HCBE Faculty Articles

Title

Leading and Managing Disparate Generations in Cross-Cultural Learning Organizations

Document Type

Article

Date

12-1-2005

Publication Title

The Magnus Journal of Management

ISSN or ISBN

0973-094X

Volume

1

Issue

4

First Page

78

Last Page

96

Description

The enclosed literature focuses on learning about the various generations of the workforce and techniques that employers can utilize to organize collaborative teams in todays multigenerational and multicultural workplaces. Trainers and teachers can use this material to provide effective skills for managers that deal with a multi-generation of employees. Furthermore, educators can use appropriate teaching techniques with different generations of students since teachers of working adults are likely to have diverse generations of learners in their classes. There are at least four different generations in todays workforce that are categorized as traditionalists (Veterans), baby boomers, generation X, and generation Y individuals. Managers should be aware of the personality characteristics of individuals in all generations as well as their cultural backgrounds, and act accordingly. The document further discusses how decision-making, for managers of any generation, is a very critical and time-consuming procedure, and how managerial decisions do affect the companys processes dramatically. Managers should always make certain, regardless of their personal interests, likes and dislikes, that their decisions are appropriate for each generation of employees and their organizations. Organizational learning, from a systems perspective, is discussed as an effective method of understanding the processes and strategies suitable for an organization. In order to create a learning organization, managers need to emphasize teamwork and practice group activities that effectively involve people of all generations in the decision making processes. Following the eight facets of Values Driven Management can guide and focus everyones energies toward the common vision set forth by the company. Besides dealing with a multi-generation of employees, international managers face an even more complex task since they also deal with various cultures. Hence, a multi-cultural manager should acquire appropriate cultural knowledge regarding the local norms, mores and customs to effectively work with individuals of different generations throughout the world.

DOI

10.19030/ctms.v1i1.5218

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