Nging Generation Y ss Signifint hllngs for the Generation ngr - Literature review Example

nаging Generation ‘Y’ Роsеs Signifiсаnt Сhаllеngеs for the Generation ‘Х’ Маnаgеr Name: Course: Tutor: Institution: Date: Executive Summary This essay offers a review of the generation X and Y management approaches. In this regard, the essay research starts off with an establishment that a majority of the X generation workforce is in managerial ranks while the Y generation is majorly on the lower employee levels. The essay adopts a figure, Figure 1 (p.5), that highlights key traits differences between the X and Y generations workforce. Among the established challenges in management include poor decision making skills as well as need for micro management. Moreover, as a literature contribution approach, the essay recommends the application of the human relations as well the scientific management theories while managing the Y generation workforce. Introduction The global market continues to experience increased market competition, for both local and multinational organisations. As such, most f the organisations are required to apply sustainable competitive edges as a form of strategic competition strategies. One among the merging edges in the global markets today is organizational management structures. In this regard, the process incorporates the development of appropriate management structures, cultures and objectives (Afuah, 2003, p.42). However, the process faces a range of challenges due to diversity in organizational management and workforce motivations. A major variance and diversity emanates from the presence of generational gaps between the management and the workforce. Currently, the global labour market comprises of three key generations namely the baby boomers, generation X born between 1970s to early 1980s and generation Y, born between late 1980s and 1990s. Nevertheless, the baby boomers are few and ageing thus retiring from management positions. In turn the X generation is taking over management roles with the Y generation representing the largest workforce percentage (Hayes and Ninemeier, 2009, p.412). This essay evaluates the challenges experienced by the X generation managers in managing the X generation employees. Moreover, the essay offers recommendation for such managerial challenges. Challenges in Managing Generation X Studies reveal that there exists challenges for generation x managers managing the X generation. Ideally, this emanates from the adoption and application of diverse management theories by the two groups. On one hand, is the application of the application of McGregor’s Y theory for generation X. Weisbord (2011, p.167) stated that the Y theory holds that employees and overall organizational labour force are motivated and internally drive to achieve overall set organizational goals. As such, the employees are self drive and often accept duties and responsibilities. Consequently, the employee base requires minimal supervision. This was the approach adopted by the X generation labour force form the onset. With their numbers disadvantage against the baby boomers generation, the X generation had to increase and improve their competencies in order to outdo the populous and the obviously privileged baby boomers. On the contrary, the Y generation was raised under a different illusion. As such, the generation emerged as imperatively less motivated to work. Therefore, the generation works under coercion and increased supervision. Therefore, the Y generational workforce requires the application of the X theory that exerts increased need for employee coercion and micro management (Carson, 2005, p.452). Thus, this poses a management challenge because a majority of the X managers are hands off managers who entrust their employees with increased decision making responsibilities. Micro managing employees poses a challenge to such managers subsequently disrupting them from strategic management requirements. Although the X generation managers do not micro manage the employees they believe in the application of Max Weber’s classical management theory. In this regard, Lubbe and Remenyi (1999, p.147) stated that the theory holds o the role of bureaucracy in management. As such, they lay much emphasis on the existence and application of organizational management structures and hierarchy’s. Therefore, the managers result to the establishment of red tape management systems through which the line managers are empowered and offered legitimate leadership powers. Consequently, the managers perceive managers as default organizational leaders. On the contrary, the Y generation workforce seeks to reduce such bureaucracy and leadership style. As such, Maravelias (2003, p.548) argued on the new emerging post-bureaucracy management approach preferred by the Y generation employees. Consequently, they strive to establish lean management systems where interaction and communication between the senior management and the employees could be effected on a one on one basis. However, this boldness as increased courage, as Diefenbach (2012), p.78) stated does not auger well with the generation X managers. Instead of perceiving it as form of transparency and employee empowerment initiatives, such managers perceive the approaches as sabotage. This is because, as figure 1 below illustrates, the Y generation endeavours are not based on teamwork but rather on personal gains and developments such as increased remunerations and recognition (“Business Insider”, 2014). Figure 1: Generational Traits Analysis (“Business Insider”, 2014) Further, Generation X managers encounter a management challenge in the ability by Generation Y to solve problems. Although as already discussed they seek increased recognition and involvement, they have poor decision making skills. Mayfield and Keating (2003, p.35) in a study on the generational variances in decision making, a case study of generation Y engineers recruitment factors, revealed that the Y generation rated poorest in this category. Moreover, this establishment is supported by figure 1 above. The figure illustrates that the Y generation problem solving ability ranked at 16% against the X generation 57%. Therefore, the managers have to develop and make all the strategic decisions on behalf of the employees. As such, this lowers the ability by the management to initiate teams as ideal management tools. Perret (2007, p.513) stated that the management and success of teams in management relied on the ability of the members to objectively resolve problem and make appropriate strategic decisions. Therefore, it is no surprise as indicted by figure 1 that generation Y employees are team resistant with a low 27% against generation X 53% on collaborations. Management Improvement Recommendations As already discussed in the essay, there exists a wide range of management challenges for generation X managers on the large labour force proportion of the Y generation. A review by Andert (2011, p.68) established that a majority of the X generation are in executive and leadership positions, while the Y generation is in the lower level employee ranks. As such, in order to increase the overall management success and the subsequent organizational performances, it is imperative for managers to adopt management models and approaches befitting the Y generation. One of the appropriate approaches is the adoption of the human relations theory. In this regard, Mayo developed the argument that despite the previous theorists focus on the organizational structures, it was imperative to focus on the respective employees needs. Therefore, the theory held that organizational management should consider approaches to attract and motivate employees into increased performance and productivity. For instance Dorsey (2010, p.21) stated that a majority of the Y generation employees are tech savvy. As such, they are motivated and attracted by employers with improved technology application and infrastructure. Therefore, the X generation managers can motivate their Y generation employees, considered less hardworking, through increased technology use in organizational operations. For example, through increased social media use in marketing, organisations would subsequently improve the marketing staff productivity levels. In addition, the X generation managers can increase their management efficiency through an appropriate consideration of the Maslow’s motivation theory. The theory holds that employees have diverse needs and wants that form the basis of their motivation. As such, the theory held that employees are motivated once their current needs and wants are met. This is a diversion from the current organizational motivation systems. Traditionally, as Milne (2007, p.30) reflected, organisations applied standard motivation programs. As such, employees on a similar ranking, regardless of age or cultural background were treated to identical motivation programs. However, this led to the programs failure as employees although on the same organizational rankings had diverse needs based on both internal personal factors as well as geographical and cultural external factors. To this end, this essay recommends that generation X managers should consider revising these programs to incorporate the age factor in motivation factors determination. Through such an approach, the managers would increasingly segregate the Y generation employee’s from others. Despite their ranking diversities, the generation has shared interests such as lean management structures, free two way organizational communication and technology application. Through the application of these variables, the respective generation Y employees would be motivated against the popular belief that they are lazy and less willing to work under minimal supervision (Meier and Crocker, 2010, p.71). Finally, this essay recommends on the need for the application of the scientific management theory developed by Taylor. The theory holds on the need for task orientation as well as the establishment of unique best approaches to problem solving. In this regard, the managers should consider the available organizational alternatives for improving the Y generation management and performance levels. As such, it should apply and implement the approaches based on a cost benefit analysis. Nassar and Al-Mohaisen (2006, p.14) described a cost benefit analysis as an approach through which a process net merits are evaluated against its delimitation. Consequently, they should apply the best alternatives with increased gains at reduced organizational costs as evaluated against organizational goals, capacities and capabilities. Conclusion In summary, this essay evaluates the labour force generational differences. In particular, the essay focuses on the differences between managing the X and Y generations respectively. In its analysis, the essay establishes that a majority of the organisations have the X generation in management positions and the Y generation in lower employee ranks. As such, the discussion narrows down to an evaluation X generation managers’ encounter in managing the X generation. Among the listed challenges include reduced bureaucracy regard as well as generation Y poor decision making skills. In order to overcome the challenges, the essay concludes with a recommendations analysis on human relations, and the scientific management theories application. References Afuah, A. 2003, Innovation management: Strategies, implementation and profits, Oxford University Press, New York. Andert, D. 2011, "Alternating Leadership as a Proactive Organizational Intervention: Addressing the Needs of the Baby Boomers, Generation Xers and Millennials", Journal of Leadership, Accountability and Ethics, vol. 8, no. 4, pp. 67-83 Business Insider, 2014, Here Are the Strengths and Weaknesses of Millennial, Gen X, and Boomers. [Online] Available at < http://www.businessinsider.com/how-millennials-gen-x-and-boomers-shape-the-workplace-2013-9> [Accessed August 20, 2014]. Carson, C.M. 2005, "A historical view of Douglas McGregor's Theory Y", Management Decision, vol. 43, no. 3, pp. 450-460. Diefenbach, T., 2012, Reinventing hierarchy and bureaucracy: From the bureau to network organizations. Emerald Group Publishers Ltd, Bingley, UK. Dorsey, J. R, 2010, Y-size your business: How Gen Y employees can save you money and grow your business, Wiley, Hoboken, N.J. Hayes, D. K., & Ninemeier, J. D. 2009, Human resources management in the hospitality industry, John Wiley & Sons, Hoboken N.J. Lubbe, S. & Remenyi, D. 1999, "Management of information technology evaluation - the development of a managerial thesis", Logistics Information Management, vol. 12, no. 1, pp. 145-156. Maravelias, C. 2003, "Post-bureaucracy--control through professional freedom", Journal of Organizational Change Management, vol. 16, no. 5, pp. 547-566. Mayfield, R.W. & Keating, C.B. 2003, "Major factors that influence employment decisions of Generation X consulting engineers", Engineering Management Journal, vol. 15, no. 2, pp. 35. Meier, J. & Crocker, M. 2010, "Generation Y in the Workforce: Managerial Challenges", The Journal of Human Resource and Adult Learning, vol. 6, no. 1, pp. 68-78. Milne, P. 2007, "Motivation, incentives and organizational culture", Journal of Knowledge Management, vol. 11, no. 6, pp. 28-38. Nassar, K. & Al-Mohaisen, A. 2006, "Simplified Approach to Probabilistic Cost Benefit Analysis: Architectural Lighting Example", Cost Engineering, vol. 48, no. 1, pp. 13-18. Perret, F. L. 2007, Essentials of logistics and management, EPFL Lausanne, Switzerland. Weisbord, M. 2011, "Taylor, McGregor and me", Journal of Management History, vol. 17, no. 2, pp. 165-177. Read More