Are Generational Differences a Reason to Judge Similarities in the Workplace?

Diversity in the workplace is not a new idea or concept. From the late 1800’s to the early 1900’s the majority of people living in the United States were immigrants from other countries including Italy, Russia, and Ireland. Each of the members from these countries spoke different languages, came from different cultures, and had different customs and work ethics. Acceptance to them was fought for in the workplace in industries such as coal, steel, automobile manufacturing, and other labor forces. This type of struggle still continues today in the workplace from cultural differences, and language differences to racial and gender differences. This paper will examine the obstacles managers face when overcoming generational differences

Regardless of how diversity is defined, it is an issue that is sweeping the nation. By the 21st century, racial and ethnic minorities will constitute 25% of the U.S. population, affecting the makeup of the U.S. labor force (7). By the year 2000, women will constitute 47% of the total workforce and the average age of the workforce is expected to increase from 36 in 1986 to age 39 (7). If the corporate society does not address the issue by learning how to manage diversity, they will fail.

Reading the prescribed chapters 4 and 7 in Diversity in the Workplace, I hemmed and hawed what workplace to target filled with heated debates aligned with their side, the other side and the truth. I will also provide my insights and observations onsite at a federal agency located in the Hudson County region recently. We have grown and continue to grow in technology, science, and math like the speed of light, however, when it comes to us on personal and interpersonal relations, I feel that we are little better than our ancestors nineteen generations ago.

This paper is the first part of a training manual that will help employees to have a better understanding of diversity in the work place and how to act towards different diversity issues that may arise in the workplace. It will also give current statistics and recent trends of the demographics in the United States as well as the forecasted trends. Also included will be a rough outline of the entire contents of the manual and the table of contents for the manual.

Cultural diversity is when a group of individuals from different cultures come together. The cultural differences include; race, ethnicity, language, nationality, religion, age, gender, social status, or sexual orientation come together (Andrews, & Boyle, 2016). Cultural diversity incorporates how individuals perceive themselves, and how he or she perceives others of different cultures or sub-cultures. Age or generation is an essential aspect of workforce diversity. Generation is important because the individuals are born within the same time period, providing common views, and beliefs because of the common exposure at a young age (Rajput, Bali, & Kesarwani, 2013). This paper will provide an overview of the four Generations represented in the current workforce today, an overview of the generation that I belong to, and lastly, an explanation of how one group can learn from another.

Most of the time, People don’t want to be the cause of evil. The reason why people blame others so they don’t get the backlash on the event. Though sometimes, People won’t always escape from their fears. In Macbeth, a play by William Shakespeare, many factors contributed the titular character’s downfall toward his demise. The factor that contributed most in Macbeth’s downfall was Macbeth himself due to him being too ambitious for his own good and His willingness to listen to the Witches’ prophecies.

In a work environment everybody wants to climb the totem pole. For Millennials, they want to rise to leadership without working too hard for it. They are trying to reach the leadership positions as fast as they can and at times they are unprepared for the position they enter because they have not experienced enough along the way. Where Millennials are too fast to rise to leadership, people considered to be Generation X, who are known for their hard work ethic and experience are often complacent in the workplace. Though they gained their experience (unlike Millennials) by working their way up the chain of command and gradually paying their dues and though they also do not expect to be handed a higher position, like Millennials who feel entitled to higher positions in the workplace, they are also not as motivated as Millennials. (Bresman)

Institutional Paradigms are considers the wide spread effects of social structures such as rules, regulations, or authoritative guidelines shape how the organization looks or acts (Tolbert & Hall, pp. 181). The following essay will outline both the benefits and disadvantages of the Institutional theory, as well as, give a reference on how the institutionalization processes shapes an organizational decision-makers ' choices, and a conclusion of my personal opinion of the theory will be provided.

In this week’s integrated article, review, I am focusing on diversity at the workplace. This is a topic very relevant and important for any organizations success. Diversity at the workplace refers to any characteristic that makes people different from one another.

Diversity in the organization can affect the employees and their behavior in many ways. The effect can be positive and negative in the same time. The positive effect is, it will wider employee knowledge, skills, and attitude which will allow the organization to become more competitive globally. Higher diversity of employees mean higher diversity of knowledge, skills and abilities. Sharing experience inspires innovative thinking (Claudia Quaiser-Pohls, 2013, p. 41). Today in the modern workplace, most organizations will have

Diversity is a wonderful asset to an organization and brings with it many benefits. Employees bring in their own personal experiences and knowledge to the team (Burns & Kerby, 2012). Having diverse teams allows for the possibility to fix a problem or perfect a process by using different employee’s experiences and past knowledge to find solutions. A diverse workforce can drive economic growth and capture a greater share of the consumer market (Burns & Kerby, 2012). With diversity as a core value, the recruitment pool is widened to find the most qualified candidate and reduces employee turnover as a result. An organization can be highly competitive with a diversity initiative by adapting to a changing environment (Burns & Kerby, 2012).

The general line of reasoning is that if we learn to incorporate each other’s diverse traits and characteristics in the workplace, we can then use these differences to foster an innovative environment, which will give the company a competitive advantage over the competitors that do not accept workforce diversity. According to the Allied Academies International Conference, “Diversity is rapidly becoming a common practice among companies due to the increasing number of minorities entering the job market today. As these groups become more prevalent throughout companies, upper-level employees are facing numerous challenges when determining what changes must take place to create a positive working environment for everyone. Management is responsible for the development and implementation of effective policies directly relating to diversity to ensure the acceptance of minorities into the workplace and to aid in minorities’ success through equal opportunities and treatment.” (Marcia L. James, 2001, Academy for Studies in International Business Proceedings)

This paper is aimed at providing a framework for discussion of diversity and how it pairs with demographic characteristics. It is divided into four parts. Part I represents diversity in the workforce, which reflects the rational of organizations and how they handle diversity in the occupations of their workers. Parts II characterize diversity and age, as it responds to the fact that older people have the skill set to keep them working well past retirement age. Part III denotes religion, where as more employers are beginning to recognize the need to allow employees to take time to pray. Part IV symbolizes the personality traits in diversity and how “different” is not always viewed as wrong but can be an incentive to other

Diversity is what makes people different, not just culturally but in human differences. Having a multitude of differences in the workforce gives an organization the ability to use many ideas to reach a common goal. A person could say that a diverse group of people together in one room can accomplish greater achievements than a room filled with the same types of individuals. Managers understand the concept of diversity, and how important diversity is to the success of a company’s ability to implement programs that continue to develop a harmonious and diverse workplace. The recognition that diversity is a reality in the workforce has generated an enormous amount of activity over the years among leaders in business, government, and civil

To what extent is the relationship between China’s economic prosperity and its population’s quality of life a positive one?