Generational Differences Chart
Traditionalists Baby Boomers Generation X Millennials
Birth Years 1900-1945 1946-1964 1965-1980 (1977-1994)
1981-2000
Current Age 63-86 44-62 28-43 8-27
Famous
People
Bob Dole, Elizabeth Taylor Bill Clinton, Meryl Streep Barak Obama, Jennifer Lopez Ashton Kutcher, Serena Williams
# 80 Million 51 Million 75 Million
Other Names
Veterans, Silent, Moral Authority,
Radio Babies, The Forgotten
Generation
“Me” Generation, Moral Authority Gen X, Xers, The Doer, Post Boomers,
13th Generation
Generation Y, Gen Y, Generation Next,
Echo Boomers, Chief Friendship Officers.
24/7’s
Influencers
WWII, Korean War, Great
Depression, New Deal, Rise on
Corporations, Space Age,
Raised by parents that just
survived the Great Depression.
Experienced hard times while
growing up which were followed
by times of prosperity.
Civil Rights, Vietnam War, Sexual
Revolution, Cold War/Russia,
Space Travel
Highest divorce rate and 2nd
marriages in history.
Post War Babies who grew up to
be radicals of the 70’s and yuppies
of the 80’s.
“The American Dream” was
promised to them as children and
they pursue it. As a result they are
seen as being greedy, materialistic
and ambitious.
Watergate, Energy Crisis, Dual Income
families and single parents, First
Generation of Latchkey Kids, Y2K,
Energy Crisis, Activism, Corp.
Downsizing, End of Cold War, Mom’s
work, Increase divorce rate.
Their perceptions are shaped by
growing up having to take care of
themselves early and watching their
politicians lie and their parents get laid
off.
Came of age when USA was losing its
status as the most powerful and
prosperous nation in the world.
The first generation that will NOT do as
well financially as their parents did.
Digital Media, child focused world, school
shootings, terrorist attacks, AIDS, 9/11
terrorist attacks.
Typically grew up as children of divorce
They hope to be the next great generation
& to turn around all the “wrong” they
see in the world today.
They grew up more sheltered than any
other generation as parents strived to
protect them from the evils of the
world.
Came of age in a period of economic
expansion.
Kept busy as kids
First generation of children with
schedules.
Traditionalists Baby Boomers Generation X Millennials
Core Values
Adhere to rules
Conformers/Conformity
Contributing to the Collective
good is important
Dedication/Sacrifice
Delayed Reward
Discipline
Don’t question authority
Duty before pleasure
Family Focus
“Giving Back” is important
Hard Work
Law and Order
Loyalty
Patriotism
Patience
Respect for authority
Responsibility
Savers
Stabilizing
Trust in Government
Anti war
Anti government
Anything is p ...
The document provides information comparing four generations - Traditionalists, Baby Boomers, Generation X, and Millennials - across various attributes related to work including core values, family experiences, technology use, and views on work-life balance. Traditionalists value loyalty, discipline and respect for authority while Baby Boomers value ambition and personal fulfillment. Generation X prefers work-life balance and informality. Millennials expect flexibility and want meaningful work that allows them to contribute and make an impact.
Diana Nunez Ramos
Baby Boomers
Generation X
Generation Y/Millennials
Generation Z/Boomlets
Birth Years
1946 - 1964
1965 - 1980
1981 - 1994
1995 - 2010
Current Age
76 - 58
57 - 42
41 - 28
27 - 12
#
80 million
51 million
75 million
~ 48 million
Influencers
Civil Rights, Vietnam War, Sexual Revolution, Cold War/Russia, Space Travel
Highest divorce rate and 2nd marriages in history.
Post War Babies who grew up to be radicals of the 70’s and yuppies of the 80’s.
“The American Dream” was promised to them as children and they pursue it. As a result, they are seen as being greedy, materialistic, and ambitious.
Watergate, Energy Crisis, Dual Income families and single parents, First Generation of Latchkey Kids, Y2K, Energy Crisis, Activism, Corp. Downsizing, End of Cold War, Mom’s work, Increase divorce rate.
Their perceptions are shaped by growing up having to take care of themselves early and watching their politicians lie and their parents get laid off.
Came of age when USA was losing its status as the most powerful and prosperous nation in the world.
The first generation that will NOT do as well financially as their parents did.
Digital Media, child focused world, school shootings, terrorist attacks, AIDS, 9/11 terrorist attacks.
Typically grew up as children of divorce
They hope to be the next great generation
& To turn around all the “wrong” they
see in the world today.
They grew up more sheltered than any
other generation as parents strived to protect them from the evils of the world.
Came of age in a period of economic expansion.
Kept busy as kids.
First generation of children with schedules.
Embracing technology, frequent communication, diversity acceptance,
Interconnectedness, online and off, technology dependence.
Core value
Anti-war
Anti-government
Anything is possible
Equal rights
Equal opportunities
Extremely loyal to their children Involvement
Optimism
Personal Gratification
Personal Growth
Question Everything
Spend now, worry later
Team Oriented Transformational
Trust no one over 30
Youth
Work
Want to “make a difference”
Highly Educated
High job expectations Independent
Informality
Lack of organizational loyalty Pragmatism
Seek life balance Self-reliance Skepticism/Cynical Suspicious of Boomer values Think Globally
Techno literacy Balance, Diversity Entrepreneurial, Fun.
Achievement
Avid consumers
Civic Duty
Confidence
Diversity
Extreme fun
Fun!
High morals
Highly tolerant
Hotly competitive
Like personal attention
Self-confident
Social ability
Members of global community Most educated generation Extremely techno savvy Extremely spiritual
Now!
Optimism
Realism
Street smarts
A desire to find (or create) meaning
A motivation to contribute to the world
Being highly educated
Cultural diversity
A desire for their own personalized experience
Attributes
Ability to handle a crisis
Ambitious
Anti-establishments
Challenge Authority
Competent
Competitive
Consensus Leadership
Consumerism
Ethical
Good commu ...
This document discusses aligning a multigenerational workforce by understanding the differences between generations currently in the workforce. It defines the four main generations - Silent, Baby Boomers, Generation X, and Nexters - and their defining events, characteristics, values, work styles, and assets/liabilities in the workplace. The document provides recommendations for organizations to activate careers, reduce job stress, provide social interaction, offer work-life balance benefits, and align the generations to build a high performing, diverse workforce.
This document discusses generational diversity in the workplace. It identifies four generations - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different characteristics and values due to shared life experiences from formative events. Managing a multigenerational workforce can be challenging due to differences in communication preferences, work ethics, and views of authority. However, organizations can bridge gaps by focusing on shared goals, encouraging flexibility, and treating all employees with respect according to their preferences.
This document discusses generational differences in the workforce and how they impact business. It outlines the key characteristics and values of four generations currently or recently in the workforce: Veterans, Baby Boomers, Generation X, and Millennials. Each generation reacted differently to the economic, social, and political conditions they grew up with. The document also provides suggestions on how to market to each generation based on their values and experiences.
This document discusses managing a multi-generational workforce, identifying four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It outlines the core values and behaviors of each generation, strategies for their success, and motivating messages. Best practices for managing a multi-generational workforce include knowing your company's demographics, being flexible to different generations' needs, building on their strengths, providing training, encouraging mentoring, and embracing diversity.
Managing The New Generation Of IS WorkersMimi_Hurt
This document discusses generational differences and their implications for leadership and management. It outlines the core values and characteristics of four generations currently in the workforce: Traditionalists, Baby Boomers, Generation X, and Millennials. Key differences discussed include work-life balance, views of authority, attitudes towards technology, and preferences regarding work responsibilities and feedback. Managing a multigenerational workforce effectively requires understanding these generational differences in values and priorities.
The document provides information comparing four generations - Traditionalists, Baby Boomers, Generation X, and Millennials - across various attributes related to work including core values, family experiences, technology use, and views on work-life balance. Traditionalists value loyalty, discipline and respect for authority while Baby Boomers value ambition and personal fulfillment. Generation X prefers work-life balance and informality. Millennials expect flexibility and want meaningful work that allows them to contribute and make an impact.
Diana Nunez Ramos
Baby Boomers
Generation X
Generation Y/Millennials
Generation Z/Boomlets
Birth Years
1946 - 1964
1965 - 1980
1981 - 1994
1995 - 2010
Current Age
76 - 58
57 - 42
41 - 28
27 - 12
#
80 million
51 million
75 million
~ 48 million
Influencers
Civil Rights, Vietnam War, Sexual Revolution, Cold War/Russia, Space Travel
Highest divorce rate and 2nd marriages in history.
Post War Babies who grew up to be radicals of the 70’s and yuppies of the 80’s.
“The American Dream” was promised to them as children and they pursue it. As a result, they are seen as being greedy, materialistic, and ambitious.
Watergate, Energy Crisis, Dual Income families and single parents, First Generation of Latchkey Kids, Y2K, Energy Crisis, Activism, Corp. Downsizing, End of Cold War, Mom’s work, Increase divorce rate.
Their perceptions are shaped by growing up having to take care of themselves early and watching their politicians lie and their parents get laid off.
Came of age when USA was losing its status as the most powerful and prosperous nation in the world.
The first generation that will NOT do as well financially as their parents did.
Digital Media, child focused world, school shootings, terrorist attacks, AIDS, 9/11 terrorist attacks.
Typically grew up as children of divorce
They hope to be the next great generation
& To turn around all the “wrong” they
see in the world today.
They grew up more sheltered than any
other generation as parents strived to protect them from the evils of the world.
Came of age in a period of economic expansion.
Kept busy as kids.
First generation of children with schedules.
Embracing technology, frequent communication, diversity acceptance,
Interconnectedness, online and off, technology dependence.
Core value
Anti-war
Anti-government
Anything is possible
Equal rights
Equal opportunities
Extremely loyal to their children Involvement
Optimism
Personal Gratification
Personal Growth
Question Everything
Spend now, worry later
Team Oriented Transformational
Trust no one over 30
Youth
Work
Want to “make a difference”
Highly Educated
High job expectations Independent
Informality
Lack of organizational loyalty Pragmatism
Seek life balance Self-reliance Skepticism/Cynical Suspicious of Boomer values Think Globally
Techno literacy Balance, Diversity Entrepreneurial, Fun.
Achievement
Avid consumers
Civic Duty
Confidence
Diversity
Extreme fun
Fun!
High morals
Highly tolerant
Hotly competitive
Like personal attention
Self-confident
Social ability
Members of global community Most educated generation Extremely techno savvy Extremely spiritual
Now!
Optimism
Realism
Street smarts
A desire to find (or create) meaning
A motivation to contribute to the world
Being highly educated
Cultural diversity
A desire for their own personalized experience
Attributes
Ability to handle a crisis
Ambitious
Anti-establishments
Challenge Authority
Competent
Competitive
Consensus Leadership
Consumerism
Ethical
Good commu ...
This document discusses aligning a multigenerational workforce by understanding the differences between generations currently in the workforce. It defines the four main generations - Silent, Baby Boomers, Generation X, and Nexters - and their defining events, characteristics, values, work styles, and assets/liabilities in the workplace. The document provides recommendations for organizations to activate careers, reduce job stress, provide social interaction, offer work-life balance benefits, and align the generations to build a high performing, diverse workforce.
This document discusses generational diversity in the workplace. It identifies four generations - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different characteristics and values due to shared life experiences from formative events. Managing a multigenerational workforce can be challenging due to differences in communication preferences, work ethics, and views of authority. However, organizations can bridge gaps by focusing on shared goals, encouraging flexibility, and treating all employees with respect according to their preferences.
This document discusses generational differences in the workforce and how they impact business. It outlines the key characteristics and values of four generations currently or recently in the workforce: Veterans, Baby Boomers, Generation X, and Millennials. Each generation reacted differently to the economic, social, and political conditions they grew up with. The document also provides suggestions on how to market to each generation based on their values and experiences.
This document discusses managing a multi-generational workforce, identifying four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It outlines the core values and behaviors of each generation, strategies for their success, and motivating messages. Best practices for managing a multi-generational workforce include knowing your company's demographics, being flexible to different generations' needs, building on their strengths, providing training, encouraging mentoring, and embracing diversity.
Managing The New Generation Of IS WorkersMimi_Hurt
This document discusses generational differences and their implications for leadership and management. It outlines the core values and characteristics of four generations currently in the workforce: Traditionalists, Baby Boomers, Generation X, and Millennials. Key differences discussed include work-life balance, views of authority, attitudes towards technology, and preferences regarding work responsibilities and feedback. Managing a multigenerational workforce effectively requires understanding these generational differences in values and priorities.
This document discusses managing intergenerational conflict in the workplace. It notes that for the first time, there are four generations (Traditionalists, Baby Boomers, Generation X, Gen Y/Millennials) working together, each shaped by different events and with different work motivations and expectations. This can lead to workplace conflicts over issues like commitment, work ethic, and dress code. Managing different generations requires understanding what motivates each group. The document provides characteristics and traits of each generation, as well as strategies for managing them, including communication, delegation, and feedback. Effective multigenerational management involves dealing with generational differences.
Generational influences on academic dentistryRusty Tippetts
This document provides an overview of generational influences, emotional intelligence, and wholeheartedness. It discusses the characteristics of different generations including Traditionalists, Baby Boomers, Generation X, and Generation Y (Millennials). For Millennials, it notes their learning preferences, expectations for academic and clinical teaching, and interest in social interactions. The document also discusses the importance of emotional intelligence for dental educators, outlining its domains and competencies. Specifically, it focuses on the social awareness domain and competencies like empathy, organizational awareness, and service orientation.
An extended presentation on generational diversity at work (also called multi-generational work teams). The goals were to provide an understanding of the generations with special emphasis on their work paths and styles. The four generations include Civics (also called Traditionalists, The Greatest Generation), Baby Boomers, Generation X (Gen Xers) and Millennial (also called Gen Y, Generation Next).
Managing the Generation Gaps is a presentation about understanding the characteristics of different generations (Baby Boomers, Gen X, and Millennials) and how to communicate effectively with each generation. The document discusses the employment expectations and work ethics of each generation. Baby Boomers value hard work and loyalty to companies. Gen X values work-life balance and autonomy. Millennials want frequent feedback and meaningful work. Managing across generations effectively can improve employee motivation, productivity, and business success.
This document discusses generational giving and different generations. It outlines the core values and experiences of Baby Boomers, Generation X, Millennials, and Generation Z. Each generation is defined by a 20-year span and had unique life experiences that shaped their values. The document provides information on how each generation learns, their educational and work experiences, and what motivates them. It aims to help understand generational differences in philanthropic attitudes and behaviors.
This document discusses the four generations currently in college - the Silent Generation, Baby Boomers, Generation X, and Millennials. It provides an overview of each generation, including defining years, significant influences during their development, and key characteristics. The Silent Generation valued hard work and respect for authority, while Baby Boomers were driven to success and materialism. Generation Xers were self-reliant and pragmatic, taking a "take the money and run" approach. Millennials are very competent with technology, global and family-oriented, and have high expectations from employers.
The document discusses generational differences and how organizations can better understand and market to different generations. It defines four main generations - Silent Generation, Baby Boomers, Generation X, and Generation Y. For each generation, it provides key events, values, technology focus, beliefs and memorabilia. It also discusses how organizations can adapt to generational trends in areas like technology, diversity, and work-life balance.
This document discusses the generational differences between Traditionalists, Baby Boomers, Generation X, and Generation Y in the workforce. It notes that this is the first time four generations are working together and each was shaped by different events. The workshop aims to improve understanding between generations and how to motivate and retain employees of all ages. Stereotypes of each generation are provided in terms of their core values, experiences, and traits. Challenges for future leaders from Gen X and Y are also discussed, such as a globalized workplace, new technologies, diversity, and managing the "Millennial" generation born after 2000.
The document discusses emerging trends in the workplace, specifically the retirement of Baby Boomers and the influx of Millennials. Baby Boomers are retiring at a rate of 10,000 per day, taking their skills and knowledge with them. Millennials have different values and ideals than previous generations and will need flexibility and frequent feedback to feel engaged. Employers will need to adapt practices to attract and retain Millennial workers as they replace retiring Baby Boomers.
An overview of the generational personality of the Millenials, also known as Generation Y. Although there is danger in stereotypes, this presentation summarizes some of the tendencies of this group who are now playing a significant role in the U.S. workforce. Something for managers and supervisors to think more about.
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
* DOWNLOAD AND PLAY IT IN MICROSOFT POWERPOINT CAUSE IT CONTAINS ANIMATION AND CAN'T WATCH WITHOUT IT *
It is a content from Development of Life Skills.
The document discusses generational differences in the workplace based on research from 2009-2011. It outlines four generations - Traditionalists born 1932-1945, Baby Boomers born 1946-1965, Generation X born 1965-1978, and Millennials born 1979-1998. It notes how the age split between these generations was changing from 1990 to 2020 based on Census data. It then discusses differences in loyalty, work ethic, leadership styles, and communication preferences between the four generations in the context of the changing workplace.
1) The document discusses generational differences and predicts trends for Baby Boomers, Generation X, and Millennials as they age.
2) It suggests that as Boomers age, they will prioritize values over money and become missionaries for their beliefs, while Generation X will focus on practical solutions and their families' security.
3) Millennials are predicted to build stable families and tight-knit communities, using technology to strengthen social bonds and engage civically.
Understanding How You Are Perceived in Today's Multigenerational WorkforceJim Kissane
Want to increase your ability to communicate more effectively with interviewers, co-workers, subordinates, and managers? There are some generational "dynamics" that you may need to master...
An overview of three generational cohorts, boomers, generation x and generation y -- the similarities with how they approach work and what it will take to attract and retain them
This document discusses different generations in the workplace and how to bridge gaps between them. It defines 5 generations - Traditionalists, Baby Boomers, Generation X, Millennials, and Nexters. Each generation is characterized by shared life experiences and events that shaped their values and work styles. Challenges in the workplace include poor communication and lack of understanding between generations. The document provides tips for bridging gaps such as appreciating differences, discussing expectations, focusing on goals, and keeping an open mind.
How to sell to seniors and their adult children at the same timeretirementhomes
This document provides tips for selling senior living communities to both seniors and their adult children. It discusses that seniors and baby boomers have different generational perspectives and priorities. When meeting with families, salespeople should develop rapport, focus on the emotional connection between generations, and use emotionally enriching language to appeal to both. Stories of other families can help families feel understood and make the best choices for senior care.
Strategies for Managing and Motivating the Gen ‘Why’ WorkforcePeter Stinson
The document discusses strategies for managing and motivating Generation Y, or "Gen Why" employees. It notes that Gen Y workers have different attitudes and expectations than previous generations. Some key traits of Gen Y include being impatient, adaptive, innovative, and skeptical. The document provides recommendations for employers, including engaging Gen Y employees during recruitment and training, providing positive reinforcement, communicating frequently through their preferred methods, and linking their work to a clear sense of purpose. Trust and respect between leaders and Gen Y workers is emphasized.
You have been asked to explain the differences between certain categ.docxshericehewat
You have been asked to explain the differences between certain categories of crimes. For each of the following categories of crime, provide a general definition of the category of crime and give at least two detailed examples of specific crimes that fall into each category:
Crimes against persons
Crimes against property
Crimes of public morality
White-collar crime
Cyber crime
Then for the following scenarios, discuss the categories of crimes involved in each scenario and explain the specific criminal charges that you would apply to each scenario. You can utilize the Library, Internet and other resources to research the criminal statutes of a state of your choice in order to help you determine which criminal charges should be applied:
David S. was running around a public park without his clothes on, singing and shouting loudly, at 3 in the morning. Police arrived after neighbors called to complain. They saw David S. tipping over a garbage can and when they shouted for him to stop, he threw the garbage can into a car, breaking one of its side windows. The police arrested David S, His blood alcohol level was twice the legal limit.
Gary M. was arrested by the FBI when he showed up at a local mall to meet a "14 year old girl" for a date, which he arranged over the Internet. He didn't know that the "14 year old girl" was actually a 35-year old male FBI agent.
Elaine R. was an accountant working for a large corporation. She had been falsifying the accounting records and sending some of the corporate funds to her own bank accounts in an offshore bank. The corporation found out what she had been doing and reported her to the police.
Please submit your assignment.
.
You have been asked to help secure the information system and users .docxshericehewat
You have been asked to help secure the information system and users against hacking attempts. Complete the following:
Take this opportunity to describe the 4 different approaches and techniques a hacker would use to steal the organization's data.
For each approach, discuss what methods can be used to circumvent the attack, prevent it, or minimize the disruption caused by the event.
Include 2–3 pages of material covering the 3 discussion areas in Section 5 of your Key Assignment document (including the completed previous 4 sections).
social engineering,dumpster diving,identify theft,cyberterrorist
.
More Related Content
Similar to Generational Differences Chart Traditionalists Baby Bo.docx
This document discusses managing intergenerational conflict in the workplace. It notes that for the first time, there are four generations (Traditionalists, Baby Boomers, Generation X, Gen Y/Millennials) working together, each shaped by different events and with different work motivations and expectations. This can lead to workplace conflicts over issues like commitment, work ethic, and dress code. Managing different generations requires understanding what motivates each group. The document provides characteristics and traits of each generation, as well as strategies for managing them, including communication, delegation, and feedback. Effective multigenerational management involves dealing with generational differences.
Generational influences on academic dentistryRusty Tippetts
This document provides an overview of generational influences, emotional intelligence, and wholeheartedness. It discusses the characteristics of different generations including Traditionalists, Baby Boomers, Generation X, and Generation Y (Millennials). For Millennials, it notes their learning preferences, expectations for academic and clinical teaching, and interest in social interactions. The document also discusses the importance of emotional intelligence for dental educators, outlining its domains and competencies. Specifically, it focuses on the social awareness domain and competencies like empathy, organizational awareness, and service orientation.
An extended presentation on generational diversity at work (also called multi-generational work teams). The goals were to provide an understanding of the generations with special emphasis on their work paths and styles. The four generations include Civics (also called Traditionalists, The Greatest Generation), Baby Boomers, Generation X (Gen Xers) and Millennial (also called Gen Y, Generation Next).
Managing the Generation Gaps is a presentation about understanding the characteristics of different generations (Baby Boomers, Gen X, and Millennials) and how to communicate effectively with each generation. The document discusses the employment expectations and work ethics of each generation. Baby Boomers value hard work and loyalty to companies. Gen X values work-life balance and autonomy. Millennials want frequent feedback and meaningful work. Managing across generations effectively can improve employee motivation, productivity, and business success.
This document discusses generational giving and different generations. It outlines the core values and experiences of Baby Boomers, Generation X, Millennials, and Generation Z. Each generation is defined by a 20-year span and had unique life experiences that shaped their values. The document provides information on how each generation learns, their educational and work experiences, and what motivates them. It aims to help understand generational differences in philanthropic attitudes and behaviors.
This document discusses the four generations currently in college - the Silent Generation, Baby Boomers, Generation X, and Millennials. It provides an overview of each generation, including defining years, significant influences during their development, and key characteristics. The Silent Generation valued hard work and respect for authority, while Baby Boomers were driven to success and materialism. Generation Xers were self-reliant and pragmatic, taking a "take the money and run" approach. Millennials are very competent with technology, global and family-oriented, and have high expectations from employers.
The document discusses generational differences and how organizations can better understand and market to different generations. It defines four main generations - Silent Generation, Baby Boomers, Generation X, and Generation Y. For each generation, it provides key events, values, technology focus, beliefs and memorabilia. It also discusses how organizations can adapt to generational trends in areas like technology, diversity, and work-life balance.
This document discusses the generational differences between Traditionalists, Baby Boomers, Generation X, and Generation Y in the workforce. It notes that this is the first time four generations are working together and each was shaped by different events. The workshop aims to improve understanding between generations and how to motivate and retain employees of all ages. Stereotypes of each generation are provided in terms of their core values, experiences, and traits. Challenges for future leaders from Gen X and Y are also discussed, such as a globalized workplace, new technologies, diversity, and managing the "Millennial" generation born after 2000.
The document discusses emerging trends in the workplace, specifically the retirement of Baby Boomers and the influx of Millennials. Baby Boomers are retiring at a rate of 10,000 per day, taking their skills and knowledge with them. Millennials have different values and ideals than previous generations and will need flexibility and frequent feedback to feel engaged. Employers will need to adapt practices to attract and retain Millennial workers as they replace retiring Baby Boomers.
An overview of the generational personality of the Millenials, also known as Generation Y. Although there is danger in stereotypes, this presentation summarizes some of the tendencies of this group who are now playing a significant role in the U.S. workforce. Something for managers and supervisors to think more about.
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
* DOWNLOAD AND PLAY IT IN MICROSOFT POWERPOINT CAUSE IT CONTAINS ANIMATION AND CAN'T WATCH WITHOUT IT *
It is a content from Development of Life Skills.
The document discusses generational differences in the workplace based on research from 2009-2011. It outlines four generations - Traditionalists born 1932-1945, Baby Boomers born 1946-1965, Generation X born 1965-1978, and Millennials born 1979-1998. It notes how the age split between these generations was changing from 1990 to 2020 based on Census data. It then discusses differences in loyalty, work ethic, leadership styles, and communication preferences between the four generations in the context of the changing workplace.
1) The document discusses generational differences and predicts trends for Baby Boomers, Generation X, and Millennials as they age.
2) It suggests that as Boomers age, they will prioritize values over money and become missionaries for their beliefs, while Generation X will focus on practical solutions and their families' security.
3) Millennials are predicted to build stable families and tight-knit communities, using technology to strengthen social bonds and engage civically.
Understanding How You Are Perceived in Today's Multigenerational WorkforceJim Kissane
Want to increase your ability to communicate more effectively with interviewers, co-workers, subordinates, and managers? There are some generational "dynamics" that you may need to master...
An overview of three generational cohorts, boomers, generation x and generation y -- the similarities with how they approach work and what it will take to attract and retain them
This document discusses different generations in the workplace and how to bridge gaps between them. It defines 5 generations - Traditionalists, Baby Boomers, Generation X, Millennials, and Nexters. Each generation is characterized by shared life experiences and events that shaped their values and work styles. Challenges in the workplace include poor communication and lack of understanding between generations. The document provides tips for bridging gaps such as appreciating differences, discussing expectations, focusing on goals, and keeping an open mind.
How to sell to seniors and their adult children at the same timeretirementhomes
This document provides tips for selling senior living communities to both seniors and their adult children. It discusses that seniors and baby boomers have different generational perspectives and priorities. When meeting with families, salespeople should develop rapport, focus on the emotional connection between generations, and use emotionally enriching language to appeal to both. Stories of other families can help families feel understood and make the best choices for senior care.
Strategies for Managing and Motivating the Gen ‘Why’ WorkforcePeter Stinson
The document discusses strategies for managing and motivating Generation Y, or "Gen Why" employees. It notes that Gen Y workers have different attitudes and expectations than previous generations. Some key traits of Gen Y include being impatient, adaptive, innovative, and skeptical. The document provides recommendations for employers, including engaging Gen Y employees during recruitment and training, providing positive reinforcement, communicating frequently through their preferred methods, and linking their work to a clear sense of purpose. Trust and respect between leaders and Gen Y workers is emphasized.
Similar to Generational Differences Chart Traditionalists Baby Bo.docx (20)
You have been asked to explain the differences between certain categ.docxshericehewat
You have been asked to explain the differences between certain categories of crimes. For each of the following categories of crime, provide a general definition of the category of crime and give at least two detailed examples of specific crimes that fall into each category:
Crimes against persons
Crimes against property
Crimes of public morality
White-collar crime
Cyber crime
Then for the following scenarios, discuss the categories of crimes involved in each scenario and explain the specific criminal charges that you would apply to each scenario. You can utilize the Library, Internet and other resources to research the criminal statutes of a state of your choice in order to help you determine which criminal charges should be applied:
David S. was running around a public park without his clothes on, singing and shouting loudly, at 3 in the morning. Police arrived after neighbors called to complain. They saw David S. tipping over a garbage can and when they shouted for him to stop, he threw the garbage can into a car, breaking one of its side windows. The police arrested David S, His blood alcohol level was twice the legal limit.
Gary M. was arrested by the FBI when he showed up at a local mall to meet a "14 year old girl" for a date, which he arranged over the Internet. He didn't know that the "14 year old girl" was actually a 35-year old male FBI agent.
Elaine R. was an accountant working for a large corporation. She had been falsifying the accounting records and sending some of the corporate funds to her own bank accounts in an offshore bank. The corporation found out what she had been doing and reported her to the police.
Please submit your assignment.
.
You have been asked to help secure the information system and users .docxshericehewat
You have been asked to help secure the information system and users against hacking attempts. Complete the following:
Take this opportunity to describe the 4 different approaches and techniques a hacker would use to steal the organization's data.
For each approach, discuss what methods can be used to circumvent the attack, prevent it, or minimize the disruption caused by the event.
Include 2–3 pages of material covering the 3 discussion areas in Section 5 of your Key Assignment document (including the completed previous 4 sections).
social engineering,dumpster diving,identify theft,cyberterrorist
.
You have been asked to participate in a local radio program to add.docxshericehewat
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You have been appointed as a system analyst in the IT department of a selected university in Malaysia. You are responsible to develop an online admission system for the university. For this reason, you have to do an analysis and design to model the online system that could be developed later. Identify the requirements for the system and produce a software requirement specification (SRS) to document all the details.
.
You choose one and I will upload the materials for u.Choose 1 of.docxshericehewat
You choose one and I will upload the materials for u.
Choose 1 of the following 3 questions, and answer it in a paper of no more than 1000 words. Submit that paper by
November 4
at midnight PST in the appropriate IICS515 Moodle dropbox.
4. Monday October 27 lecture
Themes: Global Media Governance and Regulation; The Internet and Digital Media
Readings: Chapter 5, “The Medium: Global Technologies and Organizations,” and Chapter 6, “The Internet”
In this lecture, we discussed the definition and history of communication rights as one element or dimension of communication policy, and used it to bring to life a subject—policy—that sometimes seems abstract and technical in nature.
In doing so, we noted the evolution from a “negative” rights view of communication rights, as expressed in Article 19 of the United Nations Universal Declaration of Human Rights in 1948, to the more “positive” definition of communication rights explained in the lecture content derived from the work of Marc Raboy (and Jeremy Shtern).
Remember that “negative” does not mean “bad” here nor “positive” good. “Negative” and “positive” rights—which are ways of thinking about all human rights, not just communication rights—are instead ways of characterizing the orientation of rights toward individuals and society. Negative rights are defined in terms of freedom
from
things, and positive rights in terms of freedom
to
have or do certain things. Both negative and positive rights derive their legitimacy from fundamental and universal consideration of what it means to be human and to be treat people as human beings.
In our case study at the end of the lecture, we then discussed how a “positive” approach to communication rights could help us better understand and perhaps act against cyberbullying.
In your paper, and in your own words, define “communication rights,” and then briefly explain the evolution from the negative to the positive rights approach to communication rights.
Once you have done that, and with reference to the cyberbullying pamphlet from the Canadian government attached to your lecture notes, demonstrate how a “positive” rights approach to communication rights can help us better understand and prevent cyberbullying. In other words, what are the limitations of approaching cyberbullying from a “negative” rights perspective, and what does a “positive” approach to communication rights do to help us understand and perhaps act against cyberbullying?
Cyberbullying is a problem in international communication that affects many, especially vulnerable teenagers, as illustrated in the case of the late Amanda Todd (from British Columbia).
You do not need to use the McPhail chapter here, as it is not directly relevant to this question. Rather, draw on the lecture notes and the podcast as your sources here.
5. Wednesday October 29 lecture
Themes: Global Media Case Study in Media and the Arab World; Orientalism
Readings: Said, Edward (1978)..
You are Incident Commander and principal planner for the DRNC even.docxshericehewat
You are Incident Commander and
principal planner for the DRNC event. As you commence the planning process, consider the two fundamental types of error committed by policy makers in their reliance on intelligence reports to formulate policy. What would you do to minimize these errors from occurring and adversely affecting your policy decisions?
Min 500 words, In text references, APA format
.
You DecideCryptographic Tunneling and the OSI ModelWrite a p.docxshericehewat
You Decide
Cryptographic Tunneling and the OSI Model
Write a paper consisting of 500-1,000 words (double-spaced) on the security effects of cryptographic tunneling based on an understanding of the OSI (Open Systems Interconnect) model (Review the OSI Simulation in the Week 3 Lecture).
Provide input on the type of cryptographic tunneling protocols (e.g., L2TP, IPSEC, SSL, etc.) that may be used, the layer(s) of the OSI at which each operates, and also recommend how they may be implemented. Cryptographic tunneling is inherent in building any common virtual private network (VPN).
.
You are working as a behavioral health specialist in a neurological .docxshericehewat
You are working as a behavioral health specialist in a neurological research center and are responsible for participant education. There are three participants to choose from: Stephanie has experienced a stroke; Jamie has experienced an amputation; and Robert has experienced a traumatic brain injury. Choose one participant to work with.
We are chosing Robert and his traumatic brain injury
Prepare
a 1,000- to 1,200-word paper that explains the functions and limitations of neural plasticity in the participant's recovery process.
Include
two to three peer-reviewed sources.
.
You are to write up a reflection (longer than 2 pages) that discusse.docxshericehewat
You are to write up a reflection (longer than 2 pages) that discusses what happened in the prisoner's dilemma activity we did in class on Monday, April 20. Some points to cover include why you took the action you took, what you thought others were going to do and why, and what actually happened. And what implications this has for situations in the work place where individuals may take different actions than might be the most beneficial for the team as a whole.
.
You can only take this assignment if you have the book Discovering t.docxshericehewat
You can only take this assignment if you have the book Discovering the Humanities. This homework needs to be done by reading Chapter Nine. It needs to be a minimum of 150 to 200 words. It needs citations and referances.
Western art and architecture has influenced and been influenced by cultures in India, China, and Japan.
Part I:
Using examples provided from this unit's reading, discuss how the artistic culture in either India, China, or Japan (select one) exhibits influence from Western cultures. Discuss, too, the reciprocal connection, specifically explaining how India, China, or Japan influenced Western art and architecture.
Part II:
Add to your post by discussing the similarities and differences between art from your selected culture (India, China, or Japan) and ancient Greek sculpture. Use examples and images to support your ideas.
.
You are to interview a woman 50 and older and write up the interview.docxshericehewat
You are to interview a woman 50 and older and write up the interview
in a 5 page MLA paper. You ask questions intended to elicit information about her life
and how it relates to the history of women in the late 20th century. Your paper
should be normal margins, 10-12 pt. font, typed and double-spaced. It should
include the approximate age of your interviewee—it does not have to include her
name.
EXAMPLE QUESTIONS ..........
What’s your first, most vivid memory? Going to my grandma and grandpa’s farm and making grandma walk me out to the outhouse for fear of a mean bannie rooster would peck me to death. He was afraid of grandma.
What was the apartment or house like that you grew up in? How many bedrooms did it have? Bathrooms? I lived with my mother and father mostly in a house in the city that had 2 bedrooms, 1 bathroom. I had to share a room with my older brother that was upstairs.
What was your bedroom like? Very simple. It had 2 beds made of feathers, a desk with a lamp and one dresser for our clothes. Dallas (my brother got the bottom 2 and I got the top 2)
Can you describe the neighborhood you grew up in? Not really. Every chance I got I went to grandma and grandpas and spent time with them. They lived deep in the country. I had one friend out there that lived about 3 miles away on the next farm. His name was Carl.
Tell me about your parents. Where were they born? When were they born? What memories do you have of them? Both parents were born in Richmond, IN. Memories include more of my mother than my father. He was a drunk that stayed out all the time. He only came home when he was ready to pass out or to beat us.
Who was more strict: your mother or your father? Do you have a vivid memory of something you did that you were disciplined for? Since mom was the main one around I would say that she was more strict. I remember one instance when I was about 16 and mom had kicked me out of the house because she was forced to work with dad being gone all the time and I was telling her that I no longer wanted to take care of my little brother because I felt like I was his mother rather than her and that I didn’t want to do anymore of the house work. It was her house she should have to clean it. She kicked me out. I was sitting on the porch crying and dad came home (sober for once) and sat on the porch with me, got me calmed down and offered to give me a ride to grandma and grandpa’s.
Did your parents have a good marriage? No they had a horrible marriage.
How did your family earn money? How did your family compare to others in the neighborhood – richer,
poorer, the same? My family earned money from my mother working in a diner. Dad worked in a mill but we rarely saw his money. We did alright but I would say that we were on the poorer end of society.
What kinds of things did your family spend money on? The necessities and that was it.
How many brothers and sisters do you have? When were they born? What memories do yo.
You are to complete TWO essays and answer the following questions. .docxshericehewat
You are to complete TWO essays and answer the following questions. Here are your questions:
1) How has the information provided in this class changed or reinforced your perspective on an issue(S). Please provide details.
2) What do you believe is the biggest challenge facing our nation and why? Be specific and detailed. What can be done to address this challenge? Be realistic and detailed in your responses.
750 - 800 words each essay
no plagiarism
.
You are the vice president of a human resources department and Susan.docxshericehewat
The vice president of HR wants to conduct a performance evaluation of Susan, who has worked as an executive assistant for one year. While Susan completes assignments efficiently and is well-liked, the vice president wants her to be more proactive in taking on additional responsibilities through professional development opportunities. The performance evaluation will provide feedback on Susan's performance, set goals for the future, and determine compensation. It will address areas like professional development, job duties, communication, work relationships, and recommendations for pay.
You are the purchasing manager of a company that has relationships w.docxshericehewat
You are the purchasing manager of a company that has relationships with many different suppliers. All information about orders, shipments, etc. is still manually exchanged. You have discussed incorporating Internet technologies to help manage the supply chain.
In 1-2 pages, summarize the advantages of using Internet technologies versus traditional methods in supply chain management.
.
You are to briefly describe how the Bible is related to the topics c.docxshericehewat
You are to briefly describe how the Bible is related to the topics covered in the course. An integration of the Bible must be explicitly shown, in relation to a course topic, in order to receive points. In addition, at least two other outside scholarly sources (the text may count as one) should be used to substantiate the group’s position.
.
You are the manager of an accounting department and would like to hi.docxshericehewat
The accounting department manager wants to hire a managerial accountant to focus on internal accounting. However, the CEO is not convinced such a position is needed. A 2-page memo should explain that an internal accounting system tracks financial transactions within a company, provides timely financial reports for management decision making, and ensures compliance with internal controls and procedures.
You are the new chief financial officer (CFO) hired by a company. .docxshericehewat
You are the new chief financial officer (CFO) hired by a company. The chief executive officer (CEO) indicates that in the past, there was little rhyme or reason for the prior CFO to approve or disapprove of large capital projects or investments that various managers proposed. You mentioned to the CEO that there are three primary methods of capital budgeting, and they are as follows:
Simple payback method
Net present value method
Internal rate of return (IRR) method
Discuss the following topics on the Group Discussion Board and write a group paper between 700–850 words. Assign topics to be written by each group member and compile it all together before submitting your group paper:
A company's cost of capital and how it is calculated
What the marginal cost of capital is and how it differs from the weighted average cost of capital
.
You are the manager of a team of six proposal-writing professionals..docxshericehewat
You are the manager of a team of six proposal-writing professionals. You are tasked with completing one 50 page formal proposal as well as a 1-2 page summary advocating funding for a new sports arena. Your supervisor, a member of the senior leadership team, wants to know how you plan to successfully accomplish the assignment. Prepare a PowerPoint Presentation to your supervisor that conveys the following information:
As manager, how will you organize the work to prepare a proposal?
What tasks will each professional be assigned and why?
What three or four communication tools will you propose be used to effectively articulate the proposal and why? (For example, formal paper-based, PowerPoint Presentation, blog, Twitter, Facebook, LinkedIn, etc.)
.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
1. Generational Differences Chart
Traditionalists Baby Boomers Generation X Millennials
Birth Years 1900-1945 1946-1964 1965-1980 (1977-1994)
1981-2000
Current Age 63-86 44-62 28-43 8-27
Famous
People
Bob Dole, Elizabeth Taylor Bill Clinton, Meryl Streep Barak
Obama, Jennifer Lopez Ashton Kutcher, Serena Williams
# 80 Million 51 Million 75 Million
Other Names
Veterans, Silent, Moral Authority,
Radio Babies, The Forgotten
Generation
“Me” Generation, Moral Authority Gen X, Xers, The Doer,
Post Boomers,
13th Generation
Generation Y, Gen Y, Generation Next,
Echo Boomers, Chief Friendship Officers.
24/7’s
2. Influencers
WWII, Korean War, Great
Depression, New Deal, Rise on
Corporations, Space Age,
Raised by parents that just
survived the Great Depression.
Experienced hard times while
growing up which were followed
by times of prosperity.
Civil Rights, Vietnam War, Sexual
Revolution, Cold War/Russia,
Space Travel
Highest divorce rate and 2nd
marriages in history.
Post War Babies who grew up to
be radicals of the 70’s and yuppies
of the 80’s.
3. “The American Dream” was
promised to them as children and
they pursue it. As a result they are
seen as being greedy, materialistic
and ambitious.
Watergate, Energy Crisis, Dual Income
families and single parents, First
Generation of Latchkey Kids, Y2K,
Energy Crisis, Activism, Corp.
Downsizing, End of Cold War, Mom’s
work, Increase divorce rate.
Their perceptions are shaped by
growing up having to take care of
themselves early and watching their
politicians lie and their parents get laid
off.
Came of age when USA was losing its
status as the most powerful and
prosperous nation in the world.
The first generation that will NOT do as
well financially as their parents did.
4. Digital Media, child focused world, school
shootings, terrorist attacks, AIDS, 9/11
terrorist attacks.
Typically grew up as children of divorce
They hope to be the next great generation
& to turn around all the “wrong” they
see in the world today.
They grew up more sheltered than any
other generation as parents strived to
protect them from the evils of the
world.
Came of age in a period of economic
expansion.
Kept busy as kids
First generation of children with
schedules.
Traditionalists Baby Boomers Generation X Millennials
5. Core Values
Adhere to rules
Conformers/Conformity
Contributing to the Collective
good is important
Dedication/Sacrifice
Delayed Reward
Discipline
Don’t question authority
Duty before pleasure
Family Focus
“Giving Back” is important
Hard Work
Law and Order
Loyalty
Patriotism
Patience
Respect for authority
Responsibility
Savers
Stabilizing
Trust in Government
6. Anti war
Anti government
Anything is possible
Equal rights
Equal opportunities
Extremely loyal to their children
Involvement
Optimism
Personal Gratification
Personal Growth
Question Everything
Spend now, worry later
Team Oriented
Transformational
Trust no one over 30
Youth
Work
Want to “make a difference”
Balance
Diversity
Entrepreneurial
7. Fun
Highly Educated
High job expectations
Independent
Informality
Lack of organizational loyalty
Pragmatism
Seek life balance
Self-reliance
Skepticism/Cynical
Suspicious of Boomer values
ThinkGlobally
Techno literacy
Achievement
Avid consumers
Civic Duty
Confidence
Diversity
Extreme fun
Fun!
High morals
Highly tolerant
Hotly competitive
Like personal attention
Self confident
Socialability
Members of global community
Most educated generation
Extremely techno savvy
Extremely spiritual
Now!
Optimism
Realism
Street smarts
8. Traditionalists Baby Boomers Generation X Millennials
Attributes
Committed to company
Competent
Confident
Conservative
Dedication
Doing more with less
Ethical
Fiscally prudent
Hard-working
Historical viewpoint
9. Honor
Linear work style
Loyal to organization/employers
(duty, honor, country)
Organized
Patriotic
Respectful of Authority
Rules of conduct
Sacrifice
Strong work ethic
Task oriented
Thrifty-abhor waste
Trust hierarchy and authority
Ability to handle a crisis
Ambitious
Anti-extablishmentism
Challenge Authority
Competent
Competitive
Consensus Leadership
Consumerism
Ethical
Good communication skills
Idealism
Live to work
Loyal to careers and employers
Most educated as compared to
other 3 generations
Multi-taskers
Rebellious against convention
beginning with their conservative
parents.
Traditionally found their worth in
their work ethic but now seek a
10. healthy life/work balance
Optimistic
Political correctness
Strong work ethic
Willing to take on responsibility
Adaptable
Angry but don’t know why
Antiestablishment mentality
Big Gap with boomers
Can change
Crave independence
Confident
Competent
Ethical
Flexible
Focus on Results
Free agents
Highest number of divorced
parents
High degree of brand loyalty
Ignore leadership
Independent
Loyal to Manager
Pampered by their parents
Pragmatic
Results driven
Self-starters
Self sufficient
Skeptical of institutions
Strong sense of entitlement
Unimpressed with Authority
Willing to take on responsibility
Willing to put in the extra time to get a
job done
11. Work/Life Balance
Work to live
Ambitious but not entirely focused. Look
to the workplace for direction and to
help them achieve their goals.
At ease in teams
Attached to their gadgets & parents
Best educated - Confident
Diversity Focused - Multiculturalism
Have not lived without computers
Eager to spend money
Fiercely Independent
Focus is children/family
Focus on change using technology
Friendly Scheduled, structured lives
Globalism (Global way of thinking)
Greatly indulged by fun loving parents
Heroism -Consider parents their heroes
High speed stimulus junkies
Incorporate individual resp. into their jobs.
Innovative-think our of box
Individualistic yet group oriented
Invited as children to play a lead role in
family’s purchasing and travel decisions
Loyal to peers
Sociable -Makes workplace friends
“Me First “ Attitude in work life
Most doted upon of any [email protected]
Net-centric team players
Open to new ideas
Optimistic
Parent Advocacy (Parents are advocates)
Political Savvy (like the Boomers)
Respect given for competency not title
12. Respectful of character development
Self –absorbed
Strong sense of entitlement
Techno Savvy - Digital generation
Think mature generation is “cool”
Want to please others
Hope to make life contributions to world
Very patriotic (shaped by 9/11)
Seek responsibility early on in their roles
Traditionalists Baby Boomers Generation X Millennials
Family
Experience
Traditional
Nuclear
Disintegrating
“Cleaver Family”
Mom stayed home
As children were seen as “special”
Latch-key kids
Women widely expected to work
outside the home
The first “day care” generation
Dual Income families
Merged families
Coddled kids (they got a trophy for
coming in 8th place)
13. Education A dream A birthright A way to get there An
incredible expense
Value Family/Community Success Time Individuality
Dealing With
Money
Put it away
Pay cash
Save, save, save
Buy now, pay later Cautious
Conservative
Save, save, save
Earn to spend
% of
Workplace
%5 45% 40% 10%
Work Ethic
Dedicated
Pay your dues
Work hard
Respect Authority
Hard work
Age=seniority
Company first
Driven
Workaholic-60 hr work weeks
14. Work long hours to establish self-
worth and identity and fulfillment
Work ethic = worth ethic
Quality
Balance
Work smarter and with greater output,
not work longer hours.
Eliminate the task
Self-reliant
Want structure & direction
Skeptical
Ambitious
What’s next?
Multitasking
Tenacity
Entrepreneurial
Focus Task Relationships and Results Task and Results Global
and Networked
Technology Adapted Acquired Assimilated Integral
Entitlement Seniority Experience Merit
Contribution
Workplace
View on
Respect for
Authority
Authority is based on seniority
and tenure.
15. Originally skeptical of authority but
are becoming similar to
Traditionalists-Time equals
authority
Skeptical of authority figures
Will test authority repeatedly.
Will test authority but often seen out
authority figures when looking for
guidance.
Workplace
View on Time
at Work
Punch the clock
Get the job done
Workaholics
Invented 50 hr work week
Visibility is the key
Project oriented
Get paid to get job done
Effective workers but gone @5PM on dot.
View work as a “gig” or something that fills
the time between weekends.
Workplace
View on Skill
Building
16. Training happens on the job
Newly developed skills benefit
the company, not the individual
Skills are an ingredient to success
but they are not as important as
work ethic and “face time”.
Amassed skills will lead to next job, the
more they know the better. Work ethic
is important, but not as much as skills
Training is important and new skills will
ease stressful situations. Motivated by
learning / want to see immediate results.
View on
Work/Life
Balance
Work hard to maintain job
security
Were hesitant of taking too
much time off work for fear of
losing their place on the
corporate team. As a result,
there is an imbalance between
work and family.
Because of parents who are Boomer
workaholics, they focus on clearer
balance between work and family.
Do not worry about losing their place
17. on the corporate team it they take
time off.
Not only balance with work and life,
but balance with work, life and
community involvement and self
development. Flex time, job sharing,
and sabbaticals will be requested
more by this generation.
Traditionalists Baby Boomers Generation X Millennials
BusinessFocus Quality Long Hours Productivity Contribution
Work Ethic
and Values
Adhere to rules
Dedicated work ethic
Duty before fun
Expect others to honor their
commitments and behave
responsibly
Individualism is NOT valued
Like to be respected
Like to hear motivational
messages
Linear Work style
Socialization is important
Their word is their bond
Value due process and fair
play
Value Honor
Value compliance
18. Value Sacrifice
Value Dedication
Value Hard work
Value Good Attitude
Value Attendance
Value Practical Knowledge
Value Loyalty
Challenge authority
Crusading causes
Dislike conformity and rules
Heavy focus on work as an anchor
in their lives
Loyal to the team
Question authority
Process oriented
Relationship focused at work
Strive to do their very best
Value ambition
Value collaboration
Value Equality
Value Personal
fulfillment/gratification
Value personal growth
Value teamwork
Value youthfulness
Want respect from younger
workers
Want a flexible route into
retirement
Willing to take risks
Work efficiently
19. Care less about advancement than
about work/life balance
Expect to influence the terms and
conditions of the job
Work/family balance is important to
them
Enjoy work, but are more concerned
about work/life navigation
Have a work ethic that no longer
mandates 10 hr days.
Like a casual work environment
Looking for meaningful work and
innovation
Move easily between jobs and criticized
for having no attachment to a
particular job/employer
Outcome oriented
Output focused
Prefer diversity, technology, informality
and fun
Rely on their technological acuity and
business savvy to stay marketable.
Want to get in, get the work done
and move on to the next thing.
Believe that because of
technology, they can work flexibly
anytime, anyplace and that they should
be evaluated on work product-not how,
when or where they got it done.
Expect to influence the terms and
conditions of the job
Have a work ethic that no longer
mandates 10 hr days.
High expectations of bosses and
20. managers to assist and mentor them in
attainment of professional goals.
Want long-term relationships with
employers, but on their own terms
“Real Revolution”>decrease in career
ambition in favor of more family time,
less travel, less personal pressure.
Goal oriented
Looking for meaningful work and
innovation May be the first generation
that readily accepts older leadership
Looking for careers and stability
Mentoring is important to them
Obsessed w/ career developments
Prefer diversity,technology,informality&fun
Recognize that people make the company
successful
Tolerant
Thrive in a collaborative work environment
Training is important to them
Understand importance of great mentors
Want to enhance their work skills by
continuing their education
Preferred
Work
Environment
Conservative
Hierarchal
Clear chain of command
Top-down management
21. “Flat” organizational hierarchy
Democratic
Humane
Equal Opportunity
Warm, friendly environment
Functional, Positive, Fun
Efficient
Fast paced and Flexible
Informal
Access to leadership
Access to information
Collaborative
Achievement-oriented
Highly creative
Positive
Diverse
Fun, Flexible, Want continuous feedback
Traditionalists Baby Boomers Generation X Millennials
Work is…
An obligation
A Long Term Career
An exciting adventure
A Career
Work and then Retire
A difficult challenge
A contract
Just a Job
22. A means to an end
Fulfillment
Flexible Work Arrangements
What They Are
Looking For In
a Job
Recognition and respect for their
experience
Value placed on history/traditions
Job security and stability
Company with good reputation
and ethics
Clearly defined rules/policies
Do what you know needs to be
done
Ability to “shine”/”be a star”
Make a contribution
Company represents a good cause
Fit in w/ company vision/mission
Team approach
Need clear and concise job
expectations, and will get it done
Like to achieve work throughteams.
Dynamic young leaders
Cutting edge systems/tech
Forward thinking company
23. Flexibility in scheduling
Input evaluated on merit, not
age/seniority
If you can’t see the reason for the task,
they will question it. If you can’t keep
them engaged then they will seek it
in another position.
Want to be challenged-Don’t want boring
job
Expect to work with positive people and
company that can fulfill their dreams
Strong, ethical leaders/mentors
Treated w/ respect in spite of age
Social network
They expect to learn new knowledge and
skills(they see repeating tasks as a
poor use of their energy and time and
an example of not being taken
seriously)
Friendly environments(Respond poorly to
inflexible hierarchical organizations.
Respond best to more networked, less
hierarchical organizations.
Flexible schedules
Want to be evaluated on output not input-
on the work product itself
They expect to be paid well
They want to make a difference
Because of being a product of the “drop
down and click menu”, they may need
to be given a list of options
24. Traditionalists Baby Boomers Generation X Millennials
Work
Assets
Bring value to the workplace with
their experience, knowledge
Consistent
Disciplined
Dependable
Detail Oriented
Hardworking
Loyalty
Stable
Thorough
Use their institutional
25. experience and intuitive
wisdom to face changes
in the workplace.
Anxious to please
Challenges the status quo
Can creatively break down the big
picture into assignments.
Good at seeing the big picture
Good team players
Mission oriented
Politically Savvy-gifted in political
correctness
Service oriented
Will go the extra mile
Works hard
Adapt well to change
Consumer mentality
Direct communicators
Don’t mind direction but resent intrusive
supervision.
Eager to Learn, Very Determined
Good task managers
Good short term problem skills
Highly educated
Multitaskers
Not intimidated by authority
Thrive on flexibility
Technologically savvy
Will do a good job if given the right tools
Value “information”
Want feedback
26. Consumer mentality
Collaboration
Goal oriented
Highly educated
Multitask Fast
Optimistic
Positive attitude
Technical; savvy
Tenacious
Work
Liabilities
Don’t adapt well to change
Don’t deal well w/ ambiguity
Hierarchical
Typically take a top down
approach modeled by the
military chain of command
Avoid Conflict
Right or wrong
Expect everyone to be workaholics
Dislike conflict
Don’t like change
Challenge Authority of
Traditionalists
Judgmental if disagree
Not good with finances
Peer loyalty
“Process before results”
Self-centered
27. Built “portable” resume
Cynical;skeptical
Dislike Authority
Dislike rigid work requirements
Impatient
Lack people skills
No long term outlook
Respect Competance
Mistrusts Institutions
Rejects rules
Don’t understand the optimism of
Boomers and Gen Y
Distaste for menial work (they are brain
smart)
Inexperienced
Need supervision
Need structure
Lack discipline
High expectations
Lack of skills for dealing with difficult
people
Impatient
Lack of experience
Respond poorly to those who act in an
authoritarian manner and/or who
expect to be respected due to higher
rank alone.
28. Traditionalists Baby Boomers Generation X Millennials
Keys to
Working
With
Think that work is not suppose to
be fun
They follow rules well but want to
know procedures.
Tend to be frustrated by what
they see as a lack of
discipline, respect, logic and
structure especially if the
workplace is more relaxed or
29. spontaneous.
Consider their feelings
Tend to be conservative in
Workplace
Like the personal touch
Want to hear that their ideas
matter.
They were valued youth, teens and
young adults and expect to be
valued in the workplace.
Their careers define them, their
work is important to them.
Silly routines are frustrating.
They expect their work, and
themselves to matter.
Before they do anything, they need
to know why it matters, how it fits
into the big picture and what
impacts it will have on whom.
Do well in teams
Are motivated by their
responsibilities to others
Respond well to attention and
recognition.
Don’t take criticism well
Less likely to offer necessary
recognition.
Need flexibility, attention and
freedom
Want independence in the workplace
and informality
Give them time to pursue other
interests
30. Allow them to have fun at work
Give them the latest technology
Like a team oriented workplace
Want to work with bright, creative people
Take time to learn about their personal
goals
They expect to be treated respectfully.
Raised to feel valued and very positive
about themselves;they see as a sign of
disrespect any requirement to do things
just because this is the way it has
always been done or to pay one’s dues.
Want to work with friends
Provide engaging experiences that
develop transferable skills
Provide rational for the work you’ve asked
them to do and the value it adds.
Provide variety
Grow teams and networks with great
care;develop the tools and processes
to support faster response and more
innovative solutions.
Provide a work environment that rewards
extra effort and excellence
Pay close attention to helping them
navigate work and family issues.
Offer structured, supportive work
environment
Personalize work and also involve in
teams
Interactive work environment
Leadership
31. Style
Hierarchy
Directive
Command-and-control
Consensus/Consensual
Collegial
Competence
Everyone is the same
Challenge others
Ask why
Achievers
TBD(this group has not spent much time
in the workplace so this characteristic is
yet to be determined)
View of
Authority
Respectful Impressed Unimpressed Relaxed
My heroes
are….
The unit Kennedy’s, Martin Luther King .. What’s a hero?
Boss
My grandparents
Boss-if things are right
Themselves
Interactive
Style
32. Individual Team Player
Loves to have meetings
Entrpreneur Participative
Traditionalists Baby Boomers Generation X Millennials
Technology
is…
Hoover Dam The microwave What you can hold in your
hand;cell,
PDA
Ethereal - intangible
Communica-
tions
Media
Rotary phones
One-on-one
Write a memo
Touch-tone phones
Call me anytime
Cell phones
Call me only at work
Internet
Picture phones
33. E-mail
Communica-
tion
Discrete
Present your story in a formal,
logical manner
Show respect for their
age/experience (address
as Mr, Sir, Mrs)
Use good grammar and
manners (no profanity)
Deliver you message based on
the history/traditions of the
company and how they can fit
Use formal language
Don’t waste their time
Use inclusive language (we, us)
Focus-words not body language
Slow to warm up
Memo
Like hand-written notes, less
email and more personal
interaction
Diplomatic
In person
Speak open – direct style
Use body language to
communicate
Present Options (flexibility)
Use E-Comm’s/face-to-face
Answer questions thoroughly and
34. expect to be pressed for details
Avoid Manipulative/controlling
language
Like the personal touch from
Managers
Get consensus-include them or
they may get offended
Establish a friendly rapport
OK to use first names
Learn what is important to them
Emphasize the company’s vision
and mission and how they can fit
in
Blunt/Direct
Immediate
Use straight talk, present facts
Use email as #1 tool
Learn their language & speak it
Use informalcommunication
style
Talk in short sound bytes
Share info immediately and often
Has the potential to bridge the
generation gap b/w youngest and
oldest workers.
Don’t mico-manage
Use direct, straightforward approach
Avoid buzz words and company jargon
Tie your message to “results”
Emphasize “WIIFM” in terms of training
and skills to build their resume
Polite
Use positive, respectful, motivational,
electronic communication style.(Cell
35. phones, email, IM, text)>these are“fun”
Communicate in person if the message is
very important
Use email and voice mail as #1 tools
Don’t talk down-they will resent it
Show respect through language and they
will respect you
Use action verbs
Use language to portray visual pictures
Be humorous-show you are human
Be careful about the words you use and
the way you say it(they are not good at
personal communication because of
technical ways of communicating)
Be positive
Determine your goals and aspirations and
tie message to them
Prefer to learn in networks, teams using
multi-media while being entertained
and excited
Feedback and
Rewards
No news is good news
Satisfaction is a job well done
Feedback on performance as
they listen
Want subtle, private recognition
on an individual level without
fanfare.
Feel rewarded by money and will
often display all awards,
certificates and letters of
36. appreciation for public view.
Like praise
Title recognition
Give something to put on the wall.
Somewhat more interested in soft
benefits than younger
generations
Enjoy public recognition
Appreciate awards for their hard
work&the long hrs. they work
Not enamored by public recognition.
Want to be rewarded wit time off.
Freedom is the best reward
Prefer regular feedback on their work
but as less dependant on being told
that they are good people.
Somewhat more interested in benefits
than younger generations
Need constructive feedback to be more
effective
Are self-sufficient,give them structure,
some coaching, but implement a
hands-off type of supervisory style
Like to be given feedback often and they
will ask for it often.
Meaningful work
Be clear about goals and expectations
Communicate frequently
Provide Supervision & Structure
Want recognition for their heroes;bosses
and grandparents. Managers who
balance these frames of reference in
rewarding workers create a more
valuable experience for both the
37. employee and worker.
Traditionalists Baby Boomers Generation X Millennials
Messages that
Motivate
“Your experience is respected” “You are valued”
“You are needed”
Do it your way
Forget the rules
You will work with other bright, creative
people
Motivated by… Being respected
Security
Being valued, needed
Money
Freedom and removal of rules
Time Off
Working with other bright people
Time Off
Money is… Livelihood Status Symbol Means to an end Today’s
payoff
Work and
38. Family Life
Balance
“Ne’er the two shall meet”
Keep them separate
At this point in their lives they are
interested in flexible hrs and
are looking to create balance
in their lives after working
most of it.
No balance
“Live to work”
At this point in their lives they are
interested in flexible hrs and are
looking to create balance in their
lives. They have pushed hard,
all work and no play and they
are beginning to wonder if it was
worth it.
“Work to live”
Balance is important. They will sacrifice
balance, but only occasionally.
They work to live, not live to work.
“Work to live”
Balance is important. They will sacrifice
balance, but only occasionally.
They value their lifestyle over upward
mobility. If presented with a work
promotion that will throw their life out of
balance, they will choose their lifestyle.
39. Mentoring
Investment in long term
commitment
Support-long term commitment
Show support for stability,
security and community
Actions w/ focus on standards
and norms
Allow the employee to set the
“rules of engagement”
Ask what has worked for them in
the past and fit your approach
to that experience
Let them define the outcome that
you both want
Use testimonials from the
nation’s institutions
Respect their experience
Emphasize that you have seen
an particular approach work in
the past, don’t highlight
uniqueness or need for radical
change
Stellar career important as they
question where I have been and
where I am going
Appreciate they paid their dues
under the hierarchical rules
Teach them balance:work, family,
financial, etc.
Need to know they are valued
Show them how you can help them
use their time wisely
40. Pre-assess their comfort level with
technology before new projects
Demonstrate the importance of a
strong team and their role
Emphasize that their decision is a
good one and a “victory” for them
Follow up, check in, and ask how
the individual is doing on a
regular basis, but DO NOT
micro-manage.
Offer a casual work environ.&lighten up.
Get them involved, Encourage creativity
Allow flexibility, Be more hands off
Encourage a learning environment
Listen - and learn!
They work with you, not for you
Offer variety and stimulation
May need help in taking responsibility
for full process completion and in
appreciating how their input affects
the whole.
Need their managers to appreciate that
they have a life/can be more efficient
one task at a time. They will leave in
a second if a better deal comes along.
Provide learning and development
opportunities
Provide situations to try new things.
Ask for their input in selecting an option
Be prepared to answer “why” often
Present yourself as an information
provider, not Boss
Use their peers as testimonials
Appear to enjoy your work
Follow up and meet your commitments.
41. They are eager to improve and expect
you to follow through with information
Encouragement to explore new avenues
through breaking the rules
Raise the bar on self as they have high
expectations
Goals – in steps and actions
Establish mentoring programs
Honor their optimism and welcome and
nurture them
Be flexible
Challenge them
Respect them
Offer customization-a plan specific to
them
Offer peer-level examples
Spend time providing information and
guidance
Allow options, including work from home
and flex time
Be impressed with their decisions
Traditionalists Baby Boomers Generation X Millennials
Career
Development
Not really an option for the
Traditionalists. Just taught to
keep their nose to the
42. grindstone. The ultimate goal
was simply to move up within the
organization, but realized this
happened only to a few.
Focus on developing their careers
through opportunities within one
organization or at least one
industry. Moved up based on
seniority, not always based on skill
and expertise.
Take a pro-active approach to career
development through more degrees
and experiences both within the
organization and without. This is often
seen as being dis-loyal to the company,
but Gen Xers see it as being loyal to
themselves.
Millennials will enter the work force with
more experiences than any generation
before them. They will continue to seek
this through requests for more
experiences and opportunities. If they
don’t get it at their work, they will seek it
elsewhere.
Training and
Development
Training should contribute to the
organization’s goals
Training is a contribution to the
43. organization’s goals, but is also a
path to promotion and additional
compensation.
Training enhances their versatility in the
marketplace and investment in their
future. Not necessarily loyal to the
company who trained them.
Willing and eager to take risks;don’t mind
making mistakes-they consider this a
learning opportunity.
Retirement
Put in 30 years, retire and live off
of pension/savings
If I retire, who am I? I haven’t
saved any money so I need to
work, at least part time. I
I’ve been downsized so I need to
work , at least part time.
I may retire early;I’ve saved my money.
I may want different experiences and
may change careers. I may want to
take a sabbatical to develop myself.
Jury is still out but will probably be similar
to Gen Xers.
Fundraising
Tips
44. Offer them conservative planned
giving and financial management
tools.
Have one on one meetings and
ask their advice.
No email fundraising here. The
more personal the better.
Older generations (include
Boomers) may be more
interested in planned giving and
financial management tools.
They will respond better to
traditional solicitation strategies
like personal letters and fact to
face meetings.
Put them out front and in the
spotlight.
Get them involved, allow them to
find self-fulfillment through work
with your organization.
Offer them more aggressive
planned giving and financial
management tools.
Appeal to their idealism
Could your agency be where they
spend their “third age.?”
Use humor in appeals.
Allow them to work independently for
your agency and o their own terms-
can’t stand infinite committee meetings.
Social entrepreneurs-“micro-loans”.
Creative use of new technologies.
45. Understand their primary focus is their
family.
Lone ranger philanthropy and
volunteerism.
Younger generations have shorter
attention spans. The trick is to engage
them quickly (often with humor) let them
see how they can make a difference,
and connect things they care about like
their families and environment.
Messages can be delivered by
technology but need to be short and to
the point.
Use them for focus groups, ask their
opinions.
Put them in charge of using technologies
for appeals-no long appeal letters.
Utiliize their networks-have them plan
events that interest them.
Act fast on their interest or you will lose
them.
Link your cause to sustainability.
“Mid Century Modern” is cool again.
Birth YearsOther NamesInfluencersCore ValuesAttributesWork
EthicBusinessFocusMentoringRetirement
Part I:
Use the first page of the “Workplace Values and Differences”
chart as a reference point, and then after that, identify which of
the values and terms listed apply to you. These might be from
the “millennial” category, or from an earlier one, so don’t worry
too much about where you fall generationally (and ignore the
46. birth years information), and simply note and write down
the values you adhere to and believe in. As you read through the
document, go page by page and identify and write down in a
table the qualities listed that apply to you, or would be an ideal
part of your future life and career. Think about all the things
that matter to you in life and work, and note them when you
find them.
As you are identifying these values from the chart above, create
your own document like this one, with a table identifying your
own values complex:
Example: Your table will be more complete than this, but it
should be laid out as such in two columns, with the first column
naming the topic on the left side of the sheet, and then the
second column naming the specific qualities you identify with:
Core Values (from page 2)
Achievement, Fun!, Highly tolerant, Optimism, etc.
Attributes (page 3)
Ethical, Flexible, At ease in Teams…
Family Experience (p. 4)
Valuing time…
Work Ethic and Values (pp. 4-5)
Driven, ambitious, goal oriented…
What They are Looking for In a Job (p. 6)
Want to be challenged…
Work Assets/Liabilities (p. 7)
…
Keys to Working With (p. 8)
…
Communication (p. 9)
…
Work/Life Balance and Mentoring (p. 10)
…
Part II:
47. After identifying some of your own core values in these various
categories, write a paragraphor two below your table trying to
make sense out of this values matrix. Is there a hierarchy to
these values—what’s most important to you? What are the first
ones that get sacrificed, and which ones would you like to be
able to see more in the workplace? Think about how this value
system works for you, and how it might help you define what
sort of job you’re looking for, and what kinds of jobs you’re
not.
This assignment will be graded based on the clarity of
your value chart (your table/spreadsheet should make sense at
first glance!) and the thoughtfulness of your response.