Annonation
Waxer, C. (2009, February 16). CLASH of the GENERATIONS. (Computerworld, 43(7), 16-20. Retrieved January 28 2017, from Capella database.
The article discusses the differences between the baby boomers, which have led the work force to the new Millennia’s hitting the scene. The culture clashes, differences in work styles, and contrasting work skills makeup the clash of generations. On one side you have the Baby Boomers so dead set on their work ethic with their experience shining through and then you have the Millennia’s: with technology in their “DNA”, so to speak. They would much rather send a text or twitter their thoughts so other people can see it. The problem is not the age between both of these generations, but the fact that both are gunning for the same jobs as the other. With the failing economy the Baby Boomers are steadily heading back into the workforce and Millennia’s are graduating. Boomers are more likely to see a Millennial using twitter or blogging they look at it as a social trend. However, the intent is not to just talk with friends but as a set social network base to work in a faster pace. Millennia’s have all types of communication tools from technology and they use them. This is just one case where the differences in work styles have created a clash between both generations. The use of clothing since Millennia’s are laid back compared to the business suit Boomers wear. The differences on a time wanted schedule. Millennia’s are more concerned with life overall so a flex time with the same full hours as an eight to five job. Boomers want the eight to five job and to leave as soon as the clock strikes, kind of the like the thinking of marching to the beat of the same drum. This article brings out both sides from the reaction of what both generations think and how the company can filter both generations into a job.
Arnold, K., & Williams, K. (2008, November). Playbook: Dealing With Generational
Crosstalk. Parks & Recreation, 43(11), 18-19. Retrieved January 29 2017, from
Capella database.
This article offers insight into the differences on each generation; i.e. the Traditionalists, Baby Boomers, Generation X, and Generation Y (Millennia’s). As the younger generation is concerned people hear of the “lazy young people” who have life handed to them and then the opposite of that would be the older generation who “are unwilling to change”. These are primary issues that each generation has embedded into them. This creates the need for knowledge about each generation for less friction in the workforce or the media. To better understand the communication between generations and the disconnects that occur in workplaces, it is important to recognize why each generation communicates as it does. So let’s look at each of these.
Traditionalists (born before 1946) are loyal, hardworking, financially conservative, and faithful to institutions. This generation is most comfortable with face-to face communication.
Baby Boomers (1946 to 1964) have always felt compelled to change the system. (i.e. influenced by President Kennedy’s assassination, the Vietnam War, the birth control pill, etc.) Resulting in rights and opportunities taken for granted. They faced stiff competition in jobs because of some many people coming through at the same time. Figuring that long hours and hard work were ways to rise above the rest and get ahead, their sense of who they are is deeply connected to their career achievements.
Generation X (1965 to 1980) [Also known as, latchkey kids.] witnessed their parents being laid off after years of dedicated job serve created a sense of distrust toward institutions. Since they do not expect employer loyalty, they do not see a problem changing jobs to advance professionally. In contrast to Boomers’ generation with work ethic going over the time allotted, Generation Xers believe that work is not the most important thing in their lives. They are resourceful and hardworking, but once 5 o’clock hits, they would rather pursue other interests.
Generations Y’s (1981 to 1999) are eager to learn and enjoy questioning things. They are confident and have high self-esteem. They are collaborators and favor teamwork, having functioned in groups in school, organized sports, and extracurricular activities from a young age. They reject the notion that they have to stay within the rigid confines of a job description. Generation Y’s will think nothing of making career changes or building parallel careers. These folks are excellent at multitasking; keep them busy with multiple activities, and they will perform.
Gloeckler, G. (2008, November 24). HERE COME THE MILLENNIALS. (Cover story). Business Week, Retrieved January 28, 2017, from Capella database.
The article discusses how the business schools are adapting to the Millennial Generation. The Millennial Generation’s interest in green business, social enterprise, and sustainability. A description of the Millennial Generation is offered. The job interests of Millennia’s are where they feel they can make a positive difference, according to the article. Parental involvement at the schools is discussed.
Havenstein, H. (2008, September 22). Millennia’s Demand Changes in IT Strategy. Computerworld, 42(38), 12-13. Retrieved January 28, 2017, from Capella database.
Millennia’s are known as technological savvy so, of course, the job that they go into is also suppose to have the latest technology. Now graduating and entering in the workforce Generation Y’s are making sure their demands of the latest technology is following them. This is a completely different style than other generations and the workforce has to cope with ways to keep new and important millennia’s around. This article illustrates the fact that businesses have to deal with more technology to appease the upcoming millennia’s or the disappointment of not having the generation at all. However, this may boost a problem for some millennia’s tend to judge people based on their technological advances. These attitudes are expressed in the media completely and such attitudes might create a very bumpy road at traditional corporate companies (the higher CEO’s that might not be so advanced in the technology department). With that note though the article shows that even though some Millennia’s might not play well with other workers, technology is simply one of the best ways to go. Millennia’s are able to integrate the new technology so many more people can see the idea, thought, or slogan that the company might be selling. So, the workplace is changing and the option of saying that is how we always did something is also changing with that. Millennia’s is a group “united by a hunger” for the latest technology communications whether it is with twitter or other social networking sites as a new and up to date way of communication and in jobs they are beginning to change the way things work at the workforce.
Junginger, C. (2008, September). Who Is Training Whom? The Effect of the Millennial Generation. FBI Law Enforcement Bulletin, 77(9), 19-23. Retrieved January 28, 2017, from Capella database.
This article presents Millennia’s as a technological and social group. Being brought up in a technological revolution (with the internet coming out and different ways to communicate with one another) the advances in training need to be on the cutting edge. At home many people, especially the Millennia’s, have several ways to communicate or learn. The rapid exposure to the media and informational activity makes Millennia’s “the most informed generation in history”. Not to mention that Generation Y is actually attributed as the largest generation in past history by having eighty million people from 1978-2000. The comfort in technology has been embedded on the millennia’s. However, teaching Millennia’s is harder than past generations. They feel, with probably having better equipment at their own disposal, they out do their professors, parents, or whoever is teaching. The older equipment Millennia’s use at the workplaces will less likely teach one who is aware and knows about the information or technology. Consequently, those who teach Millennia’s should be up-to-date on the latest equipment and information to be used for the learning process. Also the article reverberates a sense of social interaction. Millennia’s are team players. They feel working, as a group will create a gratifying goal. So teachers/trainers need to incorporate the social aspect (group learning as problem solving) and technological advances to improve gen y’s developing training.
Pace, A. (2008, November). Gen Y Checkout. T+D, 62(11), 16-16. Retrieved January 28, 2017, from Capella database.
This article explains the reasoning behind a dramatic jump in job-hopping and why this is affecting the workforce. Millennia’s attitudes and ideals is why job-hopping has had a huge increase in the last couple of years. The parents of this generation have told their children time and time again that they can achieve anything if they just put their mind to it. Millennia’s think they deserve the best because that is what they have been told all their life. This is also weighed heavily on the topic of impatience for Millennia’s have been able to get the information or scoop right then from the internet or from other technology so they are used to not waiting. This creates a problem in the workforce because sometime employees just have to pay their dues and that sits very uneasy with Generation Y. So companies have come up with some issues that can help the job-hopping from happening with these Millennia’s. First, Millennia’s need to know what is to be expected from the job and also what they are doing to help accomplish the large picture with these tools. Doing this Millennia’s feel a sense of connection with the company for communication and relationships are also important to many Generation Y employees. Also try to be an incentive for Millennia’s in not job-hopping. Basically, Generation Y employees get very bored if they are to continuously do the same job day after day. So the option would be to create a shift type rotation for them: job rotations where Millennia’s would rotate into something new to create a better workforce on themselves and the company. This not only secures job-hopping from happening at the workforce but also signifies the Gen Y way to be challenged and engaged within the company.
Phillips, C., & Torres, C. (2008, September 22). The inside scoop on what spurs millennial hires. Advertising Age, 79(35), 56-56. Retrieved January 28, 2017, from Capella database.
This article expresses what Millennia’s feel about the workforce despite everything the media has shown with Millennia’s. The article shows an employed focus group of Millennia’s in professional areas who provide insights into their expectations and what it takes for employers to keep talented Millennia’s inspired (“motivated”). Even though Millennia’s know they are technologically advanced in many aspects they understand that they can learn from older generations. This is a big issue that has been misconstrued from the media to the public. Going along with being taught also comes the phase of Millennia’s wanting to be mentored. They “want coaches, teammates – not just bosses”. This goes along with the need to feel they are a part of something. Millennia’s need to feel trusted and appreciated for their part. Not only do they want these barriers to be safe but they also want to have it reciprocated. Now they do feel loyal to their company (unlike job-hopping must sound) but they feel more loyalty towards their co-workers. This shows the sign of mentoring for all coaches and teammates are friends that you have you owe your loyalty to. You wouldn’t listen to someone if you did not respect them and the same feelings go for Millennia’s. The next is very different from past generations for Millennia’s feel that their job is not their life. Some have financial support from their parents so they can be picky about issues. However, they do understand how lucky they are and do not flout it around or expect to apologize for this either. “They believe that work/life balance will make them even more productive”. Millennia’s want authority to have a real impact. They feel especially discouraged when they are micromanaged. However they still want a lot of feedback just the difference is open communication and telling someone how to do every detail of his or her job. The next is the biggest insight of all. In a work environment people can be taken for granted but not Generation Y. Millennia’s feel their parents’ generation was loyal to a fault: Even if a company didn’t care about them, they remained faithful because they had no choice. Millennia’s believe they have more options. If the workforce and media became aware of the insights into being a part of the company then they would understand that Millennia’s are not just lazy, or feel they are better than another generation, or even that they don’t care.
Reynolds, L., Bush, E., & Geist, R. (2008, March). The Gen Y Imperative. Communication World, 25(3), 19-22. Retrieved January 28, 2017, from Communication & Mass Media Complete database.
The article offers suggestions regarding effective communication with young members of workforce, Generation Y, in an organization. Results from a recent global survey conducted by members of the International Association of Business Communicators (IABC) confirm the need for significant changes in organizational communication in order to reach the next generations of workforce, Generation Y. It is suggested that the current workforce should prepare themselves for the new perspectives and communication preferences future generations will bring to the workplace. It is also suggested that effort should be made to involve Generation Y in the communication process. This article also offers views of Generation Y on how an organization can adapt
