Case Study

Case Study

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Report should cover the following:

1. Brief Overview (Describe the Company and issues discussed). Why understanding the concept is important in organizational settings?

2. Key Issues (Symptoms/Problems)

3. Alternatives (A set of strategic alternatives that have a potential to solve the problem)

4. Evaluation of Alternatives (How well does the alternative address the issue stated? / List the pros and cons of each alternative)

5. Provide your recommendations and suggestions.

6. Conclusion

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Jubail University College

Department of Business Administration

Semester 402

Homework No: 1 Section No: 201
Course Code: BUS 313 Course Name:

Organizational Behavior

Student Name Student ID
1. Dalia Farah 371200267
2.Raneem Alshammari 371200400
3.Abrar Alnassar 36120361
4.Reem Althawadi 371200045
5.Roua Alammash 371200113

 

 

 

 

 

 

Lecturer: Ms. Sarah AlQurzai

Organizational Behavior-Case Study

 

Brief Overview

Rebecca Knight succinctly discusses the concept of generational gaps within an organization. She notes that soon five generations will be sharing the same office space in corporations that will come with its set of challenges (Knight, 2014). Knight postulates that managing such multi-generational workplaces is solely dependent on the managers. She notes that the bosses must create a harmonious and interactive environment to encourage the sharing of different knowledge and skills by employees of different generations (Knight, 2014). Knight also indicates that the modern workplace experiencing an interesting phenomenon whereby the younger are managing their older counterparts (Knight, 2014). In such a scenario, organizational differences and misunderstandings are set to become apparent if not correctly handled. The idea of handling multi-generational workforces is the main issue that manager grapple with every day in their organizations. Important to note, the different generations hold diverse views on various topic which makes their ideological differences to manifest. Interestingly, multi-generational workplaces experience the highest number of arguments from minor subjects. Differences in communication strategies male these organizations appear to be disjointed. Generational groupings are common which significantly affect the effectiveness of work operations.

Key Issues

Multi-generational workplaces have numerous issues, especially when it comes to the management of employees of different ages. For instance, the older generation may feel intimidated and frustrated when they are being led by people who they perceive to have little experience compared to them (Knight, 2014). On the other hand, the younger generations feel pressurized and insecure as they perceive themselves as less experienced or skilled compared to their older counterparts (Knight, 2014). Such differing perspectives bring about generational tensions among different colleagues. This phenomenon brings about various questions about the need to adapt organizational management to incorporate new concepts on managing multi-generational workplaces. An understanding of such issues in the management is essential especially as organizational leaders strive to create a harmonious environment for different generations. As previously noted, failure to address these generational differences in the workplace can have ripple effects on key operations of an organization. An in-depth understanding of these concepts in an organizational setting plays an essential role towards informing the management on the various leadership strategies to apply. Managing such workplaces require more than the common leadership styles to become effective.

 

Alternatives

Rebecca Knight provides a roadmap towards addressing the common challenges that emanate from multi-generational organizations. Important to note, the article seeks to help organizational managers, bosses, to manage the diverse workforces better. In the first alternativeFirstly, a manager of such a multi-generational organization should not focus on the prevailing differences among the various generations (Knight, 2014). He or she should not give preferential treatment to any generation. Knight notes that all employees have individual strengths and weaknesses regardless of their ages. Therefore, a manager should strive to know each employee individually and not under the tenets of generation. In the Second alternativeLastly, an organizational boss should create compelling opportunities for cross-generational mentoring (Knight, 2014). Coupling young and old employees together encourage the sharing of skills and knowledge, which is healthy for an organization. A young employee could be tech-savvy but lacks the necessary communication skills which an older employee has although technologically behind. Pairing such individuals will allow each to learn from the other, contributing to organizational success.

 

Evaluation of Alternatives

All the alternatives significantly address the challenges associated with multi-generational workplaces.

Pros of First Alternative

Notably, when managers do not dwell on generational differences but seek to understand the workers individually, the management of different generations becomes easy (Bejtkovský, 2016). In management, it is prudent for the bosses to have an individual understanding of every employee for maximum productivity. This way, the manager can easily note the strengths of a certain workers and encourage him or her to capitalize on them for optimum productivity. Similarly, when a manager observes the weaknesses of an employee, he or she can create an action plan to help the worker advance and improve on the weak areas.

Cons of alternative 1

Despite the benefits of this alternative, it has its limitation. MarkedlyOn the contrary, it may not be possible for a manager to know each employee individually, especially in large organizations (Bejtkovský, 2016). Some organizations or departments have hundreds of workers which might be hard to know each of them personally. This challenge affects the effectiveness of managing multi-generational organizations. There have been numerous concerns over how this alternative can be adapted to guarantee the desired results. However, there has been little progress in the field to date as the recommendations tabled are mainly costly to implement. This hindsight makes it hard for the alternative to be fully adopted by the management.

Pros of alternative 2

FundamentallySecondly, creating opportunities for cross-generational mentoring is effective in managing such workplaces as it helps in the sharing of knowledge among the different workers. It is effective as young workers learn from their older counterparts and vice versa. Previous studies have continued to laud this move as it is increasing productivity of different generations within an organization. At the same time, this move emphasizes the importance of having different generations at an organization. The managers achieve this by pairing employees from different generations and scheduling meetings or sessions where they collectively share ideas on different subjects. A notably challenge with the young generations is communication whereby they lack the right communication skills. The mentorship programs are effective as they address this issue by having the younger employees learn from their older counterparts.

Cons of alternative 2

Aligning the mindsets of the younger generationsHowever, aligning their mindsets to be open to learning from their older peers can be challenging due to their held misconceptions about them (Bejtkovský, 2016). For instance, in the event when the manager is a young person, it would be difficult to convince him or her to learn leadership or communication skills from the juniors who are old.

 

Recommendations

· Bosses should focus on understanding individual strengths and weaknesses than generational profiling.

· Managers should increasingly focus on organizing team building activities to foster productive relationships among the different generations.

· Managers should focus on having a rotational mentorship program to promote the sharing of information across the teams.

Conclusion

Notably, managing multi-generational teams is the most common challenge managers are increasingly grappling with in recent times. However, adopting the right organizational management skills is an effective way of managing this workforce for the success of an organization. Understanding of individual strengths and weaknesses together with fostering cross-generational mentorship programs is a powerful way of capitalizing on the diversities of the employees for the company’s growth.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References:

 

Bejtkovský, J. (2016). The current generations: The baby boomers, x, y and z in the context of human capital management of the 21st century in selected corporations in the Czech Republic. Littera scripta9(2), 25-45.

Knight, R. (2014). Managing people from 5 generations. Harvard Business Review25(9), 1-7.