit{Representation of Women in top Educational Management and Leadership Positions in Kenya},  		 			B Osumbah 		,  		 			Amondi 		.  		2010.  	 
\bibitem[Kanter ()]{b25}\label{b25} 	 		‘Some Effects of Proportions on Group Life Skewed, Sex Ratio and Responses to Token Women’.  		 			Kanter 		.  	 	 		\textit{Journal of Psychology}  		1997.  	 
\bibitem[Khalil ()]{b27}\label{b27} 	 		‘Strategies for Sustained Advancement of Women in Rural Areas’.  		 			A Khalil 		.  	 	 		\textit{Journal of Rural Decentralization}  		1994.  	 
\bibitem[Igad ()]{b21}\label{b21} 	 		\textit{Strategy on Women's Participation and Representation in Decision Making},  		 			Igad 		.  		2010.  	 
\bibitem[Davidson ()]{b11}\label{b11} 	 		\textit{Stress and the Women Manager},  		 			M Davidson 		,  		 			C 		,  		 			Cooper 		.  		1983. Martin Robertson, Oxford.  	 
\bibitem[Sandler ()]{b40}\label{b40} 	 		‘The Campus Climate Revisited: Chilly for Women Faculty Administration and Graduate Students in Australia’.  		 			B R Sandler 		.  	 	 		\textit{Journal of Public Administration and Management}  		1993.  	 
\bibitem[Suhashni Datta and Sandhu ()]{b42}\label{b42} 	 		\textit{The Civic and Political Participation of the Nairobi Female Elites in Kenya},  		 			Suhashni Datta 		,  		 			Sandhu 		.  		1979.  		 			University of Nairobi 		 	 	 (PHD Thesis) 
\bibitem[Mukuria ()]{b35}\label{b35} 	 		\textit{The Context of Women's Health: Results from the Demographic and Health Surveys},  		 			A Mukuria 		.  		2005. 1994-2001.  	 
\bibitem[Babbles ()]{b12}\label{b12} 	 		\textit{The Practice of Social Research},  		 			Earl Babbles 		.  		1989. Belmont: Wadsworth Publishing Company.  	 
\bibitem[The Role of Women in Economic Development, Paper Presented for African Heads of States ()]{b29}\label{b29} 	 		\textit{The Role of Women in Economic Development, Paper Presented for African Heads of States},  		1980. Lagos.  	 	 (Lagos plan of action) 
\bibitem[The State of World Population. The Promise of Equality: Gender Equity, Reproductive Health and the Millennium Development Goals UNFPA 2005]{b45}\label{b45} 	 		‘The State of World Population. The Promise of Equality: Gender Equity, Reproductive Health and the Millennium Development Goals’.  	 	 		\textit{UNFPA 2005},  				 	 
\bibitem[Hecht Elizabeth Dorothe ()]{b18}\label{b18} 	 		\textit{The Voluntary Associations and the Social Status of Harari Women in Eastern Ethiopia},  		 			Hecht Elizabeth Dorothe 		.  		1980.  		 			Institute of African Studies 		 	 
\bibitem[Heregewoin and Emebet ()]{b19}\label{b19} 	 		\textit{Towards Gender Equality in Ethiopia. A Profile of Gender Relations. Swedish International Development Cooperation Agency},  		 			C Heregewoin 		,  		 			M Emebet 		.  		2003.  	 
\bibitem[United Nations Training Manuals on Policy Development for increasing the Role of Women in Management ()]{b46}\label{b46} 	 		\textit{United Nations Training Manuals on Policy Development for increasing the Role of Women in Management},  		1987.  	 
\bibitem[Valerie et al. ()]{b47}\label{b47} 	 		 			E L Valerie 		,  		 			Gwen Walters 		,  		 			Mason 		.  		\textit{Women in top Management in Africa: the Sierra Leone case},  				1994.  	 
\bibitem[Hirut ()]{b20}\label{b20} 	 		\textit{Violence Against Women in Ethiopia: A Strong Case of Civil Society Concern in Ethiopia. Reflections on Realities and Perspectives of Hope. African-Asian Studies Promotion Association},  		 			T Hirut 		.  		2004.  	 
\bibitem[Priscilla ()]{b26}\label{b26} 	 		‘Women in Community Participation’.  		 			Kariuk Priscilla 		.  	 	 		\textit{Report for Kenya Government Secretariat UN decade for Women Conference},  				1995.  	 
\bibitem[Ramazan ()]{b41}\label{b41} 	 		\textit{Women in Management},  		 			Sheila Ramazan 		.  		2010.  		 			Lulea University of Technology 		 	 
\bibitem[Cansu Akpiner ()]{b5}\label{b5} 	 		\textit{Women in Management Research: Theoretical Perspectives},  		 			Sposito Cansu Akpiner 		.  		2013. Lyon.  		 			University of Jean Moulin 		 	 
\bibitem[Beatrex and Mensah ()]{b2}\label{b2} 	 		\textit{Women in Politics and Public Life in Ghana},  		 			Allah Beatrex 		,  		 			Mensah 		.  		2005. Fredric Ebert Sifting.  	 
\bibitem[Marshall ()]{b33}\label{b33} 	 		\textit{Women Manager: Travelers in a Male World},  		 			J Marshall 		.  		1984. New York: John Wiley and Sons. Chicuster.  	 
\bibitem[Masons ()]{b32}\label{b32} 	 		\textit{Women's in Management and Decision Making Positions in Freetown. A Research Study Conducted by the Women Unit},  		 			Masons 		.  		1991. Institute of Public Administration and Management.  	 
\bibitem[Chelchissa and Emnet ()]{b6}\label{b6} 	 		‘Women's Involvement as an Effective Management Tool in Decision Making in Oromia Region's Public Organization’.  		 			A Chelchissa 		,  		 			N Emnet 		.  	 	 		\textit{Basic Research Journal of Business Management and Accounting}  		2013.  	 
\end{bibitemlist}
 			 		 	 
\end{document}
