...Facilitating in a Multi-generational Learning Environment Michele Hickman Sullivan University Managing Organizational Conflict CMM521X Dr. Susan Raines May 7, 2014 A Facilitator's Conundrum: Facilitating in a Multi-generational Learning Environment Introduction Learning and development are essential tools in talent management for the American workforce. The ability to learn and grow helps an organization recruit and retain top talent, as well as grow existing talent. These learning opportunities are presented to various individuals at various times. When new talent is hired, individuals with a variety knowledge, skills, and experiences are pulled together in one learning environment, a classroom, to learn the essential tasks required to perform their new role. These individuals are guided on their learning path by a facilitator. The facilitator’s role is to ensure knowledge transfer occurs to each individual in their classroom audience while maintaining an environment conducive to learning. Today’s classroom audience makes this responsibility even more challenging. The facilitator not only has to find the common denominator in knowledge, skills, and experiences; he/she also has to deliver the content simultaneously to a multi-generational audience. An audience with participants who has only heard of a typewriter or seen one in “historical” pictures to others who remember the major family purchase of a colored television and each generation in between. Therefore...
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...AMerican intercontinental university | Generations in an Ever-Changing Workplace | MGMT 340-1502A-03 | | Shannon Ramirez | 5/1/2015 | Gaining the respect and therefore generating the productivity and performance of a multi-generational team or employee will be discussed in this article. | Generations in an Ever-Changing Workplace What are the benefits of having a multi-generational workforce? The pace at which the workforce is changing is phenomenal. Many of the older generations are choosing to stay employed longer, and while that is occurring, more younger associates are hired which creates a generation gap, making communication among teams more complex. Cohesiveness is a must in a work environment and a manager must learn how to effectively deal with each generation in a respectful manner in order to gain productivity among teams. There is a new normal in the workplace in terms of the varied ages of employees, in the past there were at the most three to four separate generations at once, but now with the oldest generation choosing to retire later, more generations are present. This is significant in the different behaviors exhibited by these employees, what may motivate someone to be more productive, or what engages them. This creates a dynamic diversity in an office, and is a great way for employees to learn from each other based on the uniqueness of the backgrounds they come from. We will begin with a description of the traditionalist, the eldest...
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...Traditionalists, Baby Boomers, Generation X, G eneration Y (and Generation Z) Working Together WHAT MATTERS AND HOW THEY LEARN? h ow different are they? fact and fiction Executive Office, Talent Management Team United Nations Joint Staff Pension Fund New York Secretariat Headquarters Overcoming Generational Gap in the Workplace Rational for Introducing the Generational Communication Gap into the Workplace Casey Carlson!& Deloitte & Touche Study ! Fundamental Questions! Where does your personal view fall in the following generational change spectrum? Level 5: “The generation of people in the top boxes is the only one that matters…the rest just need to grow up or shut up.” Level 3: “The generational change is an emerging issue within our organization but we haven’t done much about it.” Level 2: “We view generational change as an emerging opportunity.” Level 1: “We’re actively changing the work culture to harness! the power of generational change.” Differences in Opinion and Attitude “This generational stuff is just socially acceptable stereotyping…politically correct rationale offered for immature behavior” “When is someone going to ask me what I need?” “Doesn’t everyone want the same thing anyway?” “Even if this generational stuff were true, this is still planet earth and we know how our business needs to be run for it to be a success” “Can we go back to work now? These kids will either get with the program or they’ll leave just like they always...
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...Over time, the multi-generational workforce will influence the organizational work ethic, perceptions of organizational hierarchy, work relationships and ways of managing change. The literature suggests that as a result of differing experiences and perspectives, strongly held attitudes and diverse motivators, there will be an impact on two specific areas of human resource policy and employee development: retention and motivation. To successfully retain and leverage talent of all generations, the following studies represent the growing foundation of evidence to make changes in company culture, HR policies, benefits and programs. No matter which generation, the work environment tends to either attract or repel individuals. An exploratory study examined dimensions of employee fit with work environments and the impact of employee job satisfaction and turnover intention among different generations. The findings suggest that employees in the Baby Boom generation value work relationships as a contributor to employee satisfaction, whereas for Generations X and Y, the work environment fit (potential for career growth, decision-making opportunities, autonomy and job challenge) is a primary retention factor. Work/life balance is a key commonality among the four generations. A recent study that explored generational effects on work-family conflict in the United States suggests that changes reflect family and career stage differences. For example, “family interfering with work” has...
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..."The traditional approaches of Quality Management are products of the generations or groups in the workplace.” According to Graeme Knowles, quality can only be addressed by the whole organization working together. And to look at quality management, there is a need to understand the (society’s) amount of effort involved for the significant changes that are occurring (in a certain organization) to arrive at a certain quality satisfaction – by the management and for the customers. In this synthesis, the reader is expected to know if the traditional approaches of quality management are produced by the existing generations or groups in the workplace OR a mere guide only to what is really exuded in this era. There are four generations or groups in the workplace as stated by Susan Quinn: the Veterans (ages 65+), the Boomers (46-64 y/o), the Gen X (34-45 y/o), and the Gen Y (13-33 y/o). In a nutshell, the four types of people in organizations have been classified through their era of birth (showing their current age bracket) and their main characteristics. Describing each group’s characteristics, the Veterans are those who really stay in a certain company for a long time affecting all the down lines since they are keeping their position unavailable for others. The Boomers are those who are open to working in other country (ies) in order to achieve career growth for themselves. Gen X, expected to be sons and daughters of the Veterans and the Boomers, are those who are self-reliant...
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...today’s workplace, and will only increase in the future. Workplace demographics are shifting, and the number of mature workers will steadily increase in the years to come. US Bureau of Labor Statistics. Today’s workforce spans four generation: Traditionalist, Baby Boomer, Generation Xers and Millennial. As mature adults remain employed, we increasingly need to understand the strength and challenges inherent in multigenerational workplace and find ways to leverage age diversity. The reality, according to research, is that generations are different in some ways, but similar in many more. More gap than chasm, generation difference has subtle impact, not the dramatic conflicts portrayed in the popular press. Research by Jennifer Deal, Author of Retiring the Generation gap. Clearly, managing a workforce that spans four generation, represents tremendous challenges to the manager that want to be in tune with social trend, progressive thoughts and political correctness. It involves recognizing the value of difference, combating discrimination and legal action against the organization. Devoe 1999. With perception that older workers are dinosaurs when it comes to innovation and technology but are portrayed as loyal and hardworking. Younger workers are viewed as innovative and technological inclined but disrespectful, lazy and egocentric. Taken this view on the face value, these stereotypes can lead to conflict and turmoil in the workplace. Lancaster, Lynne when generations collide...
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...in the workplace. There are issues with different races and gender, but one that does not seem as talked about is the difference in age. What many do not realize is that assuming all ages work the same way can be detrimental for not only the manager but the worker and company as well. When different age groups are combined to work, without proper accommodation, intergenerational conflict will occur. This is why understanding the different generations, including their values, attitudes and beliefs is important so that this conflict can be avoided. Once the different generations are understood, there are a few things a manager can do to ensure that their team will be able to work effectively. A Diverse Workplace; Creating Effective Cross-Generational Work Teams Generation gaps within the workplace are common and can create serious problems. According to Gregg Hammill, “This is the first time in American history that we have had four different generations working side-by-side in the workplace”. To create an effective cross generational work team, one must first understand the conflict that occurs and why when they are all put together without accommodation. After that, it is important to separately analyze each generation and their values, beliefs, and how they work. It is at that point, that a manager can effectively put together a cross generational team together by understanding and accommodating for each generation. Differences in Generations As with...
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...Generation X and Y in the Workplace In an age of hard economic times, two income families, and the offspring of the baby boomers, Generation X and Y learned to adapt to changes very early in their lives. Instead of coming home to mom sitting in the kitchen with cookies and milk, children were shuffled off to daycare facilities or baby sitters. Others called “latchkey” children, came home to an empty house with instructions to get their homework done, never answer the door, and wait until “mom and dad” came home. These individuals are independent, resourceful, and extremely clever with technology. As they enter the workforce the need to be extremely self-sufficient is a key to success and job fulfillment. The downturn of the current economy combined with corporate buyouts and layoffs, Generation X and Y find themselves working alongside an aging workforce with the belief that corporations do not value their contributions and hard work. This concept makes it difficult for these individuals to attain projected financial goals and be successful. Seeking to retire at an early age to enjoy life, Generation X and Y are optimistic of the future and thrive to find balance in their professional and personal lives. Expectations and Influences The expectations and influences of Generation X and Y impact the workforce differently in many ways because of life experiences and backgrounds. Generation X, born between 1965 and 1980 grew up in the shadows of the boomer generation. Generation...
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...There exist four generations types in the nursing profession. These are the Veterans (born 1925-1945), the Baby Boomers (born 1946-1964), the Gen Xers (born 1963-1980) and the Millennials (born 1980-2000). The generations possess values which differ from each other and hence this creates a set of conflicts between both the nurses and the administrators (Johnson, 2017). Managing of these multi-generation staff requires a lead nurse to have knowledge regarding each one of them. The main aim of this non-experimental research paper is to describe the characteristics of these four generations, skills that they have, challenges that they face while working as a team and resolutions that a team leader should make to guarantee a team which appreciates each other and deliver in their nursing careers (Johnson, 2017). These multi-generations provide a challenging administrative work to nursing administrators because of their differences in beliefs, expectations, and values. Additionally, communication style, comfort when using technology and altitude regarding work and family also contribute to more challenges in matters of multi-generational teamwork. Veterans in nursing practice The generation of Veterans is considered to be trustworthy, traditional and respect the authority where they work. These are nurses who were raised through authoritarian, military...
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...BOOMERS, GENERATION X AND GENERATION Y By Nortini Isahak Table of Contents Page Introduction 2 1.0 Work Behavior Characteristic between Baby boomers, Generation X and Generation Y 1.1 Baby Boomers 3 1.2 Generation X 4 1.3 Generation Y 5 2.0 The Challenge 2.1 Characteristics of each generation 6 2.2 Perception of other generations 7 3.0 Leadership Styles for Different Generational Groups 9 4.0 Recommendation 11 Conclusion 13 References 14 ABSTRACT Generation Y (born 1981 and 2000) is young worker, Generation X (born 1965-1980) is middle generation and Baby Boomers (Born 1946-1964) is older employers. Usually young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don’t like ambivalence. It is important organization to take time and build the trusting relationship where each generation brings ahead their potentials and works towards the organization goal. The leaders should recognize the different work characteristics between generational groups and apply leadership styles that will positively contribute to employee motivation. As a result, due to the shifting nature of the job/task itself and the changing nature of subordinate characteristics and behavior. Leadership styles have also had to make changes. Accordingly, a task-oriented leadership style is more acceptable to Baby boomers but Generation X and Generation Y prefer...
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...Multigenerational Workforce Project Jonathan Aguilera Human Relations Fall Semester 2014 Prof. Hilburn Multigenerational Workplace Project A generation is defined as a group that shares specific birth years and a common set of historical and social events. Each generation is “defined by common tastes, attitudes, and experiences; a generational cohort is a product of its times and tastes”. Most studies focus on the following groupings: the Matures or Traditionalists – those born before 1946, the Baby Boomers – born between 1946 and 1964, Generation X – born between 1965 and 1980, and the Millennials or Generation Y – born after 1980. Significant characteristics including values, internal and external motivators, and communication styles vary greatly among employees. This diversity is a result of the variety of genders, ethnicities, economic situations, educations levels and ages represented in the workplace. We chose to review how age, or generational diversity, impacts the workplace today. Specifically, we wanted to look at how similarities or differences regarding the generational “personalities” of employees may affect the work environment and employee satisfaction. The traditionalist, born 1925-1945 they were influenced by World War II and the Great Depression. They felt a strong sense of commitment to their families and country. These individuals also held onto the notion of a nuclear family with traditional roles. Ultimately, their commitment, foresight and hard...
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...The Multi-Generational Workplace Dawn Butler Org 415 - Summary Paper September 17, 2011 Today’s workplace is more diverse than that of any other time in history. With four different generations actively in the workplace, the way people work together is more important than ever, as is the role of today’s manager. Many organizations have a wide range of employees within several different age groups, each with different work ethics and all must be managed in various ways. Today’s problem in the workplace is no longer the effects of downsizing, competition, stress or greed but rather the four generations of people working together and often colliding. (Hammill, 2005) These four generations; the Veterans, the Baby Boomers, Gen X and Gen Y, make up today’s workforce and each bring different values, ideas, communication styles and ways of getting things done to their organization. (Hammill, 2005) This is the first time in American history that we have had a wide range of ages in the workplace. With such an assorted group of people working together, the traditional roles in the workplace have changed. “There were definite rules as to how the boss was treated and how younger workers treated older workers. No longer: Roles today are all over the place and the rules are being rewritten daily.” (Hammill, 2005, p.1) First, it is important to identify the different generations and who make them up. The Veterans were born between 1922-1945. This...
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...that are born between 1980 and 1994 are classified as generation Y. They are latest members to join a multigenerational workforce, in fact they are the newest and the last members of the workforce. “Generation Y are likely to have high expectations of personal and financial success, feel that hard work pays off, and have a get-it-done result-producing attitude” (Breaux 2003,p52). Managers all over the world have been struggling with the challenge of attracting, managing and retaining Gen Y workers. Gen Y have different values and expectation of the companies they for compared to previous generations. Companies must learn how to manage Generation Y workers and cater to their needs if they want to retain Gen Y works. "Generation Y'ers are like X'ers on steroids. They are the most high-maintenance generation to ever enter the work force" (Breaux 2009,p95). As Gen Y has already started to enter the work force companies cannot afford to ignore the wants and need of Gen Y. Gen Y is just as big in numbers and will keep entering into the workforce at a rapid rate. The companies that don’t figure out how to attract and retain the growing Gen Y workers are likely to find themselves at a distinct disadvantage. After all, Generation Y is the next generation of workers who will ultimately be managing companies and determine if businesses succeed or fail. Article one “Understanding and managing generation differences in the workplace” Database: Emerald Group Publishing Limited Journal:...
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...in the workplace yet to come. Presently the workplaces are filled with veterans, baby boomers, Generation X, Y and the now entering Generation Z. Other changes in the workplace will include a balance of virtual and physical work locations. Technological advances will create new careers and multiple skill requirements that will challenge the jobs as we know then now. The recruiting process will change in the methods we use to find talent as well as the specific skill requirements. The benefits of diversifying a workplace, is an extensive pool of talents as well as a better perception in the international market. Besides the pool of candidates , diversification shows an understanding of the global market (Bowes, Barbara). Four distinct, age-based associates exist in the workplace with a generation gap of fifty or more years between the oldest and youngest employees. Traditionalists created our current work structure. They entered the workforce when the economy was growing and experienced how hard work led to advancement. Baby Boomers entered the workforce in a time of growth but had to come to work early and stay late to stand out from the multitude. Generation X got held up by the Baby Boomers and missed some advancement opportunity because the position was filled by those who entered the workplace a few years ahead of them. Generation Y (also known as the Millennia) 1970 to the early 1990’s is the fastest growing segment of today’s workforce. Generation Y grew...
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...Research Paper: Understanding The Five Generations of Employees Kaplan University Abstract In this paper, five generations of employees will be described. The differences and similarities will be explored. This paper will also look at what it takes to effectively manage each generation. Each work force generation requires different management styles which leads to the need for different expectation as well for each generation. Therefore, the goal should be to understand the needs and work style of each generation. Research Paper: Understanding The Five Generations of Employees Introduction For any organization there must be a sense of camaraderie and team work amongst the employees. It is the management’s responsibility to ensure that this is fostered. The challenge that occurs however is that there are currently five generations in the labor force. “Evidence suggests that there are marked differences in expectations and motivators across generational cohorts.”(Cogin, 2012) Knowing how each of the generations work, their communication styles as well as what motivates them is key. Once a manager is able to meld these styles together there will be a stronger sense of togetherness and the employees will be more productive. The five generations currently in the labor force are the Traditionalist, the Boomers, Generation X, Generation Y and Generation Zen. There are many differences between each of these generations. One of the essential ones that...
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