The document discusses generational differences in the workplace and their implications. It defines generations as groups of people born in the same time period who share behaviors and attitudes. A lack of awareness about generational differences can lead to high turnover, costs, and low morale in organizations. Understanding generational differences provides benefits like better communication, recruitment/retention, motivation, expectations, and productivity. The document promotes a PowerPoint presentation that provides more details on the four main generations and how to effectively communicate with each.
Weber Shandwick, in partnership with Spencer Stuart, released The Rising CCO VI. The survey, now in its sixth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in a rapidly changing world.
How do directors of family businesses react to unsatisfactory situations or work to avoid them? Albert Hirschman’s Exit, Voice and Loyalty framework is applied to the Family Business governance context in order to improve board functioning and ultimately firm performance.
Weber Shandwick, in partnership with Spencer Stuart, released The Rising CCO VI. The survey, now in its sixth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in a rapidly changing world.
How do directors of family businesses react to unsatisfactory situations or work to avoid them? Albert Hirschman’s Exit, Voice and Loyalty framework is applied to the Family Business governance context in order to improve board functioning and ultimately firm performance.
Variation of Electrical Transport Parameters with Large Grain Fraction in Hig...Sanjay Ram
The electrical transport and its correlation with the microstructural properties in single phase microcrystalline silicon may be very different from the transport in microcrystalline silicon with a mixed phase of amorphous silicon. We have shown that the transport in single phase microcrystalline silicon may be predicted by the large grain fraction.
Generations at Work PowerPoint PPT Content Modern SampleAndrew Schwartz
165 slides include: the advantages of generational diversity at work, the impact of generational differences, details on the 4 generations in today’s workplace detailing: Social, Political, and Economic Influences, Familial Structure and Influence, Education, Values, Work Ethic, Preferred Leadership Approach, Communication Style, Motivational Buttons, How They Interact with Others, Preferred Approach to Feedback, View toward the Company, Work Vs. Personal Life, Desired Rewards, Financial Behaviors, Relationship with Technology, and Expectations. In addition future trends and statistics for the four generations; implication for recruiting and supervising (Millennials). Plus the pros and cons of each generation with 6 important tips on how to communicate more effectively with each generation and much more.
Deloitte’s fourth annual Millennial Survey explored what tomorrow’s leaders think of business today. According to the results, business should focus on people and purpose, not just products and profits in the 21st century.
Millennials overwhelmingly believe that business needs a reset in terms of paying as much attention to people and purpose as it does products and profit. Seventy-five
percent of Millennials believe businesses are too
fixated on their own agendas and not focused
enough on helping to improve society.
Learning Activity #1Relate to the class an experience that you h.docxcharlieppalmer35273
Learning Activity #1
Relate to the class an experience that you have had at work or with an organization to which you are familiar (church, school, club) that is illustrative of why we study organizational behavior. Be sure to explain the relationship between the behavior and its effect on the organization.
Learning Activity #2
Based on the ideas presented in the future of work material this week, what job do you see yourself performing in ten years? Can you describe the workplace environment?
Use only class materials in your responses. All responses even those to your classmates must have support from the material. This means any and all opinions, facts or conclusions must show support from the weekly class materials and/or case study facts (if a case study is under discussion). APA in text citations, reference list and sound writing mechanics are required.
Link to article:
http://fortune.com/2014/05/29/what-the-future-of-work-looks-like/
Organization behavior is the study of the functioning and performance of individuals, groups, and teams within organizations as well as the organization. Based on scientific research and empirical data, organizational behavioral theorists attempt to understand, predict, and influence behavior at all levels within the organization to make the organization more efficient (Weinclaw, R.,2013)
Have you ever had a job or an organizational experience where people didn’t get along, nobody knew what to do, everyone did nothing or what they wanted to do, and the manager or leader was difficult to get along with or just so nice no one needed to pay attention? If you have had such a job or position it wasn’t very pleasant was it? The idea of getting up and going to work or going to the next meeting was painful and the temptation to stay home, leave early, or do as little as possible to get through the day was imperative.
Now, imagine an experience in which everyone was friendly. In this instance you are more likely to be interested in going to work, doing your best, taking pride and being committed to what you do. Job performance and job commitment are critical to the success of any organization regardless of whether its purpose is making money or healing the sick. At the heart of the study of Organizational Behavior scientists and practitioners look at workplace behavior so that they can encourage and replicate the behavior that makes you want to get up and go to work. Behavior that will make the organization efficient and profitable.
Here are a few workplace examples which illustrate why it matters to study the behavior of people at work:
An engaged employee is 44% more productive than a satisfied worker, but an employee who feels inspired at work is nearly 125% more productive than a satisfied one. The companies that inspire more employees perform better than the rest. (Vozza S., 2017)
85% Percent of employees worldwide hate their jobs. 70% in the US and 94% in China hate their jobs according to a Ga.
Research Article Analysis Sources· Bruschini M, Carli A, Burl.docxrgladys1
Research Article Analysis Sources:
· Bruschini M, Carli A, Burla F. Burnout and work-related stress in Italian rehabilitation professionals: A comparison of physiotherapists, speech therapists and occupational therapists. Work. 2018;59(1):121-129. doi:10.3233/WOR-172657.
· Williams PS, Mueller MK, Carroll HC, Cornwall MW, Denney LM, Kroneberger LM. Patterns of Academic Burnout, Emotional Distress, and Coping in Physical Therapy Students. International Journal of Health, Wellness & Society. 2018;8(3):31-46. doi:10.18848/2156-8960/CGP/v08i03/31-46.
· Arslan U. Mindfulness and Stress: A Quantitative Study of Therapist Trainees. Online Submission. 2016;48:345-354. http://search.ebscohost.com/login.aspx?direct=true&db=eric&AN=ED588799&site=ehost-live. Accessed May 21, 2019.
Managing Enterprise Risk with Viable Methods
ITS835 – Enterprise Risk Management
Ragesh Attaluri
University of the Cumberlands
Introduction
The Coalition for Environmentally Responsible Economics (Ceres) issued its report which desire
to target boards of directors of modern corporations with this report, encouraging boards to take
advantage of viability opportunities with relation to managing risks. The report contains twenty
key expectations related to governance, stakeholder engagement, disclosure and performance.
Through concerning on setting new standards and expectations for business leadership, Ceres
desire to guide companies on their journey to comprehensive viability.
The twenty expectations made by Ceres make an approach for embedding environmental and
social concerns into the corporate world. With regards to risk management, the most suitable
expectations are within the governance category of the roadmap. These expectations include: board
oversight, management accountability, executive compensation, corporate policies and
management systems, and public policy.
Background
Ceres proposes that boards of directors provide oversight and accountability for corporate viability
strategy and performance. Companies decide to build a board committee to assume responsibility
for this role. The designated committee should communicate regularly with senior executives to
drive the company’s viability agenda. In order to ensure this committee is effective, companies
should also be intentional about recruiting directors with diverse backgrounds in viability and
provide training for all directors on key viability issues.
Within each company, C-level executives should be held responsible for achieving viability goals.
For top organizations, the CEO should delegate one C-level executive to coordinate viability
efforts. In addition, a management committee chaired by the CEO or Chief Viability Officer (CSO)
can be effective in integrating viability into strategy, planning, and operations. These roles should
also be identified in corporate communications in order to encourage personal accounta.
Ready, Set, Present (Generational Differences in Today’s Workplace PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Nowhere in history have we seen 4 generations in today’s workplace. Generational Differences in today’s workplace PowerPoint Presentation Content slides include topics such as: In the first 92 slides you will learn the advantages of generational diversity in the workplace, and identify the impacts of generational differences. This presentation details the 4 generations in our workplace today covering: Social, Political, and Economic Influences, Familial Structure and Influence, Education, Values, Work Ethic, Preferred Leadership Approach, Communication Style, Motivational Buttons, How They Interact with Others, Preferred Approach to Feedback, View toward the Company, Work Vs. Personal Life, Desired Rewards, Financial Behaviors, Relationship with Technology, and Expectations. In addition, you will receive 47 slides covering: future trends and statistics for the four generations; implication for recruiting and supervising the youngest generation - Millennials. It also contrasts the pros and cons of each generation and 6 important tips to more effectively communicate with each generation plus much more.
Variation of Electrical Transport Parameters with Large Grain Fraction in Hig...Sanjay Ram
The electrical transport and its correlation with the microstructural properties in single phase microcrystalline silicon may be very different from the transport in microcrystalline silicon with a mixed phase of amorphous silicon. We have shown that the transport in single phase microcrystalline silicon may be predicted by the large grain fraction.
Generations at Work PowerPoint PPT Content Modern SampleAndrew Schwartz
165 slides include: the advantages of generational diversity at work, the impact of generational differences, details on the 4 generations in today’s workplace detailing: Social, Political, and Economic Influences, Familial Structure and Influence, Education, Values, Work Ethic, Preferred Leadership Approach, Communication Style, Motivational Buttons, How They Interact with Others, Preferred Approach to Feedback, View toward the Company, Work Vs. Personal Life, Desired Rewards, Financial Behaviors, Relationship with Technology, and Expectations. In addition future trends and statistics for the four generations; implication for recruiting and supervising (Millennials). Plus the pros and cons of each generation with 6 important tips on how to communicate more effectively with each generation and much more.
Deloitte’s fourth annual Millennial Survey explored what tomorrow’s leaders think of business today. According to the results, business should focus on people and purpose, not just products and profits in the 21st century.
Millennials overwhelmingly believe that business needs a reset in terms of paying as much attention to people and purpose as it does products and profit. Seventy-five
percent of Millennials believe businesses are too
fixated on their own agendas and not focused
enough on helping to improve society.
Learning Activity #1Relate to the class an experience that you h.docxcharlieppalmer35273
Learning Activity #1
Relate to the class an experience that you have had at work or with an organization to which you are familiar (church, school, club) that is illustrative of why we study organizational behavior. Be sure to explain the relationship between the behavior and its effect on the organization.
Learning Activity #2
Based on the ideas presented in the future of work material this week, what job do you see yourself performing in ten years? Can you describe the workplace environment?
Use only class materials in your responses. All responses even those to your classmates must have support from the material. This means any and all opinions, facts or conclusions must show support from the weekly class materials and/or case study facts (if a case study is under discussion). APA in text citations, reference list and sound writing mechanics are required.
Link to article:
http://fortune.com/2014/05/29/what-the-future-of-work-looks-like/
Organization behavior is the study of the functioning and performance of individuals, groups, and teams within organizations as well as the organization. Based on scientific research and empirical data, organizational behavioral theorists attempt to understand, predict, and influence behavior at all levels within the organization to make the organization more efficient (Weinclaw, R.,2013)
Have you ever had a job or an organizational experience where people didn’t get along, nobody knew what to do, everyone did nothing or what they wanted to do, and the manager or leader was difficult to get along with or just so nice no one needed to pay attention? If you have had such a job or position it wasn’t very pleasant was it? The idea of getting up and going to work or going to the next meeting was painful and the temptation to stay home, leave early, or do as little as possible to get through the day was imperative.
Now, imagine an experience in which everyone was friendly. In this instance you are more likely to be interested in going to work, doing your best, taking pride and being committed to what you do. Job performance and job commitment are critical to the success of any organization regardless of whether its purpose is making money or healing the sick. At the heart of the study of Organizational Behavior scientists and practitioners look at workplace behavior so that they can encourage and replicate the behavior that makes you want to get up and go to work. Behavior that will make the organization efficient and profitable.
Here are a few workplace examples which illustrate why it matters to study the behavior of people at work:
An engaged employee is 44% more productive than a satisfied worker, but an employee who feels inspired at work is nearly 125% more productive than a satisfied one. The companies that inspire more employees perform better than the rest. (Vozza S., 2017)
85% Percent of employees worldwide hate their jobs. 70% in the US and 94% in China hate their jobs according to a Ga.
Research Article Analysis Sources· Bruschini M, Carli A, Burl.docxrgladys1
Research Article Analysis Sources:
· Bruschini M, Carli A, Burla F. Burnout and work-related stress in Italian rehabilitation professionals: A comparison of physiotherapists, speech therapists and occupational therapists. Work. 2018;59(1):121-129. doi:10.3233/WOR-172657.
· Williams PS, Mueller MK, Carroll HC, Cornwall MW, Denney LM, Kroneberger LM. Patterns of Academic Burnout, Emotional Distress, and Coping in Physical Therapy Students. International Journal of Health, Wellness & Society. 2018;8(3):31-46. doi:10.18848/2156-8960/CGP/v08i03/31-46.
· Arslan U. Mindfulness and Stress: A Quantitative Study of Therapist Trainees. Online Submission. 2016;48:345-354. http://search.ebscohost.com/login.aspx?direct=true&db=eric&AN=ED588799&site=ehost-live. Accessed May 21, 2019.
Managing Enterprise Risk with Viable Methods
ITS835 – Enterprise Risk Management
Ragesh Attaluri
University of the Cumberlands
Introduction
The Coalition for Environmentally Responsible Economics (Ceres) issued its report which desire
to target boards of directors of modern corporations with this report, encouraging boards to take
advantage of viability opportunities with relation to managing risks. The report contains twenty
key expectations related to governance, stakeholder engagement, disclosure and performance.
Through concerning on setting new standards and expectations for business leadership, Ceres
desire to guide companies on their journey to comprehensive viability.
The twenty expectations made by Ceres make an approach for embedding environmental and
social concerns into the corporate world. With regards to risk management, the most suitable
expectations are within the governance category of the roadmap. These expectations include: board
oversight, management accountability, executive compensation, corporate policies and
management systems, and public policy.
Background
Ceres proposes that boards of directors provide oversight and accountability for corporate viability
strategy and performance. Companies decide to build a board committee to assume responsibility
for this role. The designated committee should communicate regularly with senior executives to
drive the company’s viability agenda. In order to ensure this committee is effective, companies
should also be intentional about recruiting directors with diverse backgrounds in viability and
provide training for all directors on key viability issues.
Within each company, C-level executives should be held responsible for achieving viability goals.
For top organizations, the CEO should delegate one C-level executive to coordinate viability
efforts. In addition, a management committee chaired by the CEO or Chief Viability Officer (CSO)
can be effective in integrating viability into strategy, planning, and operations. These roles should
also be identified in corporate communications in order to encourage personal accounta.
Ready, Set, Present (Generational Differences in Today’s Workplace PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Nowhere in history have we seen 4 generations in today’s workplace. Generational Differences in today’s workplace PowerPoint Presentation Content slides include topics such as: In the first 92 slides you will learn the advantages of generational diversity in the workplace, and identify the impacts of generational differences. This presentation details the 4 generations in our workplace today covering: Social, Political, and Economic Influences, Familial Structure and Influence, Education, Values, Work Ethic, Preferred Leadership Approach, Communication Style, Motivational Buttons, How They Interact with Others, Preferred Approach to Feedback, View toward the Company, Work Vs. Personal Life, Desired Rewards, Financial Behaviors, Relationship with Technology, and Expectations. In addition, you will receive 47 slides covering: future trends and statistics for the four generations; implication for recruiting and supervising the youngest generation - Millennials. It also contrasts the pros and cons of each generation and 6 important tips to more effectively communicate with each generation plus much more.
Dois terços dos Millennials desejam deixar até 2020 as organizações onde trabalham atualmente. As empresas devem ajustar-se às melhores formas de fomentar a lealdade dos Millennials, sob o risco de perderem uma elevada percentagem da sua força de trabalho.
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
This survey gathered opinions and insights from HR Practitioners & Business Owners on managing cross generational workforce and effectively maximizing competitive advantage
62116, 957 PMOrganization Development and ChangePage 1 .docxalinainglis
6/21/16, 9:57 PMOrganization Development and Change
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PRINTED BY: [email protected] Printing is for personal, private use only. No part of
this book may be reproduced or transmitted without publisher's prior permission. Violators will be
prosecuted.
account for these differences if they are to attract and retain a productive workforce and if they want to turn
diversity into a competitive advantage.
17-1a What Are the Goals?
Figure 17.1 presents a general framework for managing diversity in organizations.2 First, the model suggests
that an organization's diversity approach is a function of internal and external pressures for and against
diversity. Social norms and globalization support the belief that organization performance is enhanced when
the workforce's diversity is embraced as an opportunity. But diversity is often discouraged by those who fear
that too many perspectives, beliefs, values, and attitudes dilute concerted action. Second, management's
perspective and priorities with respect to diversity can range from resistance to active learning and from
marginal to strategic. For example, organizations can resist diversity by implementing only legally mandated
policies such as affirmative action, equal employment opportunity (EEO), or Americans with Disabilities Act
requirements. On the other hand, a learning and strategic perspective can lead management to view diversity as
a source of competitive advantage. For example, a health care organization with a diverse customer base can
not only improve perceptions of service quality by having a more diverse physician base, but it can also
embrace diversity by tailoring the range of services to that market and building systems and processes that are
flexible. Third, within management's priorities, the organization's strategic responses can range from reactive
to proactive. Diversity efforts at Texaco and Denny's had little momentum until a series of embarrassing race-
based events forced a response. Fourth, the organization's implementation style can range from episodic to
systemic. A diversity approach will be most effective when the strategic responses and implementation style fit
with management's intent and internal and external pressures.
FIGURE 17.1 A General Framework for Managing Diversity
https://jigsaw.vitalsource.com/books/9781305339330/content/id/ch17-F2
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Page 2 of 36https://jigsaw.vitalsource.com/api/v0/books/9781305339330/print?from=498&to=527
Unfortunately, organizations have tended to address workforce diversity pressures in a piecemeal fashion;
only 16% of companies surveyed in 2010 thought their diversity practices were “very effective.”3 As each
trend makes itself felt, the organization reacts with appropriate but narrow responses. For example, as the
per.
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3. Definition
A body of individuals born in
approximately the same time
period who generally share
similar behaviors and attitudes.
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4. Implications for Organizations
A lack of awareness of
generational differences and
effective communication
between generations may
impact organizations with:
– High turnover rate.
– Tangible costs (i.e. recruitment,
hiring, training, retention).
– Intangible costs (i.e. morale).
– Grievances and complaints.
– Negative perceptions of fairness
and equity.
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“Implications in the
Work Environment”
Duke University
Office of
Institutional Equity
5. Benefits of Understanding
Generational Differences
More effective
communication/fewer
misunderstandings
Increased recruitment and
employee retention
More effective motivational
methods
Better-formed expectations
Increased productivity
and teamwork
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6. Motivational Buttons
Appealing to their long
time experience
Issuing clear, especially
written, directives
Emphasizing the tradition and
reputation of the company
Emphasizing financial rewards
and job security
www.readysetpresent.com Page 6Veterans (19 of 19)
7. Familial Structure & Influence
Like Traditionalists, Baby
Boomers grew up in relatively
traditional, nuclear families.
However, because of their
optimism and the Civil Rights
Era, Baby Boomers are more
open to change.
www.readysetpresent.com Page 7Baby Boomers (7 of 21)
8. Generation X Pros/Cons (3 of 4)
Pros
Independent
Goal-oriented
Efficient
Flexible
Technologically
comfortable
Quick learners
Cons
Skeptical/questioning
Need feedback
Looking for the next
career opportunity
Unwilling to sacrifice
personal life
Can be perceived as
overly-blunt
Want to do things their
own way
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9. Download “Generations at Work”
PowerPoint presentation
at ReadySetPresent.com
Slides include: 5 implications for organizations, 5 benefits of
understanding generational differences, the 4 different generations in the
workplace today, and 16 points on how the generations differ. For each of
the 4 generations there are 18-22 slides discussing important aspects of
that generation, including: 3-6 different names for the generation, 3-7
points on famous people from the generation, 6-9 social, political, and
economic influences, 2-4 points on familial structure and influence, 2-3
points on education, 7-9 values, 3 points on work ethic, 3 points on
preferred leadership approach, 3 points on communication style, 3-4
points on interaction with others, 2 points on approach to feedback, 2-3
points on view toward the company, 2-4 points on work vs. personal life,
2 points on desired rewards, 2-3 points on financial behaviors, 2-3 points
on relationship with technology, 4-6 points on expectations, and 4-6
motivational buttons. The next section, features 3 different scenarios to
consider, 14 trends toward the future, 14 implications for recruitment, 26
implications for management, and 3 points on generational disconnect. In
Communication Tips, there are 6 communication tips for Veterans, 6 tips
for Boomers, 8 tips for GenXers, 6 tips for GenYs, 4-6 pros versus cons for
each generation, 16 points on the summary of differences, 4 motivating
messages, 6 truths for all generations, 16 action steps and much more.
Royalty Free - Use Them Over and Over Again.
Now: more content, graphics, and diagrams
www.readysetpresent.com Page 9
10. Download “Generations at Work”
PowerPoint presentation
at ReadySetPresent.com
Slides include: 5 implications for organizations, 5 benefits of
understanding generational differences, the 4 different generations in the
workplace today, and 16 points on how the generations differ. For each of
the 4 generations there are 18-22 slides discussing important aspects of
that generation, including: 3-6 different names for the generation, 3-7
points on famous people from the generation, 6-9 social, political, and
economic influences, 2-4 points on familial structure and influence, 2-3
points on education, 7-9 values, 3 points on work ethic, 3 points on
preferred leadership approach, 3 points on communication style, 3-4
points on interaction with others, 2 points on approach to feedback, 2-3
points on view toward the company, 2-4 points on work vs. personal life,
2 points on desired rewards, 2-3 points on financial behaviors, 2-3 points
on relationship with technology, 4-6 points on expectations, and 4-6
motivational buttons. The next section, features 3 different scenarios to
consider, 14 trends toward the future, 14 implications for recruitment, 26
implications for management, and 3 points on generational disconnect. In
Communication Tips, there are 6 communication tips for Veterans, 6 tips
for Boomers, 8 tips for GenXers, 6 tips for GenYs, 4-6 pros versus cons for
each generation, 16 points on the summary of differences, 4 motivating
messages, 6 truths for all generations, 16 action steps and much more.
Royalty Free - Use Them Over and Over Again.
Now: more content, graphics, and diagrams
www.readysetpresent.com Page 9