New generation and old generation people are really two different groups that exist in a company, and it looks like a business needs a comprehensive consideration to accommodate these two different groups and to encourage, make both them satisfied with the work environment, but, how to do, and, what are the issues for the business manager need to study?
Dear Hsiang Ru Chen
There are certainly generational gaps in relation to the way we see and understand the world, but in the workplace (with some exceptions) such differences do not exist in the way we believe they do. For example, sales are sales, whether they are done door-to-door or through social networks, in any case, you have to know the customers and their needs. Keeping the accounting books is the same whether they are done by hand or by systems, yes, one is more efficient than the other but they must follow the same rules. The same happens with logistics, marketing, construction, and many other activities.
Additionally, it is a myth that the new generations are more prone to the use of technology and that the previous generations are not, people like Bill Gates and many others who were in the boom of technological development, more than half a century ago, have continued making contributions regardless of age.
However, for the company, these differences should not be a problem, they are an advantage, and the company must simply be nourished by them to create an eclectic environment, as it has always been and as it will always be, since each decade a new generation appears and companies like IBM, for example, have successfully worked with at least 10 of them.
I hope this helps.
Dear Manager Hsiang Ru Chen
In the beging of any discussion seems that It may be hard and struggle to decision making about two different generations with two different cultures in the work environment because we have no information about the Structural variables and cultural variables of the human resources in your company’s. Actually, the human resource is a social capital in every company that People are playing with each other. Geert Hofstede Professor in the book: cultures and organizations spreadly addressed to the rules of the social game. These rules include of : Different Minds but Common Problems.Culture as Mental Programimig, Culture consists of the unwritten rules of the social game. It is the collective programming of the mind that distinguishes the members of one group or category of people from others. Culture is learned, not innate. It derives from one’s social environment rather than from one’s genes. Culture should be distinguished from human
nature on one side and from an individual’s personality on the other (seeFigure 1.1), although exactly where the borders lie between nature and culture, and between culture and personality, is a matter of discussion among social scientists.
Human nature is what all human beings, from the Russian professor to the Australian aborigine, have in common: it represents the universal level in one’s mental software. It is inherited within our genes; within the computer analogy it is the “operating system” that determines our physical
and basic psychological functioning. The human ability to feel fear, anger,love, joy, sadness, and shame; the need to associate with others and to play and exercise oneself; and the facility to observe the environment and to talk about it with other humans all belong to this level of mental programming. However, what one does with these feelings, how one expresses fear, joy,observations,and so on,is modified by culture.
Your point of view is so great, and the relevant points are things that I haven't thought deeply about before, thank you very much.
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