Free Essay

Cross-Generational Workplace

In: Business and Management

Submitted By solson1313
Words 1893
Pages 8
There is no question that diversity plays a huge role in the workplace. There are issues with different races and gender, but one that does not seem as talked about is the difference in age. What many do not realize is that assuming all ages work the same way can be detrimental for not only the manager but the worker and company as well. When different age groups are combined to work, without proper accommodation, intergenerational conflict will occur. This is why understanding the different generations, including their values, attitudes and beliefs is important so that this conflict can be avoided. Once the different generations are understood, there are a few things a manager can do to ensure that their team will be able to work effectively.

A Diverse Workplace; Creating Effective Cross-Generational Work Teams
Generation gaps within the workplace are common and can create serious problems. According to Gregg Hammill, “This is the first time in American history that we have had four different generations working side-by-side in the workplace”. To create an effective cross generational work team, one must first understand the conflict that occurs and why when they are all put together without accommodation. After that, it is important to separately analyze each generation and their values, beliefs, and how they work. It is at that point, that a manager can effectively put together a cross generational team together by understanding and accommodating for each generation.

Differences in Generations
As with any situation, when there are misunderstandings, conflict often arises. When talking about different generations working together in the workplace, conflict can very easily occur. This is known as intergenerational conflict and it occurs because of the differences in cultural, social, or economic beliefs and values. According to Wayne Cascio (2015), “Intergenerational conflict is based on 3 things; work ethic, organizational hierarchy, and managing change”(p.131). All three of these things make a lot of sense because all generations do not believe in the same kinds of work ethic or hierarchy of authority. This is why it is important to individually analyze each generation that is currently in the workplace.

The Silent Generation The Silent Generation is currently the oldest group of workers in the workplace. They were born between 1925 and 1945. This group of workers is very loyal and they are definitive believes in the structure of hierarchy (Carr-Ruffino, 2015, p.583). They are the workers who show up on time and care strongly about their jobs. Their work ethic is simple; they are there to work. According to Hammill (n.d.), they are hardworking, respect their authority, and have a “duty before fun” type of attitude. Due to their respect and high opinion of their job, a good way to help this generation independently is to “assign them work that they consider meaningful and that reflects their skills and expertise”( Carr-Ruffino, 2015, p.583). Since their skills are so valuable, making them mentors is also a great idea to help the younger generations. Baby-Boomers The next generation of workers are considered the Baby Boomers and they were born between 1946 and 1964. Unlike the Silent generation, the Baby Boomers question the status quo, are very competitive and follow a change of command (Carr-Ruffino, 2015, p.583). They take “going to work” to a whole new level because according to Hammill, they are workaholics. Baby Boomers also hold a lot of value to the younger generations. Wayne Cascio (2015) says that they, “bring years of management and leadership expertise that cannot easily be replaced (p.130). Due to the fact that this generation likes to have a bit more control, a manager can give them the ability to come up with new ideas as well as praise them when they are doing a good job (Carr-Ruffino, 2015, p.584). Generation X Generation X, born between 1965-1981, want to avoid the stress and burnout that comes with working. Unlike the Silent Generation, this generation believes in independence and self-command (Carr-Ruffino, 2015, p 583). For X’ers, “An effective mentoring relationship with them must be as hands-off as possible” (Thielfoldt, D., & Scheef, D. 2004). It is not a good idea to hover over someone in the X generation, whereas someone in the Silent or Baby Boom generation would be okay with it. Although they like independence, they want structure and direction and believe in eliminating the task (Hammill). To them, it might be more about getting the task done quickly, rather than overworking themselves.
The Millennials
According to Carr-Ruffino (2015, p.586), Generation Y is the largest generation to date. People in this generation were born between 1982 and 2002. They are also said to be one of the most diverse generations, which means even more differences in values, beliefs, and work attitudes. Carr-Ruffino also explains how this group of workers are very confident and realistic and are not against working with other people to get things done (p.587). A major part of this generation is their multitasking ability and the fact that they are very goal oriented (Hammill). There are some issues that come about with this generation though due to the environment they have been brought up in. “They have short attention spans, have a constant need for stimulation and have a blurring of lines between work and leisure time while on the job”, according to Wayne Cascio (2013, p.131). That is why giving them goals and keeping them busy is important to keep them successful. A good tip to help the millennials is to “let them know when they have done a good job and provide constructive feedback when they haven’t” (Carr-Ruffino, 2015, p.588).
Recommendations to Bring Them Together
One of the first recommendations to help create an effective cross-generational work team is to adjust communication methods. A Baby Boomer would prefer a face-to face meeting because they were not brought up in times of such advanced technology. A Generation X or Y an employee would be okay with communicating via email or telephone because they have grown up surrounded by such technological advances. A manager cannot assume that a Baby Boomer will even look at an email about a work memo because they may not even have an email. A manager must consider the differences in communication and make sure that each generation receives the kind of communication that works best for them.
A second recommendation is to analyze different incentives and how the different generations react to them. Generation Y believes in flexibility, so it might be a good idea to give them incentives that allows them to receive extra time off or work. Whereas, for a Silent Generation employee, they may be more responsive to incentives that are formal or publicly presented. A great incentive for an employee from this generation would be to take their photo and frame it where all the other employees can see it.
Another recommendation has to do with mentoring. Due to all the differences that generations can bring to the table, a great way to put them together would be to have the older generations mentor the younger ones, and vice versa. However, this has to be done in a way that suits each generation’s respect for hierarchy. An employee from the Silent generation may be less reluctant to learn from an employee from Generation X because of their belief in hierarchy. Although this may be challenging, it is important to do because each generation can teach the others important things. Generation X and Y can help the older generations by teaching them about technology and how to multi-task (“Cross-Generational Mentoring”, 2015). The Silent generation can teach employees in Generation Y how to stay focused at work because they tend to get distracted easily.
One last recommendation is to make sure that performance management is effective for al generations. Today, there is a lot more frequency in performance feedback. Some employer’s may even give performance reviews every week. For the Silent Generation, this is difficult to adapt to because they are used to either good or bad feedback less frequently (Buahene, 2013). Baby Boomers like to be a part of the process, so allowing them to be involved in the conversation about their performance will be most effective. Generation X and Y employees will expect performance evaluations more often (Buahene, 2013). According to Carr-Ruffino (2015, p.587), Generation Y has “been pumped up to believe they can achieve anything”, they often fear failure and may not expect negative feedback. To best approach them, a manager should highlight the positive things they have been doing and together create a plan to help them improve.
Basically, all of these recommendations come down to implementing a diversity training program. By getting a group of employees together, from all levels of the company, topics such as communication, technology, and generational differences can be discussed openly. Once objectives for the program have been made, than a workshop can be put together for the employees. During the workshop, presentations of information regarding age differences as well as participative activities can help employees understand the intergeneration conflict better and how to avoid it. Everyone can benefit from diversity training, from CEO to manager to their subordinates.
Understanding how different generations work is key to managing an effective cross-generational work team. All generations will bring different values and work ethics to the table, so without knowledge on how the individual generation works, managing all four generations effectively will never be achieved. Having knowledge about basic values and beliefs of the each generation will make it easier to manage them all effectively. Accomadating these generations will allow all workers to learn new ways of working which will not only benefit the company now, but in the future as well. According to Wloczewski, this is important because Generation Z is becoming of working age and although “not much is known of their working behavior yet”, being able to bridge the current generational gaps will help for when Generation Z is integrated into the work force (2014). Age diversity in the workplace can be an overwhelming thought, but if time is taken, managing a cross-generational work team will be easy and effective.

Buahene, A. (2013, April 4). Getting each generation to embrace performance management. Retrieved April 07, 2016, from
Carr-Ruffino, N. (2015). Managing Diversity. New York, NY: Pearson.
Cascio, W. (2015). Managing Human Resources: Productivity, Quality of Work Life, Profits (10th ed.). New York, NY: McGraw Hill Education.
Cross-Generational Mentoring. (2015, March 25). Retrieved March 28, 2016, from
Hammill, G. (n.d.). Mixing and Managing Four Generations of Employees. Retrieved March 28, 2016, from
Thielfoldt, D., & Scheef, D. (2004, August). Generation X and The Millennials: What You Need to Know About Mentoring the New Generations. Retrieved March 28, 2016, from
Wloczewski, C. (2014, July 28). Cross-Generational Mentoring - CreativeExecs. Retrieved March 28, 2016, from

Similar Documents

Premium Essay

Generational Differences in the Workplace

...Ambition, Altruism, Affiliation and Anxiety in the workplace: A review of generational differences in work attitudes. Madeleine Fogarty Melbourne University Abstract Popular books and articles claim that there are significant differences between the generations in attitudes to work. However, there are relatively few empirical studies that support this claim. This review examines the reasons for the dearth of empirical work, reports on the US and Australasian findings published in the past decade, and suggests a taxonomy of ambition, altruism, affiliation and anxiety to synthesise the diversity of previous research and reach a coherent conclusion: all are on the rise for Gen Y. Directions for future research and recommendations for organisations are discussed. News articles regularly demand that we pay attention to the different needs of the next generation and their attitudes towards work. Last week the Sydney Morning Herald claimed that “Generation Y . . . has high expectations of their employers, seek out new challenges, are not afraid to question authority, value teamwork, seek the affirmation of others, crave attention and want to be included and involved” (Zavos, 2010). Other stereotypes of Gen Y, including Myers & Sadaghiani (2010), pitch them as self-centred, unmotivated, disrespectful and disloyal. There have been many articles and books in “popular literature” that describe differences between the generations, including Strauss & Howe (1991),...

Words: 5105 - Pages: 21

Premium Essay

Generation Gap

...Southern Cross University ePublications@SCU Southern Cross Business School 2003 The generation gap and cultural influence: a Taiwan empirical investigation Huichun Yu Peter Miller Southern Cross University Publication details Post-print of: Yu, HC & Miller, P 2003, 'The generation gap and cultural influence: a Taiwan empirical investigation', Cross Cultural Management: An International Journal, vol.10, no. 3, pp. 23-41. Published version available from: ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact Post-print of: Yu, HC & Miller, P 2003, 'The generation gap and cultural influence: a Taiwan empirical investigation', Cross Cultural Management: An International Journal, vol.10, no. 3, pp. 23-41. The authors Hui-Chun, Yu is a DBA (Doctor of Business Administration) candidate in the Graduate College of Management of Southern Cross University, New South Wales, Australia. Dr Peter Miller is a senior lecturer in the School of Social and Workplace Development at Southern Cross University, New South Wales, Australia. Contact details: Southern Cross University Division of Business PO Box 42 Tweed Heads NSW 2485...

Words: 7345 - Pages: 30

Premium Essay

Sample Apa Guide

...ostensibly reflect the dominant values and job attitudes of their representative generations (p.119). This paper is a systematic discussion of three topics related to contemporary work cohorts: (a) the reality and specifics of the management issues associated with having a multigenerational employee base, (b) the profiles of each of the four generations that compose the workforce today, and (c) advice for company leadership on turning the diverse perspectives of a cross-generational workforce from challenge into advantage. The Significance of the Generational Gap at the Workplace The fact that the phrase “generational gap” is part of everyday vocabulary, suggest that the phrase denotes something real, which makes the theory appear prima facie true. Furthermore, in light of the amount of literature concerning the theory of contemporary work cohorts, it becomes easy to take the validity of the theory for granted. Some critics, however, argue that due to the theory’s limitations, which include lack of rigorous research on generational values, limited intercultural application, and the imprecision of the categories that tend to ignore individual...

Words: 3111 - Pages: 13

Premium Essay

Diversity in Nursing

...patients receiving nursing care, problems with the low minority population in nursing, and a summary of the generational aspect of diversity in nursing. Importance of Diversity in the Workplace Across the nation, as the diversity of the population persistently expands, it is paramount the nursing workforce mirrors this evolvement to “effectively meet patient care needs and ensure cultural competency” (Mason, Leavitt, & Chaffee, 2014, p. 378). One important reason for nurses to study the effect of diversity is to improve the community and help promote the need for social change. There is a connection between the absence of variation in the workplace and health inconsistencies. If more nurses were to work with the indigent and minority populations, this “improves access among underrepresented groups” and would help with the discrepancy in health care (Huston, 2014, p. 137). Competent transcultural nursing care impacts the quality of care a patient receives by understanding the client’s needs holistically. Clark (2014) states that humility or the ability to learn from others and having an open mind is needed to impact a diverse population. Influence of Diversity on Nursing Care Diversity can affect nursing care in many ways, such as the amount of minorities in the workplace, the age or gender of the nurses, or the location in the country. In order to deliver competent cross-cultural care to patients, nurses must be sensitive to beliefs and traditions to each person. Lack of......

Words: 1284 - Pages: 6

Premium Essay

Gen Y Rocks the Business World

...How is Generation Y Transforming the Workplace? (n.d.). Retrieved from konopaske, j. m. (n.d.). human resource management 12th edition. Managing generational differences has become an increasingly growing area. In today’s diverse and ever changing business environment, it is imperative to the areas of recruitment, retention and engagement for organizations to successfully communicate across generational boundaries. With an age gap of nearly 50 years between the oldest and youngest employees in some organizations, there is a broad range of perspectives, needs and attitudes floating around the office. Today’s workplace is most definitely a multi-generational one – and each generation has its own set of expectations, needs, values and working styles. Employers have to acknowledge the generational tensions their employees may be feeling. To get everyone working together, they need to understand the unique strengths and weaknesses of each generation and identify the points of friction among them. (Generation Y and the WorkForce, n.d.) Kevin Katigbak a Consultant in Toronto says “Generation Y isn’t necessarily dictating the pace of change in the office environments as so much as just the growing rate of change in business processes, expectations, technology and the re-evaluation of norms in the ever-evolving economy of ideas, information and products. The workplace trend that touches on all...

Words: 1231 - Pages: 5

Premium Essay

Designing Recruitment

... 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......

Words: 3443 - Pages: 14

Premium Essay

Effect of Culture on Communication

...counter-productive communication dilemmas. Two fundamental aspects of diversity will be discussed: Firstly, cultural differences are common throughout The Company and have proven to be an issue of emotional and economic importance. Five of Hofstede’s (1994) dimensions of culture can be used to explain the reluctance of employees from different countries to effortlessly integrate their personalities and ideas within The Company. Power distance, individualism, uncertainty avoidance, masculinity and long-term orientation will be analysed in terms of their affect on interpersonal communication between culturally diverse employees. Secondly, another feature of diversification within The Company is the range of conflicting generational profiles. A generational gap that has formed between employees and managers within the organisation is a further source of interpersonal communication issues that hinder organisational efficiency. This reflective essay will analyse my personal...

Words: 3237 - Pages: 13

Premium Essay

Generational Differences in the Workplace

...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......

Words: 2016 - Pages: 9

Free Essay

Managing Gen Y

...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 Publishing Limited Journal: Worldwide Hospitality and Tourism Themes, 2011, Vol.3(4), p.308-318 [Peer Reviewed Journal] Written by: Camille Kapoor Abstract: “ The modern workplace now consists of four different generations for the first time in history. Each generation, Traditionalists, Baby Boomers, Generation X and Generation Y, has been heavily influenced by the events of their time;...

Words: 4210 - Pages: 17

Premium Essay

Managing Generation Gap

...CSGB6101 Human Capital Management MANAGING GENERATIONAL DIFFERENCES IN THE WORKPLACE CASE STUDY OF FELDA Prepared by GROUP 3 : Name | Matrix No. | Phone. No. | E.Mail Address | Khadijah Mohamad Radzi | CGA130056 | 019-6795231 | | Nasira Banu Rahim Khan | CGA130106 | 019-3612038 | | Yu Kong Cing | CGA120010 | 012-6842818 | | Prepared for DR. MOHAMMAD NAZRI BIN MOHD. NOR Submission Date: 15 May 2014 Due Date: 19 May 2014 Word Count: 3859 Content | Page | 1.0 Executive Summary | 1 | 2.0 Background of Study | 2-6 | 3.0 Problem Statement | 6-8 | 4.0 Research Question | 8 | 5.0 Objectives of Study | 8 | 6.0 Literature Review | 8-9 | 7.0 Discussion | 9-12 | 8.0 Recommendation | 12-15 | 9.0 Conclusion | 15 | 10.0 References | 16 | 11.0 Appendix 1 – Organizational Chart | | 1.0 Executive Summary The purpose of this paper is to study the differences and similarities of four generations of FELDA workers and the implication of it to the organization’s competitiveness. FELDA has been chosen for the study because it is a unique organization involved widely in business as well as community development in 319 Felda Settlements. With a total employee of 3,990 people working locally and......

Words: 4130 - Pages: 17

Premium Essay

Leadership Style and Behavior Among Baby Boomers, Generation X and Generation Y

... 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 leadership style. Introduction The workplace has changed dramatically in recent years. Today’s workforce can be divided into three distinct groups of people. There are the Baby boomers (Born 1946 and 1964), Generation X (...

Words: 4093 - Pages: 17

Premium Essay


...I-PANG FU, M.ED. SMEAL COLLEGE OF BUSINESS PENNSYLVANIA STATE UNIVERSITY Favoritism is a controversial issue in many cultural settings. Related terms include nepotism and cronyism; all three are identified with misconduct in the merit-based business world. The flip side is ethics — the principles of conduct governing an individual or a group (MerriamWebster, 2012). According to John Dewey (1902), “Ethics is the science that deals with conduct insofar as this is considered to be right or wrong, good or bad.” Since favoritism is perceived as being linked to workplace misconduct, it is necessary to use ethics in examining this issue. The current study applied four lenses of ethics identified by Shapiro and Stefkovich (2011) to help people deal with ethical challenges: justice, critique, care, and the profession. Findings have implications for criteria used to handle ethical challenges in the workplace. Introduction...

Words: 3518 - Pages: 15

Free Essay

Generational Diversity

...Group Project Team VIBGYOR – GMP 2015, Sec B, Group 8 The Topic: Impact of Generational Diversity on Team Performance. 1. Introduction: "A lack of understanding across generations can have detrimental effects on communication, working relationships and undermine effective services," says psychologist Constance Patterson. Although these generational conflicts are often seen as larger social issues, they may play out every day on the team level in the workplace in ways that may affect productivity and may lead to frustration, conflict and poor morale. For example, Boomers may believe gen Xers are too impatient and unwilling to try out the tried-and-tested strategies, while gen Xers may view boomers as always trying to say the right thing to the right person and being inflexible to change. Traditionalists may view baby boomers as self-absorbed and prone to sharing too much information, and baby boomers may view traditionalists as authoritative and rigid. And, gen Xers may consider millennial too spoiled and self-absorbed, while millennial may view gen Xers as too cynical and negative. 2. Background: A generation is defined as an identifiable group that shares birth years, age location, and significant life events at critical developmental stages, divided by five-seven years into the first wave, core group, and last wave (Kupperschmidt, 2000). A generational group, often referred to as a cohort, includes those who share historical or social life......

Words: 1508 - Pages: 7

Free Essay

Managing Change

...How to Improve Employee Performance, Professionalism and Effectiveness Make the Most of the Generational Mix and Lead the Charge in Successful Employee Development Employee Development Systems, Inc 7308 South Alton Way, Suite 2J Centennial, Colorado 80112 800-282-3374 Table of Contents   Introduction Four Generations under One Roof o Generations, Their Technology and World View o Employee Development across the Generations How Learning Really Takes Place o 4 Ways to Maximize Learning Effectiveness o Integrating Flexible Technology and Learning Tools Employee Development Redefined o Activities Contributing to Learning Effectiveness o Employee Development Overhaul Level the Playing Field by Building Professional Competence o How to Help Employees Match Your Organization’s Culture o Business, Personal and Strategic Competencies Customize Performance Management o Meet the Needs of a Diverse Workforce Increase Personal Effectiveness o Understanding the Importance of Behavioral Style Conclusion Executive Summary How do you address the behavior, traits and learning styles of four generations in one workplace? Does your organization take into account the increasingly important role of informal learning in improving the overall effectiveness of your employees? Today’s effective training and development organizations offer programs and learning reinforcement tools that are well-suited to a variety of generations. They take into......

Words: 3198 - Pages: 13

Premium Essay

Mgmt 591 Course Project

...MGMT 591: Leadership and Organizational Behavior Course Project The Impact of the Lack of Generational Diversity within a Small Company 1.0 Introduction & Overview Edge Solutions, LLC is a majority woman-owned IT solutions provider delivering superior customer service and support for impactful IT solutions that meet our customers’ business challenges across the mid-Atlantic and Southeast. Edge’s corporate headquarters office is located at 7 Old Roswell Street, Alpharetta, Georgia. This company was founded in 2008 at the kitchen table of Julie & Michael Haley. Julie’s professional background is corporate and legislative law and Michael served as Vice President and General Manager for a Fortune 500 hardware distribution company. Within a very short time, Edge started receiving notary in IT industry and business awards and professional accreditations for its business growth, level of service and expertise. In June 2012, Edge was named the 3rd fasting growing company in the nation by Inc. 500/5000. And the URL for the online site is At Edge, our team is dedicated to delivering the right solution with specific expertise in data center management, server and storage virtualization, storage management, data protection information management, eCommerce procurement solutions as well as asset and services contract management to small and midsize businesses. I am Edge Solutions’ rising Chief Information Officer......

Words: 3159 - Pages: 13