Case 46

The generational span is exceedingly larger today than in the prior history of our nation. The multiple generations consist of the veterans 1922-1945, the baby boomers 1946-1964, the generation X 1965-1981, and, the generation Y 1982-1999, in addition, upcoming millennial generation born 2000-2016 (Murray, 2013). There frequently are misconceptions and misunderstandings based on the differing perspectives of each generation. Moreover, as an effective leader, one must comprehend and acknowledge the characteristics of each generation and utilize these individualities to mentor and motivate the staff they are leading (Hendricks & Cope, 2012). In addition to considering the impact of the generational

Descriptive Statistics for Crimes Variable N N* Mean SE Mean StDev Minimum Median Maximum Range Mode CRIMES 50 0 4559 174 1232 2107 4366 7820 5713 5705.7 N for Variable Mode CRIMES 2 [pic] [pic]

The proposed sale of Hershey Foods Corporation (HFC) during the summer of 2002 captured headlines and imaginations. After all, Hershey was an American icon, and when the company’s largest shareholder, the Hershey Trust Company (HSY), asked HFC management to explore a sale, the story drew national and international attention. The company’s unusual governance structure put the Hershey Trust’s board in the difficult position of making both an economic and a governance decision. On the one hand, the board faced a challenging economic decision that centered on determining whether the solicited bids provided a fair premium for HFC shareholders. On the other hand, the governance decision

Claims 1, 3-5, 7, 19, 29, 32, 33 & 39 also lack an inventive step for the reasons given above. An invention is necessarily obvious in the light of its disclosure.

The growing workforce today is forever changing. The first generational age group of baby boomers are starting to retire from the workplace. With this they are taking years of knowledge and experience with them while the new generation “X” and generation “Y” are rapidly increasing in and becoming the next leaders.

“The number of employees over the age of 55 has increased by 30 percent; however, the number of 25- to 54-year-olds has only increased by 1 percent” (Claire, 2009). In 2008 the eldest of the 77 million baby-boomers turned 62. Estimates are that by the end of the decade about 40 percent of the work force will be eligible to retire. As people begin to reach the age of retirement there may be not be enough new employees to fill the gap (Clare, 2009). Companies need to find ways to attract Boomers and Millennials. Companies that want to attract Boomers and Millennials need to be creative in their culture, HR policies and work environments.

According to Schullery (2013), needs classroom adaption to increase engagement. I have older workers who work for supervisors who are younger, the older workers take the instructions from the younger supervisor. The older work force will assist managers or supervisors with ideas to assist with better customer service needs or ideas. Unfortunately, the younger generation shows no respect for their elder yet alone supervision.

In our class discussion that essentially was a continuum of personality testing, we talked about values and the generational cohorts. One of our main class activities during the class period was constructing a powerpoint in a website called Voki. This activity made us envision how the silent, the millennium, and the baby boomers generations would interact with each other and how they communicate in the workplace. This information is very useful because this helped my group to understand the major clashes each generation had with the view of authority, technology, relationships, diversity, loyalty, work ethics and work-life balance. With my history of management, the generational cohorts I believe it is very accurate. For example, if I hired

In America in 2010, the average retirement ages had increased to 64 and 62 for men and women, respectively. Consequently, the workforce is aging as Boomers (born in 1946 thru 1964) reenter the workforce or postpone retirement. Boomers’ delay in retirement may hamper advancement opportunities of the generations beneath them, predominantly Millennials (those born in 1980 onwards). Furthermore, reverberations of the Boomers delayed retirement may have financial bearings for Millennials in the future. It ought to be pertinent for organizations to keep Millennials motivated. This paper focuses on effectively managing intergenerational groups, offering organizational behavior strategies for capitalizing on Boomers’ assets and applying the CAMP motivating

“For the first time in history four generations work side by side in many organizations (Hickman 474). Currently you have the traditionalist, Baby Boomers, Gen X, and gen Y all working together. In my professional career, I work with all different age groups and I can noticeably see a difference between the different age ranges. Many of the older employees are less engaged, but there for that a pay check, typically they are less likely to push the boundaries but rather fall in line with what is expected. The younger employees are looking for a better work life balance with that being said when they do work they produce large

The strategies to engage Generation are quite different compared to baby boomers. So creating such strategies has become one of the management’s goals. Jay Gilbert (2011) writes from his experience that there are few generational differences do exist between millennials and baby boomers. The social characteristics, the way they bring their bodies, and mind to work are the key differences when compared to baby boomers. Employers must trust the belief that to attain prolonged employee engagement, they must understand the engagement drivers for the Generation Y. Thus, Setting up goals for the Generation Y encourages them to produce desired results.

* Cadbury Schweppes bought the U.S.-based Adams chewing gum and mint business from Pfizer, Inc., for $4.2 billion in December 2002. The Adams brands include Dentyne, Bubbaloo, and Halls throat lozenges. Wrigley had also been a bidder in this deal.

The world’s labor force primarily consists of three major generations: the “Baby Boomers,” “Generation X,” and “Generation Y.” The “Baby Boomers” were born during and after the 2nd World War (1940 to 1960). This generation has a legacy of expertise, “old-fashioned” autocratic management, and healthy productivity. “Boomers” are known to work hard, remain loyal to their employers, and receive promotions on the basis of hard work and high skill. Technology was rather limited (Hewitt and Ukpere, 2012).

In her article “The Tethered Generation,” in Society of Human Resources Magazine, writer Kathryn Tyler asserts that people born between 1978 and 1999, also known as the Millennial Generation, would bring challenges to the workplace, attributing early access to technology and a “perpetual connection to parents” as causes. The article’s central tenet is that through technology, this generation’s “tethered” relationship with peers and parents has shaped communication, decision making, and need for connectivity. Tyler identifies the following Millennial traits as challenges to organizations: “unrealistic expectations with respect to goal-setting and planning;” “only adequate professionalism and work ethic, creativity and innovation, and critical thinking and problem solving;” and lack of autonomy and “sense of self-reliance.” The article ends by recommending that human resource management prepare for the Millennial’s “high maintenance” and their parent’s “helicoptering” with policies and training programs (Tyler, 2007).

My experience at Oxfam saw me interact with individuals of diverse ages. However, the generation Xers were the majority. The presence of people from diverse age backgrounds played key roles in the development of individual professional skills. Most importantly, the silent in the organization instilled in us a spirit of collaboration. Moreover, an attribute that stands out amongst the silent generation is their concern for communication skills. They also instilled in us the discipline of saving. The Baby Boomers also shaped our approach to critical issues that had an impact on our lives. They were influential in enabling us to resolve conflicts that arose while at work. Finally, a significant number of employees were generation Y. We stood out because of our persistent attachment to technology. The generation Y were the most zealous in their workplace and would spearhead for a common agenda irrespective of the diverse backgrounds that we