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The contemporary world is changing rapidly and it is essential to consider both the possible difficulties and perspectives of the interaction of different generations. This essay dwells upon the ways the four different generations (traditionalists, baby boomers, generation X, and Millennials) cooperate with each other. It is crucial to take into account that different generations form different types of teams and follow different work paths. Thus, it is necessary to involve all generations in active work to ensure that HSOs and HSs function effectively.
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Managers need to be knowledgeable about the theory of generations to be aware of the values attributable to each generation. This knowledge will make it possible to solve conflicts caused by a misunderstanding between the leaders (frequently representatives of Generation X, baby boomers) and auxiliary staff (Millennials). In addition, the typical features of different generations influence the planning of staff training. For instance, the representatives of generation X often choose various disciplines while Millennials are interested in obtaining the qualifications that are needed at the current moment (Parry, 2014). In addition, the characteristics of different generations affect the internal working environment greatly as well as the structure of the organization in general. The traditionalists have such inherent values as loyalty, respect for rules and regulations, respect for authority, and patience. The baby boomers, in their turn, are characterized by individualism, interest in remuneration, desire to achieve positive team spirit, and work-life balance.
Generation X is different from the other two generations; the members of this group are characterized by a willingness to changes, technological literacy, individualism, the desire to learn throughout life, pragmatism, open communication, and being risk-averse. Meanwhile, the Millennials look for an opportunity to work in a team and make maximum use of modern technical means (Seidel & Lewis, 2014). They often require supervision and strive for getting job satisfaction. The Millenials often start conflicting if they disagree with some aspect and they would prefer to use virtual communication. -
In the work environment, almost all of the functions of management in terms of planning, organizing, staffing, influencing, and controlling are affected by multiple generations. It is due to the reason that the differences imposed by the varied employee background define teambuilding, the introduction and implementation of changes, and the administering of the HSOs and HSs (Longest & Darr, 2014). The representatives of different generations have different needs and requirements; the Millennials need to be motivated and supervised in their regular work while the traditionalists need to be instructed and controlled when implementing innovations. Further, when planning the staffing mix, it is essential to combine the representatives of different generations so that the team is multifunctional. In addition, one of the main functions of management is to facilitate efficient communication within the organization to ensure that there is no misunderstanding or miscommunication.
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The organizational culture of HSOs is greatly influenced by the presence of four different generations in the workforce; consequently, it is crucial to apply approaches aimed at minimizing the negative implications and creating a positive organizational culture with respect to diversity (Longest & Darr, 2014). The ACORN method is considered efficient in facilitating intergenerational pacification. It implies imperatives to adapt the work environment to the needs and capabilities of different socio-cultural and age groups with due respect to their tasks and initiatives (Parry, 2014). This approach promotes the management style that offers differentiated training and coaching for the employees. It also offers computer-based training for the workers as well as gives guidelines to the management for shaping effective adaptive leadership within the organization.
In conclusion, each generation can furnish activities that other generations cannot perform due to various reasons. The ability to unite people in a cross-generational team becomes especially important and brings a new perspective to the organization. At this point, the management functions become increasingly important due to the fact that it is necessary to know how to combine people into functional workgroups and assign duties depending on the needs and capabilities of each generation.
References
Longest, B., & Darr, K. (2014). Managing health services organizations and health systems. Baltimore, MD: Health Professions Press.
Parry, E. (2014). Generational diversity at work. New York, NY: Routledge.
Seidel, L., & Lewis, J. (2014). The Middleboro casebook. Chicago, IL: Health Administration Press.
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