Generational Organizational Behavior

Generational Organizational Behavior

Introduction

The modern world is characterized by people from different generations with different attributes. These characteristics shape people’s behavior from a specific generation and how they relate with other generations. Bolland & Lopes (2014) classify generations into the Greatest Generation, the Silent Generation, Baby Boomers, Generation Y, and Generation Z. The main generations that are part of the workforce in modern-day organizations are Baby Boomers, Generation X, Generation Y, and Generation Alpha. Therefore, managers need to design management techniques that align with the behaviors and attributes of these generations to enhance their productivity.

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The Greatest Generation

Characteristics

The Greatest Generation includes people born between 1901 and 1927 (Palerm, 2017). One of the characteristics of the Greatest Generation is personal responsibility. According to Palerm (2017), the hardships created by the Great Depression instilled a sense of personal responsibility in those living during those times, including children who grew up with a strong sense of personal responsibility. The second characteristic is work ethic. The Great Depression made individuals living during that time more hardworking to overcome the hardships created by the economic issues. According to Bolland & Lopes (2014), the jobs also became more physically demanding because companies required employees to work long hours to recover losses incurred due to the Great Depression. The third characteristic is commitment which was developed due to the pressure put on employees to enhance their employer’s profitability. The fourth characteristic is self-sacrifice which resulted from participation in the World War.

The Silent Generation

Characteristics

The Silent Generation includes people born between the 1920s and 1930s. One of the characteristics of this generation is determination. According to Ullrich (2017), the hardships of the Second World War and the Great Depression created a sense of determination in a high population of the Silent Generation because they persevered the economic hardships created by the Great Depression and lived in fear due to the war. The second characteristic is work ethic. The members of the Silent Generation developed a work ethic due to their upbringing and being required to pursue tasks until they were completed to retain their jobs amidst the Great Depression because most employers were laying off workers during that time to reduce operational costs. The third characteristic is resilience. Ullrich (2017) argues that the members of the Silent Generation developed resilience due to the challenges faced during their upbringing. The fourth characteristic is self-sacrifice. Many members of the Silent Generation had to make sacrifices during the Great Depression and the Second World War to adapt to the hardships during those times.

Baby Boomer Generation

Characteristics

Baby Boomers are people born between 1946 and 1964 (Boeri, 2017). They emerged after the Second World War when there was a rise in birth rates globally. One of the characteristics of Baby Boomers is focus and hard work. Baby Boomers worked hard to earn a living because they were born to make the American dream a reality and worked hard to achieve it (Boeri, 2017). Baby Boomers also witnessed women’s empowerment, civil rights movements, and historical events such as the moon landing, which convinced them that anything is possible as long as there is hard work and determination. The second characteristic is competitiveness. Baby Boomers are very competitive because they were born when there was economic competition. Schools were also overcrowded, and they had to compete for positions in the best schools. The third characteristic is independence. According to Boeri (2017), Baby Boomers developed self-confidence and an independent mindset by working hard and developing their abilities. They are also confident and resourceful. The fourth characteristic is valuing relationships because they grew up together and developed strong relationships with families and friends. The fifth characteristic is pursuing quality and excellence because they lived through a period of change, thus making them accept excellence and quality for all goods and services and were prepared to incur high costs to afford high-value commodities.

Management Techniques

One of the management techniques that would be effective in massing Baby Boomers is setting targets and rewarding them based on whether they achieve those targets. Targets would significantly increase the productivity of Baby Boomers because they pursued quality and excellence, thus improving overall organizational performance. Targets also create competition within the workplace, enhancing Baby Boomers’ performance due to their competitive nature. The second technique is creating autonomy by allowing them to implement their ideas. As stated earlier, Baby Boomers are dependent and would perform better when working under minimum or no supervision.

Generation X

Characteristics

Generation X are people born between the mid-1960s and the early 1980s (Bolland & Lopes, 2014). One of the characteristics of this generation is independence. According to Bolland & Lopes (2014), the members of Generation X are resourceful, self-sufficient, and individualistic because they are used to taking care of themselves before reaching adulthood. They also value responsibility and freedom and try to deal with challenges independently. The second characteristic is flexibility and informality. Bolland & Lopes (2014) argue that Generation X members prefer an informal environment because of the mentality that working hard is rewarded by playing hard. The third characteristic is striving to establish a work-life balance. Generation X members value a healthy balance between work and personal time. Therefore, they strive to become entrepreneurs rather than being committed to their employers (Bolland & Lopes, 2014). The fourth characteristic is being technology savvy. Generation X members grew up during the technological advancement period that led to the introduction of computers, cell phones, and the internet hence equipping them with the knowledge to use technological devices.

Management Techniques

One management technique that would be effective in managing Generation X members is creating flexible work schedules. Managers should consider allowing Generation X employees to work from home occasionally to promote a work-life balance. Managers should also maintain minimum supervision to enable employees to implement their ideas with less interference. Another management technique that would be effective is the democratic management style which includes allowing employees to participate in decision-making, particularly in the application of technology in business operations.

Generation Y

Characteristics

Generation Y are people born between the mid-1980s and 1990s. Their lives were influenced by major events such as the 9/11 terrorist attack, the Great Recession, the Iraq invasion, the internet explosion, social media growth, and the development of cell phones and reality television. One of the characteristics of Generation Y is valuing flexibility. Kranson (2017) argues that many Generation Y members prefer flexible workplaces and schedules. The second characteristic is being tech-savvy. Generation Y members were born when there was rapid technological advancement, thus equipping them with technological knowledge and skills. They are comfortable using and learning the latest technology around them. The third characteristic is seeking praise and rewards. Kranson (2017) argues that Generation Y members are more dependent on getting rewarded and receiving praise for their achievements. The fourth characteristic is being result-oriented and preference for talking about accomplishments. Generation Y members also enjoy working in teams to achieve the best outcome.

Management Techniques

One of the management techniques that would be effective in managing Generation Y members is creating teams to complete organizational tasks. The manager should set goals for every team to promote collaboration and ensure that they work towards achieving a shared goal. The second technique is implementing technology to increase flexibility in the workplace. For instance, a manager may encourage Zoom meetings and working from home to enhance workplace flexibility. Another management technique that can be used is conducting performance reviews to monitor employee performance and performance appraisals to reward employees based on their performance and meeting the organization’s expectations.

Generation Z

Characteristics

Generation Z is people born between the mid-1990s and 2010. One of the characteristics of Generation Z members is being financially focused. According to Kranson (2017), Generation Z members view work as a means to achieve financial goals and accept jobs offering steady income and benefits. The second characteristic is reliance on technology. Generation Z members rely on their cell phones and the internet to communicate and find information. They value social media interactions and prefer making new friends online. Another characteristic is that they are social and prefer developing new relationships. They prefer face-to-face interactions by meeting physically or using apps such as Skype and FaceTime. The third characteristic is being competitive. Kranson (2017) argues that Generation Z members are competitive and may prefer competing within themselves or against others. The fourth characteristic is independence preference. Generation Z members prefer working independently to achieve their goals. They also have strong opinions and prefer expressing themselves and being heard.

Management Techniques

One of the management techniques that would be effective in managing Generation Z members is the democratic management style. Managers should create a collaborative work environment by promoting democracy to allow Generation Z employees to express their strong opinions. The second technique is setting targets to enhance competition in the workplace, thus enabling Generation Z employees to be more productive. The third technique is allowing employees to work under minimum supervision to support independence. Managers should also use financial rewards to enhance the performance of Generation Z employees because they value financial success.

Generation Alpha

Characteristics

According to Elena & Dyadichenko (2021), Generation Alpha includes people born between 2010 and now. One of the characteristics of Generation Z members is tech-savviness because they were born at a time when technology was advanced and interacted with technology throughout their lives. The second characteristic is that they do not like following the rules. They prefer working independently without following specific rules that make them feel micromanaged (Elena & Dyadichenko, 2021). The third characteristic is that they embrace change. They are also individualistic and use their creativity to resolve problems as soon as they arise. The fourth characteristic is the overreliance on social media for interaction. Generation Z members prefer interacting with their peers and friends through social media platforms due to social acceptance issues. Therefore, they limit face-to-face interactions which could make them less likable due to appearance.

Conclusion

Modern work environments have embraced diversity, including the employment of people of different ages. Managing age diversities could be challenging because every age bracket has unique attributes. Therefore, it is vital to categorize employees based on their generation to determine the most effective management technique. Classifying employees based on generations can also help employers understand employee behavior and predict behavioral changes that could affect organizational performance.

References

Boeri, M. (2017). The life course of baby boomers. Hurt. https://doi.org/10.1525/california/9780520293465.003.0003

Bolland, E., & Lopes, C. (2014). The concept of generations. Generations and Work, 29-59. https://doi.org/10.1057/9781137348227_2

Elena, D., & Dyadichenko, O. (2021). Alpha generation internet addiction. https://doi.org/10.26226/morressier.6082ba60dc2fa1af56246f0d

Kranson, R. (2017). From generation to generation. Ambivalent Embrace. https://doi.org/10.5149/northcarolina/9781469635439.003.0007

PALERM, J. V. (2017). The Greatest Generation: Apropos of Sidney Mintz. American Ethnologist, 44(3), 414-424. https://doi.org/10.1111/amet.12518

Ullrich, H. E. (2017). The Silent Generation: 1964. The Women of Totagadde, 15-45. https://doi.org/10.1057/978-1-137-59969-8_2

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The organizational behavior of an organization is often shaped by the mix of different generations found within that organization.

Seven generations have been identified in terms of organizational behavior characteristics. They are The Greatest Generation: (1901- 1924); The Silent Generation: (1925 – 1945); The Baby Boomer Generation: (1946 – 1964); Generation X: (1965 – 1979); Generation Y/Millennials: (1980 – 1995); Generation Z: (1996 – 2009); Generation Alpha: (2010 – 2025).

To be a successful manager it is very important to be able to understand the characteristics of the generations under your supervision as well as know how to interact with them.

So…part one of your assignment for week 5 is to describe and discuss each of the seven generational characteristics.

The second part is to explain what management techniques you would use for Baby Boomers, Generation X, Generation Y/Millennials, and Generation Z

Use the following format:

Title Page

Introduction

The Greatest Generation (Level 1)

The Silent Generation (Level 1)

Baby Boomer Generation (Level 1)
Characteristics (Level 2)
Management Techniques (Level 2)

Generation X (Level 1)
Characteristics (Level 2)
Management Techniques (Level 2)

Generation Y (Level 1)
Characteristics (Level 2)
Management Techniques (Level 2)

Generation Z (Level 1)
Characteristics (Level 2)
Management Techniques (Level 2)

Generation Alpha (Level 1)