The Generation Gap in Modern Business

Introduction

The extent of change that the planet has experienced over the past 50 years is a staggeringly high amount, and the pace at which a lot of these changes have come about is no less striking.

One part of life which has not escaped these vast changes is the business domain. Modern companies may operate within the same underlying principles of profitability that have governed commerce since it began, but many of the characteristics of a successful company trading in the modern arena would seem alien to businesses from years gone by.

An interesting issue that modern businesses face is how to manage the different generations of people who make up their staff.

This is partially due to the increasing life expectancy of people, particularly in first world nations, which consequently prompts an ever increasing retirement age. Since people work to a later point in their lives, they may remain with the same organisation into their late 60′s or early 70′s, and sometimes as hands- on workers rather than simply sitting at the board.

There is also a need for a more diverse set of skills in the modern business surroundings, triggered largely due to the quick development and wide reach of computer technology. Corporate processes, both internal and external, have been subject to significant changes which require a new way of thinking. These new ways of thinking are most commonly found within the younger working age group.

Problems

One of the most common problems that face a modern enterprise that is working with a number of different generations in its workforce is related to technology. Computer systems are commonplace in our lives nowadays and they form a pivotal piece of the corporate puzzle. This computing power can help businesses to run well, but they are only as able as the individuals who work them.

There are also generational problems when it comes to outward business factors such as the law. New laws and corporate best practices are being created all of the time and key business decision makers must be aware of any that apply to their company.

Outside of this, there can be communication problems between different generations of employee, physical limitations of the older staff in an organisation and the need to fulfil a range of diverse wants and aspirations to keep an entire workforce satisfied.

It is commonplace for the younger demographic to work alongside industrial shelving merchandise because they are suitable for physical labour.

The Generations

The need to manage generations in the work environment may seem like an unnecessary task, but the distinctions between the generations of worker that are commonly found in business are worthwhile taking note of.

Traditionals

Senior, or “traditional”, employees are the oldest that would be found in a modern business environment. They’re the people who were born before the Second World War, and will be in their late 60′s or early 70′s.

Their approach to business and life in general is one of organisation and obedience. They were expected to make personal sacrifices for the greater good, and while this belief was nurtured beneath the shadow of an international conflict, lots of the older generation still harbour this opinion in modern times.

Since many of the senior generation will hold senior positions within a business their views and beliefs will generally carry more weight than those of younger generations. Their judgements will often be fundamental to the business and sculpt the future success or failure of the organisation.

Baby Boomers

The Baby Boomer generation includes those born between the end of the war and the mid- 60′s, while there was a general decline in the birth rate around the globe. Baby Boomers will be aged between 45 and 65 roughly speaking and probably form the vast majority of management jobs within a contemporary company.

This generation grew up without a lot of the oppression and discipline that was commonplace amongst previous generations. They are an aspirational collection of people that are very family- oriented. They would be the mother and father of the classic “nuclear family”.

When it comes to the workplace, this group of workers will often be able to grasp the bigger picture whilst still maintaining a grasp on modern developments in terms of technologies and business procedures. Their family- oriented character tends to see them working well in teams, although it is often observed that they are not comfortable when taking criticism(no matter how constructive) , and they are not good at providing feedback to other employees.

Generation X

Members of Generation X were born between the mid- 60′s and the late- 70′s. They will be currently aged between 30 and 45 and will be spread amongst the various tiers of management within a modern business.

Socially they grew up in extremely demanding times. Careers were an ever more important and defining part of people’s lives and this was made clear to Generation X from a very young age. Many will have progressed through lower and higher education before working their way up within one or maybe two businesses.

As such, they are often very good at problem solving and achieving short- term objectives but may struggle to grasp how their contribution influences the big picture. They will be motivated by monetary benefits rather than a sense of duty because they feel they have paid their dues through a life of study and work. Generation X need close supervision to ensure their efficient contribution to the organisation.

Generation NeXt

This generation were born since 1980 and are the youngest group of people currently at work. They have borne witness to a changing social climate where being an extravert is rarely frowned upon. They are most open to radical ideas and processes and find hyper- consumerism and relatively competitive marketing to be second nature.

When embarking upon superficial modifications, any office refurbishment committee assists plan as well as carry out the steps needed for a successful office overhaul.

The Working Environment

Technology

Everyone is familiar with the gap between the elderly generations and modern technological equipment. Whether it is a parent only just coping to operate a new mobile phone, or a grandparent being truly confused about what the world wide web is, the void between the old and the new is made very apparent when it comes to technology.

In regards to the modern business, problems involving technology can have very far reaching implications. Computers are vital to many aspects of business, from managing payroll, to perform core tasks and even providing a route for promotion. As such, an employee who is not familiar with the systems being used by an organisation is likely to find problems in many parts of the corporation.

A similar principle may also be applied in reverse. The younger generations may be very comfortable with new technologies and routines, but may lack knowledge of the older systems that still perform many of the important functions of the organisation. Internal business procedures are rarely black and white so employees ideally need a range of technological skills and understanding.

Physical limitations

There are obvious physical factors that may affect how a successful company manages its workers in regard to age. Elderly generations will by and large by physically inferior to their younger counterparts, and as such they will be less suited to roles that require physical exertions.

Luckily, most of the older generations of employee will have advanced to senior levels of management within the organisation they work for, and these roles reward based upon knowledge and experience rather than physical ability.

Modern ailments

Modern companies are faced with physical conditions that businesses of the past would not have had to confront. Complaints like RSI, or repetitive strain injury, have become more common since the widespread introduction and use of computer keyboards.

The desk environment itself can create a number of problems if the ergonomics of any particular workstation are not good. Back problems and joint problems can develop after long intervals of sitting incorrectly, and long durations of exposure to computer monitors can contribute to long- term eye impairment. Studies are on- going to look into the full scale of the impact of the contemporary workplace on the human body.

A modern office setting might have desk chairs and sundries littered dangerously around the walkways between working spaces.

Solutions

The management of generations in the workplace has received greater exposure over recent years and many additional companies have been made aware of the benefit of good generational management. This has spawned a number of new ideas and routines that are in one way or another aimed at developing the working relationship between the business and its workforce, no matter how old they may be.

If there are specific jobs within your business that are most appropriate for a particular generation then it is often beneficial to only get members of that generation to perform the job. This kind of specialisation requires good organisational management. It will also be necessary to pass the knowledge on from generation to generation when your workforce ages.

There are a number of ways in which your business can learn about managing several generations of employee. Seminars dedicated to the subject have become a more common event in recent times, and the amount of practical advice that can be obtained from these occasions can be of great benefit to your organisation.

There are also many resources available on the web that discuss the matter in greater detail, and draw together a range of unique ideas for tackling various scenarios. Every company has individual needs and a unique workforce so it may take time before you find the correct management approach for your organisation.

If setting your own administrators the job of learning about generations within the office does not seem appropriate there are many business gurus that now incorporate the idea of generational management into their practice. Employing their services may be the most prudent way to address your own business circumstances.

Conclusion

Different generations of worker can find it difficult to work together. They have grown up in distinct times and learnt about a world that has been constantly changing. There are not simply issues when it comes to the terminology used for communication, but matters of manners as well as etiquette.

Each generation is also stimulated by different things, and have come from various social upbringings. It will rarely be true that one solution can be used across numerous generations but it is also important to make sure that your business does not micro- manage the different age groups working for it. The company must do what is best for its own good results.

Contemporary organisations have a diverse range of skills requirements and these needs simply cannot be satisfied by just one of the generations discussed in this article. As is so often the case, the route to success depends upon finding a balance between the generations- utilising the advantages, mitigating the weaknesses and motivating accordingly – through educated and empathetic direction.

The New Golf Swing

Golf is a sport steeped in tradition, and for that very reason, changes in the game are always made very slowly. So the modern golf swing has not gone through much change over the years since Ben Hogan’s diminutive frame and little book defined what a good swing should look like.

All that may soon be changing, though. A couple of respected golf instructors have developed a new golf swing after 20 years of research using real people, science and the latest computer technology. The new swing is called Stack and Tilt. It is so named because you stack all your weight over the ball and keep it there throughout the swing. The only way to effectively do this as your body is swing the club in an arc around yourbody is to “tilt” your torso toward the target.

By keeping the head directly over the ball trhoughout the swing, the golfer mainatins excellent balance and hits the ball with a precise, descending blow which rockets the golf ball off the clubface in an explosion of power. All this is done without the need to take a full backswing.

This swing is simpler, has less moving parts and forces you to hit the ball with a descending blow. A traditional golf swing has many moving parts and each motion is another opportunity for power “leaks” if not done absolutely correctly. By having fewer moving parts, there is less chance that the swing power is wasted in other areas, so all of the force is delivered to the ball.

Much of the stack and tilt golf swing seems to go against everything you’ve ever learned about swinging the club, and that can make it difficult to switch. Old habits are hard to break. But if you take the time to learn the new swing, you may find that it provides everything you need for a super consistent swing and added distance.