... G eneration Y (and Generation Z) Working Together WHAT MATTERS AND HOW THEY LEARN? h ow different are they? fact and fiction Executive Office, Talent Management Team United Nations Joint Staff Pension Fund New York Secretariat Headquarters Overcoming Generational Gap in the Workplace Rational for Introducing the Generational Communication Gap into the Workplace Casey Carlson!& Deloitte & Touche Study ! Fundamental Questions! Where does your personal view fall in the following generational change spectrum? Level 5: “The generation of people in the top boxes is the only one that matters…the rest just need to grow up or shut up.” Level 3: “The generational change is an emerging issue within our organization but we haven’t done much about it.” Level 2: “We view generational change as an emerging opportunity.” Level 1: “We’re actively changing the work culture to harness! the power of generational change.” Differences in Opinion and Attitude “This generational stuff is just socially acceptable stereotyping…politically correct rationale offered for immature behavior” “When is someone going to ask me what I need?” “Doesn’t everyone want the same thing anyway?” “Even if this generational stuff were true, this is still planet earth and we know how our business needs to be run for it to be a success” “Can we go back to work now? These kids will either get with the program or they’ll leave just like they always have” “I don’t get it! My managers are...
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...A Facilitator's Conundrum: Facilitating in a Multi-generational Learning Environment Michele Hickman Sullivan University Managing Organizational Conflict CMM521X Dr. Susan Raines May 7, 2014 A Facilitator's Conundrum: Facilitating in a Multi-generational Learning Environment Introduction Learning and development are essential tools in talent management for the American workforce. The ability to learn and grow helps an organization recruit and retain top talent, as well as grow existing talent. These learning opportunities are presented to various individuals at various times. When new talent is hired, individuals with a variety knowledge, skills, and experiences are pulled together in one learning environment, a classroom, to learn the essential tasks required to perform their new role. These individuals are guided on their learning path by a facilitator. The facilitator’s role is to ensure knowledge transfer occurs to each individual in their classroom audience while maintaining an environment conducive to learning. Today’s classroom audience makes this responsibility even more challenging. The facilitator not only has to find the common denominator in knowledge, skills, and experiences; he/she also has to deliver the content simultaneously to a multi-generational audience. An audience with participants who has only heard of a typewriter or seen one in “historical” pictures to others who remember the major family purchase of a colored television and each...
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...Generational Comparisons and Contrasts Chart by, Anne K. Robey-Graham, Ed.D. Birth dates Size (in 2005) Defining ideas Style Childrearing Significant goal Boomers 1948 – 1961 ~78 million Individuality Self-absorbed Permissive child Personal growth Gen X’ers 1962 – 1979 ~46 million Cynicism Entrepreneur Private child Self-reliance Millennials 1980 – 1999 ~70 million Entitlement Confident achiever Pampered child Being happy and safe Generational attitudes that may surface in multigenerational classrooms: Boomers Gen X’ers Millennials Generational experience brought into the classroom: Academic K-12 Overcrowded Smaller classrooms; Self-esteem curriculum; experiences classrooms; had to introduction of new focus on standardized test compete to be heard; technologies; more scores; entitled to good worked in groups individual focus and grades; want to feel special; creative projects everyone gets rewards Experience with Strong nuclear family; High rates of divorce; Believe key to happiness is family in many families “latchkey kids” came in close family relationships, mother was home; home from school alone although 50% came from played with because both parents divorced families; close neighborhood children; worked or lived in single relationships to their parents, when teens rebelled parent family; step viewed as “partners”; Soccer against parents and families and living in two Moms; highly structured social structures places; spent more time activities such as sports, alone than...
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...commercial influence and the benefits given to them by personal affluence, are deployed in ways which will give them the best chance of fulfilled, productive and happy lives. Key challenges include: * Development of family members involved in the business and preparing them for future leadership if appropriate * Educating the next generation to be responsible owners of the business * Encouraging them to be responsible with wealth * Developing a cohesive team in the next generation which can work together to arrive at consensus, allowing continued business success and family harmony. Challenges facing the next generation The next generation often have a tough act to follow. This, coupled with the normal challenges of family life, presents a particularly demanding set of challenges, including: * Increased choices - not all will want to join the business straight from study, if at all * The pressure of living up to expectations * Sibling rivalry * Knowing how to connect with the business if they are not directly involved * Changing lifestyles - children in family Businesses are often raised in a culture of wealth and entitlement * Loneliness and/or a lack of peers within the business. Negotiating such challenges successfully and supporting and preparing the next generation is key to enabling them to unlock their full potential and allow smooth transition of the family Business from one generation to the next. Trans-generational entrepreneurship...
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...organization; structure integrates the goals and mission of the organization, size, technology, and the environment. The goal, mission, and size of the organization determine the structure of the organization (Sullivan, 2013). The structure of the organization directs leadership roles, communications amongst staffs and clients. In this paper I will discuss my organization’s structure and how it creates an environment of support for client-centered care, the use of information systems, communication methods, and a decision making-ability with culture and organizational structure. I will also discuss the issues of power and control as well as organizational leadership, care delivery system, and how the generational differences influence my organization culture. The Influence of Generational Differences Currently, I am employed at Daughters of Israel Rehabilitation Center and Nursing Home, this facility is a sub-acute and long-term care facility. The framework for this facility organizational structure is functional structure. According to Sullivan (2010), in the functional structure, employees are grouped in the department by specialty with similar tasks being performed by the same group. In a functional structure, all nursing tasks fall under nursing services; the same is true for other functional areas. Our facility has administration, non- nursing or medical personnel’s, and then departments: nursing, rehabilitation, social services, dietary, housekeeping, maintenance, etc. All...
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...those who follow a leader on a deep personal and emotional level. The ability to lead is an enviable skill that some are born with and some acquire and fine tune through the span of a life time. Simply because a persona is a leader, does that make them a worthy manager? What really identifies a person as a leader? There is an overwhelming amount of information available on the topic of leadership. Although leadership is a learnable skill, it takes practice to continue learning and growing in one’s role. Leaders can have both a positive and negative impact on those who are following, “an implicit lesson for leaders is the value of being conscious of what influence tactics one uses and what effects are typically associated with each tactic. … Leaders should pay attention not only to the actual influence tactics they use but also to why they believe such method is called for.” (Hughes, Richard, & Curphy, 2012) The influence that a leader can have on another is that of power. It is the potential to influence the behaviors used by one person to modify the attitudes, behaviors and possibly even beliefs of another. Being a leader sometimes requires one to step up and be courageous in making decisions, “leaders face dilemmas that require choices between competing sets of values and priorities and the best leaders recognize and face them with a commitment to doing what is right, not just what is expedient.” (Hughes, Richard, & Curphy, 2012) Every type of organization that is...
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...Understanding Generational Differences Understand Generational Differences For the first time in history, four generations are working side by side. Different values, experiences, styles, and activities create misunderstandings and frustrations By the year 2014, 70 million Baby Boomer (including many teachers and school leaders) will entire retirement in large numbers Generation X, a generation with different sensibilities and priorities than Boomers, will assume positions of leadership in schools and districts The Generational Divide (U.S. Population) Traditionalists Baby Boomers Generation X Generation Y/Millennials Born 1925-1945 50 million GWAEA 6% (28) Born 1946-1964 80 million GWAEA 70% (341) Born 1965-1980 46 million GWAEA 22% (110) Born 1981-2006 76 million GWAEA 2% (9) Traditionalists (61+) Influences Great Characteristics Patriotic Depression Roaring 20’s WWI and II Korean War GI Bill loyal “waste not want not” Faith in institutions— one company career Military influenced top down approach KEY WORD: LOYAL Traditionalists (61+) Value Logic and Discipline Like Change to Build a Legacy Don’t Want Baby Boomers (42-60) Influences Suburbia TV Characteristics Idealistic Watergate Protests, Human Rights Movement Drugs & Rock ‘n Roll Vietnam, COMPETITIVE Question Authority KEY WORD: Optimist Baby Boomers (42-60) “Me” Generation Title, Recognition Money...
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...prison pipeline. This is one of the many challenges and stigmas that minority youth are encountered with on a daily basis. In a racially stratified society, there are certain ideas, racial stereotypes and norms that affect our meaning making and decision-making. These biases are roots in our subconscious behaviors, our implicit reactions to individuals based upon latent, involuntary preconceptions (Morris, 2012). Schools have low expectations for low income students and students of color (Fiester, 2010). Minority youth predominately live in impoverished neighborhoods and attend underprivileged schools. Unless, their families are college educated; many minorities face generational poverty. Generational poverty is defined as a family having lived in poverty for at least two generations. Children who face generational poverty lack adequate resources such as: food, clothing, shelter, transportation, higher education, and adequate funds....
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...Generational Diversity in the Workplace Managerial Communications 10/14/2011 Today, the workplace environment is comprised of people, both males and females from all different cultures and generations. For the first time in U.S. history there are four different generations out in the workforce. A generation can be defined as a group of individuals born within a term years having similar ideas, goals, attitudes and experiences. It can also be defined as the average period between the birth of parents and the birth of their children. Resources differ as to when some generations start and end; a generation is usually around 20 years long. generational differences are based on broad variations in values that develop based on the contrasting environment and social dynamics each generation experiences as they come of age. In the workplace, these differences seem to be generating clashes around work-life balance, employee loyalty, authority, and other important issues.Generational differences are based on broad variations in values that develop based on the contrasting environment and social dynamics each generation experiences as they come of age. In the workplace, these differences seem to be generating clashes around work-life balance, employee loyalty, authority, interpersonal relationships and other important issues (Notter, 2007). Sometimes contradictions and problems arise when identifying the characteristics of a generation. Some studies in the 1980’s described...
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...Buciuc Glion Institute of Higher Education September 14, 2014 Why Is the Scholarly Style So Different? This work paper has the main purpose to analyze an academic article on a management topic and identify the way the author represents its ideas in a scholarly style. The chosen article is “Understanding and Managing the Generational Differences in the Workplace” written by Kapoor C. and Solomon N and published in Worldwide Hospitality and Tourism Themes journal in 2011. In order to complete the analysis, the work paper resume the article and its findings, identify its value and main purpose and analyses its writing manner from the point of view of the scholarly style requirements, in comparison with other writing styles. Summary and Findings In “Understanding and Managing the Generational Differences in the Workplace” article Kapoor and Solomon (2011) treat one of the most sensitive issues of today managers: how to understand, treat and motivate their employees in order to maximize their productivity. In doing so, the authors of the paper advise the managers to pay attention to the individuality of their employees starting from the generational differences. They identify four different generations in most of the demographic structures of the companies today: Traditionalists, Baby Boomers, Generation X and Generation Y. Simon (as cited by Kapoor & Simon, 2011) states that “every generation is influenced by the economic, political and social events of its time” (p....
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...AND GENERATION Y By Nortini Isahak Table of Contents Page Introduction 2 1.0 Work Behavior Characteristic between Baby boomers, Generation X and Generation Y 1.1 Baby Boomers 3 1.2 Generation X 4 1.3 Generation Y 5 2.0 The Challenge 2.1 Characteristics of each generation 6 2.2 Perception of other generations 7 3.0 Leadership Styles for Different Generational Groups 9 4.0 Recommendation 11 Conclusion 13 References 14 ABSTRACT Generation Y (born 1981 and 2000) is young worker, Generation X (born 1965-1980) is middle generation and Baby Boomers (Born 1946-1964) is older employers. Usually young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don’t like ambivalence. It is important organization to take time and build the trusting relationship where each generation brings ahead their potentials and works towards the organization goal. The leaders should recognize the different work characteristics between generational groups and apply leadership styles that will positively contribute to employee motivation. As a result, due to the shifting nature of the job/task itself and the changing nature of subordinate characteristics and behavior. Leadership styles have also had to make changes. Accordingly, a task-oriented leadership style is more acceptable to Baby boomers but Generation X and Generation Y prefer to be managed under a relationship-oriented...
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...Introduction Persons that are born between 1980 and 1994 are classified as generation Y. They are latest members to join a multigenerational workforce, in fact they are the newest and the last members of the workforce. “Generation Y are likely to have high expectations of personal and financial success, feel that hard work pays off, and have a get-it-done result-producing attitude” (Breaux 2003,p52). Managers all over the world have been struggling with the challenge of attracting, managing and retaining Gen Y workers. Gen Y have different values and expectation of the companies they for compared to previous generations. Companies must learn how to manage Generation Y workers and cater to their needs if they want to retain Gen Y works. "Generation Y'ers are like X'ers on steroids. They are the most high-maintenance generation to ever enter the work force" (Breaux 2009,p95). As Gen Y has already started to enter the work force companies cannot afford to ignore the wants and need of Gen Y. Gen Y is just as big in numbers and will keep entering into the workforce at a rapid rate. The companies that don’t figure out how to attract and retain the growing Gen Y workers are likely to find themselves at a distinct disadvantage. After all, Generation Y is the next generation of workers who will ultimately be managing companies and determine if businesses succeed or fail. Article one “Understanding and managing generation differences in the workplace” Database: Emerald Group...
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...Case – Xerox Issue: Four generation which currently appears in U.S. workforce, interact very little. Question 1 Communities of practice, which tend to be technology-based can bridge the generation gap and allow knowledge sharing between the generations of employees at Xerox. This gap can be filled by thinking about why people learn and allow knowledge sharing? Does learning happen to improve job performance only or organizational commitment? Another problem that Xerox employees need to work on to bridge this gap and allow knowledge sharing is to think about faulty perceptions. Because faulty perceptions increase the gap between generations therefore it does not allow knowledge sharing. Other than faulty perceptions, decision making problems include limited information, stereotypes, faulty attributions and escalation of commitment. A few examples of communities of practice that can be used to bridge the generation gap is to use: • Online programs • Knowledge sharing workshops • Setting up meetings once or twice a month between generations of employees at Xerox so they can interact even after they move on to a different project. The most important way to bridge the generation gap and allow knowledge sharing is to create something called “Transfer of training”. (Coloquitt, Lepine & Wesson, 2009, p. 281). “Transfer of training occurs when the knowledge, skills, and behaviors used on the job are maintained by the learner once training ends and generalized to the workplace...
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...overwhelming for all individuals involved. This research will attempt to discover the best way for each generation to successfully co-exist, utilizing practical and specialized forms of communication. References Fairhurst, D. (2008). Generations learn from each other. Human Resources, 17. Retrieved from http://search.proquest.com/docview/228192463?accountid=158586 Federer, D. P. (2012). Communicating across generations. On Wall Street, 22(12), 46. Retrieved from http://search.proquest.com/docview/1221263983?accountid=158586 Foster, J. (2009). How the generation gap: Can hurt your business. Agency Sales, 39(10), 16-19. Retrieved from http://search.proquest.com/docview/211008175?accountid=158586 Gleeson, P. B. (2007). Understanding generational competence related to professionalism: Misunderstandings that lead to a perception of unprofessional behavior. Journal of Physical Therapy Education, 21(3), 23-28. Retrieved from http://search.proquest.com/docview/217084022?accountid=158586...
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...Generational Differences in the Workplace Composition II—Eng 102 Generational Differences in the Workplace The workplace of today involves interactions among people from four different generations often causing much conflict for leaders and organizations. Each generation represented has its own set of different values and beliefs. These differences can easily lead to conflicting barriers within the workplace. This can pose a significant problem for those in leadership. In order to combat this issue, leaders and organizations can effectively deal with these issues by offering different programs such as executive mentoring, town hall meetings, and leadership seminars for those in leadership. The workplace of today is composed of the intermingling of four different generations all working together towards a common goal. This combination of interactions can often cause much conflict for leaders and create challenges for organizations. Warner and Sandberg (2010) states, “people from different generations and age groups have rather different attitudes, values, beliefs and motivations from one another. These differences can easily lead to misunderstanding, miscommunication and even outright conflict in the workplace.” This can ultimately lead to a loss of productivity amongst fellow employees. The key to success for any leader or organization is learning to effectively deal with these challenges. Leaders and organizations must understand these...
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