Howley Reflection Journal # 2: Generational Differences

Every generation is influenced by its period 's economic, political and social events. From the Great Depression to the civil rights and women 's movements to the advent of television and advanced computer technologies. Thus generational background/situation may also affect the way they work. The key is to be able to effectively address and take advantage of the differences in values and expectations of each generation in the workplace. The current work place consists of four different generations; The Baby Boomers (1946-1964) who are slowly retiring and existing the workforce, The Generation X (1965-1976), The Generation Y or millennia (1977-1997), and the Generation Z who are about to or are just entering the work force. Although these different generations tend to want similar things in a workplace their environment/background has shaped their character, values, and expectations (Hahn 2011).

It’s the first time in American history that five generations are sharing the workplace, from Traditionalists, Baby Boomers, Generation X, the Millennials or Generation Y, and the new unnamed generation. With five generations come five sets of ideas, how to conduct one’s self, approach activities, values and motivators. Different beliefs, understandings, and undertakings create misinterpretations and frustrations. The fire service is currently facing a similar situation. It’s imperative to recognize and understand these differences to avoid misunderstandings and to help your department work effectively to meet its goals. Not every employee displays aspect of their generation category, but understanding the individualities of each generation will help with teamwork, supervision, embracing change, and productivity. With each generation there are different communication styles and driving factors that motivate production. It is essential that you understand how each generation communicates and what they motivators are so that you can communicate ideas and organization vision to them. What can we do in the fire service to prepare to handle these challenges?

My view as a manager on Generational Differences is that flexible and patient is a must with it comes to certain individuals that are generations after me. Even generations before me. I have to find creative ways to motivate and encourage people to perform and complete job requirements on time. This requires me to find a balance between and increase my level of understanding on the generational differences. However, what is most shocking is that the simplest tasks you assign an employee seems to be much more difficult. I have to learn to become more resourceful and develop new strategies to assist employees with accomplishing certain requirements.

This is the first time in American history where four generations are in the workplace at the same time. While it is a good problem to have, this situation creates some issues because of generation gaps and stereotypes. As stated by Diana Rigg, “Maybe at this stage in my career, it’s from that younger generation that I have the most to learn.” If the older generations and the younger generations took this open approach, the workplace would be a more inclusive place because all employees would be open to learning from each other. By understanding the generational differences, employees can break through the stereotypes created by misunderstandings to become highly functioning organizations. In looking at the similarities and differences among the four generations working today, it has been discovered that these are the same items that bridge the gap to a better understanding. Diverse, cross-generational teams are both beneficial and necessary for organizations to create highly effective and creative teams. In addition, this type of inclusion has the ability to empower employees, and the company will reap the benefits in happier clients and increased profits.

Emergency Room nursing tends to be a specialty where many nurses stay the longevity of their career. Nurses have difficulty transitioning out of this environment because of its nature of being fast paced, chaotic at times,

Generational diversity in the workplace has gained much attention since it has an impact on the organization. Managers in healthcare organizations face many issues concerning the generational differences due to the differences in characteristics that differentiate these groups of workers older and younger employees. The generational differences are based on the historical, cultural, social and economic events that happened during different times. The most significant factor is reliance on technology that has separated the younger generation from the older one (Levi, 2013). Productivity in nurse practice and clinical settings can be boosted by combining the differences in the learning preferences and work ethics through successful integration. Baby boomers, Gen Xers, and millennials are the major groups in the workplace. Their attitudes towards work, family, comfort with technology and communication styles differ (Hendricks & Cope, 2013).

People from different generations are, simply put, different. This is true in all aspects of life including the social, religious, and familial components. However, where this truth can become quite apparent is in the workplace. I interviewed four of my family members to determine how much these generational differences would hold true despite being a part of the same family, and therefore likely to be similar. What I learned is that each person has some characteristics that align with their generation, and some that do not. Yet, this happens in varying degrees for different people. Still understanding how a person wants to be managed will help a manager manage them more effectively. Since generations play a big role in how a person works and

She shares the benefits that she has observed while working as a Generation Xer in the medical field. Sudheimer writes, “By sharing and discussing our personal lives, our educational experiences, and our job expectations, we were able to develop respect and trust for one another” (61). The Baby Boomer and Generation X nurses challenged each other to examine issues from different perspectives. The younger nurses were able to share their skills and knowledge regarding computers with their older coworkers. Sudheimer revealed in her article that the Baby Boomer and Generation X nurses “learned from one another and grew to become better nurses because of these experiences” (62). Having different generations working together with varying views and motivations can benefit a workplace.

how to woo and manage all differences within the age gaps of an organization. Management in turn sets the tone within organizations. Understanding and celebrating multigenerational differences should in turn start with management then trickle down to employees. This could help to create better collaborative working groups across multiple generations and in hindsight help to bridge the generational gaps in organizations.

This generation like to work efficiently and make every second count, for example they use the full eight hours of work and nothing less. This differs from generation x where they (generation x) would rather do their work in less time and leave work early (Thoni, 2002), this creates a generation gap. According to Kogan (2001)(Kogan, 2001) they want recognition, fame and praise from their employer. They live for “the now” and strive to have a rich existence (Jorgensen, 2003).

Being assigned to various roles from subordinate to assigned leadership positions, I have noticed that the work environment and project teams are not constructed in a manner to capitalize on the strengths of the current generation that are entering the workplace. This is not only true for USAREC, but also most mainstream organizations. I have witnessed symptoms and the results from not understanding how to benefit from creating the environment to capitalize on generational traits dealing with the millennial.

Over the past several years, leaders in healthcare have noticed an increase in generational tension among employees, most often focused on the attitudes and behaviors of the arriving millennials (generation Y). While these employee relations issues were a nuisance, they rarely rose to the level of a priority demanding leadership intervention. Some leaders, in fact, hoped that the issues would resolve themselves as these young employees settled in and learned that they had to demonstrate new behaviors to be successful in the workplace. Most organizations adopted this wait-and-see attitude. Not so today. As the boomer generation has begun its exodus from the workplace, organizations are increasingly looking at the millennials as not a problem but a solution to the workplace manpower transition that is under way. The problem is that one doesn't yet know how best to lead such a diverse, multigenerational workforce. This article examines the generational topic and provides advice concerning

What would possess an individual, female or male, to pursue a career in emergency room (ER) nursing? ER management and nursing careers offer fast-paced with critical thinking that individuals can pursue. Nursing in the emergency room can be achieved in as little as two years of college. This respectable career places the lives of others in your hands, during the most stressful times of their lives. Successful emergency room operations strive to create a positive work environment for employees, as success and education is transferred into care provided to patients. Through collaborative efforts with Press Ganey and other hospital consumer agency surveys, the implementation of nurse-leader rounds is statistically significant as it optimizes patient care experiences. Providing optimal, safe, and cost-effective care is rewarding to move beyond the nurse patient relationship.

As graduation approaches and the job search begins, I have become much more alert of my environments. Seeing the age difference and styles of speaking to individuals in the hospital setting has set a challenge for me. Reading this book has allowed me to break down the different generations and find the best way to work with each. George Orwin states, “there is a problem in the workplace, a problem of values, ambitions, mindsets, demographics, generations at conflict” (chapter 2). I am now able to learn the styles of each generation can bring and how to best work with them. As I break down the Generations from the Traditionalist to Generation Y, I will discuss what I have learned and some things I may not completely agree with. Finally setting

Not only am I a member of generation "Y" but I am also a part of the working class so I tend to work with all three generations daily. Though we all work harmoniously together now, that was not the case in the very beginning when my bosses decided to make some pretty monumental changes. When I began working there, I was only fifteen years old. I was working for a manager who was a part of generation "X" and we very often did not see eye to eye because of the way we were both raised to work. When the owners (who are baby boomers), asked me what I thought could be changed or heightened, my manager. at the time was not quick to jump on board. Being a part of generation "Y", I am a worker who always wants to succeed and climb higher in ranks, which was something that my manager was not used to.