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... exhibit a few positive qualities, such as intellectualism. That is why they are usually regarded by their coworkers as more sophisticated than themselves. We can say that the Great Generation had only possessed the strength of character; baby-boomers had both the strength of character and intellectualism, while Gen-Exers have only intellectualism.
This, of course, can only be applied to the people of European descent, since minorities failed to become fully integrated in Western society, although they actively work on producing their own sub-culture. Such popular perception of Generation X, along with the fact that more than a half of workforce in America consist of them, caused managers in many companies to apply a special approach, when it comes to hiring Gen-Exers. Gregory Smith points out that: Generation X employees want, and expect, their employers to hear what they have to say. They want to understand the big picture for the company and how this influences their employment and growth. They are creative thinkers, independent, results oriented and bring with them a healthy dose of skepticism (Smith).
Todays managers are facing the fact that it is not the employees that are to adjust their world views, upon hiring, but the other way around. That is why many companies employ progressive hiring methods. That is, they base their professional requirements for workers on recognition of employees individuality. I personally doubt that this approach can prove to be effective in the long run.
This is because, in order for the teamwork to be really productive, it needs to combat the individualism, on the part of those who participate in it. In army, there are no right way or wrong way there is only army way. The commercial institution, of course, is not the army. Nevertheless, it is the company with well defined structural hierarchy that proves to be the most competitive. From this prospective, the value of highly intellectual but undisciplined employee would be more than doubtful.
Peers seem to have better time handling Gen-Exers. This can be explained by Gen-Exers tendency to overlook weakness in others. Yet, they can be really strict, when it comes to dealing with subordinates failure to follow the routine, designed by Gen-Exers. While considering themselves a Liberals, they can become utterly intolerant when people do not stick to their point of view. The racial diversification, which affected Generation X to a greatest degree than any other, can serve as a partial explanation to this. Dog breeders know that the most ruthless and aggressive dogs are born as a result of intermixing of different dogs' pedigrees.
The same principle applies to humans. Generally speaking, Gen-Exers are deprived of much of nobility, as a part of their character. The next generation is going to be even worse, in this respect, as multiculturalism continues to undermine the strength of this country from within. Effective Managing Methodologies Although Gen-Exers gained themselves a reputation of unruly and complicated folk, they can be effectively managed, if proper methodology is applied.
Present managing styles can be divided on authoritarian and democratic. But it is very important to educate managers that there can be no good or bad management approaches, everything depends on particular circumstances. For example, the authoritarian management style cannot be very effective in company, where the bulk of employees are Gen-Exers, as it will have a negative impact on the effectiveness of their performance. Yet, if we talk of what would be the best management style with non-qualified workers, itd be different matter. Most of these are new immigrants from Third World countries, with totally different work ethics. Delegating them with certain rights is a mistake, as they would simply abuse it, as practice throughout America shows.
We constantly hear that Gen-Exers lack loyalty. If closely analyzed, this claim loses much of its validity. The modern economy creates the situation when the real loyalty, on the part of Gen-Exers, cannot be found, since theyre not motivated in expressing it. Their lack of motivation comes as a direct result of lack of reward. The social factors that need to be considered, while dealing with Generation X employees, are based on the specifics of their existential mode.
While baby boomers sought the security within organization, Gen-Exers seek it within themselves. It is only when they can come out of their protective psychological shell that their full potential can be realized. Thats what potential employers need to keep it in consideration. Having Gen-Exers as an employees, will require managers to simply assume the role of kindergarten's psychologists, in order to address the mental needs of its grown-up workers.
Also, Gen-Exers instinctively expect the promotions to be based on the quality of their performance, rather then on longevity. In my opinion, the best tactics that employers can apply, when dealing with this aspect of Gen-Exers personality, is giving them a very hard task to accomplish. If the outcome is positive, it will enable Gen-Exers to receive promotions at much faster pace, without creating a conflict situation within the company, since it is going to be obvious to everyone that only their extraordinary working qualities enabled Gen-Exers to be treated differently than others. Also, such tactics will allow Gen-Exers to gain much needed self-respect. There is much being said about Gen-Exers lack of respect towards the authority of any sort. But it can be largely explained by the fact the authorities themselves had lost much of its leadership qualities.
In a way, were dealing with a closed circle situation Generation X will not respect the authority that considers this generation as special and gives it a slack, because Gen-Exers instinctively sense the lack of decisiveness, on the part of those who suggest that the special approach must be employed, while handling Gen X employees. Yet, if Generation X mental characteristics were not being considered by companys management, Gen-Exers are likely to withdraw in themselves, with a secret thought of looking for more progressive company, which might offer them better opportunities for the self-expression. As practice shows, usually when such employee leaves, it can hardly be considered as a big loss for the company. Still, a high employee turnover negatively impacts company's competitiveness. Therefore, managers sometimes do not have another but trying to reduce it at any cost.
The biggest mistake of contemporary sociologists is that they talk of the concept of Generation X as something unchangeable. In other words, even by the time Gen-Exer reaches 70, he will still be expressing negative attitude. This, of course, is not the truth. People change their views and opinions throughout their lives. The only one thing that appears, as not being affected by the socio-political developments in every country, is peoples respect to those who have the stamina to impose its will on them, regardless of whether they belong to baby boomers, Generation X or the Great generation. That is why; I think that the classical managing approach towards Gen X employees can only be ineffective when its indecisive.
But even if its considered to be retrogressive, it will still prove to be effective, for as long as managers are not afraid to exercise authority. Just like many women, who defy male's authority, while subconsciously craving for it, Gen-Exers secretly dream of being able to work under leadership of strong individual. It doesn't take a scientist to realize that Generation X is the most feminine of all. One only need to attend a barber shop and to see men in age of 25 - 30 dying their hair, to recognize the correctness of this statement. This doesn't apply to female police officers, because they are essentially a males, trapped in female bodies. But it is a fact that majority of male Gen-Exers are definitely less masculine than their fathers.
This is why they express the signs of female behavioral pattern moodiness, tendency to become hysterical, irrationality. But they also become quite content, once they realize that their boss will not put up with their nonsense. Conclusion Even though, Gen-Exers had been corrupted by post-modern Liberalism, they nevertheless still live in capitalist society, where the value of money is still the driving force behind politics, culture and even religion. Therefore, just like baby boomers, they associate the success in life with earning a lot of money.
This is something that managers in every company need to keep in mind. To make Gen-Exers employees happy, they simply need to be given more money and maybe a bit of imaginary independence, which would enable them to consider themselves as truly special and unique. Managers simply have to deal with the fact that Gen-Exers posses the biggest ego, comparing to the representatives of other generations. Once, managers realize this fact, it will be much easier for them to turn moody and unruly Gen-Exers into a businesslike workforce. Issue them a T-shirts with their name on it, send them a birthday postcards, invite them to participate in corporate parties all these things can greatly reduce Gen-Exers' anxiety over their inability to make executive decisions and to boost their ego. It can also serve as inexpensive tool of suppressing a popular discontent among them.
Baby boomers are known for their resolute stance, when it comes to defending their professional privileges. The mass strikes, which paralyzed the normal functioning of American society, were not an uncommon thing in seventies and eighties. Yet, the best thing, which Generation X was able to come up with, protesting the injustice in the field of employment, is some angry articles in Liberal newspapers. This is the classical situation of social stagnation: when workers are too corrupted to effectively defend their rights, while capitalists are also too weakened, by the numerous moral considerations that prevent them from imposing their will onto employees.
In my opinion, there is no doubt that the Generation X is different from others in many ways. But it does not automatically grants it with the right to defy the authority on purely irrational grounds. So far, the commercial institutions could not come up with the better way to manage employees than the method of stick and bone. Managers must understand that the application of bone, as the motivation, can only go so far. Yet, if working personnel, consisting predominantly of Gen-Exers, becomes unruly, or too ineffective, it signifies the time of when the stick needs to be applied. The concept of Global economy offers a really effective method of dealing with Gen-Exers moodiness and unwillingness to work companies can simply move their production lines to China, where workers are happy to work for as low as 1 dollar a day, without being concerned about how to make this world a better place to live.
Here are some essential rules about how to deal with Gen-Exers employees: 1) Provide them with good salary and social benefits, 2) Create the illusion that they participate in making decisions by encouraging them to submit their opinions about how business should be run in written form 3) Create the team atmosphere at work place, 4) Create the illusion that boss favors them above everybody else, by making him to shake hands with Gen X employees, while the same privilege is denied to others, 5) Insure their loyalty by helping them with purchasing a real estate, which is going to be taken away from them, in case they decide to leave the company. These are, of course, just a general recommendations. The matter of insuring loyalty and hard work, on the part of Gen X employees, is the subject of improvisations. Bibliography: Anders.
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