Building A Better Boss Case Study

...generational differences are identified (Deyoe & Fox, 2011, p. 2). The article explains that the Millennials are now entering the workforce at a rapidly increasing percentage, and due to this, the workplace has become an environment of diversity of generational gaps. Generational gaps have caused conflict in the workplace because of the different character traits of each generation, as well as the value systems of the generations and their behavioral patterns. It is fair to say that there are absolutely real differences, along with misunderstandings and tension among workers in different eras. Deyoe and Fox (2011) claim, “The difficulties of managing an age-diverse workforce, with its potential for conflict, are widely accepted. The remedy is better understanding of what the different generations want and need. Understanding such differences can help managers design motivation systems, reward and compensation programs, and leadership approaches that recognize their associates’ fundamental value structures. Finally, managers, working with human resource groups, must recognize the importance of HR interventions in resolving conflict” (p. 4). The other aspect the article, “Identifying strategies to minimize workplace conflict due to generational differences,” the authors view the differences, misunderstandings and the tensions that exist between the generations. While these countless variances create problems between the generations in the...

BUILDING A BETTER BOSS-GOOGLE PROJECT OXYGEN2Building a Better Boss- Google Project OxygenGoogle did a study in 2009 in which they wanted to see what the differences were in managers and how it affected the company. So they began by analyzing data they already had from performance evaluations, surveys, and statements included in the nomination for top-management awards. Google expanded their research to include thousands of interviews with employees. Their ultimate goal was to find what it took to “Build a Better Boss”Eight CharacteristicsWhat they found wasn’t a surprise to any of them. In fact they were surprised at the fact that the differences were very simple. They found that the most productive managers actually focused more on the employee than the project. These managers were consistent in their managing approach and earned the respect of those they managed. This and the relationships these managers built with their team created a more productive team and fewer turnovers.The Eight Characteristics: 1.Be a good coach2.Empower your team and don’t micromanage3.Express interest in team members’ success and personal well-being4.Be productive and results-oriented5.Be a good communicator and listen to your team6.Help your employees with their career development7.Have a clear vision and strategy for the team8.Have key technical skills so you can help advise the team

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