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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000004807909 | HF5415.127 M47 2002 | Open Access Book | Advance Management | Searching... |
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Summary
Summary
Explains the author ?s concept of ?cohorts?, a new way of looking at age groups by examining what affected people in their formative years of 17-21. Outlines the seven generational groups that are currently affecting the workplace'and the new ones that are emerging. Presents new managing models and practical advice, based on the author's experience with Fortune 500 companies, for working effectively with various age groups. Discusses key physical, socioeconomic, and emotional factors that influence a particular generation's behavior or profile.
Reviews 1
Choice Review
Written by a marketing professor and two marketing consultants, this insightful book discusses how to motivate and inspire employees from each of five specific generational cohorts: postwar (WW II) employees, leading-edge baby boomers, trailing-edge baby boomers, Gen-Xers, and N-Gens. Based on research into generational cohorts conducted by two of the authors, this volume examines the motivations and turnoffs characteristic of the various age groups in the workplace and explains which managerial techniques and performance enhancing incentives are likely to work best with each group. The authors assert that the values of each generation were largely shaped by "defining moments" such as the Kennedy assassination, the Vietnam War, etc. Throughout the book's 14 chapters, they utilize anecdotes and examples as well as detailed demographic information to help readers better understand how to manage employees from a particular generational cohort. The authors also describe "flashpoints" of conflict between cohorts and how to overcome them. This is a well-written, easy to read, informative review of how specific age cohorts differ. Managers/professionals will find the insights both interesting and helpful--albeit understating the importance of individual differences--in managing people. ^BSumming Up: Recommended. Research, faculty, and professional collections. T. Gutteridge University of Connecticut
Table of Contents
| About The Authors |
| Prologue |
| 1 Trouble Brewing |
| Loyalty On The Decline |
| The Changing Nature Ofwork |
| A Tough Business Environment For Managers |
| The New Diversification |
| The Value Of Cohort Analysis |
| The Long Shadows Of Defining Moments |
| Seven American Cohorts |
| From Reactive To Proactive |
| 2 Many Workers, One Workplace |
| Defining Moments Define Values |
| Unchanging Values Arewhat Create Cohorts |
| The Cohort Effect Creates Flashpoints In Theworkplace |
| Other Factors Also Affect A Cohort's Profile |
| 3 Using Cohort Analysis |
| One Size Doesn't Fit All |
| Creating Collaboration Across Cohorts |
| Applying Cohort Analysis To Ease Flashpoints And Create A Culture |
| Using Generational Cohorts As A Recruiting Tool |
| Using Cohort Analysis To Understand Individuals |
| Exploringwork-Related Values And Attitudes |
| Profiling Your Employees |
| Applying Your Results |
| But what About That Brewery? |
| Conclusion |
| 4 Ghosts In The Corporate Attic |
| Uncovering The Hidden Influence Of The Ghost Cohorts |
| Understanding The Impact Of The Ghost Cohorts |
| Meet The Ghost Cohorts |
| Struggling To Change |
| Inviting The Ghosts Back In |
| 5 Understanding Your Postwar Employees |
| Broken Stereotypes |
| An Olderworkforce |
| The Search For Meaning |
| Women In Theworkplace |
| From Sacred Cows To Sacrificial Lambs |
| The Postwar Cohort Today |
| Postwar Defining Moments |
| Postwar Values |
| Lifestages |
| Emotions And Affinities |
| Physiographic Profile |
| Unique Strengths |
| The Structured work Path And Postwarworkers |
| Future Outlook And Conclusion |
| 6 Understanding Your Leading-Edge Baby Boomer Employees |
| Two Separate Baby Boom Cohorts |
| The Newer, Gentlerworkplace |
| Disappointment And Change |
| The Leading-Edge Baby Boomers Today |
| Leading-Edge Boomer Defining Moments |
| Leading-Edge Boomer Values-A Dramatic Shift |
| Lifestage.Emotions And Affinities |
| Physiographic Profile |
| Unique Strengths Of Leading-Edge Boomers |
| The Individualistwork Path And Leading-Edge Boomers |
| Future Outlook And Conclusions |
| 7 Understanding Your Trailing-Edge Baby Boomer Employees |
| Unmet Expectations |
| The Trailing-Edge Boomers Today |
| Trailing-Edge Boomer Defining Moments |
| Trailing-Edge Boomer Values |
| Lifestage.Emotions And Affinities |
| Physiographic Profile |
| Unique Strengths |
| The Individualistwork Path And Trailing-Edge Boomers |
| Future Outlook And Conclusion |
| 8 Understanding Your Generation X Employees |
| From Mcjobs To Reengineering |
| The Generation X Cohort Today |
| Generation X Defining Moments |
| Gen-X Values.Lifestage |
| Emotions And Affinities |
| Physiographic Profile |
| Unique Strengths |
| The Excitementwork Path And Gen-Xers |
| Future Outlook And Conclusion |
| 9 Understanding Your N Generation Employees |
| Life Is A Beach |
| The N Generation Cohort Today |
| N-Gen Defining Moments |
| Values And Concerns |
| Lifestage.Emotions And Affinities |
| Physiographic Profile |
| Unique Strengths |
| The Teamwork Path And N-Gens |
| Future Outlook And Conclusion |
| 10 Managing Cohort Flashpoints |
| An Expanded View Of Diversity |
| Diversity And The Dot |
| Com Debacle.Managing Flashpoints |
| Some General Thoughts On Managing Conflict |
| Conclusion |
| 11 Rethinking Employee Motivation |
| Crave excitement? Try fishing! |
| When one size doesn't fit all |
| Customers aren't Always Right |
| Why Peoplework |
| What Motivates Each Cohort.Motivating Each Cohort |
| Creating Fourwork Paths |
| Conclusion |
| 12 The New Leadership Essentials |
| Task Orientation And People Orientation |
| Eight Leadership Styles Defined |
| The Failure Of Leadership Traditions |
| Four Paths To Leadership |
| Conclusion |
| 13 Creativity And Innovation In The New Workplace |
| Balancing Innovation And Production |
| Combining Creativity Andwork Paths |
| Defining The Four Roles In The Creative Process |
| Connecting Roles To Cohorts |
| Expanding Creative Capacity |
| Using Your Inverse Role |
| Conclusion |
| 14 Preparing For A Profitable Future |
| An Emerging Cycle? |
| A Big-Picture Solution? |
| Parting Thoughts |
| Epilogue |
| Appendix: The Background Of Generational Cohort Theory |
| Index |
