This paper is to identify possible sources of intergenerational friction, and to describe how this differences could be managed in occupational setting. Today is the time when multiple generations are working side by side. Each generation has some distinctly different expectations and perceptions about what their working environment will provide and how they should behave as employees. Therefore, many organizations today are challenged by intergenerational issues they have never experience before. It is important to understand that each generation is protecting a distinct set of values (Penttila, C., 2009). For example, mature generation don't like to be micromanaged, but they value teamwork and cooperation. At the same time they tend to treat younger employees the way they treat their children as well as constantly remind others how things were in their day. These employees represent a huge base of knowledge and talent in organizations, and expect the security of long-term employment (Manion, J., 2011.) In contrast, younger workers appear to only be in it for themselves. They crave specific, detailed instructions about how to do things and are used to hovering authorities. They struggling to gain the respect of older workers who are subordinates, and prefer to make a unilateral decision and move on individually. These employees have grown up amid more sophisticated technologies, and multitasking is easy for them. They tend to be practical, focused, and future oriented (Erickson, T.J., 2009).
The first step towards creating an environment where generational differences are understood and appreciated is to recognize those differences. It is impossible to change people's life experience, but the set of workplace attitudes and expectations that come from it could be turned into benefits. It is important to provide employees with opportunities to discuss their differences and similarities (Wolski, C., 2011.). They can learn a great deal by sharing their...
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