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World Bytes
 Generational
Diversity
& Other Thoughts to Chew On
by Terrance Malkinson
While there are many mutually shared values among generations,
many differences exist as well. A generation is defined as a
group of people who were born during an era and who shared
similar experiences when growing up. Today’s workforce is often
divided into four generations: Matures (1920-40), Boomers
(1940-60), Generation X (1960-80), and Millennials (1980-2000).
In general, workplaces include a mix of generational cohort
groups. So, all employers need to understand
the different generational values. And organizations must build
a culture that connects the shared values of all generations.
Offering flexibility in benefits, and creating a work environment
that is appealing to members of all generations, adds up to good
business.
To read more about generational diversity in the workplace,
consider these resources:
- Southard, G., and J. Lewis. Building a Workplace that
Recognizes Generational Diversity. Public Management. 86(3):
8-12, 2004 www.icma.org/pm
Other Bytes
Here are some of the things going on in and around the
engineering community:
- Because many of today’s projects are highly complex,
organizations must set up specialized teams that must learn to
work together collaboratively. In “Inter-team Coordination,
Project Commitment, and Teamwork in Multiteam R & D Projects: A
Longitudinal Study” (Organizational Science; 15(1): 38-55, 2004;
http://web.gsia.cmu.edu/orgsci/Default.htm), Martin Hoegl et.
al. discuss the results of their research on collaborative
processes between teams on large projects. Their research of 39
teams showed that collaborative processes have predictive properties with regard to later team performance
and can serve as early warning indicators. Further, they found a
positive relationship between inter-team coordination, project
commitment and teamwork quality. The authors discuss the
theoretical and practical implications of their study.
- Implementing employment equity in the workforce should be seen
as yielding real benefits to business. In “Diversity Works”
(Canadian Business; 77(7): 53-54, 2004;
www.canadianbusiness.com),
Kamal Dib discusses 10 business benefits of employment equity
based on the Canadian experience. As the author concludes, “a
healthy and educated society should be wealthier and more stable
and more prosperous than a society that is stratified into poor
and rich, healthy and sick, educated and illiterate.”
- In business we often suppress our emotions; many consider
the expression of feelings to be a personal weakness. In
“Humanizing Business Through Emotions: On the Role of Emotions
in Ethics” (Journal of Business Ethics; 49(1): 1-11, 2004;
www.kluweronline.com/issn/0167-4544/current), Yotam Lurie
identifies the positive role of emotions in human judgment and
attitudes. He believes that humanizing business by expressing
emotions contributes to a more productive and humane business
environment.
- Staffing your organization is neither an easy job nor an exact
science. In “How to Hire So You Don’t Have to Fire” (CIO;
17(10): 72-80, 2004; www.cio.com), Meredith Levinson
describes a process for assessing candidates’ answers to
interview questions to identify those who have the
right attitude. The author also offers tips on how to get useful
information from candidates. Although the article focuses on IT
organizations, the principles apply to many other industry
sectors. Even if you are an interviewee, this article will prove
valuable, as it provides insight about interviews from the
interviewer’s perspective.
- Knowledge management is a key factor for competitive success
today. In “Knowledge Management: A Tool for SMEs to Enhance
Competitiveness (Tech Monitor; 21(1): 15-21, 2004;
www.techmonitor.net),
David Chesebrough discusses how effective knowledge management
can improve business decisions and increase productivity,
effectiveness and efficiency. The author discusses the
ubiquitously networked environment, where information access and
exchange is secure, reliable and seamless.
- The relationship between a dog and its master may lead to some
truths on learning, communicating and relationship building. In
“10 Lessons on Leadership” (Educausereview; 39(2): 19-26, 2004;
www.educause.edu/pub/er), Poley McClure draws upon an
analogue between organizational leadership and the sport of
agility with her dog. Learning, communicating and relationship
building are the keys to success in agility. The specific
lessons she has learned apply to success in “agility” as well as
in organizational leadership.
- During the technology boom of the 1990s, many virtual colleges
and universities were created. In “Virtual Universities: Real
Possibilities” (EducauseReview; 39(20: 28-39, 2004;
www.educause.edu/pub/er),
Rhonda Epper and Myk Garn summarize six major findings regarding
the progress of virtual colleges and universities. They also
discuss the implications of these findings for policymakers.
- Charismatic leadership can often influence external support
for an organization. In “Lend Me Your Wallets: The Effect of
Charismatic Leadership on External Support for an Organization
(Strategic Management Journal; 25(4): 309-330, 2004;
www3.interscience.wiley.com/cgi-bin/jhome/2144), Francis
Flynn and Barry Staw discuss the influence of charismatic
leadership, particularly with regard to attracting investors.
They found that the effects of charisma increase as
situations become more difficult, even to the point of
converting economically difficult situations into positive ones.
Terrance Malkinson is
a proposal manager/documentation specialist; an elected Senator of
the University of Calgary; an elected Governor of the Engineering
Management Society; international correspondent for IEEE-USA
Today's Engineer; editor-in-chief of IEEE-USA News and
Views; and editor of the IEEE Engineering Management
Society Newsletter. Opinions expressed are the author's.
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