I agree with the author on the six principles for managing generations successfully, which include asking people about their preferences and initiating conversations about generations (Canas, & Sondak, 2013). This is because they apply directly to real life. Different generations have different needs and preferences that is why it is important to initiate conversations and learn to know people better instead of stereotyping and delegating duties based on prejudice (Clark, 2017). This enables us to recognize the unique strengths of people, enhance flexibility as people will be accommodative and most importantly providing them with many alternatives of conducting their operations. When the different generations are offered many options, the workflow becomes more interesting, and people work in large numbers since it suits their needs and preferences thus a diverse workforce.
The multinational corporation where I did my internship had employees of different ages across the generation spectrum. The challenge the management faced was in disseminating information and instructions to the employees, given existing age differences (Canas, & Sondak, 2013). The older humans had their perspective and understanding of how things should be carried out while the younger generation also had their different ways of carrying out their duty. So the two generations could hardly work together as their manager understood the young generation better. This problem was encountered mostly when duties were delegated on their online platforms and emails, where the older generation could barely get access to ( Cusumano, 2015). The manager was then forced to use different ways of relaying information like having frequent meetings together with both groups which enhanced smooth flow and operation at work.
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In my previous organization, our leaders used to follow these principles for managing generations in a proper way. This assisted the organization positively and created room for smooth operating of the organization because the leaders took their time to understand each worker. By so doing they managed to deal with diverse generations hence different innovations and unique skills being applied at work.
References
Canas, K., & Sondak, H. (2013). Opportunities and challenges of workplace diversity . Pearson Higher Ed.
Clark, K. R. (2017). Managing multiple generations in the workplace. Radiologic technology , 88 (4), 379-396.
Cusumano, M. A. (2015). How traditional firms must compete in the sharing economy. Communications of the ACM , 58 (1), 32-34.
Roodin, P., & Mendelson, M. (2013). Multiple generations at work: Current and future trends. Journal of Intergenerational Relationships , 11 (3), 213-222.
