Multigenerational Communication in Organizations

Insights from the Workplace

Michael G. Strawser, Stephanie A. Smith, Bridget Rubenking

• Publisher: Routledge
• Year: 2021
• ISBN:
  9781000417982
• Edition: 1
• Topic: Betriebswirtschaft
• Subtopic: Unternehmenskultur

Multigenerational Communication in Organizations explores generational differences in the changing workplace from a communication perspective.

Starting from the reality that a workplace can contain up to five different generations, these chapters examine topics like generational perceptions on the job search process; organizational culture; organizational identification; organizational crises; the dark side of workplace communication; remote working; and future challenges. Outlines of best practices and suggestions for application are provided based on the most recent data and corresponding literature. The authors also develop a data-forward understanding of Generation Z in context.

This book is ideal for both scholars and practitioners in organizational communication and management, as well as for workplace managers and supervisors.

1 The Evolving Organization

Generally, organizations and corporations consistently evolve and change. For the purposes of this volume, we approach organizational change through a generational lens. Meaning, throughout this book we examine the changing organization by focusing on people within the organization. Organizations are dynamic organisms that, at times, include four or five generations working together under one umbrella. This dynamic can be encouraging, enlightening, and engaging. Yet, if not approached correctly and effectively, generational differences in organizations can cause dissent and disruption. Through our own research and prior literature, we demonstrate that a data-driven understanding of generational differences of Baby Boomers, Generation X, Millennials, and members of Generation Z, relating to workplacespecific variables, can help us understand the 21st century organization in a new and unique way. This book addresses the following organizational variables: the job search, organizational culture, organizational identification, mentorship and supportive workplace communication, dissent and conflict, workplace satisfaction, and remote or virtual work through a generational perspective. We believe a data-driven understanding of generational differences, relating to these workplace-specific variables, can help us understand the 21st century organization in a new and unique way.

The remainder of Chapter 1 investigates the changing organization and previews our study. In Chapter 2, we explore the differences and similarities among the generations in the workplace. Chapter 3 positions communication as an integral feature of the organization. This chapter also sets the foundation for the remainder of the book. In Chapter 4, we begin to address topics specific to our study and previous research. Specifically, Chapter 4 discusses generational differences in the job search process. Chapter 5 describes differing perspectives on organizational culture. In Chapter 6, we offer findings on organizational identification and belonging. Chapter 7 and Chapter 8 describe different perspectives on communication in the organization, first exploring positive communication and then detailing different perceptions of the dark side of communication in organizations. Chapter 9 explores workplace satisfaction. Chapters 10 and Chapter 11 discuss more future-oriented ideas like remote work and innovation. Chapter 11 also attempts to describe the future of work. While the chapters are, primarily, research-related we have used this space to also identify some best practices that may be helpful for those leading and managing generational teams. As we dive into generational differences in the workplace, it is important to first understand how the organization has changed and why the modern, or 21st century organization, functions as it does.

1.1 Investigating Organizational Change

It is difficult to conceptualize how organizations evolve. For one, organizations are living, breathing organisms (Arghode, Jandu, & McLean, 2020). They are not stagnant. Organizations grow, develop, die, and change. For some, organizations have been defined according to academic foci and theories of management. The dominant concept of the 1960s, McGregor’s Theory X and Theory Y, situated two different work styles and approaches to work itself. McGregor (1960) believes people will be motivated by either a carrot or a stick and that most individuals have an inherent dislike for work or will value work itself. The emphasis was on the worker, the employee, the individual. The manager, during this time, had to come to a more robust understanding of the human factor, or those relational elements that manifest themselves in the workplace. The 1970s was a strategic renaissance, as the SWOT analysis and strategic planning rose to prominence (Stait, 1972). The emphasis was still on the human factor, but managers assumed even inept employees could be overcome by a proper system and strategy. In the 1980s, organizations started to take their strategy and develop true systems, in many ways lean systems, that accomplished more with less and tried to overcome the competition by process, procedure, and productivity (Krafcik, 1988). The human factor was still present, but ...