...Group Project Team VIBGYOR – GMP 2015, Sec B, Group 8 The Topic: Impact of Generational Diversity on Team Performance. 1. Introduction: "A lack of understanding across generations can have detrimental effects on communication, working relationships and undermine effective services," says psychologist Constance Patterson. Although these generational conflicts are often seen as larger social issues, they may play out every day on the team level in the workplace in ways that may affect productivity and may lead to frustration, conflict and poor morale. For example, Boomers may believe gen Xers are too impatient and unwilling to try out the tried-and-tested strategies, while gen Xers may view boomers as always trying to say the right thing to the right person and being inflexible to change. Traditionalists may view baby boomers as self-absorbed and prone to sharing too much information, and baby boomers may view traditionalists as authoritative and rigid. And, gen Xers may consider millennial too spoiled and self-absorbed, while millennial may view gen Xers as too cynical and negative. 2. Background: A generation is defined as an identifiable group that shares birth years, age location, and significant life events at critical developmental stages, divided by five-seven years into the first wave, core group, and last wave (Kupperschmidt, 2000). A generational group, often referred to as a cohort, includes those who share historical or social life experiences...
Words: 1508 - Pages: 7
...With the above observations in mind, let’s look at a few work situations and how one might handle them. • At annual appraisal time, a manager from the Veterans generation gives out a nice bonus for a project well done. The Generation X employee is ungrateful and says, “Why didn’t I get this six months ago, when the project was completed?” Gen X wants instant gratification, whereas a person in the Veterans generation is happy to get money anytime. The solution here may be for the company to explore reward plans geared to the different generations, or things like monetary rewards and recognition given at the time when it is earned. • A Generation X manager tells a Boomer he has been working too hard and should take time off to take the family on vacation. Instead of saying thanks, the Boomer replies, “I work to get ahead, to get a promotion, not for a vacation.” The next time that situation comes up, the manager might elect to give this particular employee a bonus, rather than suggest a vacation. • A top-notch, cross-functional team with individuals from several different generations has been set up to recommend a solution to a nasty manufacturing problem. After a couple of weeks, the manager responsible for the team cannot understand why there is constant bickering and nothing is getting done. If the manager were aware of just one characteristic of each individual relating to communication needs, he or she might understand the stalemate. The Veterans on the team are looking...
Words: 543 - Pages: 3
...Generational Diversity in the Workplace Managerial Communications 10/14/2011 Today, the workplace environment is comprised of people, both males and females from all different cultures and generations. For the first time in U.S. history there are four different generations out in the workforce. A generation can be defined as a group of individuals born within a term years having similar ideas, goals, attitudes and experiences. It can also be defined as the average period between the birth of parents and the birth of their children. Resources differ as to when some generations start and end; a generation is usually around 20 years long. generational differences are based on broad variations in values that develop based on the contrasting environment and social dynamics each generation experiences as they come of age. In the workplace, these differences seem to be generating clashes around work-life balance, employee loyalty, authority, and other important issues.Generational differences are based on broad variations in values that develop based on the contrasting environment and social dynamics each generation experiences as they come of age. In the workplace, these differences seem to be generating clashes around work-life balance, employee loyalty, authority, interpersonal relationships and other important issues (Notter, 2007). Sometimes contradictions and problems arise when identifying the characteristics of a generation. Some studies in the 1980’s described...
Words: 1445 - Pages: 6
...Workplace Diversity: Challenges and Opportunities Jane A. Hannon Southern New Hampshire University Workplace Diversity: Challenges and Opportunities The fastest growing segment of the workforce in the United States is adults over 55 years of age (Robbins & Judge, 2015). Given advancements in medical treatments, diagnosis, and wellness initiatives; a forecast of continued sluggish economic growth; and the changing landscape of employer-sponsored benefit programs, the increase of workers in this age group does not show signs of slowing down. An aging workforce presents challenges and opportunities for organizations. While some of these challenges are unique to the demographic, many are similar to the challenges and opportunities of managing other “surface-level diversity,” which includes race, gender, culture, and disability (Robbins & Judge, 2015). By effectively addressing diversity through the creation of policies and their consistent implementation, organizations have the potential for greater productivity and growth. Changes in Employee Relationships Generationally diverse workplaces pose distinct challenges for employers and employees. Because workers of different ages bring their own perceptions and personalities to the workplace, there exists the potential for misunderstanding and conflict. “Diversity involves not only how people perceive themselves but also how they perceive others. Those perceptions affect their interactions” (Patrick & Kumar, 2012)...
Words: 1244 - Pages: 5
...April 08, 2012 DIVERSITY AUDIT Company Highlights Merck and Company, Inc., a pharmaceutical leader, has a clear vision which is to make a difference in the lives of people globally through their innovative medicines, vaccines, biologic therapies, consumer health and animal products. The company’s core strength is the skill, integrity and creativity of its people. Merck employees, while remarkably diverse in background, training and life experiences, are all motivated by innovation and their mission of providing products that save and improves lives around the world. Under the leadership of Kenneth C. Frazier, who serves a threefold role: Chairman of the Board, President and Chief Executive Officer, Merck and Company reflects its corporate values and guides in day-to-day decision making. Merck recognizes that the world is changing and they have to keep up with the changing demands. The company’s vision is “a commercially sustainable business that both increase the accessibility of products globally and helps build local capacity for quality, healthcare services for those who need them most. Background Merck and Company is an innovative, global healthcare leader that is committed to improving health and well-being around the world. Merck and Company is a very unique leader in its diversity outlook. The company, sort of like IBM, encourages diversity through their employees by: Diversity Acknowledges...
Words: 1032 - Pages: 5
...Feature articles Workplace diversity: developing a win-win-win strategy Joan Marques iversity as a topic earns more attention today than it has ever received before, and the reasons are easily understandable: global migration is increasing, the internet is enabling communication on a worldwide scale, and business leaders are continuously in search for less expensive resources and lower wages to pay. All these trends result in progressively diversified workforces locally and internationally. D Joan Marques is Instructor, Business and Management, Woodbury University, Burbank, California, USA. Increasingly, companies allocate special room for diversity practices on their web sites. Yet, there are some interesting observations that may not necessarily be new, but should nevertheless regularly be brought to the attention of business leaders. Why? So that they can keep track of the best way to develop and implement diversity in their organizations. Let us briefly look at the right reasons and the right way, beginning with the right reasons. The right reasons Often, organizations pride themselves in implementing diversity in order to accommodate customers. But there is only limited reason to be proud of this way of bringing diversity to the workplace. What these companies overlook is that they apply diversity only as a means toward an end, not as an end in itself: B They apply diversity with the primary mindset of profits. They reach out to their customers, but do not...
Words: 1363 - Pages: 6
...workplace diversity. The reasons why Xerox should be motivated to diversify their workforce is more talent will be employed at Xerox if employees of all cultures and race are hired because diversity is a key to achieving critical business results. Furthermore, there will be more knowledge sharing employees can share cultural traits, market demographics and help develop companies develop robust knowledge management and market intelligence systems that create productive people and an innovative company by recognizing and respecting diversity and empowering individuality. Enhanced Productivity by processing varied skills, competencies and capabilities of different races and cultures, Xerox can increase its productivity worldwide (Xerox) that will make them a prominent player despite the economic slowdown in technology spending. Reduced Discrimination at Xerox woman and minorities make up for 52% of the workforce and 42.5% of Xerox senior executives are women or people of color or both (Xerox). This motivates employees in a way that they feel like they appreciated and valued. Besides, its make them challenge each other’s underlying assumptions, freeing everybody from convention and orthodoxy. Xerox has strict discrimination policies as well. With the inclusion of women in the workforce, Xerox developed a form of “flex time” that allowed for a better work/home life balance which has increased productivity which clearly shows how Xerox shows its values workplace diversity. They also...
Words: 822 - Pages: 4
...Abstract Diversity encompasses characteristics that categorizes individuals and allows for self-identification. Diversity presents itself in two different forms, visible and invisible. Those that are visible forms of diversity include ones physical appearance, sex, race, age, ethnicity, speech patterns and language. Those that are nonvisible include characteristics such as religion, national origin, illness and sexual orientation (Clair 2005). When discussing diversity in the work environment, most often times they are discussing the outward, visible characteristics, however invisible social identities are common in the workplace. Gender is one of the most common viewed issues when looking at diversity in the workplace. The glass ceiling and equality issues are analyzed and discussed frequently. Discoveries have been made that support the idea that woman should be on more Boards and should be making more decisions on allocations of monies. This paper seeks to address how diversity impacts an organization and how managers can make diversity work for them. Introduction According to Gibson, Ivancevich, Donnelly, and Konopaske (2012), Diversity is a term that describes the cultural, ethnic and racial differences in a population. A more comprehensive definition by Gibson et al (2012) indicates that diversity is “an array of physical and cultural differences that constitute the spectrum of human attributes. There are six dimensions of diversity which include: age...
Words: 2636 - Pages: 11
...Short Essay | Diversity in the Workplace | How it can create business related advantages | | Madison Roney: 7660183 | 5/15/2013 | | In modern western society, the diversification of culture has increased dramatically in recent years. With this shift, along with the growing competitiveness of the labor market, corporations have been forced to hire more employees who are not familiar with the spoken language or societal norms present in western culture. Many corporations, as much as 80% according to equity activist Trevor Wilson, consider cultural barriers to be a burden on their managers and fellow employees. As a result, these corporations fail to treat their employees equitably. (Hayes, 1999). One could argue, however, that the diversification of employees within the workplace has various business related benefits such as improved efficiency, bottom line revenue, and relationships formed with co-workers, managers and customers alike. However, to ensure its success, principles of transformational leadership must be used on the part of managers and various challenges must be overcome in order for these benefits to take full effect. This is not the first time in Canada's history where ethnic equality in the workplace has been a subject of interest. In 1993 the New Democratic Party in Ontario, whom was the provincial government at the time, enacted an employment equity law to ensure fair employment opportunities to workers from select minority groups. This legislation...
Words: 1570 - Pages: 7
...group in the U. S. by the year 2010. In order for companies to fully and aggressively compete in the marketplace, they will need to consider these statistics and work towards attracting, recruiting, developing and retaining a diverse workforce. This will be critical if they are to survive. They will also need to recognize that the market they cater to is becoming more diverse. Diverse groups are a growing percentage of the buying power in the United States. In order to maintain competitive advantage in the sector they serve, organizations will need to truly understand its customers, clients, members and employees and will need to create an organizational climate that is welcoming to all. The Birth of the Diversity Movement The “Diversity” Movement was born in 1987, when the Hudson Institute launched a study titled “Workforce 2000”. The study projected demographic trends that would impact the workplace, as we knew it by the year 2000. One of the predictions made was that there would be a marked growth in the number of women and minorities entering the workforce. In fact, the report suggested that women,...
Words: 2841 - Pages: 12
...Diversity and Inclusion SOC/315 November 09, 2011 Diversity and Inclusion Diversity refers the inclusion of different types of people in a group or organization. Many people with different backgrounds work together every day to accomplish tasks assigned on daily basis. Before working together the group should know the different dimensions of diversity. “Dimensions of diversity exert an important impact on our early socialization and a powerful sustained impact on our experiences, values, assumptions and expectations throughout every stage of history ” (Harvey, 2009). The different dimensions of diversity are race, gender, age, education, sexual orientation, and geographic origin, or employment. “Dimensions adds layers of complexity to individual identity, it is the dynamic interaction among all the dimensions that influences self-image, values, opportunities, and expectations” (Harvey, 2009). Dimensions of diversity apply an effect on each of us at home, work, and in society giving definition to our lives. “The United States is a very diverse nation and becoming more” (Schaefer, 2011). Concerning ethnic, cultural, or other groups I identify with all. My social circle is consistent with people from all groups. My social circle consists of individuals not a group. I think of all my associates as individuals with different personalities. My social circle member’s personalities are very different and the dimensions play a part from the way we dress, race, gender, and sexual...
Words: 850 - Pages: 4
...D & I Times are changing and so are we. As we move toward a more global economy and the demographics within our own country continue to change at a record pace, the ways in which we conduct business must change as well. We must embrace difference as a competitive advantage to our own success. From different cultural backgrounds, customs, and languages to varying work styles, perspectives, and thoughts, our diversity provides us with a vast array of skills and talents that often go unrealized and undervalued. Those organizations that harness these differences and leverage varying perspectives and talents are better positioned to meet the ever-changing needs, wants, and expectations of their customers. Diversification of thought is the driver of innovation. Leveraging our differences for a competitive advantage does not necessarily come easy. It is not simply “common sense” and it is not achieved by just “getting along.” Successful diversity and inclusion (D&I) initiatives require a strategy that is inextricably connected to the organization’s overall business goals. There must be a strong connection to the business and senior leadership support in order for any initiative to be successful. Many organizations wrestle with myriad questions when putting together and executing a D&I strategy. The success of a D & I initiative is dependent upon employees clearly understanding the business case and their individual role in creating an inclusive workplace...
Words: 639 - Pages: 3
...Chapter 12: Managing Diversity in the Workplace The Chancellor's Committee on Diversity defines Diversity as: "The variety of experiences and perspective which arise from differences in race, culture, religion, mental or physical abilities, heritage,age, gender, sexual orientation, gender identity and other characteristics." So why is it when many people think of diversity, they think first of ethnicity and race, and then gender? Diversity is much broader. Diversity is otherness or those human qualities that are different from our own and outside the groups to which we belong, yet present in other individuals and groups. It's important to understand how these dimensions affect performance, motivation, success, and interactions with others. Institutional structures and practices that have presented barriers to some dimensions of diversity should be examined, challenged, and removed. A good starting-point for thinking about diversity is to become familiar with UC’s systemwide Non-Discrimination Statement: “It is the policy of the University not to engage in discrimination against or harassment of any person employed or seeking employment with the University of California on the basis of race, color, national origin, religion, sex, gender identity, pregnancy, physical or mental disability, medical condition (cancer-related or genetic characteristics), ancestry, marital status, age, sexual orientation, citizenship, or status as a covered veteran. This policy applies to all employment...
Words: 2057 - Pages: 9
...together on a goal. Some of the differences which can be enumerated between the terms team and group are as follows: The strength of the team relies on the fact that the members of a team have similarities in the purpse and there is interconnectively between the individuals members and on the other hand the group is larger in number. The group’s strength could be assessed from the fact that they need to be willing to execute the commands of a leader. Workplace diversity refers to the mixture of differences between people within an organization. This may sound simple but diversity includes race, gender, ethinic group, age, personality, cognitive style, tenure, education and background are naming a few. Diversity involved how people look at themselves and others. Those perceptions have an effect on their interactions. Diversity will increase greatly over the years to come. Only successful organizations will recognize the need for immediate action and are willing to manage diversity in their workplace…now! The success and competitiveness depends on the organizations ability to embrace...
Words: 724 - Pages: 3
...Best Practices in a Diverse Work Environment Melody Nelson HRM 531 October 18, 2010 Caroline Willett | InterClean, Inc. | Memo To: First level managers From: Melody Nelson CC: Date: October 18, 2010 Re: InterClean, Inc and EnviroTech Merger Transition Merger Transition The merger between InterClean an EnviroTech is in its final stages. As in any situation involving change, there will be some uncertainties and insecurities among the staff and it is the responsibility of all management personnel at all levels to effectively deal with these issues. However, setting a good foundation and following through with good communication, uncertainties and insecurities will be kept at a minimum. Following are a few ways you can make a significant contribution toward that goal. Enthusiasm is contagious! This is a golden opportunity not only for the future of InterClean but also for anybody at InterClean. As we begin merging the operations of both companies, there very well could be some downsizing in certain areas. However, there will also be new opportunities to learn, grow, and move into positions of greater responsibility. Commitment is contagious! “The importance of talking the talk and walking the walk is fundamental to achieving commitment” (Schifalacqua, Costello, & Denman, 2009). Frequent communications updating the status of the merging of operations should be relayed to all team members in a timely fashion in order to keep the excitement flowing...
Words: 752 - Pages: 4
