MPA604 M6D1: Leading Multi-Generational Teams Part 1I need it in question/ Answer formatEach part has to be at least 500 wordsRespond to the following:In your current or desired position, describe the
MPA604 M6D1: Leading Multi-Generational Teams Part 1
I need it in question/ Answer format
Each part has to be at least 500 words
We have more generations working simultaneously than ever before. These generations include the Traditionals/Greatest Generation, Baby Boomers, Generation X, and Generation Y/Millennials. They can impact the workplace in myriad ways, including:
Generation-based stereotypes.
Concerns about age-based discrimination or harassment.
Managers having to navigate working with subordinates who sometimes have vast differences in work styles, attitudes toward work, motivating factors, degrees of loyalty to their employer, preferred leadership styles, attitudes toward authority, attitudes toward work/life balance, and definitions of success in the workplace.
Read the following:
Cavico, F. J., & Mujtaba, B. G. (2011). Discrimination and the aging American workforce: Recommendations and strategies for management (Links to an external site.)Links to an external site.. SAM Advanced Management Journal, 76(4), pp. 15–26. Retrieved from http://vlib.excelsior.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=71970662&site=eds-live&scope=site
Gomez-Perez v. Potter, 553 U.S. 474 (Links to an external site.)Links to an external site. (2008). Retrieved from http://www-lexisnexis-com.vlib.excelsior.edu/lnacui2api/api/version1/getDocCui?oc=00240&hnsd=f&hgn=t&lni=4SM1-7WB0-TXFX-12WG&hns=t&perma=true&hv=t&hl=t&csi=6496&secondRedirectIndicator=true
Smith v. City of Jackson, Mississippi, 544 U.S. 228 (Links to an external site.)Links to an external site. (2005). Retrieved from http://www.lexisnexis.com.vlib.excelsior.edu/lnacui2api/api/version1/getDocCui?lni=4FTW-Y090-004C-100H&csi=6496&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true
Tolbize, A. (2008, August 16). Generational differences in the workplace [PDF, File Size 1MB]. Minneapolis, MN: University of Minnesota.
Respond to the following:
In your current or desired position, describe the age range of your organization’s workforce and any issues that you have seen arise because of generational differences. Be specific.
Age Rage is 25-70ish.
Position Contracting Officer's Representative (COR) https://www.acq.osd.mil/dpap/ccap/cc/jcchb/HTML/Topical/cor.html
Duties
Reviews, investigates, analyzes, and evaluates contractor performance to ensure contractual compliance. Performs quality assurance surveillance and physical inspections. Performs negotiations with Contracting offices and assures compliance with the contracts.
Maintains effective working relationships in the assigned contracts. Provides contract personnel with interpretation and explanation of specifications, requirements, and terms and conditions as they relate to the contract.
Monitors the coordination of work between the customer and the contractor and takes necessary steps to resolve any problems. Develops and administers customer complaint program and processes individual customer complaints reporting unsatisfactory service or products
Organization (406th Army Field Support Brigade (AFSB) Logistics Readiness Command Located at Fort Campbell Ky
As part of the Army’s modular force structure transformation, the 406th Army Field Support Brigade was provisionally activated in March 2005 as the Army Field Support Brigade (AFSB) – Continental United States-East (CONUS-EAST) under the U.S. Army Sustainment Command. We supply the military with its supplies
What generational differences do you anticipate having to navigate as a public administrator?
How will you successfully navigate these, including avoiding any legal pitfalls for your organization?
M6D2: Do as I Say Not as I Do Part 2
Cooper (2012) argues in favor of the importance of leaders’ conduct matching their words in order to maintain an ethical organizational culture. For this discussion, you will research a public, non-profit, or government organization that has faced recent high-profile scrutiny for unethical behavior.
Organization leaders with a “do as I say not as I do” approach to ethical leadership can sabotage an otherwise ethical workplace. For this discussion, select a government or public organization that has experienced relatively recent high-profile scrutiny, e.g., the VA, the Secret Service, and Abu Ghraib.
Respond to the following:
Briefly summarize the facts of 1–2 incidents illustrating unethical behavior that occurred in the organization.
Explain what you believe led to the unethical behavior by the employees.
Summarize how, based on your research, the supervisors’ actions arguably contributed to this unethical behavior.
Module 6: Module Notes: Managing Organizational Ethics
The idea of managing organizational ethics has only been around for about 35 years (Cooper, 2012). Cooper (2012) cites Wittmer (1996), who defines an organization’s ethical climate as “the shared perceptions of the ethical aspects of an organization’s culture” (p. 560). Researchers Ford and Richardson (1994) built on Wittmer’s work and concluded from empirical studies that “the more ethical the climate and culture of an organization is, the more ethical an individual’s ethical beliefs and decision behavior will be. The strength of this influence may be moderated by the structure and design of some organizations” (p. 217). In short, Cooper argues that we need to link organizational structure and culture in a way that also incorporates the design of the organization as a whole. He also speaks of individual and management level correlation as far as managing organization ethics are concerned. Let’s go through this.
References
Cooper, T. L. (2012). The responsible administrator: An approach to ethics for the administrative role (6th ed.). San Francisco, CA: Jossey-Bass.
Ford, R. C., & Richardson, W. D. (1994, March). Ethical decision making: A review of the empirical literature (Links to an external site.)Links to an external site.. Journal of Business Ethics, 13(3), pp. 205–221. Retrieved from http://vlib.excelsior.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=12134790&site=eds-live&scope=site
Wittmer, D., & Coursey, D. (1996, October). Ethical work climates: Comparing top managers in public and private organizations (Links to an external site.)Links to an external site.. Journal of Public Administration Research & Theory, 6(4), p. 559. Retrieved from http://vlib.excelsior.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9611143211&site=eds-live&scope=site
Correlation
Cooper (2012) summarizes the literature as indicating a high correlation between individual employees’ ethical beliefs and decision-making behavior with that of top management’s beliefs as shown through word and deeds. Furthermore, employees’ decision-making will become more congruent with top management’s beliefs as management increases its rewards to employees for compliance with ethical decision-making (Cooper, 2012, citing Ford and Richardson, 1994). In sum, “the conduct of leaders, not just their words, is crucial,” and employees take their “moral cues” from organizational leaders (Cooper, 2012, p. 186). Top management who act consistently in accordance with their espoused values can create positive organizational norms, trust in leadership, and similar ethical behavior by their employees (Cooper, 2012). Making exceptions for your actions or overlooking unethical behavior of some subordinates while encouraging ethical conduct with your words will show your subordinates that you do not actually value ethical conduct (Cooper, 2012). What message will you send your employees about ethical behavior and decision-making? What ethical culture will you create and how will you maintain it? You will explore these questions throughout Module 6.
Module Notes: Societal Expectations & Avoiding Age Discrimination
In Chapter 7, Cooper discusses four major components of responsible conduct for public administrators. These components are individual attributes, organizational culture, organizational structure, and societal expectations. Cooper also asserts that these are the key elements for designing an “environment supportive of ethical conduct” (p. 165). Let’s cover societal expectations and how to avoid age discrimination.
Reference
Cooper, T. L. (2012). The responsible administrator: An approach to ethics for the administrative role (6th ed.). San Francisco, CA: Jossey-Bass.
Select each tab to learn more.
Societal Expectations
Societal expectations focus on what society expects of its public servants. Societal expectations can be expressed in two key ways—through public participation and through laws and policies. There are seemingly countless laws that a public organization can be subject to. However, in keeping the focus on leading diverse teams, you will examine age discrimination here.
In addition to Title VII that was covered in Module 5, another employment law impacting employers of virtually all sizes is the Age Discrimination in Employment Act (ADEA). To help avoid liability under the ADEA, public administrators should address any ageism that might be occurring in their organizations, particularly given today’s multi-generational workforce. Much more detail about the ADEA is provided in the article by Cavico and Mujtaba and in the cases (Gomez-Perez and Smith v. City of Jackson, Mississippi) assigned for this module, but a summary of the basics is included here.
References
Cavico, F. J., & Mujtaba, B. G. (2011). Discrimination and the aging American workforce: Recommendations and strategies for management (Links to an external site.)Links to an external site.. SAM Advanced Management Journal, 76(4), pp. 15–26. Retrieved from http://vlib.excelsior.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=71970662&site=eds-live&scope=site
Gomez-Perez v. Potter, 553 U.S. 474 (Links to an external site.)Links to an external site. (2008). Retrieved from http://www-lexisnexis-com.vlib.excelsior.edu/lnacui2api/api/version1/getDocCui?oc=00240&hnsd=f&hgn=t&lni=4SM1-7WB0-TXFX-12WG&hns=t&perma=true&hv=t&hl=t&csi=6496&secondRedirectIndicator=true
Smith v. City of Jackson, Mississippi, 544 U.S. 228 (Links to an external site.)Links to an external site. (2005). Retrieved from http://www-lexisnexis-com.vlib.excelsior.edu/lnacui2api/api/version1/getDocCui?lni=4FTW-Y090-004C-100H&csi=6496&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true
Protection against Age Discrimination
The ADEA protects workers who are 40 years and older from discrimination and harassment on the basis of age. Like Title VII, the ADEA is enforced by the Equal Employment Opportunity Commission (EEOC). Here are some ways workers can get protection:
Employees or applicants can make a case for age discrimination if they are 40 years or older and can show that the employer took an adverse action (like firing, demoting, failing to hire or promote) against them based on their age that they were otherwise qualified for the position, and that they were treated less favorably than younger employees or applicants.
Employees or applicants can make a case for age discrimination if they are 40 years or older and can show that the employer took an adverse action (like firing, demoting, failing to hire or promote) against them based on their age that they were otherwise qualified for the position, and that they were treated less favorably than younger employees or applicants.Employees can build their case by showing an organizational culture of ageist slurs or jokes, or with any direct evidence indicating, for example, that an organization is trying to phase out older workers or make workplace decisions on the basis of age. However, a harassment claim must be based on more than mere isolated age-based remarks.
Another way an employee can show age discrimination is if an employment practice has a disparate impact on an employee 40 years or older that the employer cannot justify based on business necessity.
A separate claim of hostile work environment (in other words, harassment on the basis of age) could also be made by an employee if ageist comments and behavior are part of the organizational culture.
