Age-Generations in the Workplace: an Organization System Type and Space Use Preference Systems Analysis
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How Generations Feel When Brands Take a Stand
How Generations Feel When Brands Take a Stand ©Copyright 2018 Quester The Set-Up Quester is in the process of conducting a new joint project with 747 Insights and Collaborata: GENERATION NATION 2019: Defining America’s Gen Z, Millennials, Generation X and Boomers This study provides a comparison of attitudes and behaviors across these four cohorts, to expand upon current intelligence and cut to the core of what it means to be an American in 2019. Aided by technology, media, politics, and more, we can see Generational values shifting at a faster pace than we’ve ever seen before. One of the discussion areas centered around perceptions of whether brands should take a stand on social and political issues … So Let’s Recap Generation Nation - Should Brands Take a Stand? GEN Z MILLENNIALS They probably shouldn’t. It depends. It could cause tension, and employees may not Maybe … if it’s not too agree. extreme But it could be okay if it’s not offensive and they really believe in it. GEN X BOOMERS It’s not really my It’s their right, but they business – they can if might lose business. they want to. They probably shouldn’t do it. Unless But it’s probably not for it’s something really the right reasons. non-controversial. Generation Nation Brand Completion So we asked all of those questions about general brand perspective and Brand thoughts! finished all of the discussions. The Best Laid Plans … And then— one week later … The Reaction So we went back in and talked to about 100 people in each generation. -
What Makes a Leader Effective? U.S. Boomers, Xers, and Millennials Weigh In
WHITE PAPER - News and Insight for Learning, Development and HR Leaders What Makes a Leader Effective? U.S. Boomers, Xers, and Millennials Weigh In By Jennifer J. Deal, Sarah Stawiski, William A. Gentry, and Kristin L. Cullen Contents Introduction 3 Generational Cohorts 4 Survey Results: 5 What Makes a Leader Effective? Developing Leaders for All Generations 11 Conclusion 12 About the Research 13 Endnotes 13 About the Authors 14 Introduction Conventional wisdom suggests Generations at Work in the USA that Baby Boomers, Gen Xers, and Millennials in the United States are Most of the workforce in the U.S. is made up of three fundamentally different from one generations: Baby Boomers (born 1946 to 1963), Gen Xers another. And certainly there are (born 1964 to 1979), and Millennials (born after 1980).1,2,3 real differences—including the The post-war generation was called the Baby Boom way we dress, the way we consume because of the rapid increase in birth rate at the end of information, the music we listen World War II. Baby Boomers weren’t born when WWII to, and ideas about appropriate ended, but experienced post-war prosperity that resulted personal behavior. in middle-class Americans having access to utilities such Many organizational leaders are as central heating, running hot water, household anticipating a substantial upheaval appliances, televisions, and automobiles. Though during in work culture and expectations as their youth Baby Boomers were thought of as being more Millennials enter the workforce anti-authority,4 currently they are typically characterized and more Baby Boomers retire. But as materialistic workaholics who are at the top of the will there need to be wholesale authority structure, and are focused on their own personal changes in how leaders need to fulfillment, acquisition of things, status, and authority.5,6,7 behave to be effective? Generation X is the cohort born in the U.S. -
The Role and Position of Information Technology in Strategic Buyer-Supplier Relationships
THE ROLE AND POSITION OF INFORMATION TECHNOLOGY IN STRATEGIC BUYER-SUPPLIER RELATIONSHIPS Competitive Paper Abstract One driver for the emergence of a network society comprises the exponential rise of the ubiquity and reach of information technology (IT) that enables effective value co-creation between organizations. Despite the importance of IT in inter-organizational relationships, the major part of the extant research has presented one sided and partial approaches to the topic. For this reason, the current article adopts a holistic qualitative case study approach in aiming to define how IT posits to the various elements of the strategic buyer-supplier relationship. This study provides a conceptual and empirical based analysis, defines the role and position of IT regarding the defined three layers of a relationship, and discusses the implications for theory and practice. The study prepare the ground for further qualitative and quantitative research in order to enhance a holistic understanding of IT in relation to the various structures and processes in organizational and inter-organizational contexts. Keywords: inter-organizational information systems, information technology, business relationships, business networks, qualitative case study 1 The role and position of information technology in strategic buyer-supplier relationships 1. INTRODUCTION The business operating environment has become increasingly complex over recent decades. Instead of single transactions, most inter-organizational exchanges are enacted within inter-organizational relationships, nets and networks (e.g., Coviello et al., 2002; Möller & Rajala, 2007; Powell, 1990). Companies are embedded in these complex and dynamic constellations that steer resource integration and value creation activities, and thus have a fundamental impact on various levels of society as a whole (e.g., Castells, 1996). -
Instructional Technology and Organization Development: a Still Valid Case for Collaboration
Instructional Technology and Organization Development: A Still Valid Case for Collaboration Instructional Technology and Organization Development A Still Valid Case for Collaboration by Frederick W. Nickols and Raymond L. Forbes, Jr., Ph.D. © Fred Nickols & Ray Forbes 2001 All rights reserved 1 Instructional Technology and Organization Development: A Still Valid Case for Collaboration Foreword Back in the early 1970s, the authors were part of a small team of Navy men that was presented with a major challenge by the leadership of the human resources management consulting organization where we both were stationed. We were much younger then and far less wise in the ways and wiles of organizations. One of us was a dyed-in-the-wool instructional technologist and the other was a self-declared “humanistic psychologist” with a Ph.D. in leadership and human behavior. Both of us were well-trained internal organization development (OD) specialists. The stakes were high; some thought the future of our consulting organization depended on meeting the challenge, which was described to us as urgent, important and more than a little risky. Indeed, the senior officers presenting the challenge did so with all the gravity of a high-stakes wartime mission. The charge was to create and then test the operational feasibility of a short-term, high impact, “canned” change program, one that would be flexible, tactically oriented and focused on organizational improvement. The program was to be “exportable” and usable with any type of Navy unit with equal effect. This “holy grail” of the Navy’s Human Resource Management Program (HRMP) had never before been realized and was a desperately wished for capability on the part of the Human Resource Management Center (HRMC) in San Diego, California, where the authors were stationed, and on the part of the program headquarters organization at the Navy Department in Washington, D.C. -
Life As a Baby Boomer
Chapter 6 Life as a Baby Boomer Red Diaper Baby At the outset of the classic 60’s film Yellow Submarine, a cartoon Ringo Starr, heads down, hands in his pockets, walking across the screen muttering over and over to himself in a sad resigned voice nothing ever happens to me … nothing ever happens to me… That was me. At least it was a part of me that I was conscious of and I distinctly remember it even now, many years since. It was before the Beatles, including Ringo, the 1950’s had ended and the sixties had literally begun, 1960, 1961,1962, and I and was getting impatient to get on with it, go to high school. The huge fins growing out of ever-longer and longer automobiles were becoming passé, and the custom of buying a brand-new car every single year, trading in of course the old one, was being replaced by an exodus to the suburbs where cars properly belonged. A decade before, the automobile had already pushed out the trolleys in Newark, where I grew up, so that I only knew their obsolete tracks, the way our 1952 green Desoto skidded when we drove on Clinton Avenue. I was born in 1949 the quintessential early baby boomer, now entering the early years of the baby boomers’ grand entry into Medicare and Social Security. It will go on for the next several decades until there are no more to enter, no one left alive born before 1965. One of my first memories is sitting in front of a TV at a neighbor’s house, the one on my block among the first to buy a TV set, it being heavily marketed immediately in the New York area. -
PATTERNS of DISCONTENT: WILL HISTORY REPEAT in IRAN? by Michael Rubin and Patrick Clawson *
PATTERNS OF DISCONTENT: WILL HISTORY REPEAT IN IRAN? By Michael Rubin and Patrick Clawson * While international attention is focused on Iran’s nuclear program and President Mahmoud Ahmadinejad’s bombast, Iranian society itself is facing turbulent times. Increasingly, patterns are re-emerging that mirror events in the years before the Islamic revolution. These include political disillusionment, domestic protest, government failure to match public expectations of economic success, and labor unrest. Nevertheless, the Islamic regime has learned the lessons of the past and is determined not to repeat them, even as political discord crescendos. This essay is derived from the authors’ recent book, Eternal Iran: Continuity and Chaos (Palgrave-Macmillan, 2005). Mahmud Ahmadinejad’s victory in Iran’s Ahmadinejad’s 2003 election as mayor of 2005 Presidential elections shocked both Tehran. Iranians and the West. “Winner in Iran calls The election of Ahmadinejad was only the for Unity; Reformists Reel,” headlined The latest in a series of surprises that Iran has New York Times.1 Most Western produced in recent decades. Indeed, a review governments assumed that former President of Iran's history over the last thirty years and Expediency Council chairman Ali Akbar suggests that Iran excels at surprising its own Hashemi Rafsanjani would win. 2 Many people and the world. This does not mean academics also were surprised. Few paid any that history will be repeated. But it is worth heed to the former blacksmith’s son who rose bearing in mind that nearly three decades to become mayor of Tehran. Brown after the shah's grip on power began to falter, University anthropologist William O. -
Sociomaterial Features of Interorganizational Workplaces. Affordances of a Coworking Space
XXVIe Conférence Internationale de Management Stratégique Sociomaterial features of interorganizational workplaces. Affordances of a coworking space Julie FABBRI emlyon business school & i3-CRG Ecole polytechnique, CNRS, Université Paris-Saclay [email protected] Florence CHARUE-DUBOC i3-CRG, Ecole polytechnique, CNRS, Université Paris-Saclay [email protected] Paper under review. Please do not cite without authors’ permissions. Résumé : Our theoretical concern centers upon the way workplaces afford the development of business relationships in an interorganizational work environment. We adopt a sociomaterial perspective of a coworking space to better understand new organizational contexts of work. In a case study, we elaborate on Fayard and Weeks’ concept of affordance (2007) at two levels: place and space. We identify six affordances that are rooted in social and spatial properties of some bounded places and of the coworking space as a whole that may support interorganizational interactions on a regular basis. We highlight the importance of taking into account the temporal dimension in the affordance approach. We conclude on the role of the management team that operates the coworking space in nurturing these affordances. Mots-clés : coworking; affordance; proxemics; space; place; interorganizational 1 Lyon, 7-9 juin 2017 XXVIe Conférence Internationale de Management Stratégique Sociomaterial features of interorganizational workplaces. Affordances of a coworking space The literature on spatiality in organizations (Dale & Burrell, 2008; Hernes, 2004; Kornberger & Clegg, 2004; Warf & Arias, 2009) has grown significantly in the last 15 years in management and organization studies (MOS), to the point where researchers are speaking of a spatial turn in MOS. It is unanimously recognized then that the material and social dimensions of organizational spaces are mutually constituted and experienced within a work context. -
Controversy 11
Controversy 11 AGING BOOMERS Boom or Bust? WHO ARE THE BOOMERS? When you hear the word “Boomer,” what do you think of? Who are the Boomers, actually? It’s important to give an answer to both questions. On the one hand, we need to consider the subjective associations we have with the word “Boomer.” On the other hand, we need to consider verifiable facts. The term “Boomer” easily evokes stereotypes. Stereotypes are con- veyed by many of the names given to Boomers over the years, labels such as “The Pepsi Generation,” “The Me Generation,” or “The Sixties Generation.” These phrases convey con- sumerism, narcissism, rebellion, and openness to change. Even the original term “Baby Boomer” doesn’t seem quite right because people in this generation aren’t babies anymore. The oldest of the Boomers are already receiving Social Security benefits, and many others are thinking seriously about retirement. Some facts are clear. There were 77 million people born in the United States between the years 1946 and 1964, and this group of people is generally referred to as the generation of the Boomers. We can see this group graphically displayed as a bulge in the population pyramid featured here. As the Boomer generation moves through the life course, as they grow older, this demographic fact will have big implications over the coming decades. But here we should pause to consider several interrelated questions. What does the term “generation” really mean? Do all individuals who fit into this demographic group form a single “generation”? Are there traits they share in common? Conversely, are there differences among members of the Boomer generation? This is but one set of questions we need to consider. -
BETWEEN CREATION and CRISIS: SOVIET MASCULINITIES, CONSUMPTION, and BODIES AFTER STALIN by Brandon Gray Miller a DISSERTATION Su
BETWEEN CREATION AND CRISIS: SOVIET MASCULINITIES, CONSUMPTION, AND BODIES AFTER STALIN By Brandon Gray Miller A DISSERTATION Submitted to Michigan State University in partial fulfillment of the requirements for the degree of History – Doctor of Philosophy 2013 ABSTRACT BETWEEN CREATION AND CRISIS: SOVIET MASCULINITIES, CONSUMPTION, AND BODIES AFTER STALIN By Brandon Gray Miller The Soviet Union of the 1950s and 1960s existed in a transitional state, emerging recently from postwar reconstruction and on a path toward increasing urbanity, consumer provisioning, and technological might. Modernizing rhetoric emphasized not only these spatial and material transformations, but also the promise of full-fledged communism’s looming arrival. This transformational ethos necessitated a renewal of direct attempts to remold humanity. Gender equality—or, at the very least, removing bourgeois strictures on women—remained a partially unfulfilled promise. Technological advances and the development of Soviet industrial capacity offered a new means of profoundly altering the lives of Soviet men and women. As other scholars have noted, Soviet women were the most obvious targets of these campaigns, but they were not alone in these projects. This dissertation argues that the Soviet state also directed intensive campaigns to remodel male consumptive and bodily practices in order to rid them of politically and socially destructive tendencies, making them fit for the modern socialist civilization under construction. Rooted in, but divergent from, Bolshevik novyi byt campaigns and Stalinist kul’turnost efforts, Soviet authorities actively sought to craft productive male citizens of a modern mold freed of the rough and coarse habits associated with working-class and village masculinities. Many of men targeted in these campaigns fell short of these stated aims. -
Strategic Personality and the Effectiveness of Nuclear Deterrence: Deterring Iraq and Iran
INSTITUTE FOR DEFENSE ANALYSES DEFENSE THREAT REDUCTION AGENCY Strategic Personality and the Effectiveness of Nuclear Deterrence: Deterring Iraq and Iran Caroline F. Ziemke September 2001 Approved for public release; distribution unlimited. IDA Paper P-3658 Log: H 01-001983 SPONSOR: Defense Threat Reduction Agency Dr. Jay Davis, Director Advanced Systems and Concepts Office Dr. Randall S. Murch, Director BACKGROUND: The Defense Threat Reduction Agency (DTRA) was founded in 1998 to integrate and focus the capabilities of the Department of Defense (DoD) that address the weapons of mass destruction threat. To assist the Agency in its primary mission, the Advanced Systems and Concepts Office (ASCO) develops and maintains an evolving analytical vision of necessary and sufficient capabilities to protect United States and Allied forces and citizens from WMD attack. ASCO is also charged by DoD and by the U.S. Government generally to identify gaps in these capabilities and initiate programs to fill them. It also provides supprt to the Threat Reduction Advisory Committee (TRAC), and its Panels, with timely, high quality research. ASCO ANALYTICAL SUPPORT: The Institute for Defense Analyses has provided analytical support to DTRA since the latter’s inception through a series of projects on chemical, biological, and nuclear weapons issues. This work was performed for DTRA under contract DASW01 98 C 0067, Task DC-6-1990. SUPERVISING PROJECT OFFICER: Dr. Anthony Fainberg, Chief, Advanced Concepts and Technologies Division, ASCO, DTRA, (703) 767-5709. © 2001 INSTITUTE FOR DEFENSE ANALYSES: 1801 N. Beauregard Street, Alexandria, Virginia 22311-1772. Telephone: (703) 845-2000. Project Coordinator: Dr. Brad Roberts, Research Staff Member, (703) 845-2489. -
Space Utilization Optimization
Space Utilization Optimization An Esri® White Paper June 2009 Copyright © 2012 Esri All rights reserved. Source: NASA. Portions of this work have been obtained from public domain sources and are freely redistributable. Printed in the United States of America. The information contained in this document is the exclusive property of Esri. This work is protected under United States copyright law and other international copyright treaties and conventions. No part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, except as expressly permitted in writing by Esri. All requests should be sent to Attention: Contracts and Legal Services Manager, Esri, 380 New York Street, Redlands, CA 92373-8100 USA. The information contained in this document is subject to change without notice. Esri, the Esri globe logo, ArcGIS, esri.com, and @esri.com are trademarks, service marks, or registered marks of Esri in the United States, the European Community, or certain other jurisdictions. Other companies and products or services mentioned herein may be trademarks, service marks, or registered marks of their respective mark owners. J-9780 Space Utilization Optimization An Esri White Paper Contents Page Overview............................................................................................... 1 Background........................................................................................... 1 Building Interior Data.......................................................................... -
The Examination of Relation Between Organizational Space and Organizational Patronage
International Journal of Security, Privacy and Trust Management (IJSPTM) Vol 3, No 2, April 2014 The Examination of Relation Between Organizational Space and Organizational Patronage Fariba Azizzadeh Islamic Azad University, Department of Management, Science and Research Branch, Isfahan, Iran ABSTRACT The organizational space defines what the method of work is and that which kind of behaviors are supported. The target of this examination is to knowing of the existence of relation between organizational spaces (structure of organizational, organizational responsibility, Productivity of managers, organizational identity) and the organizational patronage of the leaders in administrations of West Azerbaijan. Generally 150 episodes of standard questioning in statistical society were done and 100 questioning for scrutiny hypothesis were done. According to the normal data of Pearson’s coefficient to identify of the kind of the quantity of relations between shifty was used. The result of this examination shows a direct relation between organizational responsibility, manager’s productivity and organizational identity with organizational patronage. But there is not any relation between organizational structure dimension and organizational patronage. So it is suggested to do important activities in order to improve the organizational patronage by using efficient organization. KEYWORDS Organizational Space, Organizational Structure, Organizational Responsibility, Organizational Identity, Organizational Patronage. 1. INTRODUCTION Today's world is human's world and humans are the trustees of deferent offices. Organizations and to conduct them is not be possible without humans. On the other hand our lives need to contribution of all of people. So we should divide duties, different skills and to improve the quality and quantity of them. Organization space is the collection of countable navigation.