I.                   Literature Review The literature review of this paper has been divided into two parts, primary research and secondary research. The primary research will take into consideration the differences of gender attributes with regards to the decision making processes in an organization. This means that the primary research will constitute studies that will constitute previous works on gender differences in decision making, particularly with reference to managers and other executive level personnel in the organization. A similar consideration will be taken on the specific reactions of these managers on situations where their decisions will be crucial in the organization. The secondary research will take into consideration the general studies regarding gender differences in the organization. The secondary research will try to establish the assumption whether there is indeed a gap regarding the attribute gender in an organization.   A.   Primary Research The context in which dilemmas are dealt with in a company comprise mainly of ethical issues. When managers are subjected to such a situation, their assessment to specific elements such as their economic and financial obligations to the company and the moral obligations to the individuals surrounding the organization is involved. (Corriher and Kohut, 1994, 32) Other studies have indicated that the existence of dilemma in the decision making process of managers is triggered by the complex changes that took place on the subject of managerial problems. (Hunt, Jennings, and Munn, 1996, 425) This indicates that problems involving management has considerably changed and evolved as organizational processes developed.  Other studies regarding management have taken a turn to gender difference in carrying out decisions for the organization. This account of the literature has been triggered by the fact that a lot of appointment of female managers has been taking place in organizations. A recent study of Corman, Lussier, McKinley, and Sonfield (2001, p165), they took a gender-comparative report on the decision making of male and female managers. Their study took on the strategic decision making of these managers. Nonetheless, their findings indicated that there are no clear differences among male and female managers with regards to the "situational" aspect of their strategic decisions. (p169) The authors indicated that these situational elements refer to the attitude of the managers towards innovation as well as risk-taking on their individual strategies. They indicated that the earlier studies claiming that women are more risk-averse are rejected in this context. Moreover, Corman et al (2001) further claimed in their study that the male managers have the propensity to acquire a higher satisfaction rate with regards to the business performance of the organization, particularly in relation to the strategic decision that they have made in the process. Other than that, the authors have claimed that there is no other differences that have emerged in the strategic decision making process. However, other recent studies indicate that female managers may possibly acquire a "masculine" frame of mind when acquiring decisions especially when they are in a managerial position. The study of Sczesny (2003, 353) establishes this claim. Generally, the study claimed that female managers acquire a leadership role that seemingly defies the "prescriptive aspects of their gender norms. (p363) This means that the gender stereotypes are still present in the leadership role in organizations. It is not as much as there are differences in the context of male or female executives and managers, the Sczesny (2003) indicates that the masculine and feminine leadership differences are still present. This indicates that a masculine role in the context of leadership and decision making still is predominant, regardless of the gender of the manager. This is particularly true in a highly masculine organization. (Hofstede, 1984, in Herbig, 1994, p53) In this context, masculinity describes the level on which a society regards masculine roles and achievement. Moreover, this shows how gender is regarded in the said society. This shows that the major structures of the organization are dominated by male.   B.   Secondary Research In the working environment, several studies have indicated the differences among male and female part of the workforce. One example is given by the study of White (1999). His study tried to measure the level of ethical development of individuals with particular concern on gender. The study found out that female employees display a greater propensity to take more ethical courses of action as compared to their male counterparts. White (1999) indicated that there are specific consequences in having the said findings. One particular concern is that it has established that there is indeed a difference in the moral development in the context of gender. This difference consequently will reflect on the actual ethical behavior of the employees. However, some doubt is given in this claim considering the fact that the issue of ethics and ethical behavior is subjective. On a recent study of Oldenburg (2005) the findings indicated that the gender of an individual have a considerable effect on how his/her behavior is interpreted. The work of Oldenburg (2005) noted that behaviors in which the ethical behavior is debatable, it is more likely that an individual will take into consideration the gender of the person. Thus, the stereotypical standards of socially accepted behavior between males and females are apparent in this context.          II.                Conclusion The study has taken into consideration several studies relating to the differences in gender, particularly in the decision making and behavior of male and females. This has been triggered by the evolution of the organization to a more diverse one, especially with the context of those acquiring executive roles and decision making duties. The discussion regarding the differences in behavior lies greatly on the assumption that there is indeed an actual gap with regards to how male and female react to specific situations. The studies indicated above that women would be able to react in a more ethical manner when they are subject to an organizational dilemma. With regards to the strategic differences in the decision making process, particularly with references to situations involving an organizational dilemma, the arguments above has indicated that there is no apparent difference.