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 ...

1. 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

2. 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 technology and social networking” (Decoding
Generational Differences, 2008, p. 9) There is much that can be
learned from both sides and prove to be beneficial to the
organization in the long term. Many millennials lack
professionalism and leadership, and for the Baby Boomers and
Gen X generation leaders have a responsibility to teach them. In
a few years, Millennials will make up majority, if not all of the
workforce and they need to be taught that the quality of what is
done and the commitment to the clients/customers served are
not negotiable. The existing approaches to work and the
completion of it can be modified. The values of millennials are
different from the previous generation, but there’s much to be
learned from them all. And as organizations continue to
globalize their brands, leaders will be required to adjust their
approach based on where they are physically located.
Employees in China may be motivated by something completely
different than those in India. The “generational lens” (Decoding
Generational Differences, 2008 p.10) used to investigate age

3. diversity should be viewed by all organizations in order to
retain a competitive edge in the 21St Century.
Reply to STSO 1
I am choosing what I perceive to the most positive enforcing
trait from each of the theories provided. The intent behind
choosing positivity is that workplaces where positivity is
enforced tends to result a happy work environment
(Organizational Behavior, 2014, p. 26, Ch. 2). Although a
positive working environment does not yield higher production,
there is still a connection between someone’s attitude and their
performance (Organizational Behavior, 2014, Ch. 4, p. 12).
From Maslow’s physiological traits, I would implement
rewarding employees who perform and add to the bottom line of
the organization. If they are making my organization succeed, I
need to share that success with them via promotions and/or
recognition. People perform work in order to receive their pay.
Pay impacts their lifestyle and at times their overall happiness.
If you reward hard workers and to performers through
promotions, more money, they will continue to produce in order
to achieve those rewards. These satisfy the esteem needs of
individuals (Organizational Behavior, 2014, Ch. 5, p. 8).
From Herzberg’s two factor theory, I would take the
communication piece. Talking to my employees to find out what
“makes them tick”, both positive and negative, I can shape the
environment to satisfy their positivity desires. I would lean
towards motivators rather than hygiene factors. The intent
would be to concentrate on providing challenging work and
increased responsibility. This would make them feel as they
accomplished a task, therefore resulting in a sense of
accomplishment for their efforts.
McClelland’s acquired-needs theory would be an important part
of my theory. I need to find out which of my employees will fit

4. in as managers, motivators, or simply workers. Conducting a
study into each of their personalities I will find out if they are
seeking achievement, affiliation, or the need for power. The
results of these drive employee behavior (Organizational
Behavior, 2014, Ch. 5, p. 12).
Keeping with the importance of communication, equity theory is
very important to my motivational theory. I want my employees
to feel that decisions made at the organization are fair. By using
distributive, procedural, and interactional justice, I am showing
them that this is a fair organization when it comes to decisions
either for positive or negative results.
Also, while I’ve addressed positivity, which I’m a big believer
in, we cannot leave out addressing underperformers or unethical
employees. From the reinforcement theory, punishment is key.
Any negative behaviors that impact the environment and/or
productivity must be addressed. Part of being fair is punishing
employees who act negatively.
Lastly, I am taking a theory not published in our text. The
ultimate goal of a leader is to develop people. From John C.
Maxwell’s The 5 Levels of Leadership, I would take the
methodology of equip. One of a leader’s job is to help their
people do their jobs and do them well (Maxwell, 2013, p. 115).
With this theory a leader passes on knowledge to their
subordinates to build experience, trust, confidence, and the
ability to teach someone else. Equip: I do it (competence); I do
it and you’re with me (demonstration); You do it, I’m with you
(coaching); You do it (empowerment); You do it, someone else
is with you (reproduction). I want my managers to be leaders
and be able to develop their people.
Reply to DOJO 1
Motivation is defined as the desire to achieve a goal or a certain
performance level, leading to goal-directed behavior (The
Saylor Foundation, 2014, Ch. 5, pp. 4). The motivational theory
I would suggest would be a triangular pyramid starting from the
top with respect, achievement, power, affiliation. Respect in an
organization/workplace is the very first degree to which people

5. expect to be treated with respect/dignity by our peers,
supervisors, and customers. Furthermore, to feel important and
be appreciated. Employees want to work in a positive
environment, have trust in their leaders and have that trust
reciprocated (Sprague, 2008, pp. 6). Those who have a high
need for achievement have a strong need to be successful (The
Saylor Foundation, 2014, Ch. 5, pp. 12). Recognizing and
awarding individuals in organization settings motivates
employees and supervisors alike to achieve and aim higher than
their goals. Furthermore, unexpectedly this will influence and
make an impact on others, giving that socialized power,
building future supervisors/managers. The need for power is
viewed as an important trait for an effective manager and
leadership positions (The Saylor Foundation, 2014, Ch. 5, pp.
14). Affiliation emphasizes the establishment and nurturing of
intimate relationships with other people. In contrast, individuals
with a high need for autonomy, as outlined in Murray’s manifest
needs theory, value independence and freedom from constraints.
Social perception, as well as self-perception, plays a role in this
motivational theory with how we perceive others will shape our
behavior and biases with perceiving ourselves. As a manager,
you want to ensure the motivational approach set forth are
followed by supervisors (to be effective), and they are setting
that culture for their employees to immolate.