The paper "Gen X Workforce and Managerial Interaction with Gen Y" is a great example of management coursework. 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 1990s. 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 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, therefore, have a very different perspective on 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.