Can you successfully manage across generations?

Can you successfully manage across generations?

Introduction

Workforce has never been so diverse with such a variety of skill level, knowledge, generations, and experience. One of the most puzzling and frustrating challenges often faced by managers today understands the expectations of the new generation of the workforce: the new millennium. For the first time in history of our nation, America has four generations in the workplace and five living generations (Strauss, 1991). Each generation of workers brings different expectations to the workplace, and the millennium is no exception. Many managers are left scratching their heads asking "What do these people want?" And "Why act this way?" Without losing sight of individual differences, there are features common to every generation that managers and employees can come to understand, and exploit for mutual benefit.

The challenge for entrepreneurs is to understand the expectations of each generation as a group, and to align with the organizational culture and work practices without alienating the other generations currently in the labor market. Managing across generations has become a major issue for most companies today. This is the first time in history that we have four generations working together in the workplace. It is found from studies of demographics that in future entrepreneurs are more likely to be working with people belonging to different ages than they are today (Coupland, 1991). Managers working in a rapidly changing, competitive and ambitious business landscape, faced with an additional difficulty: they have to supervise the staff belonging to different generations have different expectations and ways of working.

Thesis statement

We can successfully manage across generations.

Discussion

As a young business-minded person, you might have been at the top of your class when you were getting your MBA, but education alone will not gain you the respect of those who you manage, many of whom may be much older and much more experienced than you and not keen on being managed by a young go-getter. Regardless of how your employees feel about you, they are the people you are supposed to lead and inspire, something that can be tough when you do not feel you are getting the respect you deserve (Jennifer, 2002). Of course, like anything worth having in life, this kind of respect has to be earned, not demanded, from older employees.

Baby boomers, born between 1946 and 1964, they still constitute a large part of the U.S. workforce, but more often by their superiors or colleagues are people who belong to generation X, born between 1965 and 1977, and they are joined by staff Generation Y - a fresh replenishment of companies. In addition, the companies still have many "traditionalists" - so called those over 60. "We recognize that we need non-standard moves to attract talent of all ages and needs managers who are ready to accept their differences. Between the retirement of baby boomers and the market entry of juniors from the Gen Y, the company, its management style and craft of leadership are ...