This document discusses strategies for leaders to effectively manage Millennial employees. It begins by defining Millennials as those born between 1980-2000, and explains they will soon comprise nearly half the workforce. The document then outlines key traits of Millennials, such as being team-oriented and focused on achievement. It suggests leaders provide frequent feedback, focus on employees' strengths, and allow them to contribute to the organization's purpose. The conclusion states that leaders must understand generational differences and embrace Millennials' skills to help organizations grow and benefit from their potential.
Cipd Ireland Where Are Tomorrows Leaders Today Final Version Mtim 1110Marc Timmerman
Many organisations will be affected by a high turnover of high potentials and high performers in 2011. What can we do about it ? What is the importance of a new Employer Value Proposition ?
Speaker: Mary Stacey
Managing Director, Context Management Consulting Inc.
Research illustrates that leaders who can facilitate collaboration create more sustainable enterprises. Learn the benefits of developing your capacity to be a more collaborative leader. Assess your leadership using the Leadership Development Framework from Torbert and Rooke’s award winning article The Seven Transformations of Leadership (Harvard Business Review, 2005). Leave the session with new ideas about how you can facilitate deeper collaboration in every relationship.
More information on this session: http://www.marsdd.com/events/details.html?uuid=cff0034d-4f16-4da4-ad93-f15b8ca2531f
Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.
Presented by Mary Stacey, Managing Director of Context Management Consulting Inc.
More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08
Cipd Ireland Where Are Tomorrows Leaders Today Final Version Mtim 1110Marc Timmerman
Many organisations will be affected by a high turnover of high potentials and high performers in 2011. What can we do about it ? What is the importance of a new Employer Value Proposition ?
Speaker: Mary Stacey
Managing Director, Context Management Consulting Inc.
Research illustrates that leaders who can facilitate collaboration create more sustainable enterprises. Learn the benefits of developing your capacity to be a more collaborative leader. Assess your leadership using the Leadership Development Framework from Torbert and Rooke’s award winning article The Seven Transformations of Leadership (Harvard Business Review, 2005). Leave the session with new ideas about how you can facilitate deeper collaboration in every relationship.
More information on this session: http://www.marsdd.com/events/details.html?uuid=cff0034d-4f16-4da4-ad93-f15b8ca2531f
Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.
Presented by Mary Stacey, Managing Director of Context Management Consulting Inc.
More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08
The New Business Imperative: Recruiting, Developing and Retaining Women in th...Kip Michael Kelly
Organizations with women in senior leadership positions outperform those that have none. Yet, one study of the top 1500 U.S. firms revealed that an astounding 70% of top U.S firms have no women in their senior leadership ranks. Many organizations then have the capacity for greater improvement... and greater business results.To help HR and talent management professionals eliminate the persistent gap between men and women in the workforce in terms of pay, career path, and leadership development, this UNC Executive Development white paper:• Explores the business imperative to foster women's roles in organizations• Examines the gap in female representation in leadership positions• Highlights the perception gaps between men and women in how effective organizations are when it comes to recruiting, developing and retaining women• Offers HR and talent management professionals steps they can take to recruit, develop and retain women in organizational leadership rolesDownload this white paper today and learn how to address the female leadership challenge and reap the bottom-line rewards of more fully including women in the workplace.
Presentation which covers many of the points in the work I just published ("Developing Leaders in a Global Landscape") in Linkage's "Best Practices in Leadership Development Handbook". All rights reserved - please no re-publication without permission.
A talk delivered to Youth to Business, part of AIESEC's International Congress and 65th year celebrations.
What are the challenges and opportunities for Gen Y in creating a better world? How does technological innovation, changing education paradigms and new forms of leadership provide a platform for positive change?
The 2012 Kelly Global Workforce Index (KGWI)
brings together the findings from almost
170,000 respondents from 30 countries. It
shows the results of diverse forces impacting the
contemporary workplace, including generational
and geographic diversity, the impact of mobile
technologies, employee empowerment,
and the widespread use of social media.
This third installment of the 2012 KGWI examines
the issue of leadership in the contemporary
workplace from the employee perspective.
It explores the way that workers think about
the quality, direction, and style of leadership,
and the degree to which they share the goals
of those who head their organizations.
The paper examines the leadership issue across
industry sectors, and globally, across
the Americas, APAC, and EMEA regions.
It also includes a generational perspective,
with a focus on the three main workforce
generations—Gen Y (age 19–30), Gen X
(age 31–48), and Baby Boomers (age 49–66).
The New Business Imperative: Recruiting, Developing and Retaining Women in th...Kip Michael Kelly
Organizations with women in senior leadership positions outperform those that have none. Yet, one study of the top 1500 U.S. firms revealed that an astounding 70% of top U.S firms have no women in their senior leadership ranks. Many organizations then have the capacity for greater improvement... and greater business results.To help HR and talent management professionals eliminate the persistent gap between men and women in the workforce in terms of pay, career path, and leadership development, this UNC Executive Development white paper:• Explores the business imperative to foster women's roles in organizations• Examines the gap in female representation in leadership positions• Highlights the perception gaps between men and women in how effective organizations are when it comes to recruiting, developing and retaining women• Offers HR and talent management professionals steps they can take to recruit, develop and retain women in organizational leadership rolesDownload this white paper today and learn how to address the female leadership challenge and reap the bottom-line rewards of more fully including women in the workplace.
Presentation which covers many of the points in the work I just published ("Developing Leaders in a Global Landscape") in Linkage's "Best Practices in Leadership Development Handbook". All rights reserved - please no re-publication without permission.
A talk delivered to Youth to Business, part of AIESEC's International Congress and 65th year celebrations.
What are the challenges and opportunities for Gen Y in creating a better world? How does technological innovation, changing education paradigms and new forms of leadership provide a platform for positive change?
The 2012 Kelly Global Workforce Index (KGWI)
brings together the findings from almost
170,000 respondents from 30 countries. It
shows the results of diverse forces impacting the
contemporary workplace, including generational
and geographic diversity, the impact of mobile
technologies, employee empowerment,
and the widespread use of social media.
This third installment of the 2012 KGWI examines
the issue of leadership in the contemporary
workplace from the employee perspective.
It explores the way that workers think about
the quality, direction, and style of leadership,
and the degree to which they share the goals
of those who head their organizations.
The paper examines the leadership issue across
industry sectors, and globally, across
the Americas, APAC, and EMEA regions.
It also includes a generational perspective,
with a focus on the three main workforce
generations—Gen Y (age 19–30), Gen X
(age 31–48), and Baby Boomers (age 49–66).
Leadership talk designed to engage Generation Z and Millennials and understand what they believe is important. Relevant now more that ever in the run up to the election.
Online strategy: A shift towards the millennial generationJorn de Vreede
As a case description, this presentation covers the creation of the extensive online platform for CNV Vakmensen, a dutch Labour union. The chosen strategy, solutions and lessons learned.
The presentation was given as a webinar on www.sitecoresummerschool.com.
These are tips for being a great leader. Do you wonder how to rally your team? Are there times when you feel like you could be doing some basic management things in a more effective way? Do you want to be a better manager? This is the presentation for you!
The 5 Immutable Laws of Attracting MillennialsBrent Kelly
By 2025, 75% of the global workforce will be made up of Millennials. Is the term Millennial overused? Yes, but that doesn't underscore the importance of understanding how to attract and sell to the most important generation since the baby boomers.
Millennial Misconceptions: Dangers of Getting The Millennial Generation WrongKevin Snyder, Ed.D.
As has been repeated in practically every article about the Millennial Generation, also known as Generation Y, Millennials have become the workforce majority demographic in 2015. Meaning, there are more Millennials working in the United States than Baby Boomers and Gen X.
Yet why such a negative stigma against the Millennial generation? Why is the conversation about this tech-savvy generation deflating rather than uplifting?
Most companies are getting the Millennials wrong ... and this is dangerous for business and leadership. Companies and organizational leaders that understand the needs and expectations of Millennials will separate themselves apart.
* This PowerPoint will address "Millennial Misconceptions" and it is a portion from one of my customized keynote presentations that I tailor for each group I speak to. This particular audience is called FENG (Financial Executives Networking Group). Contact me for more information about Millennials: Kevin@KevinCSnyder.com (KevinCSnyder.com)
An overview of 2013 Q1 millennial research results
This research was conducted using mobile ethnography, meaning each participant received questions and assignments via their smartphone.
Participants responded to the assignments through video, which allowed for more personal, candid and sometimes shocking responses.
Progressive leadership in a disruptive digital age - #FRO16Edo
This session will look at the perfect storm that faces the sector, the key areas of focus for leaders and the cultural change that is fundamental to building a sustainable future for your organisation.
The disruption currently being caused by new technologies and digital communication is huge. Whole sectors such as publishing, financial services and retail are experiencing seismic change with many long established brands falling by the wayside as they struggle to adapt to the new market context.
The challenge facing the not-for-profit sector is no less real and pressing, and it is the responsibility of leaders within the sector to fully embrace the need for change and transformation that digital engenders.
IIC Partners examines the role of the Chief Digital Officer (CDO) and the skills, requirements and leadership qualities companies looking for when hiring a CDO.
Thomas, Lisa Carlucci, Sobel, Karen, and Nina McHale. "Gen X Librarians - Leading From the Middle."
Presentation for the Computers in Libraries Conference, April 12, 2010.
This slide uses research by Google to explain what makes a successful team and why. It also includes practical steps to take and descriptions of constructive team building with lasting benefits.
Unleashing the Power of the Millennial GenerationKari Wilson
Unleashing the Potential of the Millennial Generation: As a new generation of highly skilled knowledge workers enter the workforce, managers are increasingly challenged by how to relate to and incent the millennials. Our research discusses this group’s unique characteristics and strengths, and then analyzes how to attract, retain, and inspire millennials who have the potential to be the most productive and innovative generation to ever enter the workforce.
Diversity: Working Well With Others | Webinar 06.10.15BizLibrary
How do you feel when you attend diversity training?
Do you dread it?
Are you excited about?
Do you go just to get it done and check it off your list?
Diversity is a topic that can make people feel uneasy. That’s not the goal of diversity. The goal is to get everyone aligned for success by being enthusiastic, creating a positive work environment and ultimately learning how to work well with each other.
People have basic needs, Maslow said there are five, and one of those is “the need to belong”.
Do you foster a culture that encourages teamwork, communication, collaboration?
In this program we will talk about tools and strategies you can use to get your work teams to leverage their strengths instead of focusing on their differences.
www.bizlibrary.com
Leadership Formulation
Formulating Leadership
In today's workforce, there are several ways in which organizations can pursue individual or group talent to represent all it stands for and how it would like to be presented to the workforce. Successfully recruiting people should start with the organization realizing what its purpose is and how it plans to remain relevant along with many other organizations doing the same things. Once recruited and trained, it is important organizations find a means of retaining these individuals who excel in all areas and portray the characteristics of one who can eventually lead the staff in their charge as well as ensure new talent is brought in to keep the organization growing.
Leadership Development
Leadership development is a critical focus area for any organization that needs to be successful. In such a constantly changing business world leadership trends and practices need to keep evolving to adapt to the shifts in the environment (Snyder, 2013). One of the rapidly increasing trends in leadership development is the increased hiring and development of millennial workers into leadership positions. Leadership needs a lot of skills and experience, and as much as an organization may want to put millennial workers into leadership positions, they need to make sure that they are ready. Best practices for increasing the number of millennial leaders in an organization include:
Leadership Training
Organizations need to ensure that they engage their millennial workforce in both internal and external leadership training sessions. Leadership training is necessary for developing leadership skills and competencies in millennial leaders. This works as a mentorship program to enable experienced leaders to pass knowledge and expertise in leadership, they have gained with experience to the millennial. This is helpful since it allows them to gain leadership expertise which positions them to be viable for leadership positions in the organization.
Delegation of Responsibilities
This is a role that is very difficult for most managers in an organization since they fear incompetence. A delegation of roles and responsibilities is, however, crucial in developing millennial leaders since it gives the millennial workers and individuals the chance to show what they can do and a learning opportunity on how to carry out various leader roles. They can learn through feedback and thus gives then the opportunity to develop more skilled and empowered leaders.
Giving the Millennial a Voice inside the Organization
This is a form of engagement whereby they are encouraged to raise their opinions on various issues affecting the organization and in the decision-making process. Giving them a voice helps to develop more value for the employees and it also helps the administration to identify individuals among the millennial employees with the potential of being leaders. This also contributes to expand their skills in communication and ...
Week Five LectureLearning and Managing KnowledgeA learning.docxhelzerpatrina
Week Five Lecture
Learning and Managing Knowledge
A learning organization is an organization that acquires and manages knowledge. They are innovative and flexible, which allows for survival in an ever-evolving environment. A true learning organization creates a culture that promotes, supports, and encourages learning in addition to collaboration and the generation of new ideas. Such an environment allows for mistakes, places value on employee contributions, and nurtures the desire to learn. It is through experience and experimentation that organizations learn, acquire, and maintain knowledge.
The specific steps in becoming a Learning Organization, according to Greenberg (2013), are organizations must establish a commitment to change, be willing to adopt an informal organizational structure and develop an open organizational culture where risk-taking is welcome. All organizations learn and change; however, the key to learning and changing is to do so willingly and proactively. Motorola is a good example of a learning organization, as they work to move beyond their old mindset and strive to make forward-thinking changes. Motorola has received the Malcolm Baldridge Award for Quality and the top learning award from ASTD (American Society for Training & Development). With over 60,000 employees, they strive to maintain their innovative, cutting-edge commitment to learning. While there are many facets to their success, one of them is Motorola extends training programs to every employee in their organization, where most organizations reserve training funds for key employees.
Pasher & Ronen (2011), O’Dell & Hubert (2011), and Senge (2006) agree that learning and knowledge management is critical to an organization’s success. Learning and knowledge can be measured through maturity, levels, and specific components such as resources, leadership, change management, communication, IT, and so forth.
The U.S. workforce is now comprised of four different generational cohort groups, each with its own history, value-shaping experiences, and motivational patterns. Gravett and Throckmorton (2007) reported the striking difference in the mindsets, motivations, and behaviors of these four generations in the workforce have the potential to bring both challenges and opportunities to the organizations they serve.
The four generational cohorts in today’s workforce include:
· Silent Generation, also known as the Veterans, born between 1925 and 1945, who comprise 7.5% of today’s workforce
· Baby Boomers, born between 1946 and 1964, who comprise 42.0% of the workforce
· Generation X, born between 1965 and 1977, who comprise 29.5% of the workforce;
· Generation Y, also known as the Millennials, born between 1978 and 1989, who comprise 21.0% of the workforce today (Martin & Tulgan, 2002)
That makes the Baby-Boomer generation anywhere between 49 and 67 years old. How is your organization managing knowledge and continuing to learn?
References:
Gravett, L., & Throckmorton ...
Real World LeadershipElaine McCallen Brandman University O.docxsodhi3
Real World Leadership
Elaine McCallen | Brandman University | OLCU 600 | January 27, 2018
Real World Leadership Interview
This interview was conducted with a mid level department manager for Northrop Grumman, responsible for 130 Research, Test, and Engineering employees, who execute the organization’s statement of work in the Aerospace industry.
Respondent’s remarks are italicized and bold throughout this presentation.
2
Leadership Defined
Guiding a group of people towards a common goal or task
“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” (Northouse, 2016).
Upon completion of the task or goal things have changed or improved… ideally for the better
Leaders must motivate followers to accomplish goals; which will improve performance and satisfaction (Northouse, 2016).
Question 1a: How do you define leadership?
3
Effective Leadership
The goal or task doesn’t necessarily need to be successful for an effective leader to be successful
Effective leadership does not require successful goal achievement. Process complexity, event uncertainty, and testing can cause failure regardless of effective leadership (Edmondson, 2011).
Learn from failure to identify mistakes and become a stronger, more unified team
It is important to clearly communicate the vision, goal, or cause being worked toward and create a culture that fosters a sense of belonging, value, mutual trust, and respect (Fostering Leadership, 2013).
Question 1b: What makes one an effective leader?
4
Management vs. Leadership
Management:
Setting the expectations, providing the team with polices, tools, and the roadmap to accomplish the goal
Managers focus on things like “planning, budgeting, organizing, staffing, controlling, and problem solving” (Kotter, 2013).
Leadership:
Motivating the team to follow the road map and accomplish the goal
Leaders focus on creating and communicating vision, motivating and inspiring others to work toward that vision, and guiding others through change (Zaleznik, 2004).
Question 2: Do you make a distinction between management and leadership? If so, what is it?
5
Followership
Be respectful of the team and the leader
Followership includes serving “as team players who take satisfaction in helping to further a cause, an idea, a product, a service, or, more rarely, a person” (Kelley, 1988).
Provide input and feedback both positive and negative to the team
Effective followers are often “no” people and suggest alternative ways to do things (Fostering Leadership, 2013).
Pay attention and stay focused on the goal or task
Leaders cultivate effective followers by training followers to think critically, act independently, and build credibility. (Kelley, 1988)
Question 3: What do you think is the role of the follower?
6
Future Challenges
Bridging generational gaps - 4 distinct generations
Leader’s Role:
Knowledge sharing and inclusion will be very important
Supportive lea ...
This white paper:Examines the positive characteristics Millennials bring to an organization.Explores what this generation feels is important in a job and what they expect from their employers.Offers HR and talent development professionals some practical tips on how to keep this generation engaged.Provides examples of what leading-edge organizations are doing to leverage this generation’s strengths and to integrate them into a multi-generational workforce.
Reply to TEVA 2No matter where you go or what you do, they are t.docxsodhi3
Reply to TEVA 2
No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them.
Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization.
Reply to LARE 2
With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4)
Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...
Current Issues in Leadership 1 Unit IV Upon completio.docxdurantheseldine
Current Issues in Leadership 1
Unit IV
Upon completion of this unit, students should be able to:
7. Analyze how leaders foster employee motivation and morale in an ever-changing workforce.
7.1 Examine ways to leverage knowledge to increase employee motivation.
7.2 Explain effective methods of increasing workplace morale.
8. Develop a comprehensive personal leadership training plan that utilizes different leadership
techniques.
8.1 Ascertain individual knowledge that contributes to one’s leadership skills.
Course/Unit
Learning Outcomes
Learning Activity
7.1
Unit Lesson
All Required Unit Resources
Unit IV PowerPoint Presentation
7.2 Unit IV PowerPoint Presentation
8.1 Unit IV PowerPoint Presentation
Required Unit Resources
In order to access the following resources, click the links below.
Davis, A. (2010). Saving morale: How communications can re-engage employees. Public Relations Strategist,
16(1), 6–10.
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi
n.aspx?direct=true&db=bth&AN=48851895&site=ehost-live&scope=site
Fard, H. D., Rostamy, A. A. A., & Taghiloo, H. (2009). How types of organisational cultures contribute in
shaping learning organisations. Singapore Management Review, 31(1), 49–61.
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi
n.aspx?direct=true&db=bth&AN=36002344&site=ehost-live&scope=site
Klann, G. (2004). Morale victories: How leaders can build positive energy. Leadership in Action, 24(4), 7–12.
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi
n.aspx?direct=true&db=bth&AN=17070411&site=ehost-live&scope=site
Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence
on individual and unit performance. Academy of Management Journal, 57(5), 1434–1452.
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi
n.aspx?direct=true&db=bth&AN=98835633&site=ehost-live&scope=site
Sarkissian, A. (n.d.). How does empowerment affect an employee's motivation and performance?
http://smallbusiness.chron.com/empowerment-affect-employees-motivation-performance-64535.html
Wetlaufer, S. (1999). Organizing for empowerment: An interview with AES’s Roger Sant and Dennis Bakke.
https://hbr.org/1999/01/organizing-for-empowerment-an-interview-with-aess-roger-sant-and-dennis-
bakke
UNIT IV STUDY GUIDE
Motivation and Morale
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=48851895&site=ehost-live&scope=site
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=48851895&site=ehost-live&scope=site
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=360023.
Write a 100-150 word response to each of the bulleted question.docxlatriced9tl
Write a 100-150 word response to each of the bulleted questions below. Each question must have its own response and meet the minimum word count.
Of the four functions of management, (1) planning - to set directions, (2) organizing- to assemble resources and systems, (3) leading- to create workforce enthusiasm, (4) to ensure desired results, which one is most important? Why
What are organizational ethics, and how do ethics influence human behavior?
Describe the different kinds of abilities that employees use to perform their jobs
It is critical for you as a manager to identify and understand what motivates your employees. Most probably, your workforce consists of people representing different generations. Harvard Management Update findings suggest managers can significantly improve the performance of their employee if they get a feel for the way their employees (belonging to different generations) communicate and interact. Here is how these groups have been defined:
Pre-Boomer: Attuned to business environment when technology was not so widespread. They believe in and prefer face-to-face (F2F) interaction. They favor direct contact over e-mail and voice mail. They feel comfortable with conventional and established practices and procedures.
Boomers: A very sociable group of people. Teamwork hits home with them. Job enrichment and recognition between their peer groups and colleagues would drive and inspire them. They would prefer that goals and objectives of their jobs are clear and definite.
Generation X: They just want to know what needs to be done and they would prefer to figure out how that would be done. They believe in direct and sincere feedback. Timely and regular feedback keeps them motivated. They do not mind adding fun with business.
Generation Y: An informal group of people. They make the most of the technology. They use e-mail effectively for communication. They "relate the task to their goals and focus on coaching."
What are your thoughts to comment on the findings of this report based on your work experience in the industrial manufacturing industry.
How can I explain to a colleague the practical relevance and power of Organizational Behavior to solve problems?
Why do people engage in unethical behavior, even unwittingly, and what lessons can be learned from that?
How can human and social capital affect one’s career opportunities and job performance?
What role do values play influencing my behavior?
What work related outcomes are associated with job satisfaction?
.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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2. "The pessimist complains about the wind. The
optimist expects it to change. The Leader
adjusts the sails." -John C. Maxwell
3. Objective
Provide a greater
understanding of the
generalized characteristics of
the Millennial generation
Provide business leaders with
the knowledge of their
employees to initiate
successful strategies to be
effective leaders.
5. Who are the
Millennials?
Born 1980 to 2000
The term Millennial comes
from the work of authors
William Strauss and Neil
Howe to describe the
generational group also
referred to as Generation Y
6. Why is this important?
By the year 2014, the U.S.
Bureau of Labor Statistics
predicts that 47% of the
population will be
comprised of Millennials
www.leadershippost.com
7. Why are Millennials important to
leadership, trainers, and peers?
80 million strong
Millennials are beginning to make
a significant impact on the
American business community
through both their size and their
habits
Millennials account for 10 to 15
percent of the U.S. labor force
8. Qualities of Millennials
Praised for their grasp of technology
and web applications, optimism and
ability to collaborate (Bannon, Ford, and
Meltzer, 2011)
Also may be thought to exhibit less
than ideal (professionalism, work
ethic, independent decision-making
ability and critical-thinking skills (Lebo,
2009)
9. Seven core traits of the
Millennial generation
Special
Sheltered
Confident
Team-oriented
Conventional
Pressured to succeed
Focused on achievement
(Emeagwali, 2011)
10. Generational Differences
Each generation has a set of values,
attitudes, and beliefs that forms the basis
for behavior
German Sociologist Karl Mannheim found
this set of values is due to a function of
culture Mannheim’s Generational Theory
seeks to explain how attitudes and values
are shaped in both individuals and groups.
Mannheim thought that the generation a
person belongs to determine to a certain
extent, his or her thoughts, feelings, and
even behaviors
(Espinoza, Ukleja, and Rusch, 2010).
11. Life Course Theory
A multidisciplinary human development theory
where demographers, historians, developmental
psychologists, and sociologists look for cohort
effects
People who experience a sociological context at a
similar age are likely to forge a perspective or
mindset that stays with them throughout their entire
life
Broad generalizations about a generation are
valuable to leaders as each age cohort tends to
develop its own characteristic patterns of attitudes
and expectations about what is and is not possible
to achieve in life, about what is good and what is
bad, and about whom to trust and what to fear.
(Espinoza, Ukleja, and Rusch, 2010).
12. Millennials Generalized
Preferences:
A need for social interaction,
immediate results in their work, and
a desire for speedy advancement
Prefer to work in teams
Very self-confident, able to multi-
task, and have plenty of energy
13. Millennials Relationships with
Bosses and Managers
For the purpose of developing
leadership strategies with
employees, managers and leaders
benefit when they try to understand
generalities of the workforce they are
leading
14. Job Satisfaction
The relationship between
employees and their
superiors is a key
contributor to their job
satisfaction, and while
many strategies may be
targeted at Millennials,
they also are effective
with employees from
other generations.
15. A Sense of Purpose
Emeagwali (2011) found Millennials
“have a great desire to be a part of
something big that will bring about
change and to have more meaning
in their lives and demand that they
connect with the purpose and
mission of any organization they are
a part of”
16. Feedback
Millennial employees are interested in
feedback on their performance more
frequently than traditionally done.
Annual or semi-annual reviews are too
infrequent for Millennials, they want to
know that they have done a good job, and
they want to know more frequently
(Gilbert, 2011)
Managers need to be aware of this need
for more frequent acknowledgement and
feedback and incorporate it into their
leadership style to effectively maintain
Millennials’ job satisfaction.
17. Feedback Continued
Gilbert (2011) found feedback needs to be
structured in a way that leaves no room for
misunderstanding and needs to be clear and
specific to be effective.
To optimize the quality of the interaction, feedback
and comments should focus on behavior rather
than be personal in nature, be very specific, and
include an effort to help the employee identify
solutions (Krader, 2010)
Krader (2010) suggests "don't be afraid to applaud
and praise when appropriate, but try to soften the
negative by thinking like a parent or coach"
18. Hiring and Training
Millennials
The key to engaging members of the
Millennial generation for trainers is to focus
on the Millennials strengths and empower
them to contribute to the organization’s
culture.
Pace (2011) found Millennials preferred
methods of learning would require training
programs to focus on “a continuous, real-
time learning environment—synchronous
and asynchronous—so that learners have
constant access to content and expertise”
19. Challenges for Leadership
There are fewer employees in the
Millennial age bracket to fill vacancies left
by retiring Baby Boomers making recruiting
and hiring a priority for leadership.
When positions need to be filled because
baby boomers are retiring, Millennials will
rise in their organization more quickly than
their predecessors, which will have the
result of providing leadership opportunities
at a relatively young age (Lebo, 2009)
20. Technology
Because Millennials have
grown up with technology
like no other generation,
particularly communication
technology and the Internet,
they will raise the
expectation for the
integration of technology
and effective organizational
communication.
21. Technology
This greater familiarity and skill
with technology may come at a
cost of less developed formal
writing skills, less
independence and less skill at
face-to-face interpersonal
interaction
(Lebo, 2009)
22. Rewarding Millennials
Employers must also determine what
type of compensation, rewards,
recognition, or other incentives will
meet the needs of Millennials to help
them retain top talent. Successfully
meeting these needs will lead to an
increase in employee morale and
efficiency
23.
24. Leadership
Leaders must lead all employees,
including Millennials, with honesty
and integrity.
Millennials will need and want to
have great role models before they
become leaders themselves,
creating a need for internal
development of future organizational
leader
25. Leadership
Because each generation has a set
of values, attitudes, and beliefs that
form their behavior, it is beneficial for
leaders to understand the needs of
their future employees and leaders.
Organizations that embrace the
Millennials and adapt to
accommodate their strengths will be
in a better position to benefit from
their skills and high potential.
26. Leadership
Millennials present an
extraordinary opportunity to
help organizations grow to
meet the many challenges
they face and contribute in
innovate ways that capitalize
on their strengths.
27. Employee Engagement
Leaders need to capitalize on Millennials
great desire to be a part of something
bigger to bring about change.
Provide employees an opportunity to have
more meaning in their lives by allowing
them to connect with the purpose and
mission of their organization, by embracing
change and problem solving are keys to
employee engagement.
28. Every organization’s future vitality
will be dependent on its ability to
attract, retain, motivate, and
develop Millennials.
Leaders at all levels of an
organization need to work
towards meeting the needs of
Millennial to bridge the gap
between the generations.
29. "One measure of leadership is the
caliber of people who choose to
follow you." ~Dennis A. Peer
"Leadership is the wise use of power.
Power is the capacity to translate
intention into reality and sustain it."
~Warren G. Bennis
"Don't be afraid to give up the good
to go for the great." ~John D.
Rockefeller
30. References
Bannon, S., Ford, K., & Meltzer, L. (2011). Understanding Millennials in the
Workplace. CPA Journal, 81(11), 61-65.
Charsky, D., Kish, M. L., Briskin, J., Hathaway, S., Walsh, K., & Barajas, N.
(2009). Millennials Need Training Too: Using Communication Technology to Facilitate
Teamwork. Techtrends: Linking Research & Practice To Improve Learning, 53(6), 42-48.
doi:10.1007/s11528-009-0342-2
Crappell, C. (2012). Millennials In Action: Playing To Our Strengths. American
Music Teacher, 61(4), 12-17.
Emeagwali, N. (2011). Millennials: Leading the Charge for Change. Techniques:
Connecting Education And Careers, 86(5), 22-26.
Espinoza, C., Ukleja, M. & Rusch, C. (2010). Managing the Millennials: Discover the Core
Competencies for Managing Today's Workforce. John Wiley and Sons. Kindle Edition
31. References
Gilbert, J. (2011). The Millennials: A New Generation Of Employees, A
New Set Of Engagement Policies. Ivey Business Journal, 75(5), 26.
Greig, J. M. (2009). Training the Multigenerational Workforce. Defense AT&L,
38(3), 32.
Junginger, C. (2008). Who Is Training Whom? The Effect of the Millennial
Generation. FBI Law Enforcement Bulletin, 77(9), 19.
Krader, C. (2010). Mentoring the Millennial mind. (cover story). Ophthalmology
Times, 35(22), 1.
Lebo, B. (2009). Employing Millennials: challenges and opportunities. New
Hampshire Business Review, 31(26), 21.
Pace, A. (2011). Spurring Innovation and Engaging the Learners of the 2011
Workplace. T+D, 65(8), 64.
Stevenson, J. C. (2008). Managing the 'Millennials'. Businesswest, 24(21), 42.