The paper “ Маnаging Generation Y Роsеs Signifiсаnt Сhаllеngеs for the Generation Х Маnаgеr” is an inspiring example of a literature review on the management. This paper offers a review of 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 the need for micromanagement.
Moreover, as a literature contribution approach, the essay recommends the application of human relations as well the scientific management theories while managing the Y generation workforce. 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 emanate 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 the 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 XStudies reveal that there exist 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 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 internal 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 micromanagement (Carson, 2005, p. 452). Thus, this poses a management challenge because a majority of the X managers are handed off managers who entrust their employees with increased decision making responsibilities.
Micromanaging employees poses a challenge to such managers subsequently disrupting them from strategic management requirements.