Most high-level positions in companies are filled by men even though the workforce in many developed countries is more than 50 per cent female. Companies should be required to allocate a certain percentage of these positions to women. To what extent do you agree?

Although
over fifty per cent of the manpower in many thriving states is woman, the maximum top-
level
duty in business is holding by male, a definite proportion of these roles should assign to the girl.
This
essay strongly agrees with that opinion because
girls
are outperforming boys in educational sectors and
women
can do an equal
level
of the job as
men
. The primary reason why a female should perform powerful duty in an enterprise is that
girls
are doing better in academic results than boys. How good someone in the educational sector is normally the deciding factor of getting the top graduate job for anyone. Even in male dominating subjects like medicine and laws woman have been doing well recently.
For example
,
girls
outperform boys in medicine for the
first
time in UK universities. Another reason why a female should offer a powerful role on the farm as a male is female can do the equal
level
of a job as a male.
Men
and
women
both can do the high-profile role because both have the same
level
of experience, knowledge, and education.
Furthermore
, in some analytical sectors
women
are ahead of
men
because they have strong analytics than
men
as a woman are doing well in the software industry better.
For instance
, in most companies where there are more
girls
on the management board, they are more dynamic enterprise than others. In conclusion,
although
the majority of manpower in a powerful position is male member, the association should come forward to offer an equal number of leading roles to
women
because
women
are doing well than
men
academically and they both can perform an equal
level
of duty.
Submitted by sharminshohada on

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Topic Vocabulary:
  • Gender diversity
  • Affirmative action
  • Meritocracy
  • Quotas
  • Glass ceiling
  • Legal enforcement
  • Tokenism
  • Voluntary measures
  • Career progression
  • Representation
  • Workforce parity
  • Backlash
  • Historical imbalances
  • Corporate governance
  • Inclusive practices
  • Boardroom dynamics
  • Gender norms
  • Unconscious bias
  • Regulatory frameworks
  • Corporate ladder
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