Term Paper: Feature of the Contemporary Workplace

Pages: 6 (2536 words)  ·  Bibliography Sources: 1+  ·  Level: College Senior  ·  Topic: Business - Management  ·  Buy This Paper

SAMPLE EXCERPT:

[. . .] How should then these generations in a single workplace be effectively managed? Because Gen Y is the current headache, specific recommendations at this time include utilizing its peculiar and particularly useful energy and loyalty, even if they do overestimate their capabilities, which does pose a problem to management. Management, then, will do well to coach Gen Y, that is, letting Yers take advantage of their strengths while they are helped into realizing, understanding and dealing with their weaknesses. Management should also provide these Yers with direct and pure feedback, remembering that this is the stern world-beating achievers' generation. Considering their huge motivation and accompanying inexperience in tackling big projects at once, management should instead smaller assignments and goals, providing feedback and increasing levels of responsibility as they go along. (Sujansky) There are findings that Gen Yers indeed expect the organization to adapt to them rather than learning how the workplace functions and attuning themselves to these. But because Gen Yers are team-oriented, management should emphasize that they are to work with bright and creative employees.

In a nutshell, management can deal with the present and easily bored but motivated Gen Y and its energies by posing challenging assignments for them; by coaching and teaching them, while supporting and encouraging them.(Sujansky); by providing state-of-the-art resources, since they may already have the latest technology right at home; make available the corresponding training which is online and on-the-job; offer autonomy, but just enough to utilize their verve without straining or choking themselves with it; observe flexibility, because Gen Yers have and want to maintain a life outside of the work sphere; fine-tune with their speedy communication pace; and make them your partners by eliciting and soliciting their ideas and contributions as a team. The key word is coach - coach this energetic generation in a direction that will be fair and gainful to management, to them and to society.

Managing a workforce consisting of these widely varied generations calls for an integrated human resources style. Management should use each worker's uniqueness as a leverage and capitalize on the workers' individual points-of-view, styles and behaviors. (Martin). Taking all these in, focus should be made on the organization's mission or objective. The mission and the work that must achieve it can translate into the exact common ground for the collision of interests in the generation mix. Everyone in his own understanding should realize the importance of his individual role and that working together is the only effective way of getting their jobs done at fast pace, correctly and effectively. Right at that point, the workers can figure out whether they can or want to remain in their respective team or that workplace itself. And those who do can now begin to work in a setting where every role, every viewpoint and individual talents, experience and behavior are meaningful and valuable to the attainment of the overall mission and vision of the organization. (Martin)

Managers know that the tension created among different wavelengths among these generations is not going to be done away with at one time. There will always be a change of hands and this will recur as long as change occurs through time. Constant reality checks are strongly suggested as often as needed.

Baby boomers at present have the numbers, but remember that Gen X's and Gen Y's populations in the workplace will increase and reverse the trend in the next 10 to 15 years. (Gomolski 2001) Management's objectives must remain stable, though, and not driven or influenced by the needs and expectations of any generation of workers. The objectives and realities of the business should be the sole driving force, supported and enhanced by speed, flexibility and innovation to insure success.

Everyone can and must learn and learn. In a flexible and knowledge-seeking organization, all workers will survive. There may be differences in the cultures of these generations mixed together, but there can only be one focus or goal within a particular organization or company. The comprehensive strategy then is to get the workers - and their divergences - focused on fulfilling that single goal. That way, the goal becomes their common goal and interest, whatever their individual cultures or inclinations. Some Baby Boomers and some Xers or Yers may, for example, have identical career paths, but they must be coached differently, according to their specific cultures and inclinations. The Baby Boomer may view the goal in each step in the career path, while a Xer or Yer may seek short-term satisfaction in doing a job well.

Both or all workers in the various generations can be simultaneously gratified and effectively managed if management is flexible and can balance clearly designated and delegated assignments and goals and by giving them the freedom and flexibility to achieve results in their own way. (Gomolski)

Lastly but just as significantly, managers will be able to handle the age diversity problem if they are willing, ready and capable of spending quality time in knowing their individual workers and in appreciating them genuinely. And by providing them with constructive feedback and commending them for successful achievements, the problem becomes even more manageable.

So when encountering clashes and factions in the workplace, management should not too quickly brand these as a gender or racial issue. Quite often, it can be generational differences, a brand-new strain of trouble that comes with the times. These generation gaps must be viewed as a big and important distraction that injures the morale and work of the team (Gomolski) and managers must immediately consider accommodating each group's requirements and uniqueness and appreciating them as necessary though diversified parts of a whole. They should not fall prey to the quick-and-easy strategy of giving in to the expectations of a particular generation, because this will alienate and create pains in the other and just-as-significant generations. Neither is it appropriate to treat these generations in a single way. Many ways of killing a cat, but the cat must have one definite nature and life direction, like an organization should.

Bibliography

Gawel. Richard. Survey Shatters Workplace Stereotypes. Electronic Design:

Penton Media, Inc., 1999

Gomolski, Barbara. Managing Age Diversity in the Workplace.… [END OF PREVIEW]

Four Different Ordering Options:

?
Which Option Should I Choose?

1.  Buy the full, 6-page paper:  $28.88

or

2.  Buy + remove from all search engines
(Google, Yahoo, Bing) for 30 days:  $38.88

or

3.  Access all 175,000+ papers:  $41.97/mo

(Already a member?  Click to download the paper!)

or

4.  Let us write a NEW paper for you!

Ask Us to Write a New Paper
Most popular!

Workplace Reorganization and Its Effects on the Welfare of Employees Literature Review Chapter


What Are the Major Ethical Issues Associated With Conflict in the Contemporary Workplace? Essay


In Between Exposing Everyday Learning at Work Thesis


Technology in the Workplace Research Paper


Managing Change and Creativity Essay


View 203 other related papers  >>

Cite This Term Paper:

APA Format

Feature of the Contemporary Workplace.  (2002, June 7).  Retrieved June 15, 2019, from https://www.essaytown.com/subjects/paper/feature-contemporary-workplace/8002876

MLA Format

"Feature of the Contemporary Workplace."  7 June 2002.  Web.  15 June 2019. <https://www.essaytown.com/subjects/paper/feature-contemporary-workplace/8002876>.

Chicago Format

"Feature of the Contemporary Workplace."  Essaytown.com.  June 7, 2002.  Accessed June 15, 2019.
https://www.essaytown.com/subjects/paper/feature-contemporary-workplace/8002876.