Challenge for Managers in the Workplace - Essay Example

Management Issue Paper Business organizations are coming to terms with the fact that challenges must exist for the organization to know its strengths, as well as its weaknesses. The challenges that are arising in most organizations, which largely stem from globalization are proving no walk in the park for most managers. They experience the mission of having to change and conform to the evolving times, or end up being eliminated in a particularly aggressive business field. This ultimately leads to changes in the way an organization is run. The challenges that exist in the workplace require a leader that can dial down and up the required techniques so as to allow everyone to feel accommodated in the workplace (Glicken and Robinson 127). This is while guaranteeing the organization’s success. This paper will examine such challenges, and how managers are forced to change to solve such problems, lest they fall victim to an ever-changing business environment. Business leaders need to work on their strategies to ensure they stay afloat in an environment that requires innovation, brilliance, and sharp minds. This means that, business leaders must always change and reinvent themselves with the hope of remaining relevant to their organizations. This may be through helping to attain the organization’s targets and goals, hiring a task force that may manage to keep up with the changing times, uphold the organization’s code of ethics, and most importantly; be a leader. However, challenges and issues arise in and outside the organization that require immediate intervention from managers. Generational differences in the workplace are one such external issue managers have to contend with regularly (Glicken and Robinson 136). Challenge for Managers in the Workplace Tension and interesting dynamics are often created in the workplace due to generational differences. Everyone interested in joining the business world has to come to terms with the fact that a specific generation, for example; the baby boomers, is not retiring as expected. This means that a backlog is created as the new generation of business minds interested in joining the business environment is left out when managers opt for experience over change. Those who manage to make it into such business organizations have to face the fact that their input is limited, and may only go as far as the older members of the organization dictate. Innovative ideas that may be fresh from university or college have to take a backseat as older organization members dictate the terms of their operations (Goad 99). Generational differences in the workplace may be an issue that affects some, if not all organizations. The proposal to have a specific age limit in the organization is often met with resistance, and sometimes leads to significant conflicts that affect the overall performance of the organization. The transitions that are taking place in most organizations require steadfast leadership that is keen on putting the organization in the frontline, rather than the feelings and thoughts of a few individuals. The gaps that are present in the workplace form the basis for most misunderstandings as there are clear divisions between the different age groups present (Goad 122). This creates conflict, which means that the organization’s culture does not revolve around the ethic of care and compassion. Why this is a problem for managers and how it impacts the business Managers in an environment where there are so many sets of values, work styles, and expectations require the skill-set to be leaders, and not just organization heads. In this environment, they are meant to act as mentors where teaching, and not telling, should be the manager’s approach. Some of these critical skills are aimed at bringing out the best in people who work in that organization. However, when faced with such a challenge, managers tend to shy away from their functions. It becomes next to impossible for them to manage their employees, especially those who might be their age mates or older than they are. The intergenerational gap works to create conflict that may not be easy to fill as it takes time for the older, more experienced employees to warm up to the 20-something year olds joining the workforce (Goad 136). This could be a problem that stems from insecurity from the older employees as they view young people as threats to their livelihood. Training and ensuring new employees learn trends in the workplace, therefore; becomes more difficult. The implication of such actions is the lack of connection and preparedness among all employees, which may result in the lack of fruition of organization goals and objectives. Managers are then reproached by their seniors on the lack of leadership that the organization faces in the face of competition and organization targets. Sometimes, the lack of responsiveness between the groups present may lead to the collapse of a business as it fails to come to an understanding of what best suits the organization, in terms of its business operations, its culture, and its stakeholders (Goad 143). It is difficult for managers to lead, motivate, and engage with employees in a multigenerational setting. An example of a situation is if the manager happens to be younger than some of the employees in the organization. Respect from the older generation in the workplace may be something the younger may have to earn, and this is gained after a lot of effort. All the generations present are represented in the workplace. The changing trends require that most managers have something for everyone, lest they start dealing with a host of disgruntled employees in the organization (Wirick 76). Solutions to the Multigenerational differences The multigenerational differences in the workplace can be managed. For starters, managers can assess the situation of the generations represented in the workplace. The population of all generations must be measured to ensure the working environment can hold the employees. After such an assessment, managers are required to maximize the relationships that develop between the generations. This is to provide the organizational culture that is required to provide the deepest levels of motivation and engagement (Wirick 83). One way managers can accomplish this is through the coaching skills that most managers should have in their repertoire. They need to come together to teach and lead, rather than tell and dictate to employees what needs to be done. The manager’s adaptability is another way in which they might address the gap between employees. The behavioral differences that exist can be tailored in a manner that favors all employees. This can be done by modifying the communication channels that exist in the workplace (Wirick 92). Employees in each generation have their unique characteristics. Modifying one’s leadership style to suit the new working environment, in my opinion, is the best approach a manager could use. Addressing or talking to all generations present in the workplace one at a time may bring focus to the issue that surrounds this challenge. Everyone is keen on representing the organization positively so as to achieve the goals set. Having such discussions would be crucial, and managers should incorporate these talks whenever a new wave of employees is set to come into the workplace. In conclusion, the management of a multigenerational workforce in the business field could lead to the dominance of an organization, and the successful adoption of a culture based on ethic care and compassion. Moreover, the appropriate management of all generations in the workplace could act as a catalyst for greater and tremendous collaboration, more productive relationships, and the generation of new and more innovative ideas (Hatum 101). The differences and similarities between the generations represented could mean that managers have an uphill task of ensuring that their organizations maintain the workforce within their organization. This might bring into perspective the strengths that multigenerational relationships can have on an organization, which aim at improving the quality of work from the organization. Works Cited Glicken, Morley D. and Robinson Ben. Treating Worker Dissatisfaction during Economic Change. New York: Bantam Books, 2013. Print. Goad, Tom W. The First-Time Trainer: A Step-by-Step Quick Guide for Managers, Supervisors, and New Training Professionals. Oxford: Oxford University Press, 2010. Print. Hatum, Andres. The New Workforce Challenge: How Today’s Leading Companies are Adapting for Future. New York: John Wiley & Sons, 2013. Print. Wirick, David. Public-Sector Project Management: Meeting the Challenges and Achieving Results. London: Macmillan Publishers, 2011. Print. Read More