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Undutchables Generation management

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Full presentation about Generation and Culture Management.

Published in: Career
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Undutchables Generation management

  1. 1. Speakers Kirsten Jansen – Communication Manager Gyuri Vergouw – Owner Vergouw Consulting
  2. 2. To get the best out of my team, I have to take into account the generation- and cultural differences of my team members.
  3. 3. Talking ’Bout My Generation Making Intergenerational Management Work Breakfast Meeting Undutchables Gyuri Vergouw MSc MMC
  4. 4. Discussion • Generation management has been dominated by the ‘Anglo-Saxon-School’ which up till now has underestimated the big generational differences between cultures and regions (i.e. China, Russia, Africa).
  5. 5. Summary • How can we define and identify a generation? • What different kind of generations do we see? • Are there generational differences between the Anglo-saxon, the Eastern European and the Far Eastern World • What is the best way to manage these differences between generations?
  6. 6. Definition • Karl Mannheim, German-Hungarian Sociologist (1928): Das Problem der Generationen. • Being born in the same time is not enought to define a generation. • Only when young people undergo the same cultural influences, the development of a generational unit will take place. • This also means that existing cultural paterns should be disrupted.
  7. 7. Disclaimer • Generationmanagement is not an ‘absolute’- science • Qualitative versus Quantitative Research • Different definitions, different divisions in era’s, different names, different viewpoints • Domination of Anglo-Saxon world • Research: business-literature, internet, interviews
  8. 8. My Grandfather in 1936 • Board of Amsterdam Society of Catholic Contracters (meeting transcript): • Mr. Jansen: ‘The younger carpenters do not even know how to handle a hammer’ • Mr. Vergouw: ‘We should help them and teach them and then everything will be allright in the end. We cannot expect them to know everything from the start and maybe they have ideas of their own. I believe we should have more traineeships in our business’. • (My grandfather started as an apprentice-carpenter in 1911 and became a contracter in 1923)
  9. 9. Generational Divide
  10. 10. Generational Divide Generation V Millenials Sandwich generation Generation X Silent Generation ‘Me’-generation Generation Y Generation YEP Stalinistic generation Generation Z Traditionalists Khrutchev Thaw generation Sreenagers The War and PRC Generation Pride and Patriottism generation Echoboomers The Cultural Revolution Generation Perestroika and Glasnost generation Linksters Recovery generation Free market generation
  11. 11. Some Stats • 6 out of 10 current students say they are not considering a career in business, 48% say they have not been encouraged to do so • Approx. 60% of business decision makers give college graduates a C grade for preparedness for first job • 68% of corporate recruiters say it is difficult for their organisations to manage Millenials • 74% of non-Millenials agree that Millenials offer different skills and work styles that add value to workplace
  12. 12. Traditionalists 1925-1945 • The Silent generation • Rebuild the country • Only small part still works (RvC/DGA) • Conservative • Traditional • Loyal to country and employer • Respect authority • Good teamplayers • Do not initiate conflict Baby Boomers 1945-1955 • Still in key positions • Part has to stay on board longer • Creating commitment • Structuring • Idealising • Status • Visionaries • Culture of meetings • Political players • Achieved what they wanted Generation X 1956-1970 •Caught between babyboomers and pragmatic generation •Adapting •Personal development •Quality •Building bridges •Sceptics •Short term orientation •Family oriented •Did I achieve what I wanted Pragmatics 1971-1980 •Take over position of baby boomers •I want and I can do anything •Selfassured •Interactive •Work-Life Balance •Direct & Enrepreneurial •Resultdriven •Innovation above hierarchy •Open and constructve team spirit Screenagers- Generation Y Millenials 1981-2001 •There here! •Multitaskers •Inventing oneselve •Seeing (Screening versus reading •Me-Inc. •Focus on strenghts •Do not like control/steering •Fun •Superficial •Personal development Generation Z - 00? • >2001 onwards Anglo-Saxon Generations
  13. 13. Generation Z Quotes • ‘I saw on Facebook that daddy is single again; mommy did not know that still’ • ‘Not being connected is like a severe punishment, I really can’t cope with that’ • ‘After you finish school you find a job at a company you really like’. • ‘I am going to change the world; really, social media can do that’
  14. 14. Generatie Z • Digital Natives • Play games / Gaming to get a job • Live in an information-economy • Pragmatic view in a changing world: move of powercentre to BRICT • Global talent shortage • Focus on depletion of natural resources • Distrust business (financial crisis; privitization)
  15. 15. Stalinistic Generation 1925-1953 • Hard working • Fatalistic • Enduring • Practical attitude • Affiliating with the right people • Fear Khrutchev Thaw Generation 1953-1961 • Liberalisation of some politics • Opportunities fr the bst and brightest • Pride and Patriottism Generation 1961-1970’s • Strong sense of competition • System selected who advanced in scece and education and politics • Leadership in the world (Yuri Gagarin) • Possessive mothers as result from war Perestroika and Glasnost Generation 1980’s-1990’s •Independent •Self-reliant •Hyper responsibility for caring for parents •Entrpreneurial •Willing to assume risks •Eager to generate wealth quickly •Pragmatic •Short term focus •Able to deal in chaotic circumstances ‘Free Market’- Generation 1990’s-2000 • Economic downturn • Optimistic for the future • Seeing opportunities in more open economy • Hard working • Willing to sacrifice work-life balance for carrer advancement • Sense of immediacy Russian Generations
  16. 16. One very special Dutch generation!
  17. 17. Post WW2 / PRC Generation • 1945-1956 • Revolution 1949 • Rise of Communist Party/ Mao Zedong • Hyperinflation, destroys middle- class • After 1953 only growth of economy till 1985 (ex. 58- 62) Great Leap Forward Generation • 1956-1965 • Great Leap Forward (’58-‘61) • From agricultural to industrial economy • Collectivization • Private farming prohibited • Famine (’58-’62) • Closed economy Cultural Revolution Generation • 1966-1976 • Hard work • Urban to Countryside • Life time employment • Much economic activity halted due to ‘revolution’ • Chaos Sandwich Generation • 1977-1990 • Caring for both parents and children • Economic downturn is when GDP increases by only 8% • Tienanmen square students ‘Me’-Generation • 1990-2000 • Money first • Rich, happy and young • ‘naked resignation’ • Apolitical pagmatism • > 300 million under 30’s • Wearing Nike’s, drinking Starbucks et cetera • Proud of what has been achieved Chinese Generations
  18. 18. ‘Special’ Generations • Generation V: 40’s-50’s • Generation YEP: Young Ethnic Professionals • Linksters/Facebook Generation >1995 • Millenials = Generation Y = Echoboomers = Net generation = Next generation
  19. 19. Cultural Differences • Generation Y in BRIC: Focus primarily on money • Generation Y in western world: Focus primarily on personal growth • Generation Y in Arabian World: first to challenge authority, problem with finding balace between tradition and modernity.
  20. 20. What’s the Use? • Generation management teaches us to respect and make full use of differences between generations • To each his/her own • (Big) differences in engagement levels • (Big) differences in approaches • 1+1+1+1+1 = 6?
  21. 21. Tips to motivate Babyboomers • Make rewards and recognition known • Communicate in an open way. They count on your energy and dynamism. • Connect to and involve them during all phases of the decisionmaking process. • They are inspired by transparancy and democracy. They want to be involved!
  22. 22. Tips to motivate Generation X • Earn their respect– even if it takes some time before you will get theirs. • Do not control thm, offer them flexibility • Act with integrity and you will be able to close the generationgap. • Give surprise rewards for unusuals performances. • Fun is a serious business! Create a stimulating and productive workplace • Try a reversed mentoringprogramme, in which young employees help older managers so that they are able to use the latest technology.
  23. 23. Tips to motivate Generation Y • Lead! This generation has grown up under the guidance of parents who believed in ‘borders’ and are active rolemodels. They are sensitive to leaders with integrity. • Give structure and clear guidance and always clear procedures and approaches for reaching specific goals. Although they might seem selfassured, they do need the input of management. • Make metoring available. Generation Y likes to work with the older generation in a practical way. • Encourage and allow them to use the latest technology in the workplace. • Let them try new things. Give them projects from which they can really learn – they like the challenge.
  24. 24. Tips and Tricks • Do not focus (mainly) on the problems, focus on the added value of different generations within an organisation. • Make a generational division of the employees within the organisation. • Decide what the ultimate mix of generations within the organisation should be. To do so: focus on the nearby future. • Do you have the ultimate mix within the organisation?
  25. 25. Thank You For Your Active Participation! Gyuri Vergouw Msc MMC www.vergouw.com www.1minutemanager.nl vergouw@vergouw.com
  26. 26. Discussion - Understanding different generations and focussing on and using their specific talents is a major challenge AND opportunity for organisations - We have hardly scratched the surface of generations management. Managers should be more aware of its challenges and its implications.
  27. 27. Discussion • Generation management has been dominated by the ‘Anglo-Saxon-School’ which up till now has underestimated the big generational differences between cultures and regions (i.e. China, Russia, Africa). • In the setting of the Netherlands, a manager should take into account more than just the Anglo-Saxon view on generations.
  28. 28. Thank you We hope you have enjoyed this meeting and look forward to welcome you at one of our next events. www.undutchables.nl http://www.managementsite.nl/ Join us Linkedin Group – International HR Professionals in The Netherlands

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