Rural Water - Quarter 1, 2008 - (Page 20)

Martin and Tulgan (2001) reveal that this generation has an abundance of talent. However, when you visit with any members of this generation, they all will tell horror stories about that “demon” boss. This group has identified seven traits of an ineffective workplace manager that would hinder their many talents: 1. Close-mindedness 2. Ineffective delegation 3. Lack of knowledge and organization 4. I nabi l it y to t r a i n or f ac i l it ate training 5. Disrespect for young people 6. Intimidating attitude 7. O v e r e m p h a s i s o n o u t w a r d appearance T he generation enter ing our workplaces today will not tolerate these seven traits. They will leave rather than put up with being treated poorly. Today’s managers have to be willing to do the high-maintenance work required to motivate a high-maintenance work force. Summary So, what has all this research been telling us? It all indicates that this generation basically has 14 expectations that define their impact in the workplace. Their expectations range f rom prov id i ng c ha l le ng i ng work that really matters to allowing some f lexibility in scheduling and rewarding them when they’ve done a good job. According to Martin and Tulgan (20 01), t h i s gener at ion wa nt s a nd needs the following expectations as they enter the world of work: 1. Provide challenging work that really matters. 2. Balance clearly delegated assignments with freedom and flexibility. 3. Offer increasing responsibility as a reward for accomplishments. 4. Spend time getting to know staff members and their capabilities. 5. Provide ongoing training and learning opportunities. 6. Establish mentoring relationships. 7. Create a comfor table, low-stress environment. 8. Allow some flexibility in scheduling. 9. Focus on work, but be personable and have a sense of humor. 20 • First Quarter 2008 10. Balance the roles of “boss” and “team player.” 11. Treat this generation as colleagues, not as interns or “teenagers.” 12. Be respectful, and call for respect in return. 13. Consistently provide constructive feedback. 14. Provide rewards for doing a good job. As managers, how can we best meet these expectations? This generation presents the next gigantic opportunity and the next considerable challenge for managers and business leaders in the new economy (Martin and Tulgan, 2001). These global citizens, born in the late 1970s and early ’80s, are determined to do meaningful work that makes a difference. They want to work with great teams of committed, high-quality people. They expect to work hard and to succeed beyond the wildest dreams of those who wish the best for them. They know already the kinds of bosses they dislike and the kinds that bring out the very best in them. They know how they want to be managed, and they won’t accept it any other way. This generation, aided by new technologies and more effective organizations, may add more value in the workplace than any generation in histor y. They may also be the most demanding generation in history. Are you ready for the afterburn? Here they come, ready or not! m About the author: Dr. Gayle Kearns has been an educator for the past 34 years in public education, career tech education and higher education. Her last 17 years has been spent at the University of Central Oklahoma as a faculty member, chairperson and now as the Associate Dean for Academics in the College of Arts, Media & Design. Dr. Kearns works closely with the career tech and devotes her time to mentoring new teachers in the system. Her love is teaching, and she still continues to teach in the MED program in Adult Education/Training. Her current research interests include generational trends, management styles, emotional intelligence and workplace effectiveness. Hear Dr. Kearns at the NRWA conference in Reno, October 5-8. Bibliography Chester, Eric. “Employing Generation Why? Understanding, Managing a n d M o t i v a t i n g Yo u r N e w Work force.” La kewood , Colo.: Tucker House Books, 2002. Lancaster, Lynne C. and Stillman, David. “When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work.” Harper Collins Publishers, 2002. Martin, Carolyn A. and Tulgan, Bruce. “Managing the Generation Mix: From Collision to Collaboration.” Amherst, Mass.: HRD Press, Inc. 2002. Ma r t i n, Ca roly n A . a nd Tu lga n, Bruce. “Managing Generation Y: Global Citizens Born in the Late Seventies and Early Eighties.” A m h e r s t , M a s s .: R a i n m a k e r Thinking Inc., HR D Press Inc., 2001. Raines, Claire. “Connecting G e ne r at ion s: T he Sou r cebook for a Ne w Work place.” C r i s p Publications Inc., 2003. Strauss, William and Howe, Neil. “Gene r at ion s: T he H i stor y of America’s Future, 1584 to 2006.” New York: Perennial, 1991. T he New Strategist Editors. “T he Millennials: Americans Born 1977 to 1994.” New York: New Strategist Publications Inc., 2004. Zemke, Ron, Raines, Claire, Filipczak. “Generations at Work.” New York: Amacon, 2000.

Table of Contents Feed for the Digital Edition of Rural Water - Quarter 1, 2008

Rural Water - Quarter 1, 2008 Contents From the President Afterburn: Nexters' Impact in the Workplace Retirement Will Have to Wait From Sewage, Added Water for Drinking Rural Water and the Farm Bill Fiduciary Responsibility: It's All About Trust Water Industry Supports International Rural Water Association Regulatory Update The Rural Water Washington Rally in April Throwing My Loop A Precious Thing Called Water Index to Advertisers Advertisers.com From the CEO

Rural Water - Quarter 1, 2008

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