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\"This book explores how to effectively lead millennial faculty as they navigate the new professoriate. Contributors address some stereotypical millennial characteristics--being achievement oriented, connected to the world, relatively sheltered, and unaware of hierarchy--and how they create advantages and challenges in the higher education workplace\"-- Provided by publisher.

Case studies and strategies for more effective multi-generational management Clash of the Generations explores this new and increasingly common workplace phenomenon, and provides strategies to help managers navigate this ever more complex maze. Traditionally, older workers would retire and make room for the next generation; instead, Baby Boomers are now prolonging their time in the workplace, yet the successive generations are still coming in. Senior leaders are now left to manage a blended workplace comprised of up to four generations—each with their own ideas of work ethic, work/life balance, long- term career goals, and much more. Management is challenging at the best of times, but the new prevalence of generation gaps—sometimes even layered—add an entirely new dimension to an already complex responsibility. This book presents case studies and interviews with representatives of companies with age-diverse workforces, detailing innovative strategies for smoothing out the bumps and helping everyone work together. Managers have long wished that their positions came with an instruction manual, and this book delivers with a host of effective inter-generational management strategies illustrated by real-world companies. * Manage the multi-generation workplace more effectively * Navigate the generational culture clash * Adopt proven strategies for helping everyone get along * Promote a more positive culture amidst clashing expectations Every generation in the workplace has value, each has their own strengths, their own weaknesses, and their own unique talents. Each is indispensable, and when they come together as a synergistic force, they can be unstoppable. Effective management means bringing out the best in your workforce, and the strategies presented in Clash of the Generations help you streamline your varied workforce into a team more valuable than the sum of its parts.

A generations expert and author of When Generations Collide and The M-Factor, teams up with his seventeen-year-old son to introduce the next influential demographic group to join the workforce--Generation Z. At 72.8 million strong, Gen Z (born between 1995 and 2012) is about to make its presence known in the workplace in a major way, and employers need to understand the differences that set them apart. They're radically different than the Millennials, and yet no one seems to be talking about them--until now. This generation has an entirely unique perspective on careers and how to succeed in the workforce. Based on the first national studies of Gen Z's workplace attitudes; interviews with hundreds of CEOs, celebrities, and thought leaders on generational issues; cutting-edge case studies; and insights from Gen Zers themselves, Gen Z @ Work offers knowledge today's leaders need to get ahead of the next gaps in the workplace and how best to recruit, retain, motivate, and manage Gen Zers.

Background: Managers, including those in nursing environments, may spend much of their time addressing employee conflicts. If not handled properly, conflict may significantly affect employee morale, increase turnover, and even result in litigation, ultimately affecting the overall well-being of the organization. A clearer understanding of the factors that underlie conflict resolution styles could lead to the promotion of better management strategies. Objective: The aim of this research was to identify the predominant conflict resolution styles used by a sample of Spanish nurses in two work settings, academic and clinical, in order to determine differences between these environments. The effects of employment level and demographic variables were explored as well. Design: Descriptive cross-sectional survey study. Participants: Our sample consisted of professional nurses in Madrid, Spain, who worked in either a university setting or a clinical care setting. Within each of these environments, nurses worked at one of three levels: full professor, assistant professor, or scholarship professor in the academic setting; and nursing supervisor, registered staff nurse, or nursing assistant in the clinical setting. Methods: Conflict resolution style was examined using the standardized Thomas-Kilmann Conflict Mode Instrument, a dual-choice questionnaire that assesses a respondent's predominant style of conflict resolution. Five styles are defined: accommodating, avoiding, collaborating, competing, and compromising. Participants were asked to give answers that characterized their dominant response in a conflict situation involving either a superior or a subordinate. Descriptive and inferential statistics were used to examine the relationship between workplace setting and conflict resolution style. Results: The most common style used by nurses overall to resolve workplace conflict was compromising, followed by competing, avoiding, accommodating, and collaborating. There was a significant overall difference in styles between nurses who worked in an academic vs. a clinical setting (p = 0.005), with the greatest difference seen for the accommodating style. Of those nurses for whom accommodation was the primary style, 83% worked in a clinical setting compared to just 17% in an academic setting. Conclusion: Further examination of the difference in conflict-solving approaches between academic and clinical nursing environments might shed light on etiologic factors, which in turn might enable nursing management to institute conflict management interventions that are tailored to specific work environments and adapted to different employment levels. This research increases our understanding of preferred approaches to handling conflict in nursing organizations.

For the first time in history, four distinct and very different generations are working together. Generational conflict is one of the last bastions of acceptable discrimination in today's workplace. Each generation has different beliefs, expectations, values, learning styles, and desires. These result in a strong tendency for them to adopt different work habits. Managing employees of several generations is not an easy task, but it is the reality of the business world today. The creation of a culture and coordinating programs that foster communication and collaboration between all of the generations present in the workforce will help to alleviate the difficulties managers may encounter. In order to truly create a cohesive workplace, managers must encourage employees to view generational difference as a valuable strength rather than a weakness. Based on rigorous academic research, Managing the Multi-Generational Workforce identifies the characteristics of the different generations, considers their expectations and values, and how these influence the way they relate to each other. The authors then examine implications for organizational culture and structures, recruitment and retention tactics, training, and management styles and approaches. This book actually tackles the issue of properly integrating the newest generation - the 'Millennials', into the workforce and challenges the unrealistic belief that all that needs to happen is for younger generations to be 'changed' to conform to workforce norms. As younger generations enter the workforce, and eventually dominate it, workforce norms will change. Any firm or manager competing in today's war for top talent will find this book indispensable. Dr. Robert G. (Rob) DelCampo is an Associate Professor in the Department of Organization Studies, University of New Mexico, holding the Rutledge Endowed Professorship in Management. He serves as Editor-in-Chief of Administrative Sciences and Associate, Editor of The Business Journal of Hispanic Research and was recently named to New Mexico Business Weekly's \"40 Under 40\" top young professional list and one of Albuquerque The Magazine's \"15 People Who Will Change Albuquerque\". Rob has published or presented over 75 papers and is the author of 5 books. He has consulted for over 25 Fortune 500 companies including Ford, Home Depot, Dell and Intel. Rob earned a Ph.D. from the W. P. Carey School of Business at Arizona State University, and holds MBA and undergraduate degrees from the University of New Mexico in Albuquerque. Lauren A. Haggerty attended the University of New Mexico earning degrees in Accounting (BBA) and Organizational Behavior/Human Resources (MBA). Currently, she works in Student Affairs where she deals with Millennials on a day-to-day basis. Meredith Jane Haney attended the University of New Mexico where she attained a bachelor's in Business Administration with a focus in Accounting. She earned her MBA concentrating in Management Information Systems, Information Assurance, and Organizational Behavior/Human Resources from the Anderson Schools of Management, University of New Mexico. Lauren Ashley Knippel graduated with her bachelor's in Business Administration with a focus in Human Resources and Organizational Leadership from the Anderson Schools of Management, University of New Mexico. She attained her MBA concentrating in Strategic Planning. Contents: Foreword; Introduction; Overview of the generations; Millennials; Expectations and values; Building relationships; Psychological contracts; Organizational structure, culture and training; Recruitment and retention tactics; Managerial styles; References; Index.

Offering an overview of existing research and drawing upon the authors' own study of approximately 3,000 students and knowledge workers, this book documents how careers have fundamentally shifted over the past five decades and offers crucial insights into what these shifts mean for employers and their management strategies.

The newest edition of this seminal book on navigating the multigenerational workplace offers practical tips to help any leader bridge the generational gap--and create a healthy culture.