Aspects and Impacts of Generational Diversity This paper examines several aspects of generational diversity and its impact on law enforcement organizations. As the law enforcement profession prepares to move into the future it must also make ready for a changing of the guard, which will soon take place. The Traditionals and Boomers have been joined by two younger and vastly different generations of employees who bring new perspectives to law enforcement. This paper briefly discusses a few of the characteristics most commonly associated with each generation and how generational diversity will: ƒ¶ CREATE CHANGE IN LAW ENFORCEMENT ORGANIZATIONS. ƒ¶ AFFECT RECRUITING ACTIVITIES. ƒ¶ AFFECT HOW TRAINING IS VIEWED BY MANAGEMENT AND PERSONNEL. ƒ¶ REQUIRE NEW SKILLS AND MANAGEMENT TECHNIQUES TO MOTIVATE A DIVERSE WORK FORCE. ƒ¶ RESULT IN CHANGING THE DYNAMICS OF LAW ENFORCEMENT MANAGEMENT AND CULTURE. Managing generational diversity will be a challenge that will have a tremendous impact on the future of law enforcement. Organizations will adapt out of necessity, to meet the challenge of successfully integrating four generations. EXECUTIVE SUMMARY Generational diversity is an emerging issue for law enforcement. Today¡¦s workforce is different from any other in history now that four generations are working side-by-side. Law enforcement managers will have to learn to recognize the changing dynamics of personnel and develop strategic new approaches to old problems. Traditionals were simply grateful for jobs and focused on stability, they were not inclined to question authority. Boomers inherited the need for stability and wanted a better life; many focused so much energy on work that it became their identity. Generation X was the first group to question authority, they want to be involved in the decision making process and are unwilling to wait until retirement for their rewards. Generation Y also wants to be more involved in decisions, have more flexibility, and like Generation X see work as the means to support their lives, not as a basis for self-image as the Boomers did. Creative new recruitment and motivational techniques become critical as the number of applicants drop and the need for qualified personnel increases. Younger members of Generation X and Generation Y are becoming more and more val... ... middle of paper ... ...or Smaller Police Departments. Goodrich, J. (2004, Summer). Making the Most of Generational Differences [Electronic version]. The Criminal Justice Institute¡¦s Management Quarterly. Hatfield, S.L. (2002, Jul/Aug). Understanding the Four Generations to Enhance Workplace Management [Electronic version]. AFP Exchange. 22, 72-74 Homer. (800 B.C. ¡V 700 B.C.) The Iliad. Epic Greek poem. Lancaster, L. & Stillman, D. (2002) When generations collide. New York: Harper Business Leo, J. (2003, November 3). The good-news generation [Electronic version]. U.S. News & World Report. 135 (15) p60, 1p, 1c Segal. (2002, February). Providing public sector services in a time of change: The total rewards perspective. [Electronic version]. Public Sector Letter. 2-4. Southard, G. & Lewis, J. (2004, April). Building a Workplace That Recognizes Generational Diversity. Public Management (PM) Magazine. 86 (3) Retrieved October 14, 2004 from http://www2.icma.org/pm/8603/southard.htm Tulgan, B (2002). Managing the generation mix, four generations in conflict [excerpt video overview]. RainmakerThinking, Inc. Retrieved October 22, 2004 from http://www .rainmakerthinking.com/mixtrng.htm
Montresor does have several redeeming qualities that could assist him in other professions, however a political campaign manager would not be one. A political campaign manager must be rational and patient, professional at all time, and put aside their own personal agenda’s in the pursuit of the political candidate that they would serve. Montresor does not possess any of these qualities sadly. If by some chance that Montresor would be placed in this profession, he would almost assuredly be caught with severe ramification to both himself and his represented political
Theis, J.L., & Finkelstein, M.J. (2013). Long-Term Effects of Safe Patient Handling Program on Staff Injuries. Rehabilitation Nursing, 39, 26-35. DOI:10.1002/rnj.108
SUBJECT: An analysis of two articles about the impact of multiple generations on the workplace
Safety is focused on reducing the chance of harm to staff and patients. The 2016 National Patient Safety Goals for Hospitals includes criteria such as using two forms of identification when caring for a patient to ensure the right patient is being treated, proper hand washing techniques to prevent nosocomial infections and reporting critical information promptly (Joint Commission, 2015). It is important that nurses follow standards and protocols intending to patients to decrease adverse
Patient safety is a large concern for practices, nurses and doctors. There are many tasks and precautions that can be taken to prevent accidents in the work place, whether it involves patients or not. Florence Nightingale once said “The very first canon of nursing, the first and last thing on which a nurse’s attention must be fixed is to keep the air within as pure as the air without”. This quote is argued to be an analogy for keeping the patient safe and to return them to the same condition as before they fell ill. Patient safety is one of many top priorities in a nurse’s creed, right next to caring for the patient and returning them to proper health. It is the nurse’s responsibility to keep the patient as comfortable as possible. This has
The way a leader communicates is dependent upon their generation “Research indicates that people communicate based on their generational backgrounds”. (Maxon 2005, p. 2). For the first time in history there are four generations of workers working side by side in the workplace. A dynamic leader will acknowledge generational diversity and learn how to effectively communicate with each of the different generations, by doing so this can eliminate many major conflicts and confusion amongst the generations. Generational disputes are becoming common in the workplace; misunderstandings may be enhanced by the use of technology, attitudes and work patterns of the different aged workers. “Different generational groups working closely together can be challenging at times. As both products of our chronological age and the time in which we grew up, people from different generations and age groups have rather different attitudes, values, beliefs and motivations from one another.” (Warner & Sandberg, 2010 p. 1). If a leader does not address the generational differences within their workforce it could have tremendous implica...
These three generations: Baby Boomers, Gen X and Gen Y all bring their own share of values, beliefs, thoughts and opinions, perspective and experiences to the workplace. The dynamics of the workplace is directly affected by the differences among these three generations. Today’s current managers need to understand how to efficiently manage and lead a multigenerational workforce in order to increase productivity and meet organization goals and objectives. Recently, there has been changes in the general management. From 2008 to 2013, there was some serious shift in Gen X and Gen Y moving into managerial roles. According to Matthew Golden from Biz Journals, the most prominent change was 87% of Gen Y moved into more managerial roles compared to
Social media is not the only thing that impact society‘s part in the destruction of individuals because of their appearance. The people who surround a certain individual can dramatically weigh on this issue. Of course no one in this world con control what family they are born into , therefore this person cannot control their skin color, hair texture, eye color or anything of those similar physical characteristics. A person’s household determines what kind of clothes they may war or what kind of food they digest on a daily basis directly effecting their weight and outside
In Toni Morrison's The Bluest Eye, published in 1970, the struggle begins in childhood. Two young black girls -- Claudia and Pecola -- illuminate the combined power of externally imposed gender and racial definitions where the black female must not only deal with the black male's female but must contend with the white male's and the white female's black female, a double gender and racial bind. All the male definitions that applied to the white male's female apply, in intensified form, to the black male's, white male's and white female's black female. In addition, where the white male and female are represented as beautiful, the black female is the inverse -- ugly.
Since the beginning of time people all over the world have been judged based on their appearance. Based solely on the color of their skin, quality of clothing, body weight, or even hair texture, people experienced different treatment by the same people experiencing different results. Society has created a standard for an individual’s appearance. This standard allows society to believe that the looks of a person should influence their treatment by others. This standard expectation ultimately corrupts individuals mentally, emotionally and physically.
Smola, Karen Wey, and Charlotte D. Sutton. "Generational Difference: Revisiting Generational Work Values for the New Millennium." Journal of Organizational Behavior 23 (2002): 363-82. JSTOR. Web. 28 Mar. 2012. .
Using the controls given by the insight from the Psychology behind social identity roles; why people are influenced and conform to group behaviour, are consciously motivated to become part of and stay, contributing to a movement as primary resources, which can also stifle progress of movements, giving accountable power distribution as seen in Zimbardo’s prison experiment example; which is then demonstrated in the occurrence to bring about social change using communities and organisations; there is clear evidence that demonstrates via RMT how the psychology of social identity forms the groups development through to the management of their resources (people and skills etc.) This enables the execution of the movement for social change
...The importance of the generational mix within an organisation is that it brings about inclusivity and helps generate new innovative ideas that could bring the organisation to its sustained competitive advantage. With each age group with its expectations by interacting with one another, there is knowledge and experience exchange.
At this time we are experiencing four very different generations in the workforce (Harrison, 2007) and research around managing a multigenerational workforce is relatively recent. Each of these generations conveys distinctive characteristics and similarities in their mode of work. “For example, preferences for training and development methods will likely vary across the generations, as younger employees grew up using fast-paced technology and older employees are accustomed to face-to-face learning settings” (Mencl & Lester, 2014, p. 269). Notably, the Baby Boomer generation comprises 41% of the current workforce (Harrison, 2007) and will be retiring soon. In spite of older workers staying longer in the workforce (Harrison, 2007), the younger generations, X and Y are needing to be prepared to take on greater degrees of responsibility. The older generations with their expertise and knowledge are key factors in the success of the younger generations in any organization. While specific generational characteristics will change into the future as new generations evolve, the need to affirm the value of working with multigenerational groups is fundamental to developing successful organizational culture. Parallel to tailoring education and training to the individual, members of the multigenerational workforce
Fast Food in my opinion is a big reason for the giant increase in obesity rates. Fast food is more convenient than ever since there is practically a place around every corner. For teens this food becomes nearly an everyday thing that transfers into adulthood.