COM 439:Advanced Organizational Communication

Laura Kavanaugh

December 10, 2009

A Clash of Generations: A Solution to Leverage the Strength of Age Diversity in the

Workplace

Baby Boomers GEN X GEN YBaby BoomersVeterans

1

CERTIFICATION OF AUTHORSHIP:

CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this assignment. Any assistance I received in its preparation is fully acknowledged and disclosed within this document. I have cited any and all sources, both print and electronic, from which I have used data, ideas, or words, either quoted or paraphrased. My cited sources are indicated within this document using APA format. I also certify this work was prepared by me specifically for this assignment as a requirement for this course.

Student Signature: Date:

2

Acknowledgements

First, I would like to thank Dr. Fetzer for all of his hard work and efforts in helping his COM 439 class in preparation for writing the thesis paper. Dr. Fetzer set me up for success in preparing me for the workforce upon graduation. He is strongly dedicated to his students and wants each of us to succeed. He pushed me as a student to help benefit my future career aspirations in the Organizational Communication field. I would like to commend him for his encouragement and feedback throughout the semester.

Also thank you to Nate Rudy, my mentor, for giving me current industry insights and providing me with intuitive feedback throughout the process of creating this training manual. Not only has Nate provided me with feedback on my thesis, he has also given me personal feedback on leadership dimensions. His dedication and feedback to my professional development is something I will continue use in order to grow and develop in my future career endeavors.

I would also like to thank my study buddy, Cammie Devlin for her continued support throughout the course of the semester. She provided me with another perspective on my thesis paper and was always willing to help out. It was comforting to know that we were in it together and helped each other out whenever possible.

Lastly I want to thank my parents, Frank and Karen Kavanaugh, for their love and support. They have always been there for me and have supported everything I have done from my academic career to athletics. They have been a source of comfort, wisdom, and encouragement my whole life. I can never thank them enough.

3

ABSTRACT

In today’s changing organizational make-up, generational differences are

prevalent and are causing a clash in the workplace. Each generation is unique and

their upbringings and key life events shape distinctive generational characteristics to

some degree. In relating generational conflict to Hofstede’s Theory of Cultural

Dimensions, I was able to see differences among generations and compare them to

this theory.

This creative research paper and attached training manual will provide a

hybrid of tools, tables, and exercises to identify a generation’s tendencies and how it

relates to the workplace. The clash of generations is a crucial aspect to recognize and

if understood correctly, then the difference in generations can be leveraged.

Organizations must play to the strengths of each generation and integrate it into its

organizational culture. The training manual will provide a solution to help leverage

the strength of age diversity in the workplace and how employees can reflect on their

current organization, as well as set action plans to play generational diversity to its

strengths.

4

Table of Contents

Authorship Certification Page.......................................................................................................... 1

Acknowledgements............................................................................................................................. 2

Formal Abstract.................................................................................................................................... 3

List of Figures and Charts.................................................................................................................. 5

Introduction........................................................................................................................................... 6

Paper Goals…………………………………………………………………………………………………………....7

Literature Review

An Overview of Generations …………………...........................................................…….10

Hofstede’s Theory of Cultural Dimensions …………………………………………………...11Veterans: A Traditionalist Point of View………………………………………………………………….13Baby Boomers: “The Me Generation” ………………………………………………………………………15Generation X: “The Survivors” ………………………………………………………………………………...17Generation Y: Millennials on the Rise ……………………………………………………………………. 19Importance of Leveraging Age Diversity………………………………………………………………….22 Power Distance …………………………………………………………………………………………………..24 Individualism versus Collectivism………………………………………………………………………26 Masculinity versus Femininity ……………………………………………………………………………29 Uncertainty Avoidance ……………………………………………………………………………………….31 Long-term versus Short-Term Orientation………………………………………………………….33Description of Training Manual ………………………………………………………………………………34Summary and Conclusions ……………………………………………………………………………………...36Works Cited …………………………………………………………………………………………………………….37Bibliography …………………………………………………………………………………………………………...38Appendices

Appendix A – Characteristics of Veterans ………………………………………………………..39Appendix B – Characteristics of Baby Boomers ………………………………………………..40Appendix C – Characteristics of Generation X ……………………………………………………41Appendix D – Characteristics of Millennials ………………………………………………………42Appendix E –High vs. Low Power Distance ………………………………………………………..43Appendix F – Individualism vs. Collectivism ……………………………………………………...43Appendix G– Generational Comparison …………………………………………………………….44Appendix H– Masculinity vs. Femininity ……………………………………………………………44Appendix I –High vs. Low Uncertainty Avoidance …………………………………………..…44Appendix J – Short-Term vs. Long-Term Orientation ………………………………………...45

5

List of Figures and Charts

List of FiguresFigure 1 …………………………………………………………………………………………………………12

List of ChartsTable 1……………………………………………………………………………………………………………14Table 2……………………………………………………………………………………………………………16Table 3……………………………………………………………………………………………………………18Table 4 …………………………………………………………………………………………………………..22Table 5……………………………………………………………………………………………………………25Table 6……………………………………………………………………………………………………………27Table 7……………………………………………………………………………………………………………28Table 8……………………………………………………………………………………………………………30Table 9……………………………………………………………………………………………………………31Table 10………………………………………………………………………………………………………….33

6

Introduction

Today’s workplace is much more diversified in age than in the past. This leads

to different perspectives, which results in conflict and communication barriers.

While diversity in the workplace is often praised for stimulating more creativity and

generating new ideas, diversity in age often causes a clash in the workplace. The

clash of generations is a crucial aspect to recognize and if understood correctly, then

the difference in generations can be leveraged. Organizations must play to the

strengths of each generation and integrate it into its organizational culture. Two

different components define a generation: demographics and key life events that

shape distinctive generational characteristics to some degree. Therefore, it is

important to look at the background and characteristics of each generation to

understand the distinctive talents and challenges each individual across the age

spectrum brings to the workplace, as well as identifying long-term trends that are

altering the culture in an organization.

The focus of this paper is to leverage the strength of age diversity to a

workplace’s advantage. In finding a solution to generational conflict, three central

topics must be understood. This research will display the differences between

generations and outline the areas of potential conflict when interacting in the

workplace, as well as how managers can effectively work and apply management

principles across generations. And most importantly, it will demonstrate the

effective techniques, based on Hofstede’s theories to leverage the strength of age

diversity in the workplace. With a deep understanding of the previously mentioned

7

topics and the training manual provided, managers will be able to recognize areas of

conflict and tailor their message to a specific age group to effectively interact in the

workplace. This will result in managers and supervisors being able to effectively

work and apply management principles across all generations by understanding that

each generation is different. By utilizing Hofstede’s theories, an organization will be

able to gain a competitive advantage through playing generational differences to its

strengths.

Paper Goals

The primary purpose of this paper is to identify the communication barriers

among generations, how to identify them, and leverage age diversity to ensure

effective collaboration within an organization. This is an important issue to address,

as a new generation is now entering the workforce. The Veterans, Baby Boomers,

Gen Xers, and Millennials must work together and understand the importance of

working effectively across generations. The characteristics of each generation will be

focused on, and based on those characteristics, a training manual will be provided

based on Hofstede’s Theory of Cultural Dimensions. This approach will be specific to

each generation in the workforce and discuss how to narrow the generation gaps

between them. This will in turn help individuals understand their colleague’s

tendencies, and how they must understand how to tailor their messages to a specific

age group. In addition, this training program is provided with the purpose of

facilitating a new perspective on leveraging age diversity within organizations that

have a highly age-diverse population.

8

Research questions will be used to identify the main focus on bridging the

generational gap in organizations. The research questions are stated as followed:

RQ1: What are the differences between generations and areas of potential conflict

when interacting in the workplace? RQ2: How can workplace manager and

supervisor effectively work and apply management principles across generations?

RQ3: What are effective techniques, based on Hofstede’s theories to leverage the

strength of age diversity in the workplace?

In result, the propositions are stated as followed: P1: Managers and supervisors

will be able to recognize areas of conflict and tailor their message to that specific age

group to effectively interact in the workplace. P2: The Manager and supervisor can

effectively work and apply management principles across all generations by

understanding that each generation is different and must leverage age diversity to their

strengths. P3: By utilizing Hofstede’s theories, Management will be able to leverage the

strength of age diversity in the workplace.

This paper takes the position that people within the same generation act in

similar ways and carry out the same attributes of that generation. Therefore, each

generation can learn from one another on the characteristics every generation brings

to the workplace. This fact implies that “all generations must regard generational

change as an opportunity” (Howe and Strauss, 1993). For example, Millennials are

the newest generation hitting the workforce and they bring forth their proficiency

and knowledge of technology. Boomers and GenXers can learn from Millennials on

how to effectively use technology programs and use it to their advantage.

9

In addition, this paper asserts that based on Hofstede’s principles, cultural

norms and childhood development (ranging from key life events that happened in

their lifetime and societal advances) has an effect on how one views the world. Geert

Hofstede contends that “people carry ‘mental programs’ that are developed early in

their childhood and are reinforced in schools and organizations, and that these

mental programs contain a component of national culture” (Hofstede, 2001).

Hofstede establishes the divergence between thinking and social action that exists

among members of more than 50 modern nations through differences in behaviors,

institutions and organizations. Through exploring more cross-disciplinary appeals

and tailoring his 5 dimensions to the audience of the new century, there is much to

implement into understanding generational and cultural differences in the

workplace.

Bridging generational gaps at work are accomplished through understanding

the differences that pull generations apart. Consequently, it is crucial for managers

to have an in-depth insight to every generation. The manual provided contains tools

aimed toward bridging the generation gap that are useful in recruiting, retaining,

motivating, and managing each generation more effectively. This manual is most

beneficial when employees working in organizations are often challenged when

communicating with those in different generations. Therefore, they often do not

understand that generational differences create conflict and there are different ways

to communicate with those of another generation.

10

Literature Review

"Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster."    - Prof. Geert Hofstede, Emeritus Professor, Maastricht University.

An Overview of Generations

The concept of generational diversity has been on the rise in recent years as

the young and technologically savvy Generation Y is entering the workplace. The

generational gap is widening and each generation must be able to communicate

effectively across the generational spectrum. Generations at Work: Managing the

Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace by generational

experts Ron Zemke, Claire Raines, and Bob Filipczak, outline each generation in-

depth and explain how each age cohort differs by the culture they grew up in, the

events that occurred in their lifetime, their motivations, and lifestyle. They contend

that “the traditional business practices have been dislodged by changes in life

expectancy, lifestyles, technology, and knowledge base. Life for every generation has

become increasingly nonlinear and unpredictable” (2000). Cultural patterns show

that through the decades, a new culture emerges and will in turn shape a new

generation. For example, Generation Y is extremely reliant on technology because

they grew up in a decade where many technological advances occurred.

Thus, cultural changes create trends that are noticed and shape perspectives

over time. Each generation has experienced key life events and elements that make

their generation unique. It is essential to first understand the basis behind Hofstede’s

11

Theory of Cultural Dimensions, and then determine how it relates to age diversity in

the workplace.

Hofstede’s Theory of Cultural Dimensions

Hofstede’s Publications: Culture’s Consequences and Cultures and Organizations:

Software of the Mind go in-depth to his cultural study preformed across 72 nations

with IBM employees. Hofstede’s Theory is central to understanding generational

differences in the workplace. Hofstede’s Theory is based off of 5 cultural

dimensions: Power Distance, Individualism versus Collectivism, Masculinity versus

Femininity, Uncertainty Avoidance, and Long-Term versus Short-Term Orientation.

Power Distance refers to the degree of inequality among people in which the

population of a country considers as normal. This dimension is based on how a

society handles inequalities. Low power distance means that inequalities among

people will tend to be minimized. Decentralization of activities is more likely with

low power distance. Subordinates expect to be consulted by superiors, and privileges

are less evident. The Power Distance Index (PDI) was derived from country mean

scores or percentages on three survey questions dealing within the perceptions of

subordinates’ fear of disagreeing with superiors and of superiors’ actual decision

making-styles, and with the decision-making style that subordinates preferred in

their bosses (Hofstede, 2001).

Individualism versus Collectivism concerns the degree to which individuals

value their independence or remain integrated into groups (feeling part of something

as a whole). While this is strongly based on cultural differences, this is influential

12

across generations in America as well. The United States is a highly individualistic

society, and this factor significantly contributes to organizations in terms of team

work and decision-making.

Masculinity versus Femininity asserts that there is an imbalance of distribution

of emotional roles between genders. Uncertainty Avoidance is based on the extent

to which a culture programs its members to feel either uncomfortable or comfortable

in unstructured situations. Long-term versus Short-Term Orientation is important

to consider because it refers to the extent to which a culture programs its members

to accept delayed gratification of their material, social, and emotional needs. These

are valued differently across generations. As shown in Figure 1, Individualism is

ranked the highest of value in the United States, followed by Masculinity.

FIGURE 1

Source: http://www.geert-hofstede.com/hofstede_united_states.shtml

While each dimension is equally important, there are stronger indicators of

Power Distance and Individualism vs. Collectivism that are crucial elements to

consider when thinking of generational differences. Power Distance and

13

Individualism vs. Collectivism are going to be critical elements to understanding

generational differences and how each generation’s perceptions are different in

management styles. With the understanding of Hofstede’s Theory of Cultural

Dimensions, it is clear that understanding these dimensions are central to the

development of a changing organization. Each generation is described below and

how Hofstede’s dimensions, along with key life events have shaped each generation

to what they are today and how this effects organizational communication.

Veterans: A Traditionalist Point of View

Veterans, also known as the ‘Traditionalists’ are the oldest generation in

today’s workforce. While there are some Veterans still in the workforce, many are

retired from their full-time careers and are working part time as a means for extra

spending money or for pure enjoyment. Born between 1930 and 1944, Veterans

came from a more simplified and traditional time. They experienced events such as

the Great Depression, World War II, Pearl Harbor, as well as the start of Social

Security. Today’s senior citizens, who either participated in World War II overseas or

in factories at home during this time, are viewed as civic-minded and altruistic due to

their upbringing and devotion to military service.

When working with Veterans, as any other generation, the first thing to

consider is an individual’s values, lifestyle characteristics, and the form of

communication they grew up with. Veterans have seen an era of massive change in

technology, lifestyles, attitudes, and beliefs in American society. Since they grew up

in a more traditional time, Veterans have the utmost respect for authority and a

strong sense of self-worth. They are often considered conformers and believe in

14

disciplinary actions. They believe that hard work pays off, rules should be respected,

and are conservative in their spending. The table below displays generational

descriptors of the Veterans that suggest the values, work habits, leadership behavior,

and challenges they face.

TABLE 1

Veterans(1930-1944)

Key Life Events – The Great Depression– Establishment of Social Security– Hitler Dictatorship– Pearl Harbor– World War II

Core Values – Law and Order– Respect for Authority– Dedication to Hard Work– Discipline– Conformity– Duty Before Fun– Patriotism

Leadership Style – Hierarchical– Command and Control– “Pay your dues” to gain power– Directive

Communication – Formal but personal– Silence is golden– Stick to factual information– Prefer hand-written/personalized notes

Praise & Recognition – Personal Acknowledgement– Intrinsically Motivated– “No news is good news”

Loyalty– To the organization

Views on Technology– Not familiar with text messaging and e-mailing and avoid using it

Challenges – The chain of command style in the workplace is no longer common and they have to adapt to newer methods.

– Adapt to the fact that much younger people could be their boss.Sources: Facilitating Small Group Communication as a Leader: A Management Development Manul. Dr. Ronald C. Fetzer. ; Generations at Work. Zemke, Raines, and Filipczak.

15

With three different generations behind them, it is imperative for Veterans to

understand that the workplace has evolved and what was the norm thirty years ago,

is not the same today. The generation gap is wider than ever, as Americans are living

and working longer. They have to understand the underlying values and norms that

shape newer generations and adapt in order to work in synergy with them. A study

conducted by the American Association of Retired People (AARP) on Images of Aging

in America states that almost half (47%) feel that the majority of older people cannot

adapt to change, and almost two fifths (39%) feel that older workers aren’t as

effective as younger workers. The study does indicate, however that the differences

in age made a difference: the median age for those individuals with low knowledge of

aging was 40 years of age (Abramson and Silverstein, 2004). Consequently, this

indicates that Veterans need to be open to understanding the characteristics of

GenXers and Millennials, and vice versa.

The major challenges for Veterans exist between Generation X and Generation

Y. Veterans must understand that the chain of command approach to organizations

will not work in today’s workforce. While Veterans feel that power is earned through

‘seniority’ and they deserve the right to lead, other generations have much different

perspectives on leadership and power.

Baby Boomers: “The Me Generation”

Baby Boomers were born after World War II, the prospering time of a country

after war. This is the generation with the largest population and they are reaching

retirement. They grew up in an era of dynamic social change with the Civil Rights

Movement, Sexual Revolution, and the Vietnam War. Boomers, also known as

16

“Idealists,” have several characteristics that are unique when compared to that of

other generations. This correlates to the fact that they entered corporations with a

strong work ethic, value of personal growth, and individuality. Since they lived in the

age of radical riots and protests, they are service-oriented and willing to go the ‘extra

mile’ to get things done. They find motivation in monetary gain, public recognition,

and upward mobility. Boomers, a generation of success and optimism currently

represent the heart of today’s management. The table below displays the

characteristics of the Baby Boomers through key life events, core values, leadership

and communication styles, praise and recognition preferences, loyalty, views on

technology, and the key challenges faced in the workplace.

TABLE 2

BABY BOOMERS(1945-1963)

Key Life Events – Civil Rights Movement– Sexual Revolution– Cold War– Assassinations Witnessed on TV– Vietnam– Woodstock

Core Values – Optimism– Personal Growth/Gratification– Teamwork– Health and Wellness– ‘Buy now, pay later’

Leadership Style – Decisions by consensus – Everything in teams– Flattened Organizations

Communication – Avoid Conflict– See value in the spoken word, but like formal documentation– Mix of electronic and face-to-face

Praise & Recognition – Public acknowledgement– Career Advancement– Prefer to give feedback, rather than receive it

Loyalty – To the job itself

Views on Technology – Avoid Technology

17

Challenges – Informal work styles of Generation X and Generation Y – Sharing recognition and overly sensitive to feedback

– Work-Life Balance

As Millennials are entering the workplace, it is important for Boomers to

explore the future of leadership and effectively use their experiences to communicate

with them. Boomers are more comfortable in hierarchal settings, while GenXers and

Millennials tend to be more informal. In terms of Hofstede’s theories, Uncertainty

Avoidance and Power Distance are fundamental to understanding the Baby Boomer

generation compared to their successors.

Generation X: “The Survivors”

Societal differences often affect how each generation views one another.

Generation X, also known as the ‘Survivors’ or the ‘13th Generation,’ is considered a

unique group of individuals. Born between 1964 and 1985, they have been marked by

skepticism. They grew up in a time where major scandals occurred in American

institutions. “Generation X watched as America seemed to fail militarily, politically,

diplomatically, and economically” (Zemke, Raines, and Filipczak, 2000). They grew up

in a nation of disappointment and consequently, their characteristics have reflected

on this fact. They had to learn to survive on their own and become self-reliant at a

young age because they were deprived of attention from their parents with increasing

divorce rates and parents that ‘live to work.’ This was the first generation that vastly

dealt with working mothers, marriages ending in divorce, and custody battles. Their

parents (Baby Boomers) were strongly devoted to their work and struggled to find a

positive work-life balance.

Sources: Facilitating Small Group Communication as a Leader: A Management Development Manul. Dr. Ronald C. Fetzer. ; Generations at Work. Zemke, Raines, and Filipczak.

18

TABLE 3

Generation X(1964-1985)

Key Life Events – Fall of the Berlin Wall– Watergate Scandal– Introduction to Personal Computers– Energy Crisis– MTV– Aids– Operation Desert Storm

Core Values – Diversity– Informality– Self-Reliance– Balance– Thinking Globally

Leadership Style – Balanced Decision-Making– Power is based on expertise, not seniority– Utilize Mentoring and Learning Opportunities– Value Collaboration

Communication – Casual and Direct – ‘tell it like it is’– Prefer e-mail than face-to-face interaction

Praise & Recognition – Need positive feedback– Balance of compensation and time off

Loyalty – To individual career goals

Views on Technology – Technoliterate– Practical for getting work done

Challenges - Trusting the people they work with

- The Millennials may overshadow them with their fresh perspectives and technological capabilities

Sources: Facilitating Small Group Communication as a Leader: A Management Development Manul. Dr. Ronald C. Fetzer. ; Generations at Work. Zemke, Raines, and Filipczak.

In contrast to their parents, Xers desire to ‘work to live.’ They value a positive

work-life balance, which reflects on their views of workplace interaction. They are

19

less willing to work the weekends or overtime, which is opposite of the Baby

Boomers. Gen Xers have the philosophy that as long as the work gets done, then it

shouldn’t matter where or when they do it. With the prevalence of telecommuting,

video conferencing, and e-mailing, this is an attractive alternative to them. In addition,

they do not value authority as much as the generations ahead of them.

While GenXers are considered as cynics and minimalists, it is important to

realize that this generation is a critical component of the workforce. This generation

includes very well-known innovators, such as Michael Dell with Dell Computers and

the co-founders of Google: Larry Page and Sergey Brin. They have been on the

forefront of technological change that has changed our world forever. This generation

has transformed many aspects of the workforce, where Boomers and Xers will be

working together and often times being placed higher on the corporate ladder than

Boomers. Xers have defied the ‘seniority’ aspect of a workplace through their

technological competence that is leveraging them to be on the same hierarchical

surface with the Boomers and Veterans.

In addition, they are typically non-conformists and will not conform to the

generations before them. Boomers must pay attention to the Xer’s differences and

influence them to work together. Understanding GenXers will be useful for Boomers

when they must coach them in a given situation. Understanding these differences will

help to remove potential conflict that exists between the age spectrum and will

generate positive actions that are beneficial to both the individual and the

organization.

Generation Y: Millennials on the Rise

20

In recent years, a new class of workers has been entering the American

Workforce: The Millennials. This generation has dislodged everything Corporate

America once signified. Born between 1986 and 2001 with a population of

approximately 80 million, this generation is rapidly taking over the Baby Boomers

who are reaching the idea of retirement. They are seen as optimists, better educated,

and more ethnically diverse. The Millennials grew up believing that they are all

winners and there are no losers. They have been nurtured by their parents a

considerable amount, which has shaped their expectations of what they want in a job

and how they should be treated. They only take ‘yes’ for an answer and believe that

there is more to life than just work. Their lifestyle and activities are prioritized and

corporations must realize that in order to retain their new GenY employees, they

must integrate this into their corporate culture.

Developing a strong corporate culture has been a major focus for companies

in order to avoid high turnover. Millennials have high expectations for what they

want in a job and are not afraid to switch jobs until they find the perfect fit for them.

Employers must give them what they want in order to recruit and retain high caliber

college graduates. According to recent studies by PricewaterhouseCoopers on

Millennials’ perspectives, 78 percent of Millennials agreed that working with strong

coaches and mentors is a critical part of their development (2009). Consequently, an

organizational culture must be developed on the premise of recognition and reward,

team work, coaching and developmental opportunities.

Millennials also have a competitive advantage because they have grown up on

the forefront of technological advancements, making them the most tech-savvy

21

generation known to mankind. They never knew what it was like to not have cell

phones, email, and personal computers. Moreover, electronic gadgets are considered

‘an extension of their bodies’ because this generation is always connected. Growing

up in a Digital Age, Millennials do not understand anything other than immediacy.

They know how to multitask and this will significantly alter the way workers view

the world. In order for Boomers and GenXers to succeed in the ever-changing

workplace, they need to realize that they have to coach Millennials rather than boss

them around.

Since recent reports show that an increased amount of college seniors are

moving home after graduation, this allows them to leave a job if they don’t like it.

Among 2009 U.S. college graduates, 80 percent moved back home with their parents

after graduation, up from 77 percent in 2008, 73 percent in 2007, and 67 percent in

2006, according to recent poll results released by CollegeGrad.com, the #1 entry level

job site (PR Web, 2009). The Millennials have seen their parents settle and know that

they are not going to make the same mistakes their parents have made. Therefore, it

is imperative for older generations to be sensitive to the Millennials entering the

workforce.

In contrast to Baby Boomers and GenXers, it is becoming more acceptable to have 3

jobs on a resume in a year. Thus, Millennials will adapt and try new things until they find out

what they really want. Therefore in order to recruit and retain Millennial workers,

companies must adapt to their lifestyle and leverage their new ways of thinking to the ever-

changing Corporate America by giving them what they want. Millennials want to be

motivated through their sense of idealism, opportunities to develop their skills, and be

engaged with individual and team-oriented work. When companies focus on these factors,

22

Managers can effectively work and apply management principles across all generations by

understanding that each generation is different and realize that other generations can

influence the Millennials to transform organizations in to a more efficient and flexible

workplace.

TABLE 4

Generation Y(1986-2001)

Key Life Events – Oklahoma City Bombing– Princess Diana’s Death– Columbine Shooting– September 11, 2001– World Wide Web– Technology Revolution

Core Values – Optimism– Diversity– Commitment to Personal Growth– Sociability– Media-Dependent

Leadership Style – Constant Development– Freedom and Autonomy– Multitasking Capabilities

Communication – Interactive and Collaborative– Utilize Teams– Need for Connectedness via electronic communication

Praise & Recognition – Recognition for a job well-done– Constant Feedback

Loyalty – To the team

Views on Technology – Embrace Technology– “What else is there?”

Challenges – Need for supervision and structure

– Inexperience with handling difficult people issuesSources: Facilitating Small Group Communication as a Leader: A Management Development Manul. Dr. Ronald C. Fetzer. ; Generations at Work. Zemke, Raines, and Filipczak.

Importance of Leveraging Age Diversity

There are multiple approaches to consider while understanding age diversity and

how to implement the facets of each generation to an organization’s advantage.

23

Intergenerational gurus, Lynn Lancaster and David Stillman, argue that “generational

collisions at work include everything from reduced profitability to the loss of

valuable employees, higher payroll costs, poor customer service, derailed careers,

wasted human potential, and even serious health problems caused by stress” (2002).

It is clear that generational conflict needs to be addressed before it becomes

problematic. Therefore, all generations must think of intergenerational change as an

opportunity. Those who disregard the fact that we are rapidly shifting to a

technological society will not be very effective toward change.

Millennials are focused more on achievement than any other generation, and

need to be welcomed with open arms. They have a lot to provide to the workplace,

and this will help to leverage age diversity. “They combine the teamwork ethic of the

Boomers with the can-do attitude of the Veterans and the technological savvy of the

Xers” (Zemke, Raines, and Filipcazk, 2000). Millennials must learn from the Baby

Boomers and GenXers, and vice versa. Adult leaders must have enough integrity to

trust in the youth since they have much to bring to the workplace. Therefore, it is

imperative to leverage the strengths of Millennials because they represent a hybrid

of new confidence in their abilities, are highly educated, and diversity-driven. This

results in a more open society full of creativity and innovation.

In order for all earlier generations to communicate effectively with Millennials,

they must work to understand Geert Hofstede’s Theory of Cultural Dimensions. His

theory takes a creative approach to how such dimensions as Power Distance,

Individualism versus Collectivism, Masculinity versus Femininity, Uncertainty

Avoidance, and Long-Term versus Short-Term Orientation can be applied to age

24

differences and the workplace. As Hofstede asserts, culture relates to mental

programming and each person carries multiple patterns for thinking, feeling, and

acting that is learned through their lifetime. As mentioned in the latter sections, each

generation is formed by a culmination of factors that shape their worldviews and

how they view organizational change. Hoftstede claims that “as soon as certain

patterns of thinking, feeling, and acting have established themselves within a

person’s mind, (s)he must unlearn these before being able to learn something

different” (1997). Thus, this statement applies to the idea that people must be

culturally aware of the world around them and that people of older and younger

generations have differing perspectives and shape the way one reacts in a given

situation.

One must realize the differences of each generation in the terms of Hofstede’s

Cultural Dimensions in order to grow and develop in a changing organization. When

such theories are applied in organizational communication, Managers will be able to

recognize areas of conflict and tailor their message to that specific age group to

effectively interact in the workplace, and by utilizing Hofstede’s theories,

Management will be able to leverage the strength of age diversity.

Power Distance

The United States is considered a low power distance culture. Hofstede’s

Theory denotes that in a low power distance culture, subordinates and superiors

consider each other as existentially equal and that the hierarchical system is just an

equality of roles, established for convenience. In addition, he argues that “roles may

be changed, so that someone who today is my subordinate may be my boss

25

tomorrow” (Hofstede, 1997). As shown in Table 5, distinct differences exist between

high and low power distance cultures.

TABLE 5

Source: http://www.geert-hofstede.com/

In terms of generational differences in organizations, each cohort has a divergent

value placed on power distance. For Veterans and Boomers, hierarchy is more

emphasized than GenX and GenY. As displayed in Table 1, Veterans align more

closely with a high power distance culture because they value command and control

and rarely question authority. Boomers also align more with a high power distance

culture because they tend to respect power and accomplishment. They must

understand that in terms of power distance, the United States as a whole is more

likely to question authority. GenX is more likely to question those ‘higher up’ in

organizations and speak their opinions because this is how they think collectively as

an age group. Veterans and Boomers must understand this in order to work

26

effectively with them, and the preceding generations must come to realize that

Veterans and Boomers are most comfortable when a hierarchy is in place.

Furthermore, the GenXers and Millennials must acknowledge Veterans’ and

Boomers’ experience, expertise, and seniority.

Clashes first arose between Veterans and Boomers when Boomers had the desire

to challenge their authority. With the Boomer’s idealistic views, they came to move

up on the corporate ladder to work with Veterans, and together they have negotiated

ways of sharing power. With GenXers currently holding seats in today’s

management, they must learn to be aware of how to collaborate with their Veteran

and Baby Boomer colleagues. They must accept that age diversity naturally

influences our ideas, expectations, values, and behaviors at work. GenX and GenY

must realize that they should not go around or over the Veterans when making

decisions and speak positively about the organization and the legacy they helped to

create. With Boomers, one must seek their help with workplace issues and utilize

them as mentors. An understanding of viewpoints among the age spectrum on

power distance will help differing generations understand how to go about

communicating with a colleague or superior in an organizational setting.

Individualism versus Collectivism

In collectivist cultures, the power of the group is privileged where the interest

of the group prevails over the interest of the individual. Belonging to a given group is

considered a major source of one’s identity and therefore one owes their lifelong

loyalty to this group. Between the person and the group, a dependence relationship

develops which is both practical and psychological (Hofstede, 1997). In contrast to

27

collectivist cultures, the United States is the most individualistic culture in the world.

As displayed in Table 6, many differences exist between the two types of cultures. In

individualistic cultures, the interest of the individual prevails over the interest of the

group. Furthermore, people in individualistic cultures have the tendency to think of

themselves as ‘I’, rather than ‘we’.

TABLE 6

Source: http://www.geert-hofstede.com/

Hofstede bases the individualistic dimension on personal time, freedom, and

challenge—all resulting in the value of the employee’s independence from the

organization. Personal time in individualistic cultures is valued in terms of the

importance of a healthy work-life balance. Freedom and autonomy is also stressed in

individualistic cultures with the view that one must have considerable freedom to

adopt one’s own approach to a job. Lastly, individualistic cultures feel empowered

when they are challenged and gain a sense of personal accomplishment (Hofstede,

1997). In contrast, the collectivist dimension stresses the importance of training to

28

improve skills, adequate working conditions, and the ability to fully use their skills

on the job, which emphasizes the employee’s dependence on the organization.

Intrinsic and extrinsic motivation strongly correlate to a person’s feeling

toward their occupation and where their loyalty lies. These factors are useful for

distinguishing occupational cultures. Each generation has differing perspectives

toward loyalty and it is imperative to understand where one’s loyalty lies within an

organization to work in harmony together. Table 7 shows generational views on

loyalty in organizations and how that generation is either more collective- or

individual-oriented within the workplace.

TABLE 7

Generational Views on Loyalty in OrganizationsVeterans Baby Boomers Gen X Millennials

To the Organization

To the jobitself

To individual career goals

To the team

Collective Orientation

Individual Orientation

Individual Orientation

Collective Orientation

The table above demonstrates where each generation stands in terms of

thinking themselves on an individual basis or as a part of a group. Veterans are

considered more collectivistic as an age cohort because of their traditional ways of

thinking. They value loyalty and hard work, and their life experiences help to shape

their views. With the Boomers, they are more individual oriented because they have

the attitude that work comes first before family. Therefore, they are prone to be

highly loyal to their job and consider it as a part of who they are. Generation X is also

a highly individualistic generation that stems from their skepticism and having to

learn how to become self-reliant at a young age because they were deprived of

attention from their workaholic parents. Their loyalty is to their individual career

29

goals and view work as a means to economic survival. As for Millennials, they are

more collective-oriented. They feel more loyal to the people involved with the

project, rather than the actual job.

It is becoming increasingly crucial for employers to take note of how an

organization’s structure and culture affect how their employees view their

organization. If employers are not on the same level as their employees, then this

will affect retention and the bottom-line. Hofstede analyzes individualism and

collectivism in the workplace and finds that “employed persons in an individualist

culture are expected to act according to their own interest, and work should be

organized in a way that this self-interest and the employer’s interest coincide”

(Hofstede, 1997). The above factors are essential for managers to understand so

they know where an individual’s orientation typically lies and how they need to find

a balance to between the two to collaborate effectively across generations.

Masculinity versus Femininity

The third dimension of Hofstede’s Theory is Masculinity versus Femininity.

This is based on the premise that there are gender roles in society which affects

human behavior. The table below displays distinct differences between the two. The

masculine dimension stresses the opportunity to retain high earnings, recognition

for a job well done, upward mobility, and challenging work. Conversely, the feminine

spectrum maintains that workers should have a positive work relationship with

direct supervisor and job security (Hofstede, 1997).

TABLE 8

30

Source: http://www.geert-hofstede.com/

In Hofstede’s Theory, the United States is considered a more masculine

culture as a whole. However, elements of the masculine versus feminine dimension

both exist in today’s organization. Most organizations today have a balance of

masculinity and femininity. The masculine factors are important to recognize and

must be tailored to each generation. In addition, feminine aspects are becoming

more prevalent in the American workforce. The interpretive solution to the new

millennium of workers is to shift towards a more cooperative orientation and a focus

on community.

There must be a balance of masculine and feminine aspects to tailor to each

generation with the goal of working as a strong and cohesive workforce. When a

balance is in place, managers will be able to effectively manage talent while

maximizing productivity.

Uncertainty Avoidance

31

Ambiguity is something that all generations have to face in the workplace. One

has to understand that in a position where decision-making is necessary, they must

be resilient and adaptable to new ideas. Table 9 displays key differences between

High and Low Uncertainty Avoidance.

TABLE 9

Source: http://www.geert-hofstede.com/

In high uncertainty cultures, laws and rules are more prevalent and will be

followed to the fullest extent. There are many formal and informal rules controlling

the roles and rights of employers and employees, such as internal regulations

controlling the work process, which effects employee behavior (Hofstede, 1997).

Therefore, the need for rules in a workplace with high uncertainty avoidance is based

on an emotional factor. As suggested in Hofstede’s theory, people have been

programmed since their early childhood on how to behave in society. Like the

Veterans and the Baby Boomers, the way they grew up in society is much different

than that of GenX and GenY. Veterans and Boomers are more comfortable in a

structured environment more so than their successors.

32

In contrast to high uncertainty cultures, cultures with a lower uncertainty

index tend to dislike formal rules. GenX and GenY relate more with this perspective

and have a different philosophy towards rules and regulations. GenX feels that rules

are flexible and that there are many ‘gray areas’ to regulations in the workplace. In

addition, GenY is an age group that values freedom and autonomy. They dislike the

traditional command and control perspective and view authority in a different light.

Therefore, Uncertainty Avoidance is a crucial component to focus on because

organizations are essentially a subculture to a culture as a whole. While the United

States aligns closely with the Low Uncertainty Avoidance sphere, it does not mean all

organizations react to uncertainty in the same way. Organizations reflect upon the

leadership styles and the generational make-up that affects how a specific

organization reacts to ambiguity.

Self-managed work teams are becoming increasingly prevalent today and

many companies believe that bureaucratic constraints stifle worker creativity and

innovation. Therefore, unneeded supervisors should be eliminated, relating in a

more team-oriented environment full of collaboration and diversity. Self-managed

work teams consist of about 10-15 employees that set their own norms and rules,

but are guided by the company’s vision. Management gives out specific tasks to

teams, but those teams are permitted to make their own schedules. This type of

collaboration will be difficult for Veterans and Baby Boomers to adjust to but they

must realize that this form of environment is something they need to adapt. While

rules and power will be more flexible in this type of team environment, a shift on

33

control from management to workers will be a necessary evil they will have to deal

with.

Short-Term versus Long-Term Orientation

The last dimension of Hofstede’s Theory is short-term versus long-term

orientation. Long-term orientation is expressed by perseverance and persistence.

There is also a respect for hierarchy of the status of relationships and thrift.

Conversely, a short-term orientation is described by immediate need gratification

and social spending. In terms of time orientation, it is important to consider because

it refers to the extent to which a culture programs its members to accept delayed

gratification of their material, social, and emotional needs. These are valued

differently across generations.

TABLE 10

Most important events in life occurred in the

past or take place now

Most important events in life will occur in the future

Social spending and consumption Saving, investing

Source: http://www.geert-hofstede.com/

Veterans tend to indicate how they will be contributing to long-term strategies in

terms of months and years, rather than weeks. Since they feel that they helped to create a

company history, it is important to emphasize a company’s history and build a strong

34

rapport with this generation (Zemke. Raines, Filipczak, 2000). As indicated in Table 2, the

Boomers are known for their social spending and consumption. Therefore to gain the buy-

in of someone from this generation, a discussion should emphasize how decisions and

objectives are focused on the near future of the company since this is where their

propensity lies in other areas. The examples provided in the latter indicates that short-term

and long-term orientation affects how a generation views organizational goals.

Description of Training Manual

GET THE BIG PICTURE: Build a Cohesive Workplace by Understanding

Generations is devised to assist generations to effectively collaborate with one

another and to understand each generation’s tendencies. This training program is

provided with the purpose of facilitating a new perspective on leveraging age

diversity within organizations that have a highly age-diverse population. Bridging

generational gaps at work are accomplished through understanding the differences

that pull generations apart. Consequently, it is crucial for managers to have an in-

depth insight to every generation.

The attached manual contains tools aimed toward bridging the generation gap

that are useful in recruiting, retaining, motivating, and managing each generation

more effectively. This manual is most beneficial when employees working in

organizations are often challenged when communicating with those in different

generations. Exercise 1: Common Descriptors, introduces the topic of generational

differences by having participants break off into small groups and discuss common

descriptors of each generation – keeping in mind core values, upbringings,

challenges, leadership, and technology. Once the exercise is complete, the trainer will

35

facilitate a discussion on why they chose such descriptors for each generation. In

addition, a chart is provided for participants to view to compare generations, while

the table ‘Effective Interaction Across Generations’ provides suggestions to

communicate effectively with each generation based on factors such as

acknowledgement, work ethic, communication, decision-making, motivation, and

feedback.

The goal of the suggestions chart is for participants to reflect on their past

experiences and answer various questions based on their own experiences

pertaining to cross-generational communication conflict. After discussing their own

experiences, participants are to create action plans to set specific goals on how they

will work differently with those from other generations. This will help participants

realize the value of tailoring their messages to a specific audience. The last

component of the training manual reflects upon Hofstede’s Theory of Cultural

Dimensions and how it relates to generational differences within the workplace. This

helps participants understand that each generation is different and is in essence their

own culture. By utilizing Hofstede’s Theory and putting plans into action within one’s

workplace, age diversity can come into full-circle and be leveraged to an

organization’s strengths.

Summary and Conclusions

36

With a deep understanding of how generational differences relate to

Hofstede’s Theory of Cultural Dimensions, managers and supervisors will be able to

leverage age diversity to their advantage. RQ1 asked: What are the differences

between generations and areas of potential conflict when interacting in the

workplace? The backgrounds and characteristics of each generation relating to

Hofstede’s Theory concluded that there are differing perspectives and worldviews

stemming from each generation. Therefore each age cohort reacts to factors such as

decision-making, ambiguous situations, and technology in differing ways.

Organizations must play to the strengths of each generation and integrate it

into its organizational culture. Therefore, it is important to look at the background

and characteristics of each generation to understand the distinctive talents and

challenges each individual across the age spectrum brings to the workplace, as well

as identifying long-term trends that are altering the culture in an organization.

The attached training manual provides solutions and suggestions on how

managers can effectively work and apply management principles across generations.

This will facilitate a new perspective on utilizing cross-generational communication

within organizations that have a highly age-diverse population. This is an important

issue to address, as a new generation is now entering the workforce. The Veterans,

Baby Boomers, Gen Xers, and Millennials must work together and understand the

importance of working effectively across the generations. By utilizing Hofstede’s

theories on how each generation aligns higher or lower on a dimension, managers

are able to notice that generations act as a sub-culture to a culture as a whole. Each

generation reacts to situations in different ways, much like a culture does. The sub-

37

cultures within organizations are crucial to notice in order to work in harmony and

create a synergized organization.

Works Cited

Abramson, A. & Merril Silverstein. (March 2006). Images of Aging in America 2004. In AARP.org. Retrieved November 4, 2009, from http://www.aarp.org/research/surveys/life/lifestyle/behavior/articles/images_aging.html

Dr. Ronald C. Fetzer (2005). Facilitating Small Group Communication as a Leader: A Management Development Manul. Atrium Hospital Publication.

Hofstede, G. H. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, Calif: Sage Publications.

Hofstede, Geert and Hofstede, Gert-Jan (1997). Cultures and Organizations: Software of the Mind.  New York: McGraw-Hill U.S.A.

Howe, N., & Strauss, W. (1993). 13th gen: Abort, retry, ignore, fail? New York: Vintage Books.

Lancaster, Lynne C., and David Stillman (2002). When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. New York: HarperCollins Inc., Print.

PricewaterhouseCoopers. (2009). Millennials at work: Perspectives of a new generation. Managing The Millennials: HR Survey of Recent Graduates. Retrieved November 23, 2009, from http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/millennials-survey.jhtml

PR Web. (2009, July 22). 2009 College Graduates Moving Back Home in Larger Numbers. CollegeGrad.com. Retrieved November 23, 2009, from http://www.collegegrad.com/press/2009_college_graduates_moving_back_home_in_larger_numbers.shtml

Zemke, Ron, Claire Raines, and Bob Filipczak (2000). Generations At Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. New York: American Management Association. Print

Bibliography

38

Abramson, A. & Merril Silverstein. (March 2006). Images of Aging in America 2004. In AARP.org. Retrieved November 4, 2009, from http://www.aarp.org/research/surveys/life/lifestyle/behavior/articles/images_aging.html

Dr. Ronald C. Fetzer. Facilitating Small Group Communication as a Leader: A Management Development Manul. Atrium Hospital Publication, 2005.

Fogg, Piper. WHEN GENERATIONS COLLIDE. Education Digest, 74(6), 25-30. http://search.ebscohost.com.proxy.lib.muohio.edu

Hofstede, G. H. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, Calif: Sage Publications.

Hofstede, Geert and Hofstede, Gert-Jan. Cultures and Organizations: Software of the Mind.  New York: McGraw-Hill U.S.A., 1997.

Howe, N., & Strauss, W. (1993). 13th gen: Abort, retry, ignore, fail? New York: Vintage Books.

Howe, N., & Strauss, W. (2000). Millennials rising: The next great generation. New York: Vintage Books

Lancaster, Lynne C., and David Stillman. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. New York: HarperCollins Inc., 2002. Print.

New Strategist Publications, Inc. (2004). The Millennial: Americans born 1977 to 1994. Ithaca, N.Y.: New

Strategist Publications.

PR Web. (2009, July 22). 2009 College Graduates Moving Back Home in Larger Numbers. CollegeGrad.com. Retrieved November 23, 2009, from http://www.collegegrad.com/press/2009_college_graduates_moving_back_home_in_larger_numbers.shtml

PricewaterhouseCoopers. (2009). Millennials at work: Perspectives of a new generation. Managing The Millennials: HR Survey of Recent Graduates. Retrieved November 23, 2009, from http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/millennials-survey.jhtml

Stein, P.,& Berardinelli, E. (2009). Bridging the Gaps Among the Generations. Fire Engineering, 162(4), 169-176. http://search.ebscohost.com.proxy.lib.muohio.edu

Underwood, Chuck. The Generational Imperative: Understanding Generational Differences In The Workplace, Marketplace, and Living Room. North Charleston: BookSurge, 2007. Print

Zemke, Ron, Claire Raines, and Bob Filipczak. Generations At Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. New York: American Management Association, 2000. Print

Appendices

Appendix A

39

Characteristics of Veterans

Veterans(1930-1944)

Key Life Events – The Great Depression– Establishment of Social Security– Hitler Dictatorship– Pearl Harbor– World War II

Core Values – Law and Order– Respect for Authority– Dedication to Hard Work– Discipline– Conformity– Duty Before Fun– Patriotism

Leadership Style – Hierarchical– Command and Control– “Pay your dues” to gain power– Directive

Communication – Formal but personal– Silence is golden– Stick to factual information– Prefer hand-written/personalized notes

Praise & Recognition – Personal Acknowledgement– Intrinsically Motivated– “No news is good news”

Loyalty– To the organization

Views on Technology– Not familiar with text messaging and e-mailing and avoid using it

Challenges – The chain of command style in the workplace is no longer common and they have to adapt to newer methods.

– Adapt to the fact that much younger people could be their boss.

Appendix BCharacteristics of Baby Boomers

40

BABY BOOMERS(1945-1963)

Key Life Events – Civil Rights Movement– Sexual Revolution– Cold War– Assassinations Witnessed on TV– Vietnam– Woodstock

Core Values – Optimism– Personal Growth/Gratification– Teamwork– Health and Wellness– ‘Buy now, pay later’

Leadership Style – Decisions by consensus – Everything in teams– Flattened Organizations

Communication – Avoid Conflict– See value in the spoken word, but like formal documentation– Mix of electronic and face-to-face

Praise & Recognition – Public acknowledgement– Career Advancement– Prefer to give feedback, rather than receive it

Loyalty – To the job itself

Views on Technology – Avoid Technology

Challenges – Informal work styles of Generation X and Generation Y – Technology replacing human interaction – Sharing recognition and overly sensitive to feedback

– Work-Life Balance

Appendix CCharacteristics of Generation X

41

Generation X(1964-1985)

Key Life Events – Fall of the Berlin Wall– Watergate Scandal– Introduction to Personal Computers– Energy Crisis– MTV– Aids– Operation Desert Storm

Core Values – Diversity– Informality– Self-Reliance– Balance– Thinking Globally

Leadership Style – Balanced Decision-Making– Power is based on expertise, not seniority– Utilize Mentoring and Learning Opportunities– Value Collaboration

Communication – Casual and Direct – ‘tell it like it is’– Prefer e-mail than face-to-face interaction

Praise & Recognition – Need positive feedback– Balance of compensation and time off

Loyalty – To individual career goals

Views on Technology – Technoliterate– Practical for getting work done

Challenges - Trusting the people they work with

- The Millennials may overshadow them with their fresh perspectives and technological capabilities

Appendix DCharacteristics of Millennials

42

Generation Y(1986-2001)

Key Life Events – Oklahoma City Bombing– Princess Diana’s Death– Clinton Impeachment Trail– Columbine Shooting– September 11, 2001– World Wide Web– Technology Revolution

Core Values – Optimism– Diversity– Commitment to Personal Growth– Sociability– Media-Dependent

Leadership Style – Constant Development– Freedom and Autonomy– Multitasking Capabilities

Communication – Interactive and Collaborative– Utilize Teams– Need for Connectedness via electronic communication

Praise & Recognition – Recognition for a job well-done– Constant Feedback

Loyalty – To the team

Views on Technology – Embrace Technology– “What else is there?”

Challenges – Need for supervision and structure

– Inexperience with handling difficult people issues

Appendix ELow vs. High Power Distance

43

Appendix FIndividualism vs. Collectivism

Appendix GGenerational Comparison

Generational Views on Loyalty in OrganizationsVeterans Baby Boomers Gen X Millennials

44

To the Organization

To the jobitself

To individual career goals

To the team

Collective Orientation

Individual Orientation

Individual Orientation

Collective Orientation

Appendix HMasculinity vs. Femininity

Appendix IHigh vs. Low Uncertainty Avoidance

Appendix JShort-Term vs. Long-Term Orientation

45

Most important events in life occurred in the

past or take place now

Most important events in life will occur in the future

Social spending and consumption Saving, investing