...Innovative changes and Managing Evolving Generations Wayland Baptist University Management 5305 Organizational Theory Course Instructor: Dr. William Cojocar, Ph.D. Herlinda Sifuentes (January 31, 2012) Abstract Building a culture for Innovation, creativity, smart technology, non-traditional work environment, business management and new strategies sum up the focus of innovation in todays’ competitive changing world . Todays’ economy brings opportunities, moves quickly, and marks innovation as the only way to stay ahead of fast-moving developments and increasing competitive pressures. In their book “Innovation, The Five Disciplines for Creating What Customers Want” Curtis Carlson and William Wilmot (2006) provide a developed disciplined process of innovation. This paper will analyze challenges the business environment faces in developing new ways to lead, inspire creativity, innovation, and challenges in managing the evolving generational gaps in the workplace. Introduction For organization be successful in the current business world is not an easy task. A strong Corporate culture and efficient leadership is essential to face challenges that are presented by competitors and the changing environment. Todays’ organizations must keep themselves open to creativity and continuous innovation, not only to prosper but merely to survive in a world of disruptive change and increasingly stiff competition. These challenges usually make an organization engage...
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...Objectives of Study | 8 | 6.0 Literature Review | 8-9 | 7.0 Discussion | 9-12 | 8.0 Recommendation | 12-15 | 9.0 Conclusion | 15 | 10.0 References | 16 | 11.0 Appendix 1 – Organizational Chart | | 1.0 Executive Summary The purpose of this paper is to study the differences and similarities of four generations of FELDA workers and the implication of it to the organization’s competitiveness. FELDA has been chosen for the study because it is a unique organization involved widely in business as well as community development in 319 Felda Settlements. With a total employee of 3,990 people working locally and overseas it is truly a challenging task for the management to keep pace with the diversity in the workplace. As we want to have an effective relationship with other human beings, we must at least know them well as a single individual. Each of us has our unique background, personal characteristic, preferences, and style. The knowledge of generational information is tremendously significant in...
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...Application Case 2-1 (Gen Y Rocks the Business World) Question 1: What will organizations have to do to adapt to the influx of needed Generation Y individuals? ANSWER: In fulfilling the demands of technology and to avoid a clash of culture in organization, an adequate knowledge, skills and competencies in various areas by the individual is important. In spite of the influx of workers from different generations as the ‘baby boomers’, Generation X, Generation Y and some of Generation Z in the organization, there arose a great challenge for the management of the organization to put equal importance while dealing with globalization issues. This includes matters relating to the determination of the scope and means of suitable work in accordance with the requirements of technology, which is then adapted to the mentality of these generations. When talking about Generation Y, it can be summarized that individuals of this generation have different way of thinking with Generation X and the gap is too wide with the ‘baby boomers’. Generation Y is known as the person who is never satisfied in finding something that will be the end point of their quest. No wonder if this generation individuals will often switching jobs within a year. What they are looking for is a high income as well as a relatively easy job or do not require a lot of hassle. When organizations decide to hire the Generation Y individuals, what to do next is to ensure that this group remains to provide services in the organization...
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...no circumstances should any part of this assignment be published, including on the internet, or publicly displayed without receiving written permission from the University. ------------------------------------------------- ------------------------------------------------- Signed ------------------------------------------------- ------------------------------------------------- Student number E00032823 Name: Evgeny Strokov ------------------------------------------------- * Generational differences in work values This essay is based on the extensive research of Chen and Choi’s (2008) which was specifically concentrated on work values among generations in the Hospitality Industry. Reviewing some of the key factors (e.g. social, cultural) influencing each generation, a link can be made towards their professional and personal goals. The methodology conducted in this research will be summarized and the findings will be used to identify...
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...Southern Cross University ePublications@SCU Southern Cross Business School 2003 The generation gap and cultural influence: a Taiwan empirical investigation Huichun Yu Peter Miller Southern Cross University Publication details Post-print of: Yu, HC & Miller, P 2003, 'The generation gap and cultural influence: a Taiwan empirical investigation', Cross Cultural Management: An International Journal, vol.10, no. 3, pp. 23-41. Published version available from: http://dx.doi.org/10.1108/13527600310797621 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Post-print of: Yu, HC & Miller, P 2003, 'The generation gap and cultural influence: a Taiwan empirical investigation', Cross Cultural Management: An International Journal, vol.10, no. 3, pp. 23-41. The authors Hui-Chun, Yu is a DBA (Doctor of Business Administration) candidate in the Graduate College of Management of Southern Cross University, New South Wales, Australia. Dr Peter Miller is a senior lecturer in the School of Social and Workplace Development at Southern Cross University, New South Wales, Australia. Contact details: Southern Cross University Division of Business PO Box 42 Tweed Heads NSW 2485...
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...changing generational attitudes will affect an all-volunteer organization August 2006 1 This page intentionally left blank INDEX 1. Introduction 1 2. Analysis 3 A. The canary in the mine 4 B. Understanding generational attitudes 4 C. Four generations 5 D. Exploring the next generation of retirees: The Baby Boomers 6 E. Gen-X: It’s about lifestyle 8 F. Call them Gen-Y or Millennials, they deserve our attention 10 G. The new volunteers: What to expect 12 ` H. My time is not your time 14 I. Generational differences shaping leadership 15 J. American volunteer rate steady 17 3. Conclusions 19 A. Past expectations 20 B. Present construct 20 C. Spontaneous volunteer: Something new 21 D. High touch 21 E. Exploring contemporary trends in volunteering 23 1. Volunteer burnout 23 2. The human touch 24 3. Professionalizing the volunteer corps 25 4. New forms of volunteerism 25 5. Diversity 26 6. Technology 26 F. Communications challenge 27 4. Summary 29 6. Appendix 31 1 Membership numbers How many members the Auxiliary needs to meet their mission obligations and how many members it needs to meet its financial requirements would be two different answers. Getting a specific answer from the leadership is difficult because of the way the two spiral around each other like a double helix strand of DNA. They are – for now – inseparable. 1. INTRODUCTION The U.S. Coast Guard Auxiliary is loosing members, dropping from an estimated 38,000 in 2004...
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...technology. The dynamics of the labor force consist of generational differences. These differences can support organizational success as well as cause its failure. What constitutes as a productive workforce are the tools provided by the employer. Performance management systems have become essential to the development, productivity and retention of top producers. It is imperative that employers understand the needs and listen to the concerns of their employees. The old way of conducting performance appraisals are no longer efficient because they are seen as outdated and cumbersome. Organizations should use technology especially the widespread acceptance of social networking as their new found way to communicate and provide feedback. This style of communication promotes comradery, supports inclusion and allows managers to perform better. It also supports the notion of 360 degree feedback but also provides the entire workforce an outlet to recognize accomplishment and seek guidance. I will attempt to explain and show how social media network performance systems are beneficial to the organization and their employees. Keywords: Social network, performance management, communication, generational workforce. Performance Review Takes a Page from Facebook Agree or disagree with this statement and provide reasons for your response. “If you have regular conversations with people, and they know where they stand, then the performance evaluation is maybe unnecessary” I disagree...
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...of this work is to complete a research proposal on the comparison of work values for gaining of knowledge for management of the multi-generation workforce. The specific focus is upon Generation ‘X’ and the Millennium Generation which are the two primary groups comprising the new workforce. Lawsson R.D. - Identifying and Managing Diversity of Workforce 216 Business Intelligence Journal January OBJECTIVE The objective of this work is to complete a research proposal on the comparison of work values for gaining of knowledge for management of the multigeneration workforce. The specific focus is upon Generation ‘X’ and the Millennium Generation which are the two primary groups comprising the new workforce. INTRODUCTION The generation that a person is born within has some impact upon that individual in terms of work styles, work values and self-image. The demographic profile of the workforce is undergoing quite a change insofar as the representation of generations and the result is that organizations are experiencing a necessity to make changes as well. The workforce will become increasingly more diverse in the future and this greatly affects the organization in its capacity of hiring and retaining employees. The literature reviewed within this study illustrates the fact that the expectations of employees differ within the generations represented in today’s workforce and unless managers have a sound knowledge-base of the needs and expectations of the organization’s...
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...CHAPTER 4 THE MARKETING ENVIRONMENT MULTIPLE CHOICE QUESTIONS 1. “________ fever” results from the convergence of a wide range of forces in the marketing environment—from technological, economic, and demographic forces to cultural, social, and political ones. a. Marketing b. Cultural c. Technographic d. Millennial Answer: (d) Difficulty: (2) Page: 117 2. The ______________________ consists of the actors and forces outside marketing that affect marketing management’s ability to develop and maintain successful relationships with its target customers. a. marketing organization b. marketing system c. marketing network d. marketing environment Answer: (d) Difficulty: (3) Page: 118 3. Which of the following terms best describes the environment that includes the forces close to the company that affect its ability to serve its customers—the company, suppliers, marketing channel firms, customer markets, competitors, and publics? a. microenvironment b. macroenvironment c. global environment d. networked environment Answer: (a) Difficulty: (2) Page: 118 4. All of the following would be considered to be in a company’s microenvironment EXCEPT: a. marketing channel firms. b. political forces. c. publics. d. customer markets. Answer: (b) Difficulty: (2) Page: 118 5. Which of the...
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...defined by our textbook is the general belief that someone is owed something (for example, a job, an education, a living wage, or health care) just because she or he is a member of society (Carroll & Buchholtz, 2008). In this paper we will discuss the entitlement mentality of various demographic groups along with the other generations we have labeled, and how the idea of Pluralism plays a part in the Entitlement way of thinking as well. Along with how this mentality is perceived, why and how it’s been acquired by our new generation and how other generations played a part in this new mind set and the potential effect and how or what we can do to remedy the situation. Introduction I would like to explain my background as I feel this will lay the groundwork for this paper and portray my personal beliefs as to why the various generations have played a part in my life and others lives as well. I myself was born in 1964 in Chicago the last year of the “Baby Boomer Generation” (1946-1965) one year before “Generation X’ (1965-1981) and from parents of the “Silent Generation” (1928-1945) and I now have children from the “Millennial” (1982-2009) or “Generation Y” (Pew, 2010). I am the oldest of 6 children my father is the son of Sicilian immigrants, and my mother is one of twelve children from a Irish Catholic family who for a while lived in Irish poverty before as my grandfather would say, that he got lucky and made it. My father (Frank) started working at around the age of 8 in...
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...rewarding consequences for InterClean and will strengthen the new strategies that the company is leading, enter the market of full-service cleaning solution packages. All changes can create uncertainty and negative reactions for different reasons, lack of trust, economics threats, fear of personal failure, threats to values and ideals, among others. These reactions can affect the productivity of our employees. A manager's behavior can be at the core of employee productivity issues. Therefore, it is essential that as leaders we demonstrate total domain of the above mention reactions from employees and work toward to avoid their manifestation. There are many factors that can affect employee productivity but the most important is the behavior and attitude of the leader. We should adopt a leadership style that can permit employees to be part of the merge and let them know that their concerns will be addressed. Since no style of leadership in specific works best in all situations, we are great leaders and will adapt based upon the objectives, needs, and situations specifically in your group. I encourage you to adopt a democratic or participative style and be an employee-oriented leader so you can emphasize your job on respect and demonstrate interest in your subordinates. Do not forget that there are some tasks and goals to achieve. Empower your subordinates and encourage the benefits of the acquisition of expanding company’s horizon to new strategies and markets. Be accessible...
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...1. Introduction This chapter provides an assessment of the contemporary labour market context of Human Resource Management and the impact of current trends in labor market on the practices associated with Human Resource Management in relation to attraction, motivation and retention of talents. 1.2 Review of Prior Work A labour market can be understood as the mechanism through which human labour is bought and sold as a commodity and the means by which labour demand (the number and type of available jobs) is matched with labour supply (the number and type of available workers). As such, the labour market constitutes the systematic relationship that exists between workers and work organisations. In order to achieve its strategic objectives, a fundamental concern for an organisation is to ensure that it has the right people with the right skills, knowledge and attributes in the appropriate positions. Labour market is divided into two the internal labour market and external labour market. The internal labor market refers to that which exists within a single organisation and represents its internal supply or stock of labour. In its broadest sense, the internal labour market is the mechanism by which existing employees are attributed particular roles within a firm. The specific characteristics of an organization’s internal labour market are reflective of a number of HR policy emphases, for example...
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...of the concept and what factors create a strong organizational culture in today’s workforce. What is Organizational Culture? Organizational culture is not a new concept. It has been in existence since the emergence of the business world. However, it is only relatively recently that it has been identified, and executives have taken notice and made it a priority. The culture of an organization can be compared to the personality of a human being (Chegini, 2010). Culture is the essence of what an organization represents, who they are, what they stand for, what they believe in, and what is important to them. One of the better, and simpler, definitions of organizational culture I found is “the shared values and assumptions that guide behavior in an organization” (Çakar, 2010). The fundamentals of corporate culture can include a company’s values, employee expectations, customs, factual or mythical organizational history, language, climate, etc. In some cases, organizational culture is designed and employees are encouraged and expected to achieve it. On the other hand, culture may also develop over time from the attitudes and mentalities of employees. An organizational vision and mission statement may also set the tone for a developing culture (Agin, 2010). No matter the method, there are many ingredients in creating the perfect culture “recipe,” many of which will be addressed later. Many may ask why organizational culture is important and how it benefits the workplace...
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...Introduction: Levi Strauss & Co. (LS&CO.) is one of the world's largest brand-name apparel marketers with sales in more than 110 countries. There is no other company with a comparable global presence in the jeans and casual pants markets. Today, the Levi's® trademark is one of the most recognized in the world and is registered in more than 160 countries. The company is privately held by descendants of the family of Levi Strauss. Shares of company stock are not publicly traded. The company employs a staff of approximately 15,000 people worldwide, including approximately 1,000 people at its San Francisco, California headquarters. Levi Strauss & Co currently makes jeans in approximately 108 sizes and 20 finish fabrics. With 2014 net sales of $4.75 billion, the company is committed to building upon strong heritage and brand equity as they position the company for future growth. There are more than 60000 retail store worldwide which includes 2800 franchised store and also 530 company-operated stores around the world. The company is privately owned by the family of Levi Strauss. Brands: The products of Levi Strauss & Co are sold under four brands: Levi's®: Since their invention in 1873, Levi's® jeans have become one of the most successful and widely recognized brands in the history of the apparel industry. Levi's range included 1. Tops, sweaters, jackets, and outerwear 2. Kids wear 3. Footwear and hosiery 4. Loungewear and sleepwear ...
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...J Fam Econ Iss (2012) 33:231–249 DOI 10.1007/s10834-012-9302-7 ORIGINAL PAPER The Generation Y’s Working Encounter: A Comparative Study of Hong Kong and other Chinese Cities Hong-kin Kwok Published online: 7 March 2012 Ó Springer Science+Business Media, LLC 2012 Abstract Understanding the encounter of different generations may be a determining factor in the success of organizations. In order to have a clear understanding about the new generation, this article examines the working encounter of Generation Y. Generation Y in the Hong Kong Special Administrative Region and four cities in mainland China were studied. How the social environment influenced their attitudes and behavior in work and geographical mobility, and how geographical mobility created problems to the migrants were studied. We find that the Generation Y in Hong Kong is facing more competition than the Generation Y in mainland. In geographical mobility, most of the respondents accept geographical mobility. The findings provide some insights on how the social environment shapes the generation. Keywords China Á Generation Y Á Geographical mobility Á Globalization Introduction Nowadays, human resource managers and owners are becoming interested in how to recruit, manage, and work with people from different generations in the workplace. Understanding the attitudes of different generations will be H. Kwok Department of Sociology and Social Policy, Lingnan University, 8 Castle Peak...
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