OB And The Generational Factor

ORGANIZATIONAL BEHAVIOUR AND THE GENERATIONAL FACTOR

Introduction
Throughout my research one thing has been consistent, managing the generational gaps and pushing the workplace to be more open to the various work values of each generation is important for a well functioning organization. “There are four generations attempting to work harmoniously in today’s workplace, and disparate perceptions, worldwide views, experiences, and communication styles sometimes block the synergy required for organizations to succeed” (Gravett & Throckmorton, 2007, pp. 14). Only by understanding the generations and the unique characteristics of each group can you properly manage such a wide variety of employees. Each generation has developed differently mainly due to the time they grew up in and their own personal experiences. I will go into more detail describing the generational characteristics in the following section. In this paper I hope to share the importance of managing the generational gap as well as gain knowledge to be used in my place of employment.

Generations and their Characteristics
As stated previously, in today’s workplace there are four generations working together Traditionalist, Baby Boomers, Generation X, and Generation Y / Millenials. A generation is defined as “an ‘age cohort’ that shares unique formative years experiences and teachings (roughly the first 20 to 23 years of their lives) and thus develops unique core values and attitudes that are different from other generations” (DelCampo, Haggerty, & Haney, 2011, p. 5). The year of birth and a person’s life experiences are general guidelines of a generation, however, DelCamp et al (2011) noted that not every individual will have the same characteristics of their generation, for example how a person is raised or the general rules of the educated system that they were taught in will have a large affect on how ones characteristics develop. An example of this is family influences, such as house rules, and parental expectations of a child can affect the behaviour and how ones conscience develops. Educational practices, the schools rules and work ethic expectations, can also have an effect on which characteristics a person develops, the education system as well as how a child is raised has changed over the years. I feel these two major influences, along with the progression of society, have a huge role in how people act once in adulthood. However, understanding the general guide lines of a specific generation will help in the process of knowing how to manage a workforce of various generations. Throughout my research I noted that there are slight variations of titles and dates for generations. Below is the general breakdown of each generation, as based in my findings from DelCamp et al, and Grevett and Throckmorton:
Radio Babies / Silent Generation
This generation is born between 1925 and 1945, also known as “Traditionalist” became community aware due to the effect of the World Wars and experiencing the Great Depression. These experiences gave the generation comfort and happy to be simply employed. This generation also experienced many civil right changes with the rise of woman movements as well as the movement in the 1960’s. The majority of this generation is retired; however where retirement was seen as something earned many worked past the normal age of retirement.
Baby Boomers
The Baby Boomer generation was born approximately 1946 and 1964. Their title was given due to the massive birth increase after the Second World War. They have been noted as the largest population on record. Some of their characteristics are competitiveness and workaholics. They were also raised in an era where normally both parents worked. This was also a time where children experienced high divorce rates arguably due to the personal struggles which caused the need for households to have dual income.
Generation X
This is a Generation born between 1965 and 1980. This generation experienced comfortable childhoods and became very materialistic due to the hard working characteristics their parents acquired as Baby Boomers. Generation X is best known for being negative, cynical, and skeptical (DelCamp et al, 2011). This generation is known to “Job-Hop”, and are known to be less loyal, and seek quick progression in their workplace. Generation X was also the age of increased creativeness and entrepreneurial spirit.
Generation Y / Millenials
The newest generation in the workforce, they are the fastest growing generation since the Baby Boomer generation. Born between 1981- mid 1990s, they witnessed many changes in the world due to technology advancements and the introduction of the internet. They are deemed as the generation that is environmentally conscious and has a large amount of positivity. Millenials has also been largely affected by world changes like technology advancements in computers and communication, i.e. the iPhone and personal computers, as well as the devastation of 9/11. They strive to have a good work life balance when looking for a job. This generation works well in groups, and is excellent at multi-tasking.
(DelCamp et al, 2011) (Grevett and Throckmorton, 2007)

Workplace challenges in Organizations
With today’s workforce being a mixture of multiple generations the amount of conflict, power struggles, and tensions can be very high. Gravett and Throckmorton (2007) describe two major challenges in organizations. Those challenges being work ethic and the demand for work life balance. Although there are many more conflict struggles between generations these are the more prominent issues in today’s organizations. How one generation views the other without taking the time to connect, learn and be open minded to the other generation can create stereotypes and a disconnection in the workplace.
According to The Wall Street Journal, "baby-boomers... are competitive and think workers should pay their dues." As well, "Gen Xers ... are more likely to be skeptical and independent-minded." Finally, "Gen Ys - also known as Millenials ... like teamwork, feedback and technology" (The Wall Street Journal, 2009 para 2). Baby boomers are workaholics and see Generation Xers and Yers as lazy and slackers. Generation Xers, like to have swift progression and can give off the idea that they don’t deserve what they get. Generation Yers like to work in teams and with technology, they like to be able to have some freedom of working outside of the normal business hours, although still getting work done they can be viewed as lazy.
All the different work ethics creates stereotypes between generations. These stereotypes can create tension and conflict if not dealt with swiftly. Wiloczewski, stated that phrases such as “These kids don’t have any work ethic,” or “Those old-timers are stubborn and set in their ways”.(Wiloczewski, 2014) create negative stereotypes. Thoughts and statements like these can leave employees feeling inferior and increase tension; overall this can affect the workplace morale and cohesion as well as job satisfaction and employee retention.

Managing Generational Differences
How do we move forward and promote a healthy work life? How do we manage these generation differences? The Wall Street Journal suggests encouraging generations to learn from each other can help close the gap, “Younger employees should learn to seek the experience and wisdom offered by senior employees” and “Older employees should learn to be open to the fresh perspectives offered by younger employees” (The Wall Street Journal, 2009, Strategies section, para. 2). The idea to encourage the various generations to learn and gain knowledge from each other is a great way to close the generation gap. Having a staff member with good knowledge on computers assist and guide employees that may not be as comfortable with technology is an excellent example of how this process could work. Senior staff could guide younger or newer employees on how to deal with a staffing or personnel issue, something that they have probably dealt with in the past and has better knowledge of.
Windermere suggested that showing workers respect, having an open mind, and not leaving any one employee feeling inferior were keys to closing the gap. “Older workers can show respect to the younger set by asking for their opinions and recognizing their contributions to the workplace as valid, or complimenting them on a job well done. Younger workers can show their elders respect by asking for advice on how to manage a situation with work, based on the older worker 's many years of experience.”(Windermere, Show Respect section, Para. 1).
I found some interesting and helpful pieces of information from our textbook to guide one when managing the issue of the generational gap in the workplace. Promoting work teams, which we studied in chapter 9 (, purposely organizing teams with various generations pushing them to work as a team towards a common goal. Having people get to know each other by increase social activities. One benefit to social activities is “Psychological intimacy” which is the “emotional and psychological closeness to other team or group members” (Nelson, Quick, Armstrong, & Condie, 2014 p140, social benefits to individuals section para. 2) encouraging staff members to mingle outside of the regular work environment can help stop stereotypes and judgments. Also as described by Nelson et al. social activities creates an opportunity for emotional expression and a chance to develop a sense of openness (Nelson et al pg 140 Social Benefits section para. 2). I feel the social activities or team building activities which can open up these kids of emotions outside of the work can assist in the development of understanding other people in your team and create a sense of bonding within the team.
Good Management and leadership from senior managers keeping the support high for those working in groups, otherwise conflict will arise. As Nelson et all described in their text “managers spend 21 percent of their time, or one day a week, dealing with conflict” (Nelson et al, pg 211 Importance of Conflict….. para.1) When conflict does arise, as it will from time to time, good or bad sweeping the issues under the rug won’t help. Being a good manager you will need to encourage employees to compromise. Dealing with conflict correctly, confronting and negotiation with all parties involved and work together towards a win – win situation.
Another effective tool good leaders posses is emotional intelligence, which “is made up of several competencies, including self-awareness, empathy, adaptability, and self-confidence” (Nelson et al, pg 204 Emotional Intelligence section para. 1). Emotional Intelligence is not normally something that people are born with, it is something and usually develops as people get older, however it is something that can be taught and passed on. A manager that posses high emotional intelligence are more aware of their surroundings, being able to see when something is wrong without being told, they will also be better and making good decision in stressful situations. This Characteristic can come in handy when staff may not feel comfortable discussing issues, approaching an employee, younger or senior, about a tension issue that you can sense as a manager with high emotional intelligence can help stop issues while it is ticking time bomb and not an exploded time bomb.
Conclusion
It is undeniable; today’s workforce is a huge generational melting pot and will continue to be so, as older generations prepare to retire and new generations prepare to enter the workforce the constant switch and change will occur. Each generation brings to the table their own characteristics, worth ethics and knowledge. The individual groups have their own skills and knowledge, which can be passed “up” or “down” to the older and younger generations. This “melting pot” of experience and fresh outlook and good management can make the workplace function smoothly with endless progression. Of course as the generations slide out of work and now generations slide into work stereotypes and judgments will always be a struggle. Work environments usually don’t run as well as we would like them to. Proper management and communication skills will be key to recognizing and overcoming conflict. Overall I have learned through writing this paper that keeping an open mind and being willing to accept and give feedback, positive or negative, will do nothing but help me progress into an employee that someone will want to employ or be employed by.

Bibliography
DelCampo, R., Haggerty, L., & Haney, M. J. (2011). Managing the multi-generational workforce: from the GI generation to the millennials. United Kingdom: Ashgate Publishing
Limited.
Gravett, L., & Throckmorton, R. (2007). Bridging the Generation Gap: How to Get Radio Babies, Boomers, Gen-xers, and Gen-yers to Work Together and Achieve More (1st ed.). United States: Career Pr Inc.
Nelson, Quick, Armstrong, & Condie. (2014). ORGB Second Canadian Edition
The Wall Street Journal (Retrieved 2015, January 14), How to Manage Different Generations http://guides.wsj.com/management/managing-your-people/how-to-manage-different-generations/ Windermere, A. (Retrieved 2015, January 14) How to Deal with a Generation Gap in the Workplace http://work.chron.com/deal-generation-gap-workplace-18119.html Wloczewski, C (Retrieved 2015, January 14) Core Values Bridging the Generation Gap in the Workplace http://www.cellaconsulting.com/blog/core-values-bridging-generation-gap-workplace/

Bibliography: DelCampo, R., Haggerty, L., & Haney, M. J. (2011). Managing the multi-generational workforce: from the GI generation to the millennials. United Kingdom: Ashgate Publishing Limited. Gravett, L., & Throckmorton, R. (2007). Bridging the Generation Gap: How to Get Radio Babies, Boomers, Gen-xers, and Gen-yers to Work Together and Achieve More (1st ed.). United States: Career Pr Inc. Nelson, Quick, Armstrong, & Condie. (2014). ORGB Second Canadian Edition The Wall Street Journal (Retrieved 2015, January 14), How to Manage Different Generations http://guides.wsj.com/management/managing-your-people/how-to-manage-different-generations/ Windermere, A. (Retrieved 2015, January 14) How to Deal with a Generation Gap in the Workplace http://work.chron.com/deal-generation-gap-workplace-18119.html Wloczewski, C (Retrieved 2015, January 14) Core Values Bridging the Generation Gap in the Workplace http://www.cellaconsulting.com/blog/core-values-bridging-generation-gap-workplace/