Generation Y in the Workforce: Managerial Challenges Justin Meier, Graduate Student Stephen F. Austin State University, USA Mitchell Crocker, Associate Professor of Management Stephen F. Austin State University, USA ABSTRACT This paper takes a look at the next generation, Generation Y, as it enters the workforce. Nearly all Gen Y research to date focused on characteristics and features drawn from a population still in the midst of the educational system. This research specifically targets Gen
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Strategic MT Study Sheets Chapter 1 A strategy consists of competitive moves and business approaches used by managers to run the company. It is their action plan to grow the business, attract and please customers, compete successfully, conduct operations and to achieve target levels of organizational performance. It needs to appeal to customers and to help the company carve out its own market position. It uses efficiency and effectiveness to guide a company using as few resources as possible
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Module: Project Management: Leading, Creating, Implementing and Improving (M1) Case : Multi Projects Inc. Declaration: “We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, table and exhibits. Where modified
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CUSTOMER SERVICE ORIENTATION Definition: Customer Service Orientation is an ability to see things from both the customer’s and the organization’s viewpoint and a willingness to consider both, even when they conflict, in coming to decisions. It is the desire to help or serve others, to meet their needs. It means focusing one’s efforts on discovering and meeting the consumer or client’s needs. “Customer” includes internal and external colleagues, clients, consumers, or anyone that the person
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* 2) market offering (products, services, and expectations) * 3) value and satisfaction * 4) exchanges and relationships * 5) markets Customer needs, wants, and demands * The most basic concept underlying marketing is that of human needs. Human needs are states of felt deprivation. They include physical needs- food, clothing, warmth safety. Social needs- for belonging and affection; and individual needs- for knowledge and self expression. * Wants – are the form human needs
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questionnaire also included parts where the questions about expectations of the employee, work environment and job organization were asked. Based on the research it can be said that the level of employee satisfaction in Prisma Mikkeli is high, although there is still a room for improvements. One of the biggest strength of the organization is the relationship and communication between the employees and the managers. The biggest improvement is needed in the field of the financial rewards, because most
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Personality and Individual Differences 47 (2009) 675–684 Contents lists available at ScienceDirect Personality and Individual Differences journal homepage: www.elsevier.com/locate/paid Review Personality, values, and motivation Laura Parks a,*, Russell P. Guay b,1 a b James Madison University, Harrisonburg, VA 22807, United States University of Iowa, Iowa City, IA 52242, United States a r t i c l e i n f o Article history: Received 12 November 2008 Received in revised
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Sraboni Quader 880705 Supervisor: Magnus Linderström Examiner: Ole Liljefors June 7, 2011 Acknowledgements We, the authors, are grateful to all of those who made this thesis possible. We first appreciate each other for contributing with great efforts to write this thesis and for pushing each other when it was necessary. We especially want to thank our supervisor Magnus Linderström who gave us a lot of feedback and supported us with helpful ideas and relevant materials. We would also like
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convergence of HRM across countries, •• explain how the heritage of state socialism continues to influence the context of HRM in transition economies, and •• discuss the effects of cultural and institutional context on the HRM role and on employee expectations. 23 24 ESSENTIALS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENT Springtime in Paris As she savored the last bite of her croissant, Martha Pereaux, HR director for C3 Technologies, thought about how she would approach her latest “cross-cultural
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supervisor, Wouter van den Berg, who has supported me, guided me and who has contributed intellectually. I would also like to thank Kashin Hau, who has made great contributions to the construction of the leadership questionnaire. Also, I would like to thank Sarstedt, who provided 500 saliva tubes. I am very thankful for the help of my parents. A great contribution has been made by my parents, Wim Westendorp and Linda Westendorp, who put in much effort to contact their network to find respondents. It would
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