Waxer, C. (2009, February 16). CLASH of the GENERATIONS. (Computerworld, 43(7), 16-20. Retrieved January 28 2017, from Capella database.             The article discusses the differences between the baby boomers, which have led the work force to the new Millennia’s hitting the scene. The culture clashes, differences in work styles, and contrasting work skills makeup the clash of generations. On one side you have the Baby Boomers so dead set on their work ethic with their experience shining through and then you have the Millennia’s: with technology in their “DNA”, so to speak. They would much rather send a text or twitter their thoughts so other people can see it. The problem is not the age between both of these generations, but the fact that both are gunning for the same jobs as the other. With the failing economy the Baby Boomers are steadily heading back into the workforce and Millennia’s are graduating. Boomers are more likely to see a Millennial using twitter or blogging they look at it as a social trend. However, the intent is not to just talk with friends but as a set social network base to work in a faster pace. Millennia’s have all types of communication tools from technology and they use them. This is just one case where the differences in work styles have created a clash between both generations. The use of clothing since Millennia’s are laid back compared to the business suit Boomers wear. The differences on a time wanted schedule. Millennia’s are more concerned with life overall so a flex time with the same full hours as an eight to five job. Boomers want the eight to five job and to leave as soon as the clock strikes, kind of the like the thinking of marching to the beat of the same drum. This article brings out both sides from the reaction of what both generations think and how the company can filter both generations into a job. Arnold, K., & Williams, K. (2008, November). Playbook: Dealing With Generational Crosstalk. Parks & Recreation, 43(11), 18-19. Retrieved January 29 2017, from Capella database. This article offers insight into the differences on each generation; i.e. the Traditionalists, Baby Boomers, Generation X, and Generation Y (Millennia’s).  As the younger generation is concerned people hear of the “lazy young people” who have life handed to them and then the opposite of that would be the older generation who “are unwilling to change”.  These are primary issues that each generation has embedded into them.  This creates the need for knowledge about each generation for less friction in the workforce or the media.  To better understand the communication between generations and the disconnects that occur in workplaces, it is important to recognize why each generation communicates as it does.  So let’s look at each of these. Traditionalists (born before 1946) are loyal, hardworking, financially conservative, and faithful to institutions.  This generation is most comfortable with face-to face communication. Baby Boome.

1. Waxer, C. (2009, February 16). CLASH of the GENERATIONS.
(Computerworld, 43(7), 16-20. Retrieved January 28 2017, from
Capella database.
The article discusses the differences between the baby
boomers, which have led the work force to the new Millennia’s
hitting the scene. The culture clashes, differences in work
styles, and contrasting work skills makeup the clash of
generations. On one side you have the Baby Boomers so dead
set on their work ethic with their experience shining through
and then you have the Millennia’s: with technology in their
“DNA”, so to speak. They would much rather send a text or
twitter their thoughts so other people can see it. The problem is
not the age between both of these generations, but the fact that
both are gunning for the same jobs as the other. With the failing
economy the Baby Boomers are steadily heading back into the
workforce and Millennia’s are graduating. Boomers are more
likely to see a Millennial using twitter or blogging they look at
it as a social trend. However, the intent is not to just talk with
friends but as a set social network base to work in a faster pace.
Millennia’s have all types of communication tools from
technology and they use them. This is just one case where the
differences in work styles have created a clash between both
generations. The use of clothing since Millennia’s are laid back
compared to the business suit Boomers wear. The differences on
a time wanted schedule. Millennia’s are more concerned with
life overall so a flex time with the same full hours as an eight to
five job. Boomers want the eight to five job and to leave as
soon as the clock strikes, kind of the like the thinking of
marching to the beat of the same drum. This article brings out
both sides from the reaction of what both generations think and
how the company can filter both generations into a job.
Arnold, K., & Williams, K. (2008, November). Playbook:
Dealing With Generational

2. Crosstalk. Parks & Recreation, 43(11), 18-19. Retrieved January
29 2017, from
Capella database.
This article offers insight into the differences on each
generation; i.e. the Traditionalists, Baby Boomers, Generation
X, and Generation Y (Millennia’s). As the younger generation
is concerned people hear of the “lazy young people” who have
life handed to them and then the opposite of that would be the
older generation who “are unwilling to change”. These are
primary issues that each generation has embedded into them.
This creates the need for knowledge about each generation for
less friction in the workforce or the media. To better
understand the communication between generations and the
disconnects that occur in workplaces, it is important to
recognize why each generation communicates as it does. So
let’s look at each of these.
Traditionalists (born before 1946) are loyal, hardworking,
financially conservative, and faithful to institutions. This
generation is most comfortable with face-to face
communication.
Baby Boomers (1946 to 1964) have always felt compelled to
change the system. (i.e. influenced by President Kennedy’s
assassination, the Vietnam War, the birth control pill, etc.)
Resulting in rights and opportunities taken for granted. They
faced stiff competition in jobs because of some many people
coming through at the same time. Figuring that long hours and
hard work were ways to rise above the rest and get ahead, their
sense of who they are is deeply connected to their career
achievements.
Generation X (1965 to 1980) [Also known as, latchkey kids.]
witnessed their parents being laid off after years of dedicated
job serve created a sense of distrust toward institutions. Since
they do not expect employer loyalty, they do not see a problem

3. changing jobs to advance professionally. In contrast to
Boomers’ generation with work ethic going over the time
allotted, Generation Xers believe that work is not the most
important thing in their lives. They are resourceful and
hardworking, but once 5 o’clock hits, they would rather pursue
other interests.
Generations Y’s (1981 to 1999) are eager to learn and enjoy
questioning things. They are confident and have high self-
esteem. They are collaborators and favor teamwork, having
functioned in groups in school, organized sports, and
extracurricular activities from a young age. They reject the
notion that they have to stay within the rigid confines of a job
description. Generation Y’s will think nothing of making career
changes or building parallel careers. These folks are excellent
at multitasking; keep them busy with multiple activities, and
they will perform.
Gloeckler, G. (2008, November 24). HERE COME THE
MILLENNIALS. (Cover story). Business Week, Retrieved
January 28, 2017, from Capella database.
The article discusses how the business schools are
adapting to the Millennial Generation. The Millennial
Generation’s interest in green business, social enterprise, and
sustainability. A description of the Millennial Generation is
offered. The job interests of Millennia’s are where they feel
they can make a positive difference, according to the article.
Parental involvement at the schools is discussed.
Havenstein, H. (2008, September 22). Millennia’s Demand
Changes in IT Strategy. Computerworld, 42(38), 12-13.
Retrieved January 28, 2017, from Capella database.
Millennia’s are known as technological savvy so, of
course, the job that they go into is also suppose to have the
latest technology. Now graduating and entering in the workforce
Generation Y’s are making sure their demands of the latest

4. technology is following them. This is a completely different
style than other generations and the workforce has to cope with
ways to keep new and important millennia’s around. This article
illustrates the fact that businesses have to deal with more
technology to appease the upcoming millennia’s or the
disappointment of not having the generation at all. However,
this may boost a problem for some millennia’s tend to judge
people based on their technological advances. These attitudes
are expressed in the media completely and such attitudes might
create a very bumpy road at traditional corporate companies
(the higher CEO’s that might not be so advanced in the
technology department). With that note though the article shows
that even though some Millennia’s might not play well with
other workers, technology is simply one of the best ways to go.
Millennia’s are able to integrate the new technology so many
more people can see the idea, thought, or slogan that the
company might be selling. So, the workplace is changing and
the option of saying that is how we always did something is also
changing with that. Millennia’s is a group “united by a hunger”
for the latest technology communications whether it is with
twitter or other social networking sites as a new and up to date
way of communication and in jobs they are beginning to change
the way things work at the workforce.
Junginger, C. (2008, September). Who Is Training Whom? The
Effect of the Millennial Generation. FBI Law Enforcement
Bulletin, 77(9), 19-23. Retrieved January 28, 2017, from
Capella database.
This article presents Millennia’s as a technological and
social group. Being brought up in a technological revolution
(with the internet coming out and different ways to
communicate with one another) the advances in training need to
be on the cutting edge. At home many people, especially the
Millennia’s, have several ways to communicate or learn. The
rapid exposure to the media and informational activity makes
Millennia’s “the most informed generation in history”. Not to

5. mention that Generation Y is actually attributed as the largest
generation in past history by having eighty million people from
1978-2000. The comfort in technology has been embedded on
the millennia’s. However, teaching Millennia’s is harder than
past generations. They feel, with probably having better
equipment at their own disposal, they out do their professors,
parents, or whoever is teaching. The older equipment
Millennia’s use at the workplaces will less likely teach one who
is aware and knows about the information or technology.
Consequently, those who teach Millennia’s should be up-to-date
on the latest equipment and information to be used for the
learning process. Also the article reverberates a sense of social
interaction. Millennia’s are team players. They feel working, as
a group will create a gratifying goal. So teachers/trainers need
to incorporate the social aspect (group learning as problem
solving) and technological advances to improve gen y’s
developing training.
Pace, A. (2008, November). Gen Y Checkout. T+D, 62(11), 16-
16. Retrieved January 28, 2017, from Capella database.
This article explains the reasoning behind a dramatic
jump in job-hopping and why this is affecting the workforce.
Millennia’s attitudes and ideals is why job-hopping has had a
huge increase in the last couple of years. The parents of this
generation have told their children time and time again that they
can achieve anything if they just put their mind to it.
Millennia’s think they deserve the best because that is what
they have been told all their life. This is also weighed heavily
on the topic of impatience for Millennia’s have been able to get
the information or scoop right then from the internet or from
other technology so they are used to not waiting. This creates a
problem in the workforce because sometime employees just
have to pay their dues and that sits very uneasy with Generation
Y. So companies have come up with some issues that can help
the job-hopping from happening with these Millennia’s. First,
Millennia’s need to know what is to be expected from the job

6. and also what they are doing to help accomplish the large
picture with these tools. Doing this Millennia’s feel a sense of
connection with the company for communication and
relationships are also important to many Generation Y
employees. Also try to be an incentive for Millennia’s in not
job-hopping. Basically, Generation Y employees get very bored
if they are to continuously do the same job day after day. So the
option would be to create a shift type rotation for them: job
rotations where Millennia’s would rotate into something new to
create a better workforce on themselves and the company. This
not only secures job-hopping from happening at the workforce
but also signifies the Gen Y way to be challenged and engaged
within the company.
Phillips, C., & Torres, C. (2008, September 22). The inside
scoop on what spurs millennial hires. Advertising Age, 79(35),
56-56. Retrieved January 28, 2017, from Capella database.
This article expresses what Millennia’s feel about the
workforce despite everything the media has shown with
Millennia’s. The article shows an employed focus group of
Millennia’s in professional areas who provide insights into their
expectations and what it takes for employers to keep talented
Millennia’s inspired (“motivated”). Even though Millennia’s
know they are technologically advanced in many aspects they
understand that they can learn from older generations. This is a
big issue that has been misconstrued from the media to the
public. Going along with being taught also comes the phase of
Millennia’s wanting to be mentored. They “want coaches,
teammates – not just bosses”. This goes along with the need to
feel they are a part of something. Millennia’s need to feel
trusted and appreciated for their part. Not only do they want
these barriers to be safe but they also want to have it
reciprocated. Now they do feel loyal to their company (unlike
job-hopping must sound) but they feel more loyalty towards
their co-workers. This shows the sign of mentoring for all
coaches and teammates are friends that you have you owe your

7. loyalty to. You wouldn’t listen to someone if you did not
respect them and the same feelings go for Millennia’s. The next
is very different from past generations for Millennia’s feel that
their job is not their life. Some have financial support from
their parents so they can be picky about issues. However, they
do understand how lucky they are and do not flout it around or
expect to apologize for this either. “They believe that work/life
balance will make them even more productive”. Millennia’s
want authority to have a real impact. They feel especially
discouraged when they are micromanaged. However they still
want a lot of feedback just the difference is open
communication and telling someone how to do every detail of
his or her job. The next is the biggest insight of all. In a work
environment people can be taken for granted but not Generation
Y. Millennia’s feel their parents’ generation was loyal to a
fault: Even if a company didn’t care about them, they remained
faithful because they had no choice. Millennia’s believe they
have more options. If the workforce and media became aware of
the insights into being a part of the company then they would
understand that Millennia’s are not just lazy, or feel they are
better than another generation, or even that they don’t care.
Reynolds, L., Bush, E., & Geist, R. (2008, March). The Gen Y
Imperative. Communication World, 25(3), 19-22. Retrieved
January 28, 2017, from Communication & Mass Media
Complete database.
The article offers suggestions regarding effective
communication with young members of workforce, Generation
Y, in an organization. Results from a recent global survey
conducted by members of the International Association of
Business Communicators (IABC) confirm the need for
significant changes in organizational communication in order to
reach the next generations of workforce, Generation Y. It is
suggested that the current workforce should prepare themselves
for the new perspectives and communication preferences future
generations will bring to the workplace. It is also suggested that

8. effort should be made to involve Generation Y in the
communication process. This article also offers views of
Generation Y on how an organization can adapt
Annotated Outline
·
Your annotated outline must contain references to all six of the
articles in your annotated bibliography.
Article 1= Waxer, C. (2009, February 16). CLASH of the
GENERATIONS. (Computerworld, 43(7), 16-20
Article 2= Arnold, K., & Williams, K. (2008, November).
Playbook: Dealing With Generational
Crosstalk. Parks & Recreation, 43(11), 18-19
Article 3=Gloeckler, G. (2008, November 24). HERE COME
THE MILLENNIALS. (Cover story). Business Week,
Article 4=Havenstein, H. (2008, September 22). Millennia’s
Demand Changes in IT Strategy. Computerworld, 42(38), 12-13.

9. Article 5=Junginger, C. (2008, September). Who Is Training
Whom? The Effect of the Millennial Generation. FBI Law
Enforcement Bulletin,
For your annotated outline, you must:
· Divide the outline by appropriate section headings. For more
information on section headings, see the Headings section of
the APA module r.
· Divide each section by paragraph, ensuring that you have
outlined the required elements of an academic paragraph
· Include citations for each entry of summary, quotation, or
paraphrase.
· Include any additional definitions, examples, or opposing
viewpoints that you plan to use in your literature review, along
with a full APA reference so that you can relocate the source
and cite it in your paper's final References section.