Multigenerational Team Analysis

Being recognized in a positive manner by your peers is a morale booster. It gives a sense of accomplishment and works as a strong motivator. When staff can empathize with what another staff member is encountering and show encouragement a sense of trust is built within the department. “Empathizing is operating at a high level of communication. It is a tool for building rapport and forming the foundation for intimacy within relationships” (Griffith, D., & Goodwin, C., 2013, pg. 73). Not being embarrassed or ashamed to recognize co-workers is a feat many people take for granted and miss the opportunity to strengthen relationships within their

Team norms are a set of rules or guidelines that a team establishes to shape the interaction of team members with each other and with employees who are external to the team. Team norms can be developed during an early team meeting. More norms can be added as the team sees the need for additional guidelines.

Team 56, also known as R.O.B.B.E. (Robotics of Bound Brook and Ethicon), is the Robotics team of Bound Brook High School that was founded in 1997. The team currently consists of seven sub-teams that are designated to work on different tasks to complete during the season. We aim to create a positive impact among members of our community and hope to collaborate with other figures of authority in order to have that effect.

Inter-Professional Team Model (PAARP) is used throughout the life cycle of a team and includes 5 phases describing actions of the interprofessional teams: purpose, assemble and charter, align, resource, perform. The division of labor is based on the scopes of practice of team members and takes into account KSAs of team members. In the PAARP model, actions of leadership give purpose to the group, and consistency of action by the leader is essential. Identifying purpose through goal-setting plays a large part in this theory and team members accept the goals of the team as their own and take responsibility for their part in achieving them. This model is applicable across health professionals through an understanding of each discipline’s roles

The experiences and information each generation has can be used as a tool for building rapport and presents an opportunity to learn something new. However, the approach to managing all five generations requires managers to assign tasks based on the actual work behaviors and performance shown by each person, regardless of age and in a manner that uses each person’s strengths. Managers should pair older or younger employees that have limited knowledge about technologically demanding tasks with younger employees (Gen X and Y) who are able to offer assistance or helpful information (to simplify the task). Individuals who favor teamwork (Boomers, Silenters and Nexters) and are interested in advanced technical processes, should collaborate with Nexters. The partnership will potentially provide mentorship for Nexters to improve their interpersonal communication skills and creates learning opportunities for Boomers and Silenters to improve their work performance, skills and show leadership abilities.

Thank you for sharing your experience with USA Soccer and provided examples of your personal experiences with multigenerational team mates. I found it interesting that the management style of your supervisors during your early tenure at USA Soccer were micromanagers, which then turned full-circle for you when you became a senior member and your experience with staff required a little more hand-holding. Over time, the role you play in an organization shifts based on experience. As we evaluate generation characteristics, you begin to see similarities that makes me wonder if our generation will take on the characteristics of the Baby Boomers. Is this a cycle that repeats itself overtime?

Award ceremonies, an employee’s name published in the paper, or an announcement of recognition in a board meeting, are all representative of public recognition to motivate employees. A name announced at a school assembly, sporting event, or team competition, are all representative of public recognition to motivate children

Making sure your team aligns with the company's goals. Determine is if the team is adequately staffed to complete tasks. Determine if you have the right people doing the right work in the right way. Establishing expectations will aid in quicker and more accurate assessments. Gather data from meetings together with input from special interest groups outside of the team. Composition is the removal of employees through advancement or termination. Alignment gives the team a sense of purpose to focus on. Operating model determines the productivity and efficiency of the work done. Integration involves enforcing set rules and expectations of the team. Energizing the team with a few early victories.

To take a case in point, when discussing diversity in the workplace the main topics discussed are culture, gender, and race. Consequently, the topic of generational diversity in the workplace mostly becomes a forgotten type of diversity to discuss. During the course of LMM328-17: Diversity and Intergenerational Effectiveness, Ms. Sams construes that generational diversity does not focus solely on how each of the four generations’ (Traditionalist, Baby Boomers, Generation X, and the Millennials) diverse experiences and characteristics influences the manner of how generations apply themselves in the workplace.

After reading the article by Farag, Tullai-McGuinesss, & Anthony (2009), I will reflect upon my experiences in a leadership role dealing with various different age groups through numerous situations. The discussion will include the generation I generally identify with, with whom I tend to work best with, and how this affects my unit. I will also reflect on the author's conclusions and recommendations and how they will likely affect my area of practice.

Contrary to popular belief, volleyball is not an over-glorified version of ‘Don't let the balloon touch the floor’. Volleyball is about teamwork and personalities and skills. You can’t have a good volleyball team without teamwork, the correct personalities, and the correct skills. Volleyball players each have their own specific personality types that help them to excel in whatever position they may be in. Players also each have different mindsets and skills. With the correct combination, these three things can make for an incredible volleyball team.

They can add another perspective that us young people simply haven’t experienced yet. My grandfather started a very successful company when he was young. He is a great leader and has great advice, but I see him struggle when it comes to change. My father has introduced new ways of management in the company but faces constant setback from my grandpa who doesn’t understand why change something that is still working. My dad tries to explain that with younger generations entering the workforce change is sometimes necessary.

What rating would you give the team out of 10 (10 being the highest level of success)? What factors do you think contributed to the level of success your team achieved when success is defined as the creation of a resource that has authority and is user-friendly and the degree to which you worked effectively as a team. Provide specific examples from your experience to illustrate these factors.

Group of people working together for achieving the organizational goals are considered team but when

According to Sanjay Tailor in her article How To Motivate Employees, Recognition is beneficial from time to time for the employees to hear from their supervisors how they are doing. It doesn't cost a thing to add a personal touch. A job well done deserves a pat on the back - recognition, either alone or in front of the team or other coworkers.