Social capital is the structure of individuals' contact networks -the pattern of interconnection among the various people with whom each person is tied. It constitutes a valuable resource. Relationships possessed by an individual can provide one with access to new information, resources and opportunities. Herminia Ibarra offers the following tips for women: when there are not enough women in your own company try to enlarge your network with female professionals from other companies. By having contacts with those "peers" you get a bigger overlap between your personal and professional network. Women can also strengthen their relationships with men through having lunch with them or finding other activities they can do together.
I in style I Women can break barriers through networking N etworking as a career management strategy is important as the burden of responsibility for one’s career has shifted from the organisation to the individual, with the notion of employability becoming one’s career goal. Moreover, more and more corporate, government and other organisations see building social capital as an organisational priority. Social capital is ‘the structure of individuals’ contact networks - the pattern of interconnection among the various people with whom each person is tied. It constitutes a valuable resource. Relationships possessed by an individual can provide one with access to new information, resources and opportunities. This information, resources, and opportunities, both within and outside one’s current firm, can result in direct enhancements of one’s career and the firm’s competitiveness. Well-connected employees contribute more to the bottom line because they know how to get on board quickly, get the job done, get the business, get behind organisational initiatives, get the most from conferences and meetings and get ahead. One of the topics that often arises in the corporate world is why the networks of men in the workplace are more “close” than the networks of 29 women. Networking is simply building relationships says Smith. Another expert, Boston University Professor, Kathy E Kram, defines networking as a proactive behaviour that helps develop one’s relationship constellation. Research conducted by Forret and Dougherty in 2001 [Forret, M. L. & Dougherty, T.W. (2001). Correlates of networking behaviour for managerial and professional employees. Group and Organisation Management, 26, 28, 283- 311.] suggests that some individuals are more likely to engage in networking behaviour than others. Utilising factor analysis, they identified five types of networking behaviour: maintaining contacts, socialising, engaging in professional activities, participating in image: iStock Photo community, and increasing internal visibility. So, is there a difference between men and women in networking? In a business magazine, Professor Herminia Ibarra at INSEAD - a wome
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