Hand book part 2 Essay

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Leading an intergenerational workgroup can be a very demanding task for a new manager. Key areas that must be taken into consideration to successfully manage such a diverse age gap in the workforce are job satisfaction, work environment, expectations of managers, managing difficult staffing conditions, and maintaining workplace Morel. There is always the possibility of having friction between such vast differences in generations of workers; however, this friction can be used to foster healthy tension in the work environment that can have an overall boost on the bottom line. If one can successfully manage intergenerational workgroups he or she should be able to build teams, successfully deal with change, motivate, coach, sustain performance, and enhance productivity (Izzy, 2010). As a new manager you must take into consideration that different age generations within the workforce have different standards, approaches, and attitudes. This generational mix makes managing a group very complex. As a manager you must be sure that you lead in a way that generates synchronization, enhances productivity, and is encompassed with mutual respect. Furthermore, as a new manager you must be able to identify each of the four generational workgroups and know the distinguishing characteristics between the generational groups.
Traditionalist-born between 1925 and 1945. This group values dedication, is willing to make sacrifice, and has a highest level of patience.
Baby boomers-born between 1946 and 1964. This group is highly optimistic, and places a high value on work ethic and growth.
Generation X-born between 1965 and 1980. This is the smallest group. This group is self-reliant and values balance.
Generation Y-born between 1981 and 2000. Members of this generation are optimistic, confident, streetsmart, and open-minded. This group is also very goal oriented.
Below is a chart explicitly showing differences in the age gap, history, and personal motivation and may help drive group.

(Finneman, 2010) As a new manager it is easy to see the differences between all the generations. It is also easy to stereotype each generation, and point out pros and cons to their work styles. But once you start trying to manage such a complex group of people from each generation you will also notice the complexity in leading such a diverse team towards success. In order to be successful at managing intergenerational groups it is imperious for a manager to capitalize on intergenerational training (Babock, 2011). Individuals from generation Y are highly skilled in technology, these individuals are practical, realistic, well educated, and civic minded. Setting up workgroups that contain all four of the generations of workers gives management the opportunity to have an individual from generation Y train and develop individuals from generation X or baby boomers in modern technology. This is a great way to get some of the older generation in the workforce up to speed with new technologies. While the generation Y individuals are training the generation X individuals and the baby boomers they can also learn how to Excel in areas of process, and judgment from individuals in generation X well learning loyalty and cooperation from the traditionalist and the baby boomers. When forming a cross generational teams a brainstorming. For dialogue can be used to successfully have participants discuss generational differences, and how these differences amongst the individuals affect their productivity in the workplace. This is a great start and foundation for cross generational understanding. A great way to kick off a healthy work conversation is using differences between the cross generational team. Once this cross generational brainstorming session has concluded you can successfully form a cross generational team to address real-time issues occurring within your organization. Each group can be given a specific problematic area to improve. The team can work together to develop
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