Generational Diversity Assessment 5 Essay Capella University

Generational Diversity Assessment 5 Essay Capella University

MHA – Master of Health Administration

• MHA5001 Foundations of Master’s Studies in Healthcare Administration
• MHA5006 Healthcare Finance and Reimbursement
• MHA5010 Strategic Healthcare Planning
• MHA5012 Organizational Leadership and Governance
• MHA5014 Healthcare Quality, Risk, and Regulatory Compliance
• MHA5016 Introduction to Health Information Systems
• MHA5017 Data Analysis for Healthcare Decisions
• MHA5020 Health Administration Capstone
• MHA5026 Facilities and Capital Asset Management
• MHA5028 Comparative Models of Global Health Systems
• MHA5040 Healthcare Administration Change Leadership
• MHA5042 Team Development and Personal Leadership in Health Care Settings
• MHA5062 Healthcare Delivery: New Environments in Health Informatics
• MHA5064 Health Information Systems Analysis and Design for Administrators
• MHA5066 Cornerstones of Health Informatics for Organizational Operations
• MHA5068 Leadership, Management, and Meaningful Use of Healthcare Technology

Generational Diversity Assessment 5 Essay Capella University

Introduction

Managing diversity more so in the workplace entails understanding and associating efficiently with persons who are different from you. Diversity is shaped by many factors including race, character, sexual orientation, disability and gender. The ability to gain strength and coherence, no matter the levels of diversity, is the power that drives organizations’ to greater heights of performance and productivity. Indeed, any enterprise that aspire to remain productive and competitive going forward particularly in this globalized society must embrace diversity. Organizations’ must cultivate a culture of tolerance, resilience, equality, and respect if they are to survive the test of inclusivity. Both the employees and the leaders must understand how to manage diversity in the place of work.

Generation Diversity

Generational diversity is one of the many forms of diversity. In any organization, divisions and work teams are inevitable. In these groups, you are likely to find at least four distinct groups of a generation working collaboratively. These categories include veterans, baby boomers, Gen Xers, and Millenials. Managers, psychologists, and sociologists have deciphered essential differences midst these generations particularly about their mode of conduct when it comes to work, life balance, power, and personal loyalty.

Veterans

Veterans value their work. They are willing and able to go to great lengths to achieve their goals. They also appreciate the quality of work that they deliver. Additionally, veterans are proud of the product of the tasks that they perform. They are willing to take responsibility for their actions. Moreover, veterans value their families and their focus is always on improving the living standards of their children and relatives.  

Veteran’s communication method is discrete. They use a formal and logical language and normally show total respect for themselves both in spoken and written communication. Additionally, veterans do not waste their time when communicating as they are brief and precise. In terms of technology, this generation is not very conversant with the modern technological systems.

Baby Boomers

In totality, boomers enjoy their work. They put many hours into their assignment. Boomers are in many times gratified by their employment success. They are naturally competitive beings in the workplace. Boomers value quality and they always beat deadlines when delivering their services. Further, they are very productive and self-motivated.

Baby boomers value their children and they tend to invest in their education and success.

In terms of communication, this generation is diplomatic and open. They air their grievances respectively and articulately. On the same note, baby boomers appreciate technology.

Gen Xers

These types of people are forced by the circumstances to work. Generation Xers always aims at optimal work-life. They are not productive in the workplace. This generation always strives for employment benefits and hence they lack personal drive. To them, work benefits, job security, good pay, tight schedules, and promotions are more valuable than the quality of work that they deliver. Generation X’ers is only willing to act as team players provided they like the team. They are challenged by failures and are always ready to move on with life.

Generation X has latch-key children. Their women are generally in working class category. Their young children are taken to daycare when parents go to work. On the same note, generation x members are direct and straight forward in their communication. They use modern technology with ease.

Millenials

Millenials are not defined by their performance. To them, work is not a matter of life and death. They get demotivated or bored quickly more so in the workplace. They value equal pay for equal labor. Millenials are motivated by career advancement and promotions. For them to perform, the entire valuable must work in their favor. This generation is not accountable for its actions. Millennials do not take responsibility for poor performance in their job.

A good number of the millennials are still single with minimal family responsibilities. When communicating, they prefer informal language although they do not have a problem with formal communication. Moreover, millennials embrace digital technology including social media. 

Particular Skill that each Generation Brings to a Team

Each of the four generations (veterans, baby boomers, gen xers and millenials) possess special skills that they bring to a team. First and foremost, veterans are very valuable in the workplace judging from their experience and knowledge levels. They are very consistent, disciplined, dependable, hardworking, loyal and wise. Baby Boomers, on the other hand, are very anxious to please. They can challenge the status quo successfully. Baby boomers can analyze the big picture into important assignments. They are mission driven and gifted in being politically correct. They are also hardworking people. Moreover, generation X staffs can adapt to changes in the workplace. They value their customers hence very productive (Wiedmer, 2015). They are also very clear in their communications. Generation X employees are always willing to learn, and they are highly educated. They are never intimidated by authority. Furthermore, millenials are very collaborative and goal oriented. They are also highly trained and have the ability to multitask efficiently. They are also very optimistic and confident about their work.

Types and Causes of Conflict within a Multi-Generational Team

In a modern work environment, employees typically interact with colleagues from different generations. The chance for these people to misunderstand each other thereby becomes high. Naturally, it becomes easier for individuals to make a negative impression of other people from other generations (Hendricks & Cope, 2013). Although inter-generational disputes may be caused by many factors, mainly they are triggered by; the working style of different group of persons, communication mode among team members, generational stereotypes and leadership styles, among others.  Communication style occasion many intergeneration conflicts. Moreover, disputes in the workplace arise as result of a class of ideologies, perceptions, and values. Cultural and generational diversity is also a key cause of conflict in the workplace

Additionally, generational stereotypes for example may occur between young and older members of staff. This is because of different working styles inherent in these two generations. Leadership calls for an understanding of the employee’s’ expectations. Failure to understand ones staff can cause a lot of conflicts. Communication can assist leaders to be effective in their work. Therefore, effective and respectful communication should be encouraged in diverse cultural setting.

Cohesiveness within Multigenerational Nursing Teams

 The deficiencies in the workload levels in the workplace can occasion a lot of conflicts. This is a result of the differentiated value system. A nursing team leader is expected to be clear on their expectations in the workplace (Levi, 2017). This helps everyone to understand their responsibilities and to mitigate conflicts in the work environment. Moreover, the team leader should not condone poor performance under the guise of generational diversity. Dismal performance by any employee must be punished appropriately and timely. Moreover, nurse leaders should cultivate a culture of inclusivity, diversity, respect, and equality in the workplace. It helps to solve work related disputes. Effectively, this assists the members of staff to understand each generational value and thus promote cohesion.

Multi-generational Nursing and its Benefits

Workforces across the globe are increasingly becoming diverse regarding age and demographics. This in effect has occasioned the rise of professionals that are skilled and mature. Organizations that employ a diverse workforce enjoy the benefits of a dynamic workforce with broad expertise (Riccucci, 2017). A basic understanding of the features of each generational workforce can help managers to understand what motivates his employees.

A multi-generational workforce creates an environment where each group of generation brings differentiated skills and talents. In the healthcare sector, this is important as it improves the access, safety, and quality of healthcare. With a diverse workforce, technology is easy to introduce and implement. Technology is essential in the healthcare setup as it enhances collaboration and communication. This effectively improves the quality of healthcare and saves time in health delivery.

Additional benefits of multigenerational nursing team include mentoring and continuity. First of all, multigenerational workplace mentoring avails many advantages. In mixed age set-up, where organizations value experience and skill, nurses enjoy the opportunity to learn, teach and share from one another. Moreover, a workforce that is largely symbolized by a particular age runs the risk of becoming obsolete. New talent should always be introduced to guaranty consistency and continuity in service delivery.

Conclusion

Generational diversity is essential in any workplace. Diversity offers an opportunity to share and learn from one another. The only way to nurture diversity is to uphold the culture of respect, equality, responsibility, and tolerance. Through diversity quality health care is guaranteed. Collaboration becomes critical in a multigenerational work environment.

Generational Diversity Assessment 5 Essay Capella University

NURS-FPX – Nursing FlexPath

• NURS-FPX4010 Leading People, Processes, and Organizations in Interprofessional Practice
• NURS-FPX4020 Improving Quality of Care and Patient Safety
• NURS-FPX4030 Making Evidence-Based Decisions
• NURS-FPX4040 Managing Health Information and Technology
• NURS-FPX4050 Coordinating Patient-Centered Care
• NURS-FPX4060 Practicing in the Community to Improve Population Health
• NURS-FPX4900 Capstone Project for Nursing
• NURS-FPX5003 Health Assessment and Promotion for Disease Prevention in Population-Focused Health
• NURS-FPX5005 Introduction to Nursing Research, Ethics, and Technology
• NURS-FPX5007 Leadership for Nursing Practice
• NURS-FPX6011 Evidence-Based Practice for Patient-Centered Care and Population Health
• NURS-FPX6016 Quality Improvement of Interprofessional Care
• NURS-FPX6020 Biopsychosocial Concepts for Advanced Nursing Practice 1
• NURS-FPX6021 Biopsychosocial Concepts for Advanced Nursing Practice 1
• NURS-FPX6025 MSN Practicum
• NURS-FPX6026 Biopsychosocial Concepts for Advanced Nursing Practice 2
• NURS-FPX6030 MSN Practicum and Capstone
• NURS-FPX6103 The Nurse Educator Role
• NURS-FPX6105 Teaching and Active Learning Strategies
• NURS-FPX6107 Curriculum Design, Development, and Evaluation
• NURS-FPX6109 Integrating Technology into Nursing Education
• NURS-FPX6111 Assessment and Evaluation in Nursing Education
• NURS-FPX6210 Leadership and Management for Nurse Executives
• NURS-FPX6212 Health Care Quality and Safety Management
• NURS-FPX6214 Health Care Informatics and Technology
• NURS-FPX6216 Advanced Finance and Operations Management
• NURS-FPX6218 Leading the Future of Health Care
• NURS-FPX6410 Fundamentals of Nursing Informatics
• NURS-FPX6412 Analysis of Clinical Information Systems and Application to Nursing Practice
• NURS-FPX6414 Advancing Health Care Through Data Mining
• NURS-FPX6416 Managing the Nursing Informatics Life Cycle
• NURS-FPX6610 Introduction to Care Coordination
• NURS-FPX6612 Health Care Models Used in Care Coordination
• NURS-FPX6614 Structure and Process in Care Coordination
• NURS-FPX6616 Ethical and Legal Considerations in Care Coordination
• NURS-FPX6618 Leadership in Care Coordination
• NURS-FPX8010 Executive Leadership in Contemporary Nursing
• NURS-FPX8012 Nursing Technology and Health Care Information Systems
• NURS-FPX8014 Global Population Health
• NURS-FPX8030 Evidence-Based Practice Process for the Nursing Doctoral Learner
• NURS-FPX8045 Doctoral Writing and Professional Practice
• NURS-FPX9100 Defining the Nursing Doctoral Project
• NURS-FPX9901 Nursing Doctoral Project 1
• NURS-FPX9902 Nursing Doctoral Project 2
• NURS-FPX9903 Nursing Doctoral Project 3
• NURS-FPX9904 Nursing Doctoral Project 4
• NURS-FPX9980 Doctoral Project Development