Reshaping DTV's Culture

“After a century of trying to control people, processes and information, we have come to a point in organizational history where we need to recognize that what worked before just simply isn’t enough anymore.” This goes to prove that over time just like everything else evolves our behaviors towards our colleagues has to evolve as well. And management has to learn the new behaviors of his/her employees. The Millennials and generation Z needs to know that they are appreciated and need to be challenged before they get bored, hence the reason why managers need to learn

employees to keep up with the sales leading to job opportunities or else that company will lose its customers.

Many employers are challenged with handling the millennial due to the lack of proper understanding of this generation since there is plenty of myths, propagated through anecdotes and assumptions. However the separation of the myths and the facts is important for an organization so as

Shifting demographics: Millennials have emerged as the most populous generation in the United States. As this group’s disposable income rises, industry operators will increasingly cater their services to attract these individuals. Millennials are

In segmenting DTV’s primary markets, Latin America and the USA, variables such as demographics, and psychographics should be implemented. For demographic studies, the company wished to target males 35+, married couples living in single family homes, and college or graduate school educated males with incomes of $70K+. To utilize the psychographic variable the company can divide viewers into segments that are advanced (those that seek the newest technology and want TV on the go), sports fans (who watch events at home), and basic (viewers that can utilize basic cable for whom TV is not a priority).

There are many challenges facing managers and leaders in current workforce. The variety of cultures, races and generations in today’s environment is making work harder. “Managing will also get even more difficult because of globalization, multi-generational workforce, dependency on technology, unethical behaviors and practices.” (Kaifi,2013,pg.217). In this paper I will talk about the three generations that we have had over the past sixty years – the Baby Boomer Generation, Generation X and the current Generation Y, known as Millennials. This rich mix of generations in the workforce can be attributed primarily to labor shortages experienced in many industries and the rising average age of retirement.

Changes in the industry's production practices as well as in the audience's expectations transformed the presentational style of television. There was now a more exhibitionist attitude to television. The “bells and whistles” of a show were constantly changing and as a result, style came to be elevated over content. Flashy graphics now took the foreground over story on MTV and Fox News (6). Emerging production tools also played a role in the growth of televisuality. Digital video technology allowed producers to fill their content with effects that would better suit the new presentational attitude found in television. Audiences began to have more aesthetic tastes and demands from the television shows they viewed. The flashier that producers made their programming, the more their audience's taste developed. Televisuality emerged in part due to these changing elements in the television industry.

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.

Regardless of time period there are definitive opportunities for future advancement as the third decade of the 21st century approaches. When looking from a societal and economic standpoint, companies succeed or fail on the level of innovation, talent, and engagement of their employees. They need to attract – and retain – highly skilled workers in a wide variety of fields ("Gender Inequality in the Workplace", 2015, p. 2-4). The future is extremely optimistic for those of Generation Y and Generation Z. According to a study conducted by the Deloitte Millennial Survey Committee, then interpreted by Vitality journal,

The purpose of this paper is to present business leaders with an organizational communication strategy for preparing for the incoming workforce generation. This group, known as Generation Z, Gen Z, iGen, or the Centennials were born between 1995 and 2009. The oldest tier of this group are now becoming adults and entering the workforce. They will soon join the Baby Boomers, Gen Xers, and Millennials as the fourth generation in corporate America.

4. Be transparent. When you are conducting interviews, be clear about what your company stands for and what values it embraces. Millenials will look for a personal fit, a culture that they feel they can prosper in. Don't portray your company in a certain way, just to attract a certain candidate. If you are honest about the company you represent, you will attract people who believe the same things you do. This comfort level will empower millenials to remain with your company as it, and they personally,

As successive generations enter the workforce business leaders and managers continually face one challenge, “how do we motivate the next generation of employees?” The transition from Baby Boomer to Generation X, was considered a minor shift for businesses since they’re classified as the “me” and “individualist” generations. The Boomers and Generation X respected both authority and the traditional hierarchal structure, compared to the Generation Y more commonly known as Millennials are considered individuals who respect yet challenge authority and the traditional hierarchal structures. Within this article we’ll review “Gen X Is From Mars, Gen Y Is From Venus: A Primer On How To Motivates A Millennial” by Rob Asghar and “7 Surprising Ways To Motivate Millennial Workers” by Jenna Goudreau, two articles published by Forbes Magazine. After reviewing what Forbes’ Professional writers have to say about Millennials, we’ll hear what Millennial’s have to say about Forbes. While Generation X Lives to work, Generation Y works to live is the driving theme behind Rob Asghar’s article, he uses four mains point to explain what this means. He covers how Millennial’s concept of authority vastly differs from previous generations since Millennials were raised in an environment where their opinions mattered. Asghar discusses how the shift away from Generation X’s individualistic characteristic to Millennials global sense of community affects their motivation. In the second half of his article

Among all the generation, Millennials have become the largest generation in U.S in the last two years. Millennials are also the fastest-growing generation of customers in the marketplace, bringing the greatest lifetime value. In addition, Millennials exhibit different attitudes toward employment, sales, and marketing, which are challenging many conventional strategies and approaches.

“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.

When it comes to Millennials, there is nothing that screams “business as usual.” Consequently, savvy leaders who want to remain successful in the global business arena, must concede their current method of attracting, engaging, developing and retaining Millennials as future global leaders is ineffective. Therefore, today’s leaders must develop a more compelling strategy to entice Millennials into leadership. Failure to use strategic foresight to recognize trends regarding future organizational trends and take timely actions to change their tried and true, old school philosophy regarding developing and retaining talented employees will result in losing the competitive edge, which is driven by technology-laden Millennial’s who are poised to innovation.