Project management Essay Example | Topics and Well Written Essays - 3000 words

Project management - Essay Example This paper aims to examine this suggested approach and determine its effectiveness as far as complex project management is concerned. 1. Statement of the Problem The concept of Project Management was first utilized in the mid 1900s, when oganizations started to systematically apply management tools and techniques to complex engineering projects (A Brief History of Project Management 2012). Fast forward to half a century later, complex projects involving developments on information technolgy requires a management style that would adapt to the dynamism of current technological breakthroughts. To support these requirements, Project Management has evolved into a discipine encompassing boundaries of multiple industries, employing fresh approaches, regardless of the project size and scope. This research will specifically focus on the Systems Approach to Project Management and its effectiveness as a guide towards the achievement of project goals. 2. Definition of Terms a. Project Management – The planning and organization of an organization’s resources in order to move a specific task, event or duty toward completion (Project Management 2012). b. ... It may also be defined as management thinking that emphasizes the interdependence and interactive nature of elements within and external to an organization (Systems Approach 2012) d. Project Management Processess – The common elements of Project Management, regardless of the methodologies used. This includes initiation, planning or development, production or execution, monitoring and controlling, and closing (Project Management 2012). e. Project Management Methodologies – Step by step tactics that details what the project manager has to do from start to finish. To date, there are 10 identified methodologies being used, depending on the project and industry type. Methodologies answer how questions pertaining to project management as a whole. 3. Methodology Research is the primary methodology used. Online journals and case studies were utilized to enable the writer to support the argument stated in the first part of this term paper. Relevant data have been gathered from s pecified documents and compiled databases in order to analyze the material and arrive at a more complete understanding of this particular project management methodology. This is a qualitative research utilizing books, write ups and other related researches. Below are the questions that this research aims to address: a. What is the systems approach to project management? b. What are the essential elements to the systems approach? c. What does it require the project manager to do? 4. Review of Related Literature Systems Theory teaches us to to look at the total system performance and the relationships between systems. Every projects is seen as a system consisting of many interrelated and

Civil aircraft manufacturing industry

Civil aircraft manufacturing industry 1. Introduction Civil aircraft manufacturing industry is one of the largest industries in the world which Boeing and Airbus are the two large players who dominated the industry. The main former competitors have exited civil aircraft manufacturing market, for instance, Boeing merged with McDonnell Douglas Corp in August 1997 (Boeing, 2010a), and left Airbus and Boeing operating in a near duopoly global market. Boeing now headquartered in Chicago and employs more than 158,000 people in 70 countries with $60.9 billion revenue in 2008 which founded in 1916 (Boeing, 2010b). Airbus, by contrast, created in 1970 with 52,000 employees comes from more than 80 nationalities (Airbus, 2010) and gained à ¢Ãƒ ¢Ã¢â€š ¬Ã… ¡Ã‚ ¬43.3 billion revenues (EADS, 2008). Apparently, it is vital important for new player to survive and prosper by examine the macro and sector environment. This report tries to seek the critical success factors and evaluate whether this is an attractive sector to compete in by research secondar y information. This report will begin with evaluate key drivers for change in order to know the external environment issues. Secondly, Porters five force analysis and industry life cycle will undertake to analysis the structure of this industry. Finally, the report is going to conclude critical success factors from the findings draw from last two steps. 2. Key Divers for change Macro-environmental influences sometimes are significant important for an organisation to survive and prosper. Therefore, there are five external key diver listed below and draw from PESTEL analysis about civil aircraft manufacturing industry. 2.1 Recession Global economic recession had impact on civil aircraft manufacturing in several aspects. On one hand, the direct influence is the two companies received fewer orders than before. For instance, the number of orders Boeing received decreased significantly in 2009 (142) compared to 2008(662) and 2007 (1,417) (Talton, 2010). On the other hand, the recession had led to downsizing in both Boeing and Airbus. For example, Boeing announced that it would cut 4,500 jobs (Weber, 2009). So the new entrants can gain access to the expertise in this industry easily. It means the new master of those staff will know not only the market but also some secret of the two main competitors. 2.2 Fuel price increased Fuel price is also an influence for aircraft manufacturing industry. According to The Times (2008), more than $100 billion of aircraft orders have cancelled or postponed resulted from high price of fuel. It indicates that if one company can produce the more environment-friendly aircraft will attract potential buyers who want to take advantage of low fuel cost. 2.3 Political influence Political influences sometimes are vital important for manufacturing industry. For example, IATA had introduced emission policy options in order to improve fuel efficiency and emissions for protecting environment (IATA, 2010). Otherwise, the companies need to pay huge fund. Therefore, some companies need to redesign the component such as engine and exhaust system. Moreover, some governments intervene international trade is another issue can not ignore, namely, recently Boeing suffered threat from Chinese government after United States arms sold to Taiwan (Lubin, 2010). 2.4 Government aid Both of Boeing and Airbus regularly accuses the other of receiving unfair state aid from their respective governments, namely, the WTO Boeing-Airbus dispute (European Commission, 2007). The reason why is aircraft manufacturing company need significant mounts of money to set up and invest in research and development. For example, Gresing and Johnsson (2007) cited pure development cost of Boeing 787 was $10 billion. 2.5 Technology Innovation Advanced technologies are one of the key factors for this industry. It helps the company not only keep the differentiation of product but also save internal resources. Boeing 787 dreamliner is a living proof to prove this, namely, 50 percent of the primary structure of Boeing 787 is made of composite materials to achieve higher strength-to-weight ratio (Hawk, 2005). In addition, Boeing announced General Electric and Rolls-Royce have developed new engines which will improve the fuel efficiency approximately 20% compared to Boeing 767 (Boeing, 2010c). The new aircraft will attract customers who want to take advantage of lower maintenance cost. 3. The Structure of the civil aircraft manufacturing industry Porters five force analysis and industry life cycle will undertake below in order to evaluate whether civil aircraft manufacturing industry is an attractive sector to compete in. 3.1 Porters five forces analysis Appendix 7.1 illustrates the Porters five forces analysis and it will describe below. 3.1.1 Threats of entrants 3.1.2 Supplier power 3.1.3 Buyer power 3.1.4 Threats of substitute 3.1.5 Competitive rivalry 3.2 Industry life cycle Appendix 7.2 shows the industry life cycle for civil aircraft industry. This report considers the stage of civil aircraft industry life cycle is in the end of shock-out and in the beginning of the maturity because of this industry still maintains some features in shake-out stage and gain new features in the fourth stage. Both shake-out and maturity stage have some similar characteristics, like the low and slow growth and high entry barrier. For example, boeing and Airbus suffered from the sharp deceasing number of order at Duhai show in 2009 (EASA, 2009). On the other aspect, Airbus and Boeing received government aid from Europe and United States respectively. It also indicates that it is difficult to survive in this industry without government support. In other words, at least the cost of threshold resource and competence are quite high. However, the situation of this industry is also fulfilling the some exclusive characteristics of the two stages, namely, in shake-out stage smaller player in this industry were forced exit or acquired with the Boeing and Airbus resulted in left a near duopoly market for the two giants. Boeing merged McDonnell Douglas Corp is one example (Boeing, 2010a). Meanwhile, the fierce competition with rivals will happen due to the strong buyer power resulted from more players compete in this industry such as China, Brazil (Goodrich, 2009). 4. References Airbus (2010) Employees from all corners of the world [Online] Retrieved from http://www.airbus.com/en/corporate/ethics/diversity / [Assessed on 23 February, 2010] Boeing (2010a) The Boeing Logbook: 1997-2001 [Online] Retrieved from: http://www.boeing.com/history/chronology/chron16.html [Assessed on 23 February, 2010] Boeing (2010b) Boeing in Brief [Online] Retrieved from: http://www.boeing.com/companyoffices/aboutus/brief.html [Assessed on 23 February, 2010] Boeing (2010c) Boeing 787 Dreamliner Will Provide New Solutions for Airlines, Passengers [Online] Retrieved from: http://www.boeing.com/commercial/787family/background.html [Assessed on 24 February, 2010] EADS (2008) Financial Statements 2008 pp.9 [Online] Retrieved from: http://www.reports.eads.com/2008/en/s/downloads/files/financial_statements_eads_ar08.pdf [Assessed on 23 February, 2010] EASA (2009) European Aviation Safety Agency News Summary 14/11/2009 20/11/2009 pp.1 [Online] Retrieved from: http://www.ucl.cz/download/pdf/News_Summary_23_11_09.pdf [Assessed on 24 February, 2010] European Commission (2007) The WTO Boeing-Airbus dispute (updated 15 June 2007) pp.1 Retrieved from: http://trade.ec.europa.eu/doclib/docs/2007/june/tradoc_134957.pdf [Assessed on 23 February, 2010] Goodrich (2009) Goodrich and Chinas XAIC Agree to From Joint Venture Companies [Online] Retrieved from: http://ir.goodrich.com/phoenix.zhtml?c=60759p=irol-newsArticleID=1319837highlight= [Assessed on 24 February, 2010] Greising, D Johnsson Julie (2007) Behind Boeings 787 delays pp.2 [Online] Retrieved from: http://www.buffalo.edu/news/pdf/December07/ChicagoTribPritchardBoeing.pdf [Assessed on 23 February, 2010] Hawk, J (2005) The Boeing 787 Dreamliner: More Than an Airplane pp.10-11 [Online] Retrieved from: http://www.aiaa.org/events/aners/Presentations/ANERS-Hawk.pdf [Assessed on 24 February, 2010] IATA (2010) Emission Policy Options [Online] Retrieved from: http://www.iata.org/whatwedo/environment/emissions_policy.htm [Assessed on 23 February, 2010] Lubin, G (2010) China Threatens Unprecedented Sanctions Against Boeing After US Arms Sales to Taiwan [Online] Retrieved from: http://www.businessinsider.com/china-threatens-unprecedented-sanctions-against-boeing-2010-2 [Assessed on 23 February, 2010] Talton, J (2010) Boeings drop in orders shows recessions effects still linger [Online] Retrieved from: http://seattletimes.nwsource.com/html/soundeconomywithjontalton/2010729937_boeings_drop_in_orders_shows_r.html [Assessed on 23 February, 2010] The Times (2008) Threat to aircraft orders as fuel prices soar [Online] Retrieved from: http://business.timesonline.co.uk/tol/business/industry_sectors/engineering/article4327146.ece [Assessed on 23 February, 2010] Weber, J (2009) Boeing Will Cut 4,500 Jobs [Online] Retrieved from: http://www.businessweek.com/bwdaily/dnflash/content/jan2009/db2009019_791015.htm [Assessed on 23 February, 2010]

Grading the Grading System :: Free Essays Online

Grading the Grading System My formal, institutional education began in kindergarten while my dad was stationed at Fort Carson, an Army base in Colorado Springs, Colorado. I don’t remember too much from kindergarten, other than the fact that I found it to be very boring. My first report card reflected that my progress was satisfactory in all of my subjects, with the exception of cooperating with my peers where I was categorized as being in "need of improvement". I don’t quite remember why I was evaluated this way, nor do I think that this grade had much impact on my admission to college or the way my parents raised me, but I do find myself wondering what the criteria may have been to achieve a mark of "satisfactory." What was the point of this report card? In retrospect, I perceive this incident to be my earliest introduction to the educational system. My performance in school would be represented by the marks I would receive on my report card. At the end of kindergarten, my dad was relocated to Fort Devens in Massachusetts, and I continued the next twelve years of my education in rural New Hampshire. As I progressed through the school system, report cards started to hold more meaning. They became a symbol of my success as a student and, to a degree, my success as a person. I received straight A’s throughout the first few years and I anxiously looked forward to fourth grade when my outstanding grades would be recognized by having my name in the newspaper under the heading of "high honor roll." Aside from a couple of exceptions, I maintained my desired place on the "high honor roll" list throughout my middle and high school years. Most of my friends felt the same way, and very often, when an assignment was handed back, we would look at the grade on each other’s papers before we would even be concerned with our own. The competition was intense, but unspoken. And the educational system quietly confirmed our strat egy. I had a 4.01 GPA entering my senior year of high school. I was proud of this and determined to keep, if not raise, it. AP classes in our school were weighted on the GPA scale; an A was worth 5 instead of 4. With hard work, I could apply this system to my benefit. That is, until Maureen Grady, my AP Calculus teacher, obstructed my goal of graduating with a perfect GPA.

Cipd Level 3 4dep Avtivity 1 Essay

Activity 1 The CIPD HR Profession Map (HRPM) is a tool to assist HR practioners to assess what level they are working at â€Å"from band 1 at the start of an HR career through to band 4 for the most senior leaders† and to explore ways to develop their competencies to transition to the next level. The HRPM is divided into two groups – 10 professional areas and 8 behaviours – see the diagram below. The professional areas and behaviours are summarised below: Professional Areas| Strategies, Insights and Solutions| the HR practioner needs to have a deep understanding and insight of strategies and business activities. â€Å"This understanding – and resulting insights – allows us to create prioritised and situational HR strategies that make the most difference and build a compelling case for change†.| | Leading HR| describes how an HR professional must be able to lead themselves, others and activities to contribute to the overall business activities| | Service and delivery information| ensures that the delivery of HR services is accurate, timely and within budget| | Employee engagement| analyses the employee’s experience and creates opportunities for employee engagement which will have a beneficial effect on productivity, absenteeism, retention etc| | Employee relations| manages all relations with employees according to the organisations policies and procedures which are underpinned by relevant employment law | | Learning and talent development| aims to ensure that the workforce has the necessary skills to meet the short, medium and long term goals of the organisation| | Organisation design| ensures that the organisation is appropriately designed to deliver organisation objectives in the short and long-term and that structural change is effectively managed| | Organisation development| develops an organisation can develop its values and behaviours to match its culture and philosophy| | Performance and reward| ensure that reward packages, such as pension, bonuses etc maximise performance and retention within the workforce | | Resourcing and talent planning| provide a framework to recruit key people within legal parameters, and identify and develops high performers within an organisation | Behaviours| Curious| has an enquiring mind and looks for learning opportunities, both internally and  externally and who often asks for feedback on their performance| | Decisive thinker| is able to use pre vious experiences combined with current data and information, to make well measured discussions without always having to refer to a colleague or manager for advice| | Skilled influencer| influences across the organisation and its stakeholders â€Å"by using logical persuasion, backed by evidence to support their opinion or proposal†| | Personally credible| offers reliable and accurate advice and can remain impartial in sensitive situations| | Collaborative| works effectively on cross departmental and organisational projects, and readily shares knowledge and experiences to benefit the organisation| | Driven to deliver| consistently deliver objectives, within deadlines eg time and financial restraints| | Courage to challenge| Has the confidence to have courageous conversations when needed to challenge attitudes, behaviours and decisions| | Role model| recognises the values and behaviours of the organisation and encourages others to act within these standards| The activities and knowledge specified in the HR Profession Map for employee relations at Band 1 include: * â€Å"Monitor team performance against plans, recommending areas for improvement * Co-ordinate policy with others in the wider HR team, sharing ideas and best practices * Maintain relevant ER documentation, ensuring all contractual/legal documents are kept up to date and in line with current legislation * Implement guidelines on ER issues, ensuring that staff and managers receive updated policies and procedures * Inform and advise managers and staff about employee relations policies and practices * Give accurate and appropriate advice, training and support to managers who are managing difference and fair access to opportunities * Provide information to support managers who are resolving employee relation issues * Support managers in investigating and resolving employee relation issues, keeping accurate and appropriate records * Provide ad hoc reporting and trend analysis on ER issues * Manage and facilitate conflict situations to achieve consensus legally and ethically * Lead key negotiations with trade unions, works councils, employee forums, and so on, on a range of labour issues * Keep accurate records on health and safety compliance requirements† In my current role, employee relations plays a vital part of my roles and responsibilities,  particularly maintaining ER documentation to ensure compliance with employment law. Recently an ex-employee decided to challenge a decision about pay by means of an employment tribunal, so having the relevant ER documentation was imperative to defending the claim. Another key area is providing ad hoc and trend analysis on ER issues such as Bradford Factor reports to help Line Managers meet objectives for absence management targets. 788 words Bibliography Chartered Institute for Personnel and Development MEINTJES, R-S. (2010) Develop the Powers of Persuasion People Management ——————————————– [ 1 ]. CIPD HR Profession Map

Communication Gap Among the Generations

Executive Summary: This report is an analysis of the different communication styles among Baby boomers, Generation X, and Generation Y/Millenials. The report discusses the different mindsets, values, and goals among the different generations. The differences above make it hard for organizations to place emphasis on the real issue; the communication gap among the different generations due to different communication styles. The report recommends ways for organizations to integrate the different communication styles to create a more driven, cohesive, and successful organization.The research enforces the fact of the differences in communication styles among different generations causes a communication gap in organizations, making organizations less effective. The research further reveals the gap in communication amongst the different generations makes it difficult to manage Baby boomers, Generation X, and Generation Y/Millenials. The research shows that bridging the communication gap wil l decrease misunderstandings and motivate the different generations to be more interdependent and team oriented.Finally, the research reveals integration of the different communication styles among the generations will create effective and successful organizations. According to the research communication is the most intricate part of any successful business relationship. There is a 20 year gap between each generation. Organizations’ inability to bridge the 20 year gap will be a cost factor, make organizations less efficient, and dismiss interdependency amongst the different generations. It is recommended: Organizations need to ensure the employees’ goals are aligned with the organizational goals * Ongoing training and workshops to ensure all employees are knowledgeable of the organization’s product Closing the Communication Gap Communication is the most intricate element of any type of relationship; whether business or personal. In corporate America the differen t styles of communication among Baby-boomers, Generation X, and Generation Y has caused a communication gap in today's organizations.Integrating the different communication styles across generations will improve the effectiveness of communication in organizations, bridging the communication gap to create a more driven, cohesive, and successful organization. The communication gap among the different generations has made communicating difficult for individuals to work effectively and efficiently. The lack of attention organizations give the communication gap among generations makes organizations less capable of reaching their organizational goals.From my experience when communicating with Baby Boomers I receive pushback, Generation X is more receptive, and Generation Y/Millennial will receive the message, yet look for an incentive. Many organizations are unable to attract motivated or driven employees due to unsuccessful attempts to integrate the different communication styles among t he different generations. For example, the wages, benefits and incentives offered to the different generations differ due to the time each group entered the workplace.The younger generations are not attracted to organizations who are not trying to bridge the gap of communication among the different generations. The younger generations aren’t attracted to businesses that aren’t trying to bridge the gap because they know that there are thousands of other businesses that are up to date with the current technology. Example, Verizon and Apple give their employees devices to help with training. By doing so, employees will have more of a hand on training, versus reading multiple books on the device(s).Baby boomers and Generation X make up the largest part of the workforce, because Baby boomers were born in a rich economic era filled with job opportunities and stable their work ethics and moral are stronger than those of Generation X and Generation Y/Millennial. Baby boomers a re more self absorbed, and individualized. Baby boomers are not fans of teams and have to be trained to work in a team environment. Baby boomers prefer a directive leadership style approach. They want to know exactly what to do, how to do it, and when to do it. Generation X is more innovative, team oriented, and self sufficient.This generation will research an issue and make a decision based upon their knowledge and good judgment; they are entrepreneurs. Generation Y/Millennial brings back to the workforce a strong sense of self worth. They welcome feedback because it helps advance their career to the next level. Generation Y/Millennial communicates openly and is always looking for ways to improve the work process. Baby boomers live to work, Generation X work to live, and Generation Y/Millennial work to satisfy personal goals; the different work characteristics and birth eras makes organizational communication difficult.Baby boomers do not trust authority therefore they avoid commun ication with superiors; Generation X has an informal approach to superiors they are not afraid to voice their opinions or refutes, and Generation Y/ Millennial communicate openly. The different styles of communication among the three generations cause different perspectives, thoughts and problem solving methods to arise when organizations are trying to complete a task. Organizations bridging the communication gap among the generations will enhance the values and knowledge of their employees.By doing so, this motivates them to align their personal goals with the goals of the organization, which contributes success of the organization. The different views on communication causes the generation to take focus off of the goals the organization is trying to achieve and put more focus on how the company is communicating the goal. Once organizations find a way to integrate the communication styles of the different generations the organization will be able to motivate their employees to be m ore driven towards achieving the goals of the organization.If employees feel they are not receiving the information they need to fulfill the role of their position. Organizations have to find a way to get Baby boomers onboard with electronic communications. Most Baby boomers shy away from text message, email, social media and other electronic communications. Generation X and Generation Y/Millennial prefer the electronic communication; concise and saves time. Organizations do not consider the communication gap when considering the elements that are causing the organization to fail.Organizations do not realize ineffective communication among the different generations affects the quality of the teams and causing confusion among the members. Baby boomers are workaholics, while Generation X and Generation Y/Millennial do what is required and go home. Baby boomers will stay until the project is complete; Generation X and Generation Y will leave the work for the next day. Organizations hav e to learn how to deal with the differences among the generations to improve the drive of the members.To get everyone to focus more on bringing the different generations together, organizations have to stop categorizing people into groups based on their birth era. Organizations need to understand employees who are more driven will produce more high quality work. To put the drive in employees organizations have to know what motivates all their employees and how it affects them personally. Organizations have to close the communication gap among the difference generations to effectively deliver feedback and receive feedback from employees.To create team cohesiveness, organizations must bridge the communication gap so the different generations will be interdependent on one another. The generation gap eliminates team cohesiveness because some team members are unable to effectively express themselves or are to self absorbed to ask for understanding of a problem. The different styles of co mmunication among the generations can cause individuals to be stubborn towards change, while others welcome change and see change as an opportunity for growth.Bridging the communication gap will prevent manipulation of the organizational system for self gain and put more focus on developing the team. An organization must have great communication skills to be successful. Organizations must be willing to put forth the extra effort to successfully communicate among the different generations. Organizations have been unsuccessful in many ventures due to lack of loyalty, lack of productivity, and lack of respect caused by the gap in communication. The gap in communication has caused organizations to downsize and lose customers.Organizations have to give individuals the cause and effect of successfully integrating the different communication styles. The organization has to let the employees know how the integration of communication styles can be a benefit for them. Due to the birth era dif ferent generations are comfortable communicating face to face versus using an electronic source. Organizations have to respect the difference in the styles of communicating and create a work environment where people aren’t afraid to voice their opinions to make the organization successful.Organizations inability to accommodate different communication styles and promote open communication has caused them to be unsuccessful Organizations have experienced cost issues due to the communication. The cost associated with resolving the communication gap is minimal. Changing the way things are viewed is a key component to organizations being successful. Promoting organizational communication among the different generations will assist organizations with successfully integrating the different communication styles. The organization has to be more aware and put them in a position to apply the strengths of each generation.Once organizations understand the different styles of communication the gap will begin to close. Organizations have to do their research to understand the communication styles of the different generations. Organizations will need to establish a relationship among the generations to integrate the different communication styles, increase employee drive and be more successful. In order to save highly efficient employees, organizations will need to take more time to construct plans to integrate the different communication styles. Today Corporate American employs various generations across different departments.The mixture of Baby Boomers, Generation X, and Generation Y has caused conflicts with communication due to misunderstanding. Implementing a plan or strategy that will capture the key values and personality of each generation is a way to avoid challenges due to the communication gap among the different generations. The different communication styles of the generations is more difficult to understand or respect the difference among the generations. In 2011, Hahn stated understanding generational differences can be a source of creative strength and an opportunity or a source of stifling stress and conflict (p. 20). Communication is the most intricate element of any type of relationship whether business or personal. In corporate America the different styles of communication among Baby Boomers, Generation X, and Generation Y causes a communication gap in today’s organizations. Integrating the different communication styles across generations will improve the effectiveness of communication in organizations, bridging the communication gap to create a more drive, cohesive, and successful organization. Management would really need to step it up when it comes to managing multiple generations.The different generations will be able to gain a better understanding of the values, work characteristics, and customs of each other’s generation if organizations are able to bridge the communication gap. Bridging the communication gap will decrease misinterpretation of information at meetings and will create a more driven organization. According to the article â€Å"Managing Multiple Generations,† familiarization with the characteristics and core values of each generation will help organizations to better understand the differences in the communication style of the generations and lead to improved team work (Hahn, 2011, p. 20). Once corporations gain an understanding of the differences in communication style among the generations and begin to implement work processes bridging the communication gap they will be able to attract and retain quality employees. According to the article, â€Å"Managing Multiple Generations,† the outcome of bridging the communication gap among the different generations will decrease workplace stress and tension creates a stronger more driven organization (Hahn, 2011, p. 120). Remember that your research has to be tied to your specific problem.Baby boomers make up most o f corporate America, are very loyal and are very serious about their careers or job duties. According to the article, â€Å"Managing Multiple Generations,† this population grew up in a time of economic prosperity (Hahn, 2011, p. 120). Baby boomers are now being managed by people who are the ages of their children. For example, I have a friend and her manager is 15 years younger than she is. When her manager instructs her to do a task she hesitates due to the age gap and the difference in communication style.She reacts this way because she feels the younger generation does not take the time to weigh the pros and cons of a situation, they go with what is good for right now, which isn’t good for the organization. By being a Baby Boomer, she’s resistant to change and feel as if a thirty year old is experienced enough to be a manager. She enjoys working independently and defines herself through her work title. Today many corporations gravitate to team environments; B aby boomers are unfavorable to team environments. Baby boomers have strong work ethics and measure work with self worth and fulfillment.Baby boomers are the group that arrives early to work and views overtime as a moral obligations (Hahn, 2011, p. 120 Organizations identifying the different communication style among the generations help them use the correct tools and sources to effectively communicate with their employees. Once an organization implements an effective communication style accepted by Baby boomers, Generation X, and Generation Y/Millennial have overcome the obstacle that has caused many organizations to lack cohesiveness and the communication gap due to ifferent generations in the workplace. Organizations are more successful when they effectively integrate the different communication styles across generations. Without great communication skills an organization will fail. According to Gibson, Greenwood, and Murphy (2010) organizations have effectively integrated the dif ferent communication styles among the different generations when they are able to identify the unique characteristics and values of each generation (p. 40).Once the unique characteristics and values are indentified, the organization creates processes that manage and reconcile the differences in the communication styles among Baby boomers, Generation X, and Generation Y/Millennial (Gibson, Greenwood ; Murphy, 2010, p. 42). I have noticed in my workplace how management has implemented different ways to bridge the communication gap among Baby boomers, Generation X, and Generation Y/Millennial. For example, they will send out an email advising they are having refresher courses on the different electronic communication applications.Sending out a mass email to everyone in the organizations does not stereotype a particular group; it allows anyone the opportunity to attend a training class to become more familiar with the different media applications. According to Gibson, Greenwood, and Mur phy (2010) by doing the refresher trainings organizations are able to reconcile the different styles of communications among the different generations, and understand the strengths of each generation (p. 42).The refresher courses also prevent generational exclusivity (Gibson, Greenwood ; Murphy, 2010, p. 43). Once the company effectively integrates the different communication styles among the different generations, they’ll be able to send the right message to the right channel to each generation; therefore, creating a more successful organization. Effective communication is the key in any successful relationship; an organization, just like a marriage, will fail if there’s a gap in communication.According to Gibson, Greenwood ; Murphy (2010) understanding and accommodating value differences, organizations can effectively close the communication gap among the different generations and eliminate the barriers to attaining a successful organization (p. 43. ) The ultimate qu estion is, what would we need to do in order to bridge the gap? According to all the data and research, an organization would need to make sure the employee’s goals and way of thinking is in line with the company’s organizational goals.The company should also conduct workshops to help the employees bring efficiency to the organization. Motivation and incentives also play a big part in generation gaps. An example would be, some generations would be motivated by higher salaries and/or bonuses, while other generations would be motivated by recognitions/awards. Another factor would be, technology. As I stated earlier in the paper, Verizon and Apple gives more of a hands on training, rather than administering paper manuals/test. Technology is the key in this age, and technology will make or break a company’s success.The younger generation IM (instant message), send text, and/or emails as their source of communication (indirect). On the other hand, the older generatio ns would choose more of a direct source of communication. With the job markets changing, the demands for all generations are needed. The key would be to balance the generations to utilize all the advantages. References: Bailey, A. , ; Ngwenyama, O. (2010). Bridging the Generation Gap in ICT Use: Interrogating Identity, Technology and Interactions in Community Telecenters. Information Technology For Development, 16(1), 62-82. oi:10. 1080/02681100903566156 Hahn, J. A. (2011). Managing Multiple Generations: Scenarios From the Workplace. Nursing Forum, 46(3), 119- 127. doi: 10. 1111/j. 1744-6198. 2011. 00223. x Murphy Jr. , E. F. , Gibson, J. , ; Greenwood, R. A. (2010). Analyzing Generational Values Among Managers and Non-Managers for Sustainable Organizational Effectiveness. SAM Advanced Management Journal (07497075), 75(1), 33-55. Ochs, L. , ; Adams, R. (2009). Generational stereotyping and group communication. Radiation Therapist, 18(2), 155-158.