Gen X Workforce and Managerial Interaction with Gen Y - Coursework Example

Gen “X” workforce and its managerial interaction with Gen “Y” Name of lecturer Collage Date Introduction Gen “Y” constitutes of employees who are tech-savvy individuals and are capable of bringing in new ideas and innovation into the workplace. According to recent studies, most employers say that managing these groups of workers has its ups and downs (Baldonado 2008, p.35). The Gen “Y” also constitutes of individuals that were born between 1970 and the early 1990’s. This group of people represent the demographic cohort that follows Gen “X” and both have different approaches to work. In the past two decades, cultures within organizations have experienced a significant shift mainly because of the Gen “Y” influence at the workplace. In the past, organizational cultures were characterised by numerous bottlenecks, complexity in the flow of information, as well as, bureaucratic processes. Currently, cultures within organizations aim at fostering the creativity and innovation of the Gen “Y” workforce. As a result, organizational competency has increased and professionals are recruited based on their competency and ability to cultivate organizational change. This paper will explore some of the historical management theories and explain how the concepts of early management theorists may be used to effectively improve the performance of a modern organization. By using different management theorist, this paper will be able to construct a solution that might prevent or mitigate the management and workforce challenges that the Gen ‘X’ manager may be faced in managing Gen “Y”. The paper will also discuss about some of the situations that surround the aging Gen “X” workforce and its managerial interaction with Gen “Y”. This will assist in identifying the management theories that Gen “X” manager can learn and exploit in order to effectively manage Gen “Y” workforce. Gen “X” workforce and its managerial interaction with Gen “Y” The current situation surrounding the aging Gen “X” workforce and its managerial interaction with Gen “Y” is greatly determined by how Gen “Y” challenges schools of thought at the workplace. Gen “Y” employees often garner unfavourable reputation from the Gen “X” managers by challenging schools of thought at the workplace. Most researchers have suggested several traits that are commonly used by Gen “X” mangers in describing these young employees. Some of these traits include: easily detracted at work, they prefer shortcuts and expect to be rewarded instantly and they lack good communication skills. Managing the Gen “Y” at the workplace is a formidable task. This is because young professionals have specific needs and expectations. These needs and expectations should e balanced with the needs and expectations of the organization. In most cases, the Gen “Y” may not fit into the existing paradigms of the organization and the Gen “X” manager may be forced to search for a different workforce. Several theories have been created with the aim of finding out whether the emerging Gen “Y” workforce can be changed by placing them alongside the existing workforce. Studies carried on modern organizations have revealed that a majority of Gen “X” managers are pushing workplace structures to exercise their concepts of how duties and tasks are done. Gen “Y” employees have grown up amid the downsizing of economies. These employees therefre have a very different perspective towards life. Their beliefs and attitudes have startled supervisors at the workplace. The challenge lies before the Gen “X” manager who is expected to find out what makes the Gen “Y” employees tick and structure the workplace for them. Unlike the Gen “Y” the Gen “X” constitutes of employees whose workforce is an appalling opponent to conventional corporate and governmental organizations. Recent studies have however pointed out that the modern workplace is occupied by three generations of employees, they include: the pre-digital, the digital and the post digital. This often results in numerous uncertainties on how companies can unleash the potential of Gen “Y” employees. Managers have to learn how to balance the excitement that is often brought by the young employees with the apprehension that other entities may have. Challenges Gen “X” faces in managing Gen “Y” This section will discuss some of the Challenges Gen “X” faces in managing Gen “Y”. As discussed earlier, the Gen “Y” are easily distracted in the workplace. Younger employees are heavily attached to their mobile devices than any other generation. Organisation Structure and Controls have become more complex as the Gen “X” manager strives to regain manage the overly distracted Gen “Y” employees. Digital communication tools in the form of text messages and social media platforms can be very distracting and has contributed to some of the emerging trends in human Behaviour within organisations. According to several theorists, the distraction among young people signals the need to keep them motivated and kept challenged at the workplace (Baldonado, 2008, p.41). McGregor’s theory of leadership and management challenges the Gen “X” workforce and its managerial interaction with Gen “Y”. In his theory, McGregor noted that Gen “Y” employees are more of multi-tuskers but other generations confuse their ability to email, blog and hold a conversation at the same time as being distracted. Another common challenge that Gen “X” faces in managing Gen “Y” is that the latter prefers to take shortcuts and expect instant rewards. Some scholars are opposed to labelling Gen “Y” as lazy. This is because these groups of employees often believe there is a short cut in doing everything. According to some theories, this way of thinking is as a result of the digital age which changes the mindset of Gen “Y” employees to thinking everything can be done much faster by taking shortcuts (Lipkin 2009, p.14). When Gen “Y” employees manage to achieve something through a shorter route, they often expect instant gratification. However, most processed at the workplace cannot be done using this approach. Some researchers have pointed out to a culture clash between Gen “Y” and the rest of the workforce as the source of this perception. Gen “Y” employees have a preference for approaching duties and tasks faster. This is because they grew up online where they had access to relationships all over the globe. It would therefore be unfair to expect Gen “Y” employees to work through dilatory layers of management in carrying out their duties. Gen “Y” employees like everyone else in the workplace want to be recognized and rewarded for their achievements. However, the biggest challenge often lies in the difference that exists between how Gen “Y” and the rest of the organization measures achievements. Another common challenge Gen “X” faces in managing Gen “Y” is communication. Due to their over reliance on digital based communication platforms, Gen “Y” workers lack good interpersonal communication skills such as face to face communication. Another common challenge Gen “X” faces in managing Gen “Y” is that the latter rarely pay their dues when climbing up the corporate ladder. According to most researchers, Gen Y workers are less likely to take up the challenge to climb the corporate ladder (Martin 2001, p.27). This is mainly because they are turned off by the over structured and hierarchical organizational structure in most workplaces. Some Gen “Y” perceives formal structures as a hindrance to their ability to advance their career more quickly. One of the biggest challenges Gen “X” faces in managing Gen “Y” is that the latter is often overly attached to technology. As a result, Gen “Y” often insists on bringing in technological devices even when such devices are in total disregard of the security of the workplace. According to most researchers, technology is an integral part of Gen “Y” employees daily life (Murphy 2010, p 74). These employees are tech-savvy but they also have the skills and mindset to perform their duties alongside IT systems that support workplaces today. Gen “Y” employees often do not see the line that exist between work and personal time. Hence, Gen “X” managers may be frustrated by such users. Gen Y workers are not completely aware of the company’s IT polices but others simply to ignore such policies and bypass restrictions. Management theories that Gen X manager can learn and exploit in order to effectively manage Gen Y workforce There are several management theories that managers can learn from, these theories are critical in assisting Gen “X” managers manage Gen “Y” workforce. McGregor’s theory on leadership and management are often broken down into two major models, the Y leadership model and the X leadership model. Both of these theories make assumptions on workforce populations. The theories also use these assumptions to motivate workers and accomplish tasks. The X leadership style is considered to be very authoritarian and assumes that the workforce population is lazy and lacks motivation. In such a workplace, managers often believe all the employees require a high level of supervision with control severely limited by the organization management structure. Employees within organizations that embrace the X leadership style require more incentive to work and avoid responsibilities at all costs. According to the McGregor’s theory, this management style is often found in manufacturing companies with large numbers of employees (Sheahan 2013, p.98). The Y leadership style in McGregor’s theory assumes that workers are motivated, ambitious and seeking larger roles within the company. This type of management plays a critical role in encouraging creativity and innovation within the workplace population. This is because it is based on the belief that productivity increases when employees get the opportunity to grow into new physical and mental challenges. This leadership style is often found in professional arenas such as law, marketing and financial sectors. Mangers within these sectors are known to value creative and innovative employees over those who can simply repeat a task. Another management theory that Gen X managers can learn and exploit in order to effectively manage Gen Y workforce is the Maslow management theory. This theory identifies the needs of a person’s on a progressive pyramid. This pyramid ends with an individual’s least basic needs. According to the theory, only unsatisfied needs can be used to motivate a person. For example, if a Gen “Y” employee makes a lot of money, he or she might no longer view money as a motivating factor at the workplace (Tulgan 2009, p.67). Some of the needs identified in this theory include physiological, social, security, self actualization and self esteem. Gen “X” managers can use this theory to motivate Gen “Y” employees by meeting their most basic needs. For example, Gen “X” mangers should strive at ensuring employees has been allocated a fair amount of time for online social interactions, food and breaks (Tulgan 2007, p.26). Conclusion In summary, Gen “X” managers are faced with numerous challenges at the workplace as the manage Gen “Y” employees. As discussed in this paper, the current situation surrounding Gen “X” managerial interactions with Gen “Y” is greatly affected by how the latter challenges schools of thought at the workplace. Gen “Y” employees have gained a reputation for been easily distracted and lack good communication skills. Several theories such as the McGregor and the Maslow theories on leadership and management can impact Gen “X” managers with valuable information. This information will in turn assist them manage the Gen “Y” workforce more effectively. Bibliography Baldonado, A., 2008. 25 Ways to Motivate Generation Y: A Pocketbook Guide. 2 ed. New York: iUniverse. Baldonado, A., 2008. 25 Ways to Motivate Generation Y: A Pocketbook Guide. 1 ed. Brooklyn: iUniverse. Lipkin, N., 2009. Y in the Workplace: Managing the "Me First" Generation. 2 ed. Liverpool: Career PressInc. Martin, C., 2001. Managing Generation Y: Global Citizens Born in the Late Seventies and Early Eighties. 7 ed. London: Human Resource Development. Murphy, M., 2010. Generation Y and the New Rules of Management. 5 ed. California: Booksurge Llc. Sheahan, P., 2013. Generation Y. 4 ed. Washington : Hardie Grant Publishing. Tulgan, B., 2007. The Manager's Pocket Guide to Generation X. 4 ed. Boston: Human Resource Development. Tulgan, B., 2009. Not Everyone Gets A Trophy: How to Manage Generation Y. 7 ed. New Olreans: John Wiley & Sons. Read More