As the global market has become more entwined, and the multinational corporations inhabiting it have extended their branches to multiple foreign markets, these companies’ workforces have naturally expanded to include greater diversity. Indeed, the diversity itself appears in many forms, including both a multitude of generations and a multitude of cultures. Unsurprisingly, this diversity of background brings with it a diversity of ideas; each generational group provides unique desires, strengths, and weaknesses, and each culture, represented by various employees, provides differing communication idiosyncrasies and ideas about administrative relationship and structure. The key, then, to continuing a healthy market and profit growth is to keep
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Just like many popular banalities, this one contains some truth and some exaggeration. The main three groups to be considered in today’s workforce are the Baby Boomers (born from 1946-1964), the Generation X’ers (born from 1965-1980) and the Generation Y/Millennials (born from 1981-2000). These three generational groups each make up almost a third of the modern workforce (Murphy, 2007), and so their sense of workplace satisfaction must be taken seriously. Each of these generation’s unique social and economic factors during their adolescence and current work environment shape their skills and points of view as employees (Johnson, …show more content…
They will decide the fate of their companies and organizations by how they approach and consider the gargantuan and complex obstacle that is the potential divisions in their diverse workforce. Using data, surveys, and honest communication, they must determine the needs, strengths, and possible weaknesses of each demographic they represent. Interpersonal communication, technology applications, language barriers, career concerns must be balanced between multiple preferences. If these actions are not taken, or not taken seriously, companies will find themselves overseeing a workforce with decreasingly diverse or creative thinking, and with increasingly active searches to find new employment. But for those management teams that are proactive about approaching their employees, and synthesizing their communicated needs openly and fairly, they will find extremely differing groups of employees working more effectively, both on their own and together. Map-Bridge-Interface, and other similar methods will assist in fostering improved cooperation between even the most philosophically or linguistically diversified group of employees, and involve them in the process of adapting the work place to their needs. As the labor market and customer markets of the world continue to combine elements from throughout the
Just like many popular banalities, this one contains some truth and some exaggeration. The main three groups to be considered in today’s workforce are the Baby Boomers (born from 1946-1964), the Generation X’ers (born from 1965-1980) and the Generation Y/Millennials (born from 1981-2000). These three generational groups each make up almost a third of the modern workforce (Murphy, 2007), and so their sense of workplace satisfaction must be taken seriously. Each of these generation’s unique social and economic factors during their adolescence and current work environment shape their skills and points of view as employees (Johnson, …show more content…
They will decide the fate of their companies and organizations by how they approach and consider the gargantuan and complex obstacle that is the potential divisions in their diverse workforce. Using data, surveys, and honest communication, they must determine the needs, strengths, and possible weaknesses of each demographic they represent. Interpersonal communication, technology applications, language barriers, career concerns must be balanced between multiple preferences. If these actions are not taken, or not taken seriously, companies will find themselves overseeing a workforce with decreasingly diverse or creative thinking, and with increasingly active searches to find new employment. But for those management teams that are proactive about approaching their employees, and synthesizing their communicated needs openly and fairly, they will find extremely differing groups of employees working more effectively, both on their own and together. Map-Bridge-Interface, and other similar methods will assist in fostering improved cooperation between even the most philosophically or linguistically diversified group of employees, and involve them in the process of adapting the work place to their needs. As the labor market and customer markets of the world continue to combine elements from throughout the