Multi-Generational Challenges in Today's Workforce

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Multi-Generational Challenges in Today's Workforce

Overview of the Leadership and Management Challenges

The purpose of this research is to identify the challenges faced by the GSK Company in managing the multi-cultural workforce. The main objective is to gain a better understanding of the company's diversity. There is a need to identify areas of strengths and weaknesses and develop suitable strategies for each cultural group, while primarily focusing on the senior employees in today's organizations. Research suggests that individuals communicate based on their generational backgrounds and that each generation has distinct attitudes, habits, behaviors, expectations and motivators. These differences create unique challenges for leaders in the workplace including misunderstandings, low morale and poor employee performance. An examination of the research techniques and styles of leaders in similar workplace situations will be conducted.

An exploration would be carried out of the concept that organizational leaders with a fuller understanding of their age diverse employees and those leaders that make the most of the multigenerational workforce are better able to meet the unique challenges they face. It is certainly difficult at times to successfully lead the generationally diverse staff. Although the different generations exude various qualities and each group has distinct needs in the workplace Leaders must learn to make the most of the mutigenerational workforce and seek recommendations for meeting their unique challenges. Therefore, the entire issues related to the GSK case study will be discussed in detail.

Research Questions

The research questions for the study are:

What is the level of cultural diversity among the employees in GSK?

How do young managers successfully motivate, effectively engage and lead senior employees in the organization?

What are the benefits to have a diverse workforce in terms of age, which includes the benefits of succession planning and knowledge transfer in GSK?

What are the ethical dilemmas involved with supervising employees that are no longer meeting the needs of the organization but have worked for the organization for a long period of time?

Profile of GSK

GlaxoSmithKline, international business, which operates on all continents, in different cultural contexts and human has recognized time diversity as a component of the societies should respect. This is why the principles of diversity and non-discrimination are enrolled in the Group policies since 2001. GSK sees diversity as an asset given in the economic and social environment. It is present in all markets in which people operate within the medical community with which they work daily and patients who benefit from the products. It is therefore important that this diversity can also be expressed in the company and it has not to face discriminatory acts intended or unintended. The Diversity Charter reaffirms the commitment to protect all forms of discrimination in the organization. This charter is primarily a moral commitment, which is to the values of the business and in everyday life, take all its meaning thanks to the vigilance that people shows individually. Therefore, this is the basic profile of the level of cultural diversity in GSK.

The level of diversity in GSK

The diversity ...