Proceedings of the 8th International Conference on Intellectual ...

Bertrand Pauget and Ahmed Dammak
The transcript shows that managers <strong>of</strong>ten link difficulties with placing members <strong>of</strong> Generation “Y” to
<strong>the</strong> fact <strong>the</strong>y that challenge <strong>the</strong> authority <strong>of</strong> management. One respondent declared, “We must adapt
to <strong>the</strong>ir youth and immaturity and explain <strong>the</strong> basics <strong>of</strong> compliance within an organization and
hierarchy.” Is Generation “Y” a generation that has just become integrated and simply needs to be
made fully aware? It appears that this is not <strong>the</strong> only issue because Generation “Y” seems to pose <strong>the</strong>
following particular problems for managers:
“The coaching/mentoring staff is more important than in <strong>the</strong> past” (Respondent 1)
“Generation “Y” requires more controlling actions, more meetings, more listening” (Respondent 8)
“(Generation “Y” ) being more conciliatory about <strong>the</strong> work to be done during <strong>the</strong>ir work shift”
(Respondent 10)
But faced with this need, it appears that this leads to tensions and conflicts within <strong>the</strong> teams for some
managers:
“There is a conflicting relationship with <strong>the</strong> older workers, which increases communication time
and requires defusing conflicts at <strong>the</strong> expense <strong>of</strong> care” (Respondent 14)
“The reporting relationships are complicated” (Respondent 2)
Adaptation <strong>of</strong> management varies between a reserved attitude regarding following <strong>the</strong> rules and an
enthusiastic attitude towards adaptation
In an underlying manner, it appears that this skill needs to be exchanged in this generation but varies
among individuals. Two types <strong>of</strong> managers are apparent. The first type concentrates mainly on
recalling rules (e.g., “remembering <strong>the</strong> rules <strong>of</strong> work is important” (Respondent 14)). If he or she has
difficulty managing members <strong>of</strong> Generation “Y”, <strong>the</strong> traditional method remains to focus on <strong>the</strong>
recollection and incorporation <strong>of</strong> rules. The majority <strong>of</strong> managers interviewed are <strong>of</strong> this type:
“Remember to use constant vigilance and specific goals with good followup; if <strong>the</strong>se are not used,
slacking <strong>of</strong>f may occur” (Respondent 5).
The second type <strong>of</strong> manager, however, tries to adapt to <strong>the</strong> needs <strong>of</strong> listening to and <strong>the</strong>
personalization <strong>of</strong> Generation “Y”. It is this second category <strong>of</strong> managers who are more enthusiastic
about <strong>the</strong> potential <strong>of</strong> this generation: “Generation “Y” imposes itself with its enthusiasm to defend
<strong>the</strong>ir pr<strong>of</strong>ession but also to revamp it” (Respondent 6).
A lack <strong>of</strong> consideration <strong>of</strong> <strong>the</strong> specificity <strong>of</strong> Generation “Y” by <strong>the</strong> organization
Our respondents, even those who appeared to have adopted <strong>the</strong>ir management to this generation,
noted a lack <strong>of</strong> overall monitoring <strong>of</strong> <strong>the</strong> organization. Highly interconnected, Generation “Y” freely
shares information with <strong>the</strong>ir peers. However, <strong>the</strong>se tools are not necessarily beneficial and pose
issues <strong>of</strong> confidentiality. One person surveyed was not comfortable toward a subordinate who
became “friends” on Facebook with a patient. Generation “Y” has a need <strong>of</strong> framing; however, this is
different than a simple hierarchical authority.
In addition, good ideas provided by Generation “Y” are abandoned due to lack <strong>of</strong> follow-up, <strong>the</strong>reby
“slowing down Generation Y’s initiative and, in particular, <strong>the</strong>ir initiative regarding computers.” There
is a true slowdown in organizations that struggle to take <strong>the</strong> aspirations <strong>of</strong> Generation “Y” toward
greater responsiveness and fail to consider lateral thinking.
4.3 Generalization <strong>of</strong> intergenerational management and organizational design
The most recent reports (e.g., Kodatt, 2009) published in <strong>the</strong> US show that Baby Boomers are less
than half as likely as Generation “Y” to call for participatory leadership. Generation “Y” has to be
managed using a subtle blend <strong>of</strong> mentoring and coaching (Eestryn-Béhar et al., 2005). The right
ingredients to permanently challenge and fit with <strong>the</strong> individual must be found.
First, from our results, we found a need for responsiveness and proximity. Generation “Y” seeks a
close management that makes sense to <strong>the</strong>m.
This type <strong>of</strong> management comes as <strong>the</strong> result <strong>of</strong> experience, and it is local and provisionary.
Fur<strong>the</strong>rmore, this management consumes time to <strong>the</strong> detriment <strong>of</strong> care. However, tools currently exist
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