Generations in the WorkplaceFor the first time in history, four di.docx

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Generations in the Workplace For the first time in history, four distinct generations - Matures, Boomers, Xers, and Millennials - are employed sided by side in the workplace. Each generation has distinct attitudes, behaviors, expectations, habits and motivational buttons. Effective management of this multigenerational workforce is vital to longevity and success. At work, generational differences can affect everything, including recruiting, building teams, dealing with change, motivating, managing, and maintaining and increasing productivity. Think of how generational differences in communication styles might affect misunderstandings, high employee turnover, difficulty in attracting employees and gaining employee commitment. Assignment: Research articles and/or websites to find more information regarding “generations in the workplace.” First, describe each generation including the core values, attitudes, and expectations related to the workplace and management. Be sure to point out key differences between people in each of the generations. Second, explain how you as a supervisor or manager could help to bridge the generational divide and effectively manage a diverse workplace. Compose your response using Microsoft Word. Use at least 3 different sources. Use APA style for documenting your sources .

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Write a 100-150 word response to each of the bulleted questions below. Each question must have its own response and meet the minimum word count. Of the four functions of management, (1) planning - to set directions, (2) organizing- to assemble resources and systems, (3) leading- to create workforce enthusiasm, (4) to ensure desired results, which one is most important? Why What are organizational ethics, and how do ethics influence human behavior? Describe the different kinds of abilities that employees use to perform their jobs It is critical for you as a manager to identify and understand what motivates your employees. Most probably, your workforce consists of people representing different generations. Harvard Management Update findings suggest managers can significantly improve the performance of their employee if they get a feel for the way their employees (belonging to different generations) communicate and interact. Here is how these groups have been defined: Pre-Boomer: Attuned to business environment when technology was not so widespread. They believe in and prefer face-to-face (F2F) interaction. They favor direct contact over e-mail and voice mail. They feel comfortable with conventional and established practices and procedures. Boomers: A very sociable group of people. Teamwork hits home with them. Job enrichment and recognition between their peer groups and colleagues would drive and inspire them. They would prefer that goals and objectives of their jobs are clear and definite. Generation X: They just want to know what needs to be done and they would prefer to figure out how that would be done. They believe in direct and sincere feedback. Timely and regular feedback keeps them motivated. They do not mind adding fun with business. Generation Y: An informal group of people. They make the most of the technology. They use e-mail effectively for communication. They "relate the task to their goals and focus on coaching." What are your thoughts to comment on the findings of this report based on your work experience in the industrial manufacturing industry. How can I explain to a colleague the practical relevance and power of Organizational Behavior to solve problems? Why do people engage in unethical behavior, even unwittingly, and what lessons can be learned from that? How can human and social capital affect one’s career opportunities and job performance? What role do values play influencing my behavior? What work related outcomes are associated with job satisfaction? .

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Your transferable skills are the general skills you have acquired by working with information, people, and things. These skills are very versatile and can be used in a variety of jobs and occupations. Over the years, you have undoubtedly amassed many skills from coursework, jobs, parenting, projects, hobbies, and other life experiences. If you have demonstrated abilities and experience in areas such as communication, human relations, research and planning, management/leadership, and general work survival skills, then you have developed skills that can easily transfer from one job or career to another. For example, if you operate a home daycare in your community, you have most likely mastered skills in human relations, as well as financial and personnel management, that could easily be transferred to the fields of business and industry if you chose to embark on a new career. Transferable skills, also known as functional skills, are the common thread among all jobs and careers and are an important building block for all of your occupational endeavors. In addition to transferable skills, most people also possess work-content skills. Together, these two main types of skills reflect the accomplishments and strengths you have gained during your career. Although both types are useful, they serve different purposes in the workplace. Work-content skills tend to be more technical and job specific in nature. They usually require formal training and are associated with specific trades or professions. These skills are used in certain job and career settings, and often have a separate skills-based vocabulary or jargon that is specific to the job. Some examples of work content skills are: programming computer software, teaching history, and operating an x-ray machine. Although work-content skills do not transfer from one occupation to another, they are important for entrance and advancement in certain occupations. In contrast, transferable/ functional skills are mainly acquired through experience, can be communicated through a more general, universal vocabulary, and operate across jobs and fields. To illustrate further, a history professor may have an in-depth knowledge of American history (work-content skill), and may also be very proficient at teaching and relating well with students (functional/ transferable skills). The professor’s teaching abilities and interpersonal skills can easily be applied in various work settings, while his knowledge of American history is more job specific and not as versatile in the job market. In short, work-content skills do not provide the same amount of fluidity as functional skills. How Can These Skills Help Me? Transferable skills serve as a bridge to your career mobility. The ease by which you conduct a job search, seek a promotion, or make a career transition is directly related to your ability to communicate your competencies to an employer and then transfer these functio.

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Reply to TEVA 2 No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them. Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization. Reply to LARE 2 With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4) Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...

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