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COM 439:Advanced Organizational Communication
Laura Kavanaugh
December 10, 2009
A Clash of Generations: A Solution to Leverage the Strength of Age Diversity in the
Workplace
Baby Boomers GEN X GEN YBaby BoomersVeterans
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CERTIFICATION OF AUTHORSHIP:
CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this assignment. Any assistance I received in its preparation is fully acknowledged and disclosed within this document. I have cited any and all sources, both print and electronic, from which I have used data, ideas, or words, either quoted or paraphrased. My cited sources are indicated within this document using APA format. I also certify this work was prepared by me specifically for this assignment as a requirement for this course.
Student Signature: Date:
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Acknowledgements
First, I would like to thank Dr. Fetzer for all of his hard work and efforts in helping his COM 439 class in preparation for writing the thesis paper. Dr. Fetzer set me up for success in preparing me for the workforce upon graduation. He is strongly dedicated to his students and wants each of us to succeed. He pushed me as a student to help benefit my future career aspirations in the Organizational Communication field. I would like to commend him for his encouragement and feedback throughout the semester.
Also thank you to Nate Rudy, my mentor, for giving me current industry insights and providing me with intuitive feedback throughout the process of creating this training manual. Not only has Nate provided me with feedback on my thesis, he has also given me personal feedback on leadership dimensions. His dedication and feedback to my professional development is something I will continue use in order to grow and develop in my future career endeavors.
I would also like to thank my study buddy, Cammie Devlin for her continued support throughout the course of the semester. She provided me with another perspective on my thesis paper and was always willing to help out. It was comforting to know that we were in it together and helped each other out whenever possible.
Lastly I want to thank my parents, Frank and Karen Kavanaugh, for their love and support. They have always been there for me and have supported everything I have done from my academic career to athletics. They have been a source of comfort, wisdom, and encouragement my whole life. I can never thank them enough.
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ABSTRACT
In today’s changing organizational make-up, generational differences are
prevalent and are causing a clash in the workplace. Each generation is unique and
their upbringings and key life events shape distinctive generational characteristics to
some degree. In relating generational conflict to Hofstede’s Theory of Cultural
Dimensions, I was able to see differences among generations and compare them to
this theory.
This creative research paper and attached training manual will provide a
hybrid of tools, tables, and exercises to identify a generation’s tendencies and how it
relates to the workplace. The clash of generations is a crucial aspect to recognize and
if understood correctly, then the difference in generations can be leveraged.
Organizations must play to the strengths of each generation and integrate it into its
organizational culture. The training manual will provide a solution to help leverage
the strength of age diversity in the workplace and how employees can reflect on their
current organization, as well as set action plans to play generational diversity to its
strengths.
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Table of Contents
Authorship Certification Page.......................................................................................................... 1
Acknowledgements............................................................................................................................. 2
Formal Abstract.................................................................................................................................... 3
List of Figures and Charts.................................................................................................................. 5
Introduction........................................................................................................................................... 6
Paper Goals…………………………………………………………………………………………………………....7
Literature Review
An Overview of Generations …………………...........................................................…….10
Hofstede’s Theory of Cultural Dimensions …………………………………………………...11Veterans: A Traditionalist Point of View………………………………………………………………….13Baby Boomers: “The Me Generation” ………………………………………………………………………15Generation X: “The Survivors” ………………………………………………………………………………...17Generation Y: Millennials on the Rise ……………………………………………………………………. 19Importance of Leveraging Age Diversity………………………………………………………………….22 Power Distance …………………………………………………………………………………………………..24 Individualism versus Collectivism………………………………………………………………………26 Masculinity versus Femininity ……………………………………………………………………………29 Uncertainty Avoidance ……………………………………………………………………………………….31 Long-term versus Short-Term Orientation………………………………………………………….33Description of Training Manual ………………………………………………………………………………34Summary and Conclusions ……………………………………………………………………………………...36Works Cited …………………………………………………………………………………………………………….37Bibliography …………………………………………………………………………………………………………...38Appendices
Appendix A – Characteristics of Veterans ………………………………………………………..39Appendix B – Characteristics of Baby Boomers ………………………………………………..40Appendix C – Characteristics of Generation X ……………………………………………………41Appendix D – Characteristics of Millennials ………………………………………………………42Appendix E –High vs. Low Power Distance ………………………………………………………..43Appendix F – Individualism vs. Collectivism ……………………………………………………...43Appendix G– Generational Comparison …………………………………………………………….44Appendix H– Masculinity vs. Femininity ……………………………………………………………44Appendix I –High vs. Low Uncertainty Avoidance …………………………………………..…44Appendix J – Short-Term vs. Long-Term Orientation ………………………………………...45
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List of Figures and Charts
List of FiguresFigure 1 …………………………………………………………………………………………………………12
List of ChartsTable 1……………………………………………………………………………………………………………14Table 2……………………………………………………………………………………………………………16Table 3……………………………………………………………………………………………………………18Table 4 …………………………………………………………………………………………………………..22Table 5……………………………………………………………………………………………………………25Table 6……………………………………………………………………………………………………………27Table 7……………………………………………………………………………………………………………28Table 8……………………………………………………………………………………………………………30Table 9……………………………………………………………………………………………………………31Table 10………………………………………………………………………………………………………….33
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Introduction
Today’s workplace is much more diversified in age than in the past. This leads
to different perspectives, which results in conflict and communication barriers.
While diversity in the workplace is often praised for stimulating more creativity and
generating new ideas, diversity in age often causes a clash in the workplace. The
clash of generations is a crucial aspect to recognize and if understood correctly, then
the difference in generations can be leveraged. Organizations must play to the
strengths of each generation and integrate it into its organizational culture. Two
different components define a generation: demographics and key life events that
shape distinctive generational characteristics to some degree. Therefore, it is
important to look at the background and characteristics of each generation to
understand the distinctive talents and challenges each individual across the age
spectrum brings to the workplace, as well as identifying long-term trends that are
altering the culture in an organization.
The focus of this paper is to leverage the strength of age diversity to a
workplace’s advantage. In finding a solution to generational conflict, three central
topics must be understood. This research will display the differences between
generations and outline the areas of potential conflict when interacting in the
workplace, as well as how managers can effectively work and apply management
principles across generations. And most importantly, it will demonstrate the
effective techniques, based on Hofstede’s theories to leverage the strength of age
diversity in the workplace. With a deep understanding of the previously mentioned
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topics and the training manual provided, managers will be able to recognize areas of
conflict and tailor their message to a specific age group to effectively interact in the
workplace. This will result in managers and supervisors being able to effectively
work and apply management principles across all generations by understanding that
each generation is different. By utilizing Hofstede’s theories, an organization will be
able to gain a competitive advantage through playing generational differences to its
strengths.
Paper Goals
The primary purpose of this paper is to identify the communication barriers
among generations, how to identify them, and leverage age diversity to ensure
effective collaboration within an organization. This is an important issue to address,
as a new generation is now entering the workforce. The Veterans, Baby Boomers,
Gen Xers, and Millennials must work together and understand the importance of
working effectively across generations. The characteristics of each generation will be
focused on, and based on those characteristics, a training manual will be provided
based on Hofstede’s Theory of Cultural Dimensions. This approach will be specific to
each generation in the workforce and discuss how to narrow the generation gaps
between them. This will in turn help individuals understand their colleague’s
tendencies, and how they must understand how to tailor their messages to a specific
age group. In addition, this training program is provided with the purpose of
facilitating a new perspective on leveraging age diversity within organizations that
have a highly age-diverse population.
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Research questions will be used to identify the main focus on bridging the
generational gap in organizations. The research questions are stated as followed:
RQ1: What are the differences between generations and areas of potential conflict
when interacting in the workplace? RQ2: How can workplace manager and
supervisor effectively work and apply management principles across generations?
RQ3: What are effective techniques, based on Hofstede’s theories to leverage the
strength of age diversity in the workplace?
In result, the propositions are stated as followed: P1: Managers and supervisors
will be able to recognize areas of conflict and tailor their message to that specific age
group to effectively interact in the workplace. P2: The Manager and supervisor can
effectively work and apply management principles across all generations by
understanding that each generation is different and must leverage age diversity to their
strengths. P3: By utilizing Hofstede’s theories, Management will be able to leverage the
strength of age diversity in the workplace.
This paper takes the position that people within the same generation act in
similar ways and carry out the same attributes of that generation. Therefore, each
generation can learn from one another on the characteristics every generation brings
to the workplace. This fact implies that “all generations must regard generational
change as an opportunity” (Howe and Strauss, 1993). For example, Millennials are
the newest generation hitting the workforce and they bring forth their proficiency
and knowledge of technology. Boomers and GenXers can learn from Millennials on
how to effectively use technology programs and use it to their advantage.
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In addition, this paper asserts that based on Hofstede’s principles, cultural
norms and childhood development (ranging from key life events that happened in
their lifetime and societal advances) has an effect on how one views the world. Geert
Hofstede contends that “people carry ‘mental programs’ that are developed early in
their childhood and are reinforced in schools and organizations, and that these
mental programs contain a component of national culture” (Hofstede, 2001).
Hofstede establishes the divergence between thinking and social action that exists
among members of more than 50 modern nations through differences in behaviors,
institutions and organizations. Through exploring more cross-disciplinary appeals
and tailoring his 5 dimensions to the audience of the new century, there is much to
implement into understanding generational and cultural differences in the
workplace.
Bridging generational gaps at work are accomplished through understanding
the differences that pull generations apart. Consequently, it is crucial for managers
to have an in-depth insight to every generation. The manual provided contains tools
aimed toward bridging the generation gap that are useful in recruiting, retaining,
motivating, and managing each generation more effectively. This manual is most
beneficial when employees working in organizations are often challenged when
communicating with those in different generations. Therefore, they often do not
understand that generational differences create conflict and there are different ways
to communicate with those of another generation.
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Literature Review
"Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster." - Prof. Geert Hofstede, Emeritus Professor, Maastricht University.
An Overview of Generations
The concept of generational diversity has been on the rise in recent years as
the young and technologically savvy Generation Y is entering the workplace. The
generational gap is widening and each generation must be able to communicate
effectively across the generational spectrum. Generations at Work: Managing the
Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace by generational
experts Ron Zemke, Claire Raines, and Bob Filipczak, outline each generation in-
depth and explain how each age cohort differs by the culture they grew up in, the
events that occurred in their lifetime, their motivations, and lifestyle. They contend
that “the traditional business practices have been dislodged by changes in life
expectancy, lifestyles, technology, and knowledge base. Life for every generation has
become increasingly nonlinear and unpredictable” (2000). Cultural patterns show
that through the decades, a new culture emerges and will in turn shape a new
generation. For example, Generation Y is extremely reliant on technology because
they grew up in a decade where many technological advances occurred.
Thus, cultural changes create trends that are noticed and shape perspectives
over time. Each generation has experienced key life events and elements that make
their generation unique. It is essential to first understand the basis behind Hofstede’s
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Theory of Cultural Dimensions, and then determine how it relates to age diversity in
the workplace.
Hofstede’s Theory of Cultural Dimensions
Hofstede’s Publications: Culture’s Consequences and Cultures and Organizations:
Software of the Mind go in-depth to his cultural study preformed across 72 nations
with IBM employees. Hofstede’s Theory is central to understanding generational
differences in the workplace. Hofstede’s Theory is based off of 5 cultural
dimensions: Power Distance, Individualism versus Collectivism, Masculinity versus
Femininity, Uncertainty Avoidance, and Long-Term versus Short-Term Orientation.
Power Distance refers to the degree of inequality among people in which the
population of a country considers as normal. This dimension is based on how a
society handles inequalities. Low power distance means that inequalities among
people will tend to be minimized. Decentralization of activities is more likely with
low power distance. Subordinates expect to be consulted by superiors, and privileges
are less evident. The Power Distance Index (PDI) was derived from country mean
scores or percentages on three survey questions dealing within the perceptions of
subordinates’ fear of disagreeing with superiors and of superiors’ actual decision
making-styles, and with the decision-making style that subordinates preferred in
their bosses (Hofstede, 2001).
Individualism versus Collectivism concerns the degree to which individuals
value their independence or remain integrated into groups (feeling part of something
as a whole). While this is strongly based on cultural differences, this is influential
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across generations in America as well. The United States is a highly individualistic
society, and this factor significantly contributes to organizations in terms of team
work and decision-making.
Masculinity versus Femininity asserts that there is an imbalance of distribution
of emotional roles between genders. Uncertainty Avoidance is based on the extent
to which a culture programs its members to feel either uncomfortable or comfortable
in unstructured situations. Long-term versus Short-Term Orientation is important
to consider because it refers to the extent to which a culture programs its members
to accept delayed gratification of their material, social, and emotional needs. These
are valued differently across generations. As shown in Figure 1, Individualism is
ranked the highest of value in the United States, followed by Masculinity.
FIGURE 1
Source: http://www.geert-hofstede.com/hofstede_united_states.shtml
While each dimension is equally important, there are stronger indicators of
Power Distance and Individualism vs. Collectivism that are crucial elements to
consider when thinking of generational differences. Power Distance and
13
Individualism vs. Collectivism are going to be critical elements to understanding
generational differences and how each generation’s perceptions are different in
management styles. With the understanding of Hofstede’s Theory of Cultural
Dimensions, it is clear that understanding these dimensions are central to the
development of a changing organization. Each generation is described below and
how Hofstede’s dimensions, along with key life events have shaped each generation
to what they are today and how this effects organizational communication.
Veterans: A Traditionalist Point of View
Veterans, also known as the ‘Traditionalists’ are the oldest generation in
today’s workforce. While there are some Veterans still in the workforce, many are
retired from their full-time careers and are working part time as a means for extra
spending money or for pure enjoyment. Born between 1930 and 1944, Veterans
came from a more simplified and traditional time. They experienced events such as
the Great Depression, World War II, Pearl Harbor, as well as the start of Social
Security. Today’s senior citizens, who either participated in World War II overseas or
in factories at home during this time, are viewed as civic-minded and altruistic due to
their upbringing and devotion to military service.
When working with Veterans, as any other generation, the first thing to
consider is an individual’s values, lifestyle characteristics, and the form of
communication they grew up with. Veterans have seen an era of massive change in
technology, lifestyles, attitudes, and beliefs in American society. Since they grew up
in a more traditional time, Veterans have the utmost respect for authority and a
strong sense of self-worth. They are often considered conformers and believe in
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disciplinary actions. They believe that hard work pays off, rules should be respected,
and are conservative in their spending. The table below displays generational
descriptors of the Veterans that suggest the values, work habits, leadership behavior,
and challenges they face.
TABLE 1
Veterans(1930-1944)
Key Life Events – The Great Depression– Establishment of Social Security– Hitler Dictatorship– Pearl Harbor– World War II
Core Values – Law and Order– Respect for Authority– Dedication to Hard Work– Discipline– Conformity– Duty Before Fun– Patriotism
Leadership Style – Hierarchical– Command and Control– “Pay your dues” to gain power– Directive
Communication – Formal but personal– Silence is golden– Stick to factual information– Prefer hand-written/personalized notes
Praise & Recognition – Personal Acknowledgement– Intrinsically Motivated– “No news is good news”
Loyalty– To the organization
Views on Technology– Not familiar with text messaging and e-mailing and avoid using it
Challenges – The chain of command style in the workplace is no longer common and they have to adapt to newer methods.
– Adapt to the fact that much younger people could be their boss.Sources: Facilitating Small Group Communication as a Leader: A Management Development Manul. Dr. Ronald C. Fetzer. ; Generations at Work. Zemke, Raines, and Filipczak.
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With three different generations behind them, it is imperative for Veterans to
understand that the workplace has evolved and what was the norm thirty years ago,
is not the same today. The generation gap is wider than ever, as Americans are living
and working longer. They have to understand the underlying values and norms that
shape newer generations and adapt in order to work in synergy with them. A study
conducted by the American Association of Retired People (AARP) on Images of Aging
in America states that almost half (47%) feel that the majority of older people cannot
adapt to change, and almost two fifths (39%) feel that older workers aren’t as
effective as younger workers. The study does indicate, however that the differences
in age made a difference: the median age for those individuals with low knowledge of
aging was 40 years of age (Abramson and Silverstein, 2004). Consequently, this
indicates that Veterans need to be open to understanding the characteristics of
GenXers and Millennials, and vice versa.
The major challenges for Veterans exist between Generation X and Generation
Y. Veterans must understand that the chain of command approach to organizations
will not work in today’s workforce. While Veterans feel that power is earned through
‘seniority’ and they deserve the right to lead, other generations have much different
perspectives on leadership and power.
Baby Boomers: “The Me Generation”
Baby Boomers were born after World War II, the prospering time of a country
after war. This is the generation with the largest population and they are reaching
retirement. They grew up in an era of dynamic social change with the Civil Rights
Movement, Sexual Revolution, and the Vietnam War. Boomers, also known as
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“Idealists,” have several characteristics that are unique when compared to that of
other generations. This correlates to the fact that they entered corporations with a
strong work ethic, value of personal growth, and individuality. Since they lived in the
age of radical riots and protests, they are service-oriented and willing to go the ‘extra
mile’ to get things done. They find motivation in monetary gain, public recognition,
and upward mobility. Boomers, a generation of success and optimism currently
represent the heart of today’s management. The table below displays the
characteristics of the Baby Boomers through key life events, core values, leadership
and communication styles, praise and recognition preferences, loyalty, views on
technology, and the key challenges faced in the workplace.
TABLE 2
BABY BOOMERS(1945-1963)
Key Life Events – Civil Rights Movement– Sexual Revolution– Cold War– Assassinations Witnessed on TV– Vietnam– Woodstock
Core Values – Optimism– Personal Growth/Gratification– Teamwork– Health and Wellness– ‘Buy now, pay later’
Leadership Style – Decisions by consensus – Everything in teams– Flattened Organizations
Communication – Avoid Conflict– See value in the spoken word, but like formal documentation– Mix of electronic and face-to-face
Praise & Recognition – Public acknowledgement– Career Advancement– Prefer to give feedback, rather than receive it
Loyalty – To the job itself
Views on Technology – Avoid Technology
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Challenges – Informal work styles of Generation X and Generation Y – Sharing recognition and overly sensitive to feedback
– Work-Life Balance
As Millennials are entering the workplace, it is important for Boomers to
explore the future of leadership and effectively use their experiences to communicate
with them. Boomers are more comfortable in hierarchal settings, while GenXers and
Millennials tend to be more informal. In terms of Hofstede’s theories, Uncertainty
Avoidance and Power Distance are fundamental to understanding the Baby Boomer
generation compared to their successors.
Generation X: “The Survivors”
Societal differences often affect how each generation views one another.
Generation X, also known as the ‘Survivors’ or the ‘13th Generation,’ is considered a
unique group of individuals. Born between 1964 and 1985, they have been marked by
skepticism. They grew up in a time where major scandals occurred in American
institutions. “Generation X watched as America seemed to fail militarily, politically,
diplomatically, and economically” (Zemke, Raines, and Filipczak, 2000). They grew up
in a nation of disappointment and consequently, their characteristics have reflected
on this fact. They had to learn to survive on their own and become self-reliant at a
young age because they were deprived of attention from their parents with increasing
divorce rates and parents that ‘live to work.’ This was the first generation that vastly
dealt with working mothers, marriages ending in divorce, and custody battles. Their
parents (Baby Boomers) were strongly devoted to their work and struggled to find a
positive work-life balance.
Sources: Facilitating Small Group Communication as a Leader: A Management Development Manul. Dr. Ronald C. Fetzer. ; Generations at Work. Zemke, Raines, and Filipczak.
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TABLE 3
Generation X(1964-1985)
Key Life Events – Fall of the Berlin Wall– Watergate Scandal– Introduction to Personal Computers– Energy Crisis– MTV– Aids– Operation Desert Storm
Core Values – Diversity– Informality– Self-Reliance– Balance– Thinking Globally
Leadership Style – Balanced Decision-Making– Power is based on expertise, not seniority– Utilize Mentoring and Learning Opportunities– Value Collaboration
Communication – Casual and Direct – ‘tell it like it is’– Prefer e-mail than face-to-face interaction
Praise & Recognition – Need positive feedback– Balance of compensation and time off
Loyalty – To individual career goals
Views on Technology – Technoliterate– Practical for getting work done
Challenges - Trusting the people they work with
- The Millennials may overshadow them with their fresh perspectives and technological capabilities
Sources: Facilitating Small Group Communication as a Leader: A Management Development Manul. Dr. Ronald C. Fetzer. ; Generations at Work. Zemke, Raines, and Filipczak.
In contrast to their parents, Xers desire to ‘work to live.’ They value a positive
work-life balance, which reflects on their views of workplace interaction. They are
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less willing to work the weekends or overtime, which is opposite of the Baby
Boomers. Gen Xers have the philosophy that as long as the work gets done, then it
shouldn’t matter where or when they do it. With the prevalence of telecommuting,
video conferencing, and e-mailing, this is an attractive alternative to them. In addition,
they do not value authority as much as the generations ahead of them.
While GenXers are considered as cynics and minimalists, it is important to
realize that this generation is a critical component of the workforce. This generation
includes very well-known innovators, such as Michael Dell with Dell Computers and
the co-founders of Google: Larry Page and Sergey Brin. They have been on the
forefront of technological change that has changed our world forever. This generation
has transformed many aspects of the workforce, where Boomers and Xers will be
working together and often times being placed higher on the corporate ladder than
Boomers. Xers have defied the ‘seniority’ aspect of a workplace through their
technological competence that is leveraging them to be on the same hierarchical
surface with the Boomers and Veterans.
In addition, they are typically non-conformists and will not conform to the
generations before them. Boomers must pay attention to the Xer’s differences and
influence them to work together. Understanding GenXers will be useful for Boomers
when they must coach them in a given situation. Understanding these differences will
help to remove potential conflict that exists between the age spectrum and will
generate positive actions that are beneficial to both the individual and the
organization.
Generation Y: Millennials on the Rise
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In recent years, a new class of workers has been entering the American
Workforce: The Millennials. This generation has dislodged everything Corporate
America once signified. Born between 1986 and 2001 with a population of
approximately 80 million, this generation is rapidly taking over the Baby Boomers
who are reaching the idea of retirement. They are seen as optimists, better educated,
and more ethnically diverse. The Millennials grew up believing that they are all
winners and there are no losers. They have been nurtured by their parents a
considerable amount, which has shaped their expectations of what they want in a job
and how they should be treated. They only take ‘yes’ for an answer and believe that
there is more to life than just work. Their lifestyle and activities are prioritized and
corporations must realize that in order to retain their new GenY employees, they
must integrate this into their corporate culture.
Developing a strong corporate culture has been a major focus for companies
in order to avoid high turnover. Millennials have high expectations for what they
want in a job and are not afraid to switch jobs until they find the perfect fit for them.
Employers must give them what they want in order to recruit and retain high caliber
college graduates. According to recent studies by PricewaterhouseCoopers on
Millennials’ perspectives, 78 percent of Millennials agreed that working with strong
coaches and mentors is a critical part of their development (2009). Consequently, an
organizational culture must be developed on the premise of recognition and reward,
team work, coaching and developmental opportunities.
Millennials also have a competitive advantage because they have grown up on
the forefront of technological advancements, making them the most tech-savvy
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generation known to mankind. They never knew what it was like to not have cell
phones, email, and personal computers. Moreover, electronic gadgets are considered
‘an extension of their bodies’ because this generation is always connected. Growing
up in a Digital Age, Millennials do not understand anything other than immediacy.
They know how to multitask and this will significantly alter the way workers view
the world. In order for Boomers and GenXers to succeed in the ever-changing
workplace, they need to realize that they have to coach Millennials rather than boss
them around.
Since recent reports show that an increased amount of college seniors are
moving home after graduation, this allows them to leave a job if they don’t like it.
Among 2009 U.S. college graduates, 80 percent moved back home with their parents
after graduation, up from 77 percent in 2008, 73 percent in 2007, and 67 percent in
2006, according to recent poll results released by CollegeGrad.com, the #1 entry level
job site (PR Web, 2009). The Millennials have seen their parents settle and know that
they are not going to make the same mistakes their parents have made. Therefore, it
is imperative for older generations to be sensitive to the Millennials entering the
workforce.
In contrast to Baby Boomers and GenXers, it is becoming more acceptable to have 3
jobs on a resume in a year. Thus, Millennials will adapt and try new things until they find out
what they really want. Therefore in order to recruit and retain Millennial workers,
companies must adapt to their lifestyle and leverage their new ways of thinking to the ever-
changing Corporate America by giving them what they want. Millennials want to be
motivated through their sense of idealism, opportunities to develop their skills, and be
engaged with individual and team-oriented work. When companies focus on these factors,
22
Managers can effectively work and apply management principles across all generations by
understanding that each generation is different and realize that other generations can
influence the Millennials to transform organizations in to a more efficient and flexible
workplace.
TABLE 4
Generation Y(1986-2001)
Key Life Events – Oklahoma City Bombing– Princess Diana’s Death– Columbine Shooting– September 11, 2001– World Wide Web– Technology Revolution
Core Values – Optimism– Diversity– Commitment to Personal Growth– Sociability– Media-Dependent
Leadership Style – Constant Development– Freedom and Autonomy– Multitasking Capabilities
Communication – Interactive and Collaborative– Utilize Teams– Need for Connectedness via electronic communication
Praise & Recognition – Recognition for a job well-done– Constant Feedback
Loyalty – To the team
Views on Technology – Embrace Technology– “What else is there?”
Challenges – Need for supervision and structure
– Inexperience with handling difficult people issuesSources: Facilitating Small Group Communication as a Leader: A Management Development Manul. Dr. Ronald C. Fetzer. ; Generations at Work. Zemke, Raines, and Filipczak.
Importance of Leveraging Age Diversity
There are multiple approaches to consider while understanding age diversity and
how to implement the facets of each generation to an organization’s advantage.
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Intergenerational gurus, Lynn Lancaster and David Stillman, argue that “generational
collisions at work include everything from reduced profitability to the loss of
valuable employees, higher payroll costs, poor customer service, derailed careers,
wasted human potential, and even serious health problems caused by stress” (2002).
It is clear that generational conflict needs to be addressed before it becomes
problematic. Therefore, all generations must think of intergenerational change as an
opportunity. Those who disregard the fact that we are rapidly shifting to a
technological society will not be very effective toward change.
Millennials are focused more on achievement than any other generation, and
need to be welcomed with open arms. They have a lot to provide to the workplace,
and this will help to leverage age diversity. “They combine the teamwork ethic of the
Boomers with the can-do attitude of the Veterans and the technological savvy of the
Xers” (Zemke, Raines, and Filipcazk, 2000). Millennials must learn from the Baby
Boomers and GenXers, and vice versa. Adult leaders must have enough integrity to
trust in the youth since they have much to bring to the workplace. Therefore, it is
imperative to leverage the strengths of Millennials because they represent a hybrid
of new confidence in their abilities, are highly educated, and diversity-driven. This
results in a more open society full of creativity and innovation.
In order for all earlier generations to communicate effectively with Millennials,
they must work to understand Geert Hofstede’s Theory of Cultural Dimensions. His
theory takes a creative approach to how such dimensions as Power Distance,
Individualism versus Collectivism, Masculinity versus Femininity, Uncertainty
Avoidance, and Long-Term versus Short-Term Orientation can be applied to age
24
differences and the workplace. As Hofstede asserts, culture relates to mental
programming and each person carries multiple patterns for thinking, feeling, and
acting that is learned through their lifetime. As mentioned in the latter sections, each
generation is formed by a culmination of factors that shape their worldviews and
how they view organizational change. Hoftstede claims that “as soon as certain
patterns of thinking, feeling, and acting have established themselves within a
person’s mind, (s)he must unlearn these before being able to learn something
different” (1997). Thus, this statement applies to the idea that people must be
culturally aware of the world around them and that people of older and younger
generations have differing perspectives and shape the way one reacts in a given
situation.
One must realize the differences of each generation in the terms of Hofstede’s
Cultural Dimensions in order to grow and develop in a changing organization. When
such theories are applied in organizational communication, Managers will be able to
recognize areas of conflict and tailor their message to that specific age group to
effectively interact in the workplace, and by utilizing Hofstede’s theories,
Management will be able to leverage the strength of age diversity.
Power Distance
The United States is considered a low power distance culture. Hofstede’s
Theory denotes that in a low power distance culture, subordinates and superiors
consider each other as existentially equal and that the hierarchical system is just an
equality of roles, established for convenience. In addition, he argues that “roles may
be changed, so that someone who today is my subordinate may be my boss
25
tomorrow” (Hofstede, 1997). As shown in Table 5, distinct differences exist between
high and low power distance cultures.
TABLE 5
Source: http://www.geert-hofstede.com/
In terms of generational differences in organizations, each cohort has a divergent
value placed on power distance. For Veterans and Boomers, hierarchy is more
emphasized than GenX and GenY. As displayed in Table 1, Veterans align more
closely with a high power distance culture because they value command and control
and rarely question authority. Boomers also align more with a high power distance
culture because they tend to respect power and accomplishment. They must
understand that in terms of power distance, the United States as a whole is more
likely to question authority. GenX is more likely to question those ‘higher up’ in
organizations and speak their opinions because this is how they think collectively as
an age group. Veterans and Boomers must understand this in order to work
26
effectively with them, and the preceding generations must come to realize that
Veterans and Boomers are most comfortable when a hierarchy is in place.
Furthermore, the GenXers and Millennials must acknowledge Veterans’ and
Boomers’ experience, expertise, and seniority.
Clashes first arose between Veterans and Boomers when Boomers had the desire
to challenge their authority. With the Boomer’s idealistic views, they came to move
up on the corporate ladder to work with Veterans, and together they have negotiated
ways of sharing power. With GenXers currently holding seats in today’s
management, they must learn to be aware of how to collaborate with their Veteran
and Baby Boomer colleagues. They must accept that age diversity naturally
influences our ideas, expectations, values, and behaviors at work. GenX and GenY
must realize that they should not go around or over the Veterans when making
decisions and speak positively about the organization and the legacy they helped to
create. With Boomers, one must seek their help with workplace issues and utilize
them as mentors. An understanding of viewpoints among the age spectrum on
power distance will help differing generations understand how to go about
communicating with a colleague or superior in an organizational setting.
Individualism versus Collectivism
In collectivist cultures, the power of the group is privileged where the interest
of the group prevails over the interest of the individual. Belonging to a given group is
considered a major source of one’s identity and therefore one owes their lifelong
loyalty to this group. Between the person and the group, a dependence relationship
develops which is both practical and psychological (Hofstede, 1997). In contrast to
27
collectivist cultures, the United States is the most individualistic culture in the world.
As displayed in Table 6, many differences exist between the two types of cultures. In
individualistic cultures, the interest of the individual prevails over the interest of the
group. Furthermore, people in individualistic cultures have the tendency to think of
themselves as ‘I’, rather than ‘we’.
TABLE 6
Source: http://www.geert-hofstede.com/
Hofstede bases the individualistic dimension on personal time, freedom, and
challenge—all resulting in the value of the employee’s independence from the
organization. Personal time in individualistic cultures is valued in terms of the
importance of a healthy work-life balance. Freedom and autonomy is also stressed in
individualistic cultures with the view that one must have considerable freedom to
adopt one’s own approach to a job. Lastly, individualistic cultures feel empowered
when they are challenged and gain a sense of personal accomplishment (Hofstede,
1997). In contrast, the collectivist dimension stresses the importance of training to
28
improve skills, adequate working conditions, and the ability to fully use their skills
on the job, which emphasizes the employee’s dependence on the organization.
Intrinsic and extrinsic motivation strongly correlate to a person’s feeling
toward their occupation and where their loyalty lies. These factors are useful for
distinguishing occupational cultures. Each generation has differing perspectives
toward loyalty and it is imperative to understand where one’s loyalty lies within an
organization to work in harmony together. Table 7 shows generational views on
loyalty in organizations and how that generation is either more collective- or
individual-oriented within the workplace.
TABLE 7
Generational Views on Loyalty in OrganizationsVeterans Baby Boomers Gen X Millennials
To the Organization
To the jobitself
To individual career goals
To the team
Collective Orientation
Individual Orientation
Individual Orientation
Collective Orientation
The table above demonstrates where each generation stands in terms of
thinking themselves on an individual basis or as a part of a group. Veterans are
considered more collectivistic as an age cohort because of their traditional ways of
thinking. They value loyalty and hard work, and their life experiences help to shape
their views. With the Boomers, they are more individual oriented because they have
the attitude that work comes first before family. Therefore, they are prone to be
highly loyal to their job and consider it as a part of who they are. Generation X is also
a highly individualistic generation that stems from their skepticism and having to
learn how to become self-reliant at a young age because they were deprived of
attention from their workaholic parents. Their loyalty is to their individual career
29
goals and view work as a means to economic survival. As for Millennials, they are
more collective-oriented. They feel more loyal to the people involved with the
project, rather than the actual job.
It is becoming increasingly crucial for employers to take note of how an
organization’s structure and culture affect how their employees view their
organization. If employers are not on the same level as their employees, then this
will affect retention and the bottom-line. Hofstede analyzes individualism and
collectivism in the workplace and finds that “employed persons in an individualist
culture are expected to act according to their own interest, and work should be
organized in a way that this self-interest and the employer’s interest coincide”
(Hofstede, 1997). The above factors are essential for managers to understand so
they know where an individual’s orientation typically lies and how they need to find
a balance to between the two to collaborate effectively across generations.
Masculinity versus Femininity
The third dimension of Hofstede’s Theory is Masculinity versus Femininity.
This is based on the premise that there are gender roles in society which affects
human behavior. The table below displays distinct differences between the two. The
masculine dimension stresses the opportunity to retain high earnings, recognition
for a job well done, upward mobility, and challenging work. Conversely, the feminine
spectrum maintains that workers should have a positive work relationship with
direct supervisor and job security (Hofstede, 1997).
TABLE 8
30
Source: http://www.geert-hofstede.com/
In Hofstede’s Theory, the United States is considered a more masculine
culture as a whole. However, elements of the masculine versus feminine dimension
both exist in today’s organization. Most organizations today have a balance of
masculinity and femininity. The masculine factors are important to recognize and
must be tailored to each generation. In addition, feminine aspects are becoming
more prevalent in the American workforce. The interpretive solution to the new
millennium of workers is to shift towards a more cooperative orientation and a focus
on community.
There must be a balance of masculine and feminine aspects to tailor to each
generation with the goal of working as a strong and cohesive workforce. When a
balance is in place, managers will be able to effectively manage talent while
maximizing productivity.
Uncertainty Avoidance
31
Ambiguity is something that all generations have to face in the workplace. One
has to understand that in a position where decision-making is necessary, they must
be resilient and adaptable to new ideas. Table 9 displays key differences between
High and Low Uncertainty Avoidance.
TABLE 9
Source: http://www.geert-hofstede.com/
In high uncertainty cultures, laws and rules are more prevalent and will be
followed to the fullest extent. There are many formal and informal rules controlling
the roles and rights of employers and employees, such as internal regulations
controlling the work process, which effects employee behavior (Hofstede, 1997).
Therefore, the need for rules in a workplace with high uncertainty avoidance is based
on an emotional factor. As suggested in Hofstede’s theory, people have been
programmed since their early childhood on how to behave in society. Like the
Veterans and the Baby Boomers, the way they grew up in society is much different
than that of GenX and GenY. Veterans and Boomers are more comfortable in a
structured environment more so than their successors.
32
In contrast to high uncertainty cultures, cultures with a lower uncertainty
index tend to dislike formal rules. GenX and GenY relate more with this perspective
and have a different philosophy towards rules and regulations. GenX feels that rules
are flexible and that there are many ‘gray areas’ to regulations in the workplace. In
addition, GenY is an age group that values freedom and autonomy. They dislike the
traditional command and control perspective and view authority in a different light.
Therefore, Uncertainty Avoidance is a crucial component to focus on because
organizations are essentially a subculture to a culture as a whole. While the United
States aligns closely with the Low Uncertainty Avoidance sphere, it does not mean all
organizations react to uncertainty in the same way. Organizations reflect upon the
leadership styles and the generational make-up that affects how a specific
organization reacts to ambiguity.
Self-managed work teams are becoming increasingly prevalent today and
many companies believe that bureaucratic constraints stifle worker creativity and
innovation. Therefore, unneeded supervisors should be eliminated, relating in a
more team-oriented environment full of collaboration and diversity. Self-managed
work teams consist of about 10-15 employees that set their own norms and rules,
but are guided by the company’s vision. Management gives out specific tasks to
teams, but those teams are permitted to make their own schedules. This type of
collaboration will be difficult for Veterans and Baby Boomers to adjust to but they
must realize that this form of environment is something they need to adapt. While
rules and power will be more flexible in this type of team environment, a shift on
33
control from management to workers will be a necessary evil they will have to deal
with.
Short-Term versus Long-Term Orientation
The last dimension of Hofstede’s Theory is short-term versus long-term
orientation. Long-term orientation is expressed by perseverance and persistence.
There is also a respect for hierarchy of the status of relationships and thrift.
Conversely, a short-term orientation is described by immediate need gratification
and social spending. In terms of time orientation, it is important to consider because
it refers to the extent to which a culture programs its members to accept delayed
gratification of their material, social, and emotional needs. These are valued
differently across generations.
TABLE 10
Most important events in life occurred in the
past or take place now
Most important events in life will occur in the future
Social spending and consumption Saving, investing
Source: http://www.geert-hofstede.com/
Veterans tend to indicate how they will be contributing to long-term strategies in
terms of months and years, rather than weeks. Since they feel that they helped to create a
company history, it is important to emphasize a company’s history and build a strong
34
rapport with this generation (Zemke. Raines, Filipczak, 2000). As indicated in Table 2, the
Boomers are known for their social spending and consumption. Therefore to gain the buy-
in of someone from this generation, a discussion should emphasize how decisions and
objectives are focused on the near future of the company since this is where their
propensity lies in other areas. The examples provided in the latter indicates that short-term
and long-term orientation affects how a generation views organizational goals.
Description of Training Manual
GET THE BIG PICTURE: Build a Cohesive Workplace by Understanding
Generations is devised to assist generations to effectively collaborate with one
another and to understand each generation’s tendencies. This training program is
provided with the purpose of facilitating a new perspective on leveraging age
diversity within organizations that have a highly age-diverse population. Bridging
generational gaps at work are accomplished through understanding the differences
that pull generations apart. Consequently, it is crucial for managers to have an in-
depth insight to every generation.
The attached manual contains tools aimed toward bridging the generation gap
that are useful in recruiting, retaining, motivating, and managing each generation
more effectively. This manual is most beneficial when employees working in
organizations are often challenged when communicating with those in different
generations. Exercise 1: Common Descriptors, introduces the topic of generational
differences by having participants break off into small groups and discuss common
descriptors of each generation – keeping in mind core values, upbringings,
challenges, leadership, and technology. Once the exercise is complete, the trainer will
35
facilitate a discussion on why they chose such descriptors for each generation. In
addition, a chart is provided for participants to view to compare generations, while
the table ‘Effective Interaction Across Generations’ provides suggestions to
communicate effectively with each generation based on factors such as
acknowledgement, work ethic, communication, decision-making, motivation, and
feedback.
The goal of the suggestions chart is for participants to reflect on their past
experiences and answer various questions based on their own experiences
pertaining to cross-generational communication conflict. After discussing their own
experiences, participants are to create action plans to set specific goals on how they
will work differently with those from other generations. This will help participants
realize the value of tailoring their messages to a specific audience. The last
component of the training manual reflects upon Hofstede’s Theory of Cultural
Dimensions and how it relates to generational differences within the workplace. This
helps participants understand that each generation is different and is in essence their
own culture. By utilizing Hofstede’s Theory and putting plans into action within one’s
workplace, age diversity can come into full-circle and be leveraged to an
organization’s strengths.
Summary and Conclusions
36
With a deep understanding of how generational differences relate to
Hofstede’s Theory of Cultural Dimensions, managers and supervisors will be able to
leverage age diversity to their advantage. RQ1 asked: What are the differences
between generations and areas of potential conflict when interacting in the
workplace? The backgrounds and characteristics of each generation relating to
Hofstede’s Theory concluded that there are differing perspectives and worldviews
stemming from each generation. Therefore each age cohort reacts to factors such as
decision-making, ambiguous situations, and technology in differing ways.
Organizations must play to the strengths of each generation and integrate it
into its organizational culture. Therefore, it is important to look at the background
and characteristics of each generation to understand the distinctive talents and
challenges each individual across the age spectrum brings to the workplace, as well
as identifying long-term trends that are altering the culture in an organization.
The attached training manual provides solutions and suggestions on how
managers can effectively work and apply management principles across generations.
This will facilitate a new perspective on utilizing cross-generational communication
within organizations that have a highly age-diverse population. This is an important
issue to address, as a new generation is now entering the workforce. The Veterans,
Baby Boomers, Gen Xers, and Millennials must work together and understand the
importance of working effectively across the generations. By utilizing Hofstede’s
theories on how each generation aligns higher or lower on a dimension, managers
are able to notice that generations act as a sub-culture to a culture as a whole. Each
generation reacts to situations in different ways, much like a culture does. The sub-
37
cultures within organizations are crucial to notice in order to work in harmony and
create a synergized organization.
Works Cited
Abramson, A. & Merril Silverstein. (March 2006). Images of Aging in America 2004. In AARP.org. Retrieved November 4, 2009, from http://www.aarp.org/research/surveys/life/lifestyle/behavior/articles/images_aging.html
Dr. Ronald C. Fetzer (2005). Facilitating Small Group Communication as a Leader: A Management Development Manul. Atrium Hospital Publication.
Hofstede, G. H. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, Calif: Sage Publications.
Hofstede, Geert and Hofstede, Gert-Jan (1997). Cultures and Organizations: Software of the Mind. New York: McGraw-Hill U.S.A.
Howe, N., & Strauss, W. (1993). 13th gen: Abort, retry, ignore, fail? New York: Vintage Books.
Lancaster, Lynne C., and David Stillman (2002). When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. New York: HarperCollins Inc., Print.
PricewaterhouseCoopers. (2009). Millennials at work: Perspectives of a new generation. Managing The Millennials: HR Survey of Recent Graduates. Retrieved November 23, 2009, from http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/millennials-survey.jhtml
PR Web. (2009, July 22). 2009 College Graduates Moving Back Home in Larger Numbers. CollegeGrad.com. Retrieved November 23, 2009, from http://www.collegegrad.com/press/2009_college_graduates_moving_back_home_in_larger_numbers.shtml
Zemke, Ron, Claire Raines, and Bob Filipczak (2000). Generations At Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. New York: American Management Association. Print
Bibliography
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Abramson, A. & Merril Silverstein. (March 2006). Images of Aging in America 2004. In AARP.org. Retrieved November 4, 2009, from http://www.aarp.org/research/surveys/life/lifestyle/behavior/articles/images_aging.html
Dr. Ronald C. Fetzer. Facilitating Small Group Communication as a Leader: A Management Development Manul. Atrium Hospital Publication, 2005.
Fogg, Piper. WHEN GENERATIONS COLLIDE. Education Digest, 74(6), 25-30. http://search.ebscohost.com.proxy.lib.muohio.edu
Hofstede, G. H. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, Calif: Sage Publications.
Hofstede, Geert and Hofstede, Gert-Jan. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill U.S.A., 1997.
Howe, N., & Strauss, W. (1993). 13th gen: Abort, retry, ignore, fail? New York: Vintage Books.
Howe, N., & Strauss, W. (2000). Millennials rising: The next great generation. New York: Vintage Books
Lancaster, Lynne C., and David Stillman. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. New York: HarperCollins Inc., 2002. Print.
New Strategist Publications, Inc. (2004). The Millennial: Americans born 1977 to 1994. Ithaca, N.Y.: New
Strategist Publications.
PR Web. (2009, July 22). 2009 College Graduates Moving Back Home in Larger Numbers. CollegeGrad.com. Retrieved November 23, 2009, from http://www.collegegrad.com/press/2009_college_graduates_moving_back_home_in_larger_numbers.shtml
PricewaterhouseCoopers. (2009). Millennials at work: Perspectives of a new generation. Managing The Millennials: HR Survey of Recent Graduates. Retrieved November 23, 2009, from http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/millennials-survey.jhtml
Stein, P.,& Berardinelli, E. (2009). Bridging the Gaps Among the Generations. Fire Engineering, 162(4), 169-176. http://search.ebscohost.com.proxy.lib.muohio.edu
Underwood, Chuck. The Generational Imperative: Understanding Generational Differences In The Workplace, Marketplace, and Living Room. North Charleston: BookSurge, 2007. Print
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Appendices
Appendix A
39
Characteristics of Veterans
Veterans(1930-1944)
Key Life Events – The Great Depression– Establishment of Social Security– Hitler Dictatorship– Pearl Harbor– World War II
Core Values – Law and Order– Respect for Authority– Dedication to Hard Work– Discipline– Conformity– Duty Before Fun– Patriotism
Leadership Style – Hierarchical– Command and Control– “Pay your dues” to gain power– Directive
Communication – Formal but personal– Silence is golden– Stick to factual information– Prefer hand-written/personalized notes
Praise & Recognition – Personal Acknowledgement– Intrinsically Motivated– “No news is good news”
Loyalty– To the organization
Views on Technology– Not familiar with text messaging and e-mailing and avoid using it
Challenges – The chain of command style in the workplace is no longer common and they have to adapt to newer methods.
– Adapt to the fact that much younger people could be their boss.
Appendix BCharacteristics of Baby Boomers
40
BABY BOOMERS(1945-1963)
Key Life Events – Civil Rights Movement– Sexual Revolution– Cold War– Assassinations Witnessed on TV– Vietnam– Woodstock
Core Values – Optimism– Personal Growth/Gratification– Teamwork– Health and Wellness– ‘Buy now, pay later’
Leadership Style – Decisions by consensus – Everything in teams– Flattened Organizations
Communication – Avoid Conflict– See value in the spoken word, but like formal documentation– Mix of electronic and face-to-face
Praise & Recognition – Public acknowledgement– Career Advancement– Prefer to give feedback, rather than receive it
Loyalty – To the job itself
Views on Technology – Avoid Technology
Challenges – Informal work styles of Generation X and Generation Y – Technology replacing human interaction – Sharing recognition and overly sensitive to feedback
– Work-Life Balance
Appendix CCharacteristics of Generation X
41
Generation X(1964-1985)
Key Life Events – Fall of the Berlin Wall– Watergate Scandal– Introduction to Personal Computers– Energy Crisis– MTV– Aids– Operation Desert Storm
Core Values – Diversity– Informality– Self-Reliance– Balance– Thinking Globally
Leadership Style – Balanced Decision-Making– Power is based on expertise, not seniority– Utilize Mentoring and Learning Opportunities– Value Collaboration
Communication – Casual and Direct – ‘tell it like it is’– Prefer e-mail than face-to-face interaction
Praise & Recognition – Need positive feedback– Balance of compensation and time off
Loyalty – To individual career goals
Views on Technology – Technoliterate– Practical for getting work done
Challenges - Trusting the people they work with
- The Millennials may overshadow them with their fresh perspectives and technological capabilities
Appendix DCharacteristics of Millennials
42
Generation Y(1986-2001)
Key Life Events – Oklahoma City Bombing– Princess Diana’s Death– Clinton Impeachment Trail– Columbine Shooting– September 11, 2001– World Wide Web– Technology Revolution
Core Values – Optimism– Diversity– Commitment to Personal Growth– Sociability– Media-Dependent
Leadership Style – Constant Development– Freedom and Autonomy– Multitasking Capabilities
Communication – Interactive and Collaborative– Utilize Teams– Need for Connectedness via electronic communication
Praise & Recognition – Recognition for a job well-done– Constant Feedback
Loyalty – To the team
Views on Technology – Embrace Technology– “What else is there?”
Challenges – Need for supervision and structure
– Inexperience with handling difficult people issues
Appendix ELow vs. High Power Distance
43
Appendix FIndividualism vs. Collectivism
Appendix GGenerational Comparison
Generational Views on Loyalty in OrganizationsVeterans Baby Boomers Gen X Millennials
44
To the Organization
To the jobitself
To individual career goals
To the team
Collective Orientation
Individual Orientation
Individual Orientation
Collective Orientation
Appendix HMasculinity vs. Femininity
Appendix IHigh vs. Low Uncertainty Avoidance
Appendix JShort-Term vs. Long-Term Orientation
45
Most important events in life occurred in the
past or take place now
Most important events in life will occur in the future
Social spending and consumption Saving, investing