The document discusses generational differences in the workplace and strategies for effective communication across generations. It outlines four generations - Matures, Baby Boomers, Generation X, and Generation Y. For each generation, it describes defining events, values, work styles, and tips for training and development. The overall goals are to increase understanding of generational differences and how they affect work, as well as promote skills for intergenerational communication.
This document discusses workplace interactions between different generations in the workforce. It notes that while surface-level interactions may differ between generations, deeper values and beliefs are shaped during adolescence and are less likely to change. The document explores how traditionalists, baby boomers, generation X, and millennials may approach relationships with superiors, dealing with different viewpoints, how work gets done, and communication in the workplace. It emphasizes that collaboration requires moving beyond generational silos by appreciating diverse perspectives.
This document discusses different generations in the workforce and how they interact. It highlights that while generations have different values and beliefs shaped by their life experiences, they also share some commonalities. It emphasizes appreciating individuals for who they are, being curious to understand different perspectives before judging, and complementing others to inspire collaborative thinking. The goal is providing strategies to create collaborative and inclusive work environments.
Why Can't We All Just Get Along? Four Generations Working Side by Side in Har...Andrew Krzmarzick
Presentation delivered at the Training Officer's Consortium (TOC) Institute in Williamsburg, VA, on April 27, 2009. Facilitated by a Gen X'er and a Traditional. Objectives included:
1. Understand and better navigate the intergenerational differences in your office
2. Participate in several training modalities that reach a multi-generational audience
3. Experience a truly blended approach to training that addresses the learning preferences of all four generations.
The document discusses trends and predictions for the future workplace in 2020 and beyond. It notes that demographics are shifting with slower growth in working age populations. Younger generations now in the workforce have different traits and expectations than previous generations. The workplace is becoming more digital, mobile, and global. Employers will need to adapt to attract and retain talent by offering flexible work arrangements, opportunities for learning and growth, and emphasizing social responsibility. The roles of leadership and HR are also expected to change to focus more on developing others, enabling innovation, and creating inclusive cultures.
This document discusses different generations in the workforce - Baby Boomers, Generation X, and Millennials - and their characteristics, as well as tips for working with each generation. Baby Boomers are described as idealistic and career focused, Generation X as distrustful of institutions and prioritizing family/friends over work, and Millennials as very tech-savvy, collaborative, and impatient. The document provides advice on work environment, work content, compensation, and relationships for each generation.
A key to student success is mentoring. This is especially true for underrepresented minority (URM) students who may not have the social structure that provides role models and intellectual and emotional supports that students need to succeed. Mentoring can provide this infrastructure and fill in gaps in knowledge and access to available resources which many URM students need. Peer mentoring is critical for student success, but it has to be supported with faculty mentoring for optimal effectiveness. Many non-minority faculty are wary about taking on the role of mentor for URM students. This is usually not because they do not want to but rather it is usually because they are concerned that they do not know how. The discussion will focus on how faculty mentors can overcome the barriers and gain awareness, insight and strategies on mentoring URM students to increase the chances for their future success professionally and personally.
Keep Peace and Keep Learning in a Multi-Generational WorkforceBizLibrary
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce presents both challenges and opportunities for organizations.
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce provides both opportunities and challenges for developing training programs.
This document discusses workplace interactions between different generations in the workforce. It notes that while surface-level interactions may differ between generations, deeper values and beliefs are shaped during adolescence and are less likely to change. The document explores how traditionalists, baby boomers, generation X, and millennials may approach relationships with superiors, dealing with different viewpoints, how work gets done, and communication in the workplace. It emphasizes that collaboration requires moving beyond generational silos by appreciating diverse perspectives.
This document discusses different generations in the workforce and how they interact. It highlights that while generations have different values and beliefs shaped by their life experiences, they also share some commonalities. It emphasizes appreciating individuals for who they are, being curious to understand different perspectives before judging, and complementing others to inspire collaborative thinking. The goal is providing strategies to create collaborative and inclusive work environments.
Why Can't We All Just Get Along? Four Generations Working Side by Side in Har...Andrew Krzmarzick
Presentation delivered at the Training Officer's Consortium (TOC) Institute in Williamsburg, VA, on April 27, 2009. Facilitated by a Gen X'er and a Traditional. Objectives included:
1. Understand and better navigate the intergenerational differences in your office
2. Participate in several training modalities that reach a multi-generational audience
3. Experience a truly blended approach to training that addresses the learning preferences of all four generations.
The document discusses trends and predictions for the future workplace in 2020 and beyond. It notes that demographics are shifting with slower growth in working age populations. Younger generations now in the workforce have different traits and expectations than previous generations. The workplace is becoming more digital, mobile, and global. Employers will need to adapt to attract and retain talent by offering flexible work arrangements, opportunities for learning and growth, and emphasizing social responsibility. The roles of leadership and HR are also expected to change to focus more on developing others, enabling innovation, and creating inclusive cultures.
This document discusses different generations in the workforce - Baby Boomers, Generation X, and Millennials - and their characteristics, as well as tips for working with each generation. Baby Boomers are described as idealistic and career focused, Generation X as distrustful of institutions and prioritizing family/friends over work, and Millennials as very tech-savvy, collaborative, and impatient. The document provides advice on work environment, work content, compensation, and relationships for each generation.
A key to student success is mentoring. This is especially true for underrepresented minority (URM) students who may not have the social structure that provides role models and intellectual and emotional supports that students need to succeed. Mentoring can provide this infrastructure and fill in gaps in knowledge and access to available resources which many URM students need. Peer mentoring is critical for student success, but it has to be supported with faculty mentoring for optimal effectiveness. Many non-minority faculty are wary about taking on the role of mentor for URM students. This is usually not because they do not want to but rather it is usually because they are concerned that they do not know how. The discussion will focus on how faculty mentors can overcome the barriers and gain awareness, insight and strategies on mentoring URM students to increase the chances for their future success professionally and personally.
Keep Peace and Keep Learning in a Multi-Generational WorkforceBizLibrary
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce presents both challenges and opportunities for organizations.
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce provides both opportunities and challenges for developing training programs.
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.
Working with and Managing Multiple generationsEvelyn Neale
We are now working in environments with a mix of 5 or more generations making for dynamic workplaces. Learn the generational characteristics and what motivates them. How to resolve conflicts and create an innovative and positive working environment.
The document discusses strategies for managing a multigenerational workforce by gaining an understanding of different generations, identifying effective strategies for multigenerational teams, and learning how to mentor Millennials appropriately. Key differences between generations are outlined related to their approach to career goals, work-life balance, job changing, and training. Effective communication methods and motivators are provided for each generation.
Surviving and thriving in a multi generational workforce - june 8 2012Jennifer Atienzo-Fisher
The document discusses different generations currently in the workforce including Veterans, Baby Boomers, Generation X, and Millennials. It provides key events and characteristics of each generation as well as tips for effectively managing a multigenerational workforce such as understanding generational differences, identifying strategies for multigenerational teams, and learning how to mentor Millennials. The document aims to help professionals gain insight into working with different generations.
1. The document discusses strategies for managing a multigenerational workforce, including gaining understanding of different generations, effective strategies for multigenerational teams, and how to mentor Millennials.
2. It profiles the key events and experiences that shaped Veterans, Baby Boomers, Generation X, and Millennials at work.
3. The document provides tips on motivating, rewarding, and communicating effectively with each generation to optimize their strengths and address possible weaknesses.
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.
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 presentation summarizes common characteristics of Generation Y to help understand their motivations and develop strategies for managing intergenerational relationships in the workforce. Key points include: Generation Y comprises over 70 million people in the US and will make up nearly half the workforce by 2014; formative events like 9/11, the Iraq War, and technology shaped their worldview; they value meritocracy, camaraderie, non-traditionalism, and work-life integration; implications for businesses include addressing expectations around compensation, career opportunities, collaboration, and feeling nurtured in the workplace. The goal is to understand generational differences and disconnects to facilitate a positive transition into the workforce.
The Changing Workforce: Managing People Who Aren't Like Youmemberdevmanager
The document discusses managing a multigenerational workforce, identifying four main generations - Matures, Baby Boomers, Generation X, and Generation Y. Each generation has different characteristics and preferences that influence how they can best be managed and rewarded. Effective management requires understanding generational differences in attitudes, technology usage, and work preferences to build an inclusive work environment and minimize turnover.
This document summarizes a webinar on talent and the generations. It discusses:
1) Getting an understanding of the different generations in the workforce and how their working styles and expectations differ. It outlines the key generations as Traditionals, Boomers, Gen X, and Gen Y.
2) How generational differences impact talent sourcing, retention, and development. Sourcing requires understanding what attracts each generation. Retention means meeting different expectations around work-life balance, flexibility, and development opportunities.
3) The webinar draws on global research to discuss these intergenerational issues in countries around the world, finding that generational preferences have commonalities despite geographic and cultural differences.
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.
This document discusses managing different generations in the workplace. It outlines the key characteristics of the Lost Generation, Baby Boomers, Generation X, and Generation Y. Some of the challenges of a multigenerational workforce include differing work ethics, views of authority, and technological skills. To promote safety and productivity, managers must understand what motivates each generation and provide customized feedback, training, and rewards. Fostering respect among generations and allowing each to contribute their strengths can help create a cooperative team environment.
The document discusses several key topics related to employability skills:
1) It describes the four generations currently in the workforce - Matures, Baby Boomers, Generation X, and Generation Y - and how their different experiences with technology and management styles can sometimes cause conflicts.
2) It explains that understanding personality traits and temperament is important for comprehending why people act differently. Each person's natural wiring influences their motivations, perspectives, and blind spots.
3) It provides an overview of the four main personality types - Expressive, Dominant, Analytical, and Steady - including their strengths, challenges, and preferred work environments. Learning to recognize different styles can help people work together effectively.
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
This document discusses managing generational diversity in the workplace. It outlines four generations currently in the workforce - Veterans, Boomers, Generation X, and Generation Y. Each generation has different core values and work styles that were shaped by seminal historic events. Managing a multigenerational workforce requires understanding these differences in how each generation prefers to receive feedback, career goals, rewards, and communication. Building an engaged team culture involves moving all employees up an engagement pyramid through growth opportunities, quality coworkers, meaningful work, and recognition.
By understanding the generations in our workplace and what drives each of us, you help create a work environment where we can all focus on providing the best services for our clients (internal and external) and get needs for respect and communication met.
The document discusses generational diversity in the workplace and its impact on business leaders. It defines 5 generations - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z - and provides information on their defining characteristics, values, influences and communication preferences. It notes perceptions between generations regarding work ethic and challenges in understanding different generational skills. Potential solutions proposed include bi-generational leadership, reverse mentoring, understanding individual motivations beyond generational generalizations, and recognizing the contributions each generation can make.
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.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
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.
Working with and Managing Multiple generationsEvelyn Neale
We are now working in environments with a mix of 5 or more generations making for dynamic workplaces. Learn the generational characteristics and what motivates them. How to resolve conflicts and create an innovative and positive working environment.
The document discusses strategies for managing a multigenerational workforce by gaining an understanding of different generations, identifying effective strategies for multigenerational teams, and learning how to mentor Millennials appropriately. Key differences between generations are outlined related to their approach to career goals, work-life balance, job changing, and training. Effective communication methods and motivators are provided for each generation.
Surviving and thriving in a multi generational workforce - june 8 2012Jennifer Atienzo-Fisher
The document discusses different generations currently in the workforce including Veterans, Baby Boomers, Generation X, and Millennials. It provides key events and characteristics of each generation as well as tips for effectively managing a multigenerational workforce such as understanding generational differences, identifying strategies for multigenerational teams, and learning how to mentor Millennials. The document aims to help professionals gain insight into working with different generations.
1. The document discusses strategies for managing a multigenerational workforce, including gaining understanding of different generations, effective strategies for multigenerational teams, and how to mentor Millennials.
2. It profiles the key events and experiences that shaped Veterans, Baby Boomers, Generation X, and Millennials at work.
3. The document provides tips on motivating, rewarding, and communicating effectively with each generation to optimize their strengths and address possible weaknesses.
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.
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 presentation summarizes common characteristics of Generation Y to help understand their motivations and develop strategies for managing intergenerational relationships in the workforce. Key points include: Generation Y comprises over 70 million people in the US and will make up nearly half the workforce by 2014; formative events like 9/11, the Iraq War, and technology shaped their worldview; they value meritocracy, camaraderie, non-traditionalism, and work-life integration; implications for businesses include addressing expectations around compensation, career opportunities, collaboration, and feeling nurtured in the workplace. The goal is to understand generational differences and disconnects to facilitate a positive transition into the workforce.
The Changing Workforce: Managing People Who Aren't Like Youmemberdevmanager
The document discusses managing a multigenerational workforce, identifying four main generations - Matures, Baby Boomers, Generation X, and Generation Y. Each generation has different characteristics and preferences that influence how they can best be managed and rewarded. Effective management requires understanding generational differences in attitudes, technology usage, and work preferences to build an inclusive work environment and minimize turnover.
This document summarizes a webinar on talent and the generations. It discusses:
1) Getting an understanding of the different generations in the workforce and how their working styles and expectations differ. It outlines the key generations as Traditionals, Boomers, Gen X, and Gen Y.
2) How generational differences impact talent sourcing, retention, and development. Sourcing requires understanding what attracts each generation. Retention means meeting different expectations around work-life balance, flexibility, and development opportunities.
3) The webinar draws on global research to discuss these intergenerational issues in countries around the world, finding that generational preferences have commonalities despite geographic and cultural differences.
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.
This document discusses managing different generations in the workplace. It outlines the key characteristics of the Lost Generation, Baby Boomers, Generation X, and Generation Y. Some of the challenges of a multigenerational workforce include differing work ethics, views of authority, and technological skills. To promote safety and productivity, managers must understand what motivates each generation and provide customized feedback, training, and rewards. Fostering respect among generations and allowing each to contribute their strengths can help create a cooperative team environment.
The document discusses several key topics related to employability skills:
1) It describes the four generations currently in the workforce - Matures, Baby Boomers, Generation X, and Generation Y - and how their different experiences with technology and management styles can sometimes cause conflicts.
2) It explains that understanding personality traits and temperament is important for comprehending why people act differently. Each person's natural wiring influences their motivations, perspectives, and blind spots.
3) It provides an overview of the four main personality types - Expressive, Dominant, Analytical, and Steady - including their strengths, challenges, and preferred work environments. Learning to recognize different styles can help people work together effectively.
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
This document discusses managing generational diversity in the workplace. It outlines four generations currently in the workforce - Veterans, Boomers, Generation X, and Generation Y. Each generation has different core values and work styles that were shaped by seminal historic events. Managing a multigenerational workforce requires understanding these differences in how each generation prefers to receive feedback, career goals, rewards, and communication. Building an engaged team culture involves moving all employees up an engagement pyramid through growth opportunities, quality coworkers, meaningful work, and recognition.
By understanding the generations in our workplace and what drives each of us, you help create a work environment where we can all focus on providing the best services for our clients (internal and external) and get needs for respect and communication met.
The document discusses generational diversity in the workplace and its impact on business leaders. It defines 5 generations - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z - and provides information on their defining characteristics, values, influences and communication preferences. It notes perceptions between generations regarding work ethic and challenges in understanding different generational skills. Potential solutions proposed include bi-generational leadership, reverse mentoring, understanding individual motivations beyond generational generalizations, and recognizing the contributions each generation can make.
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.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Generations ppt teri updated
1. COMMUNICATING ACROSS
THE GENERATIONS
Presented by
Teri Zuege-Halvorsen, MS
Assistant Professor
Family Living Educator
UW-Cooperative Extension
2. Program Outline
Introduction and Overview
Background of the Generations
How Do Generational Differences
Affect You?
Communicating Across the
Generations
3. Workshop Goals
Increase knowledge and understanding of
the four generations
Enhance comprehension of how
generational differences affect
working styles
Promote skills for effective
intergenerational communication
4. Generational Diversity
Generational differences represent a
critical aspect to workplace diversity.
How you view generational differences
is based on your generational
perspective.
5. Are you a mature, one of the many loyal
“company people” most comfortable with a
top-down management approach?
Do you work for a driven and dedicated Baby
Boomer willing to work late to prove
themselves?
Do you have team members who are Gen
X’ers, most comfortable with casual dress and
flexible hours, resentful of traditional power
and politics?
Is your organization prepared to recruit and
retain Gen Y’s, a group of idealistic, multi-
tasking web-surfers?
7. The Matures
Born between 1925-1945
Almost 6% of them are still in the
workforce, although many are part-
time
Also known as the: veterans,
seniors, traditionalists, silent
generation
8. The Baby Boomers
Born between 1945-1963 or (1940 –
1960)
Over 72 million strong
Also known as:
Boomers
9. The Generation X’ers
Born between 1964-1980
58 Million
Also known as: X’ers, Baby
Busters, Post-Boomers,
10. The Generation Y’s
Born between 1981 and 2000
80 Million Strong
Also known as the:
millennials, nexters,
Nintendo Generation,
Internet Generation
11. Cuspers
those born close to the dividing line
between two generations. Are often able
to straddle both generational defining
moments/signposts. Sometimes identify
with one or the other
12. Matures: Defining Events
The Great Depression & Dust Bowl
The New Deal
Social Security Established
Golden Age of Radio
Pearl Harbor Attacked
WW II and Korean War
Rise of Labor Unions
13. Boomers: Defining Events
Economic Prosperity
Bay of Pigs
Expansion of Suburbia
Focus on Children
Television/Rock & Roll
Vietnam
Assassinations
Civil Rights Movement
Cold War/McCarthy Hearings
Space Race/Moon Landing
14. Gen X’ers: Defining Events
Watergate, Nixon resigns
Roe vs. Wade
Challenger Disaster
Computers
Single-parent homes
Latchkey Kids
MTV
AIDS
Harsh economic conditions/energy crisis
15. Gen Y’s: Defining Events
Technology -Internet
Reality TV
Multiculturalism
Desert Shield/Storm
Clinton Scandal
Columbine & others
Oklahoma City Bombing
9/11 – War
Political Landscape
18. Generational Descriptors
Matures Boomers Gen X’ers Gen Y’s
Defining Duty/ Individuality Diversity/ Optimism
idea… Sacrifice /Work Independence Collaborate
Success Fought Born and Have two jobs Tenacity
because hard & should
won have it
Style… Team Self- Entrepreneur Team
player absorbed player
Leisure Reward The point of Relief Part of life
is… for hard life
work
19. Generational Descriptors
Matures Boomers Gen X’ers Gen Y’s
Education A dream A birthright A way to get Life-long
is… ahead
Surprises in Some All good Avoid them – Can be
life are… good, they are good
some bad usually bad
Future is… Rainy day Now is Uncertain, Can be
to work for more but planned
important manageable for
Managing Save Spend Hedge Spend
money… parent’s $
20. Generational Descriptors
Matures Boomers Gen Gen Y’s
Xers
Program Social Cult Software Sophisticated
means… program deprogrammers software
They Victory Youth Savvy Knowledge
celebrate…
The Mom and Mom and Dad Mom or Mom or Dad
family… Dad Dad
Grandpa,
Grandma
21. Generational Descriptors
Matures Boomers Gen X’ers
Gen Y’s
Sex… On your In your car Over the
Back to
honeymoon Internet
basics
The phone Rotary Touch tone Cellular
Wireless/
is… Texting
Technology Slide rules Calculators Spreadsheets Game
Systems
Source: Rocking the Ages, Smith, J. Walker and Ann Clurman
22. Generational Clash
in the Workplace
Worldwide economy
Rapid change in the workplace
Mergers, acquisitions, consolidations
- Downsizing of organizations
- Elimination of middle management
Less union activity/changes in public
unions - Seniority is only one element
of promotion
Technology
23. The Result:
No job is safe, and no career assured.
Causes employees to identify more with
their generation and blame other
generations for workplace problems and
issues.
The real generational workplace conflict
is based on differences in values,
ambitions, views, and mindsets.
24. Mature Values
Dedication/sacrifice Patience
Law and order Delayed reward
Strong work ethic Duty, honor, country
Risk averse Loyalty to the
Respect for organization
authority
25. Boomer Values
Optimism Promotion and
Team work recognition
Personal Youth
gratification Work
Health and wellness Volunteerism
26. Gen X Values
Diversity Fun
Thinking globally Informality
Balance in life Independence
Computer literacy Initiative
Personal
development
27. Gen Y Values
Optimism Education
Civic duty Idealism
Confidence Fun
Ambition/ Diversity
achievement Personal
Tradition development
28. Matures at Work
Assets Limitations
Stable Uncomfortable with
Detail oriented ambiguity and change
Work experience Reluctant to buck the
Loyal system
Customer service Uncomfortable with
conflict
“We’ve always done it
that way” response
29. Boomers at Work
Assets Limitations
Service oriented Not naturally “budget
Driven/dedicated minded”
Willing to “go the Uncomfortable with
extra mile” conflict
Good at Put process ahead of
relationships results
Want to please Sensitive to feedback
Good team Judgmental of those who
players see things differently
30. Gen X’ers at Work
Assets Limitations
Adaptable/flexible Impatient
Techno-literate May have poorer
Independent people skills
Not intimidated by Not as much
authority experience
Creative Skeptical, some are
cynical
31. Gen Y’s at Work
Assets Limitations
Loyalty Need for supervision
and structure
Optimism tempered
with realism Inexperience,
particularly with
Tolerant handling different
Multi-tasking people issues
Technological savvy Customer service
levels are low
32. Matures: Training & Development
Training Developing
Take plenty of time Technology
Give them the “big Don’t stereotype as
picture” technophobes
Share the company/ Use formality and
organizational history order
Let them share their Don’t rush it
experiences
33. Boomers:
Training & Development
Training Development
Focus on the future Meetings and team
building
Focus on challenges
Provide developmental
experiences
Focus on their role
Use business books
and training videos
34. Gen X’ers:
Training & Development
Training Development
Offer them access to Help them train for
computer-based another job
information
and resources Self-study online
courses
Provide resource lists
Keep materials brief –
Focus on balance bullets/checklists
Have some fun
35. Gen Y’s: Training & Development
Development
Training
Take plenty of time
Focus on customer
service and
Model the behavior
interpersonal skills
you want to see
Provide a mentor;
Communicate preferably a mature
expectations
Large teams with
Have some fun strong leadership
36. Messages that Motivate
Matures
“Your experience is respected here.”
“It’s important for the rest of us to
hear what has, and hasn’t, worked
in the past.”
“Your perseverance is valued and will
be rewarded.”
37. Messages that Motivate
Boomers
“You are important to our success.”
“Your unique contributions will be
recognized and rewarded.”
“What is your vision for this project?”
38. Messages that Motivate
Gen X’ers
“Do it your way.”
“We’ve got the newest technology and
a lot of professional development.”
“There aren’t a lot of rules here.”
“We’re not very corporate/rigid.”
39. Messages that Motivate
Gen Y’s
“We provide equal opportunities
here.”
“Your mentor is in his/her sixties.”
“You are making a positive difference
to our company.”
“You handled that situation well.”
40. Communication:
Levels of Response
Level 1
Acknowledge and let it go.
Level 2
Change your behavior.
Level 3
Use a generational
template to talk it over.
Source:The Xers & The Boomers, Claire Raines, Jim Hunt
41. Acknowledge and let it go
Learn to “pick your battles”
Acknowledge that generational
differences exist
Identify the generational factor involved
with a co-workers behavior or response
Let your annoyance go and move on
42. Change your behavior
React by altering your response based
on the generational principles you have
learned
Make a conscious decision as to what
you are going to say, or not say, what
are the most appropriate words to use
in your response, what is the most
appropriate way to respond
43. Use a generational template
All involved recognize and acknowledge
that each generation has a preferred
communication style.
They go a step further and discuss how
these preferences are affecting their situation.
They come to a mutual agreement about
more effective ways to communicate with
each other.
45. USING THE ABC APPROACH
Accommodate differences
Be flexible
Create an atmosphere of trust
46. ACCOMMODATE DIFFERENCES
A diversity of perspectives enriches an
organization
Understand and appreciate generational
differences
Recognize and reward in ways
appropriate to generationally diverse
needs and desires
47. BE FLEXIBLE
Step “out of the box”
Focus on the end result rather than
the process
Stay open to all possibilities
48. CREATE AN ATMOSPHERE
OF TRUST
DO NOT micromanage!
Involve staff and volunteers in planning
and decision making
Provide clear, specific goals, the
resources need and then step out of the
way!
Editor's Notes
After you go through this definition – have them do worksheet that has them guess at defining events
My son was born in September 1990. The Berlin Wall was already down. It was something that existed when I was in high school. When he was in high school it was ancient history.