Bridging the Global Generation Gap - NASBITE
Transcript of Bridging the Global Generation Gap - NASBITE
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Bridging the Global Generation Gap:
How to awaken the new paradigm of communication
Joel Martino, CGBPAlexandra Bowen, CGBP
International Trade Center SBDCDallas, Texas
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Overview
• Generational Analysis
• Regional/Cultural Analysis
• Technologies
• Communication
• Application
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Generational Analysis
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North America
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United States
Tips and Training for Managers – Managing Across the Generations
Generation Characteristic/Influences Motivators
Matures/Builders
(Veterans)
Value Consistency, conformers, disciplined, respectful of the past
Want to be mentors, seek fulfillment through second career, need experience to be respected
Baby Boomers Optimistic, team players, uncomfortable with conflict, self‐centered
Need to work (career = identity), search for success, satisfied by full engagement
Generation X Pragmatic, informal, easily frustrated, comfortable with technology
Expect recognition for ambition, work/life balance as valuable as cash, want to do it their way
Generation Y
(Millennials)
High‐tech, confident, independent, attached to home & protective parents
Idealistic, hungry for frequent feedback, seek freedom as a sign of respect and trust
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Europe
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Russia
Generation Characteristic/Influences Motivators
Baby Boomers (1943‐1964) Strong professional knowledge, some lack of business skills
More comfortable when not forced to share ideas –(communist rule)
Generation X‐ “Husak’sChildren generation”(1965‐1983)
Modern, self‐taught skills, general uneasiness with structured organizations
Autonomy, generating wealth as quickly as possible
Generation Y – Gen “Pu”(1983‐2000)
More willing to sacrifice work/life balance, corporate‐minded
Opportunities for professional development
Deloitte Review – Talking About Whose Generation?
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Latin America
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Brazil
Generation Characteristics/Influences Motivators
Baby Boomers (1946‐1967) Practical, traditional, elites are tech‐savvy, lower class not
Larger class divisions, economic instability, dictatorship mentalities
Gen X (1965‐1980) Greater entrepreneurial mindset, traits
Value personal time, work/life balance, development opportunities
Gen Y (1981‐2001) Internationally minded, value mobility
Place premium on workplace offering maximum personal time
Deloitte Review – Talking About Whose Generation?
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Asia
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ChinaGeneration Characteristics/Influences Motivators
Post – 50s generation (1950‐1959)
Respect for family , elders, accommodation
Political & social concepts (communism and Maoism), “Hsiao Ching”
Post‐60s generation (1960‐1969)
Hard‐working, perseverant Larger family‐orientations
Post‐70s generation (1970‐1979) (Gen X)
More assertive than 60’s, less than 80’s
More Western in outlook than preceding generations
Post‐80s generation (1980‐1989)(Generation Y)
Resistant to managerial structure – individualistic, confident, rebellious
Introduction of the ‘One Child’ policy ‐ value autonomy in workplace/career
Post‐90s generation (1990‐1999)
Larger world view, internet savvy
Technology, Opportunities for Advancement
Deloitte Review – Talking About Whose Generation?
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India
Generation Characteristics/Influences Motivators
“Traditional” generation (1948‐1968)
Loyal, value stability & tenure, Typically aspire to lifetime employment
Favor benefits over pure wage models
“Non‐Traditional”generation (1969‐1980)
More entrepreneurial, decreased loyalty to employers
Impact of market liberalization – career advancement based on merit
Gen Y (1981‐onward) Career model of employer rotation
Talent programs, development & international opportunity
Deloitte Review – Talking About Whose Generation?
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Africa & The Middle East
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South Africa
Generation Characteristics/Influences Motivators.
Baby Boomers (1943‐1970)
Traditional, Used to strict ‘command’ structure
Tumultuous economic & social changes, impacts of Apartheid
Gen X (1970‐1989) Entrepreneurial, skeptical of corporate mentality
Rapid advancement, ‘Output‐driven’ workplace
Gen Y (1981‐2000+) Tech savvy, democracy‐minded
Seeks a relaxed, informal work environment
Deloitte Review – Talking About Whose Generation?
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The Middle East
Country Younger Generation Older Generation
Saudi ArabiaEducated, mistrustful, backlash against cultural integration, rise of militants
Softened relations with Western countries, result of 70’s oil boom & economic progress
Iran‘Generational Awakening’, largely pro‐Western, hungry for change & opportunity
Hesitant to change & traditional – impact of Islamic Revolution, Iran/Iraq war
PakistanLess favorable towards West, more traditional beliefs
More inclined to embrace Western concepts, business alliances
Gallup Poll of 9 Islamic Countries
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Regional/Cultural Analysis
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Interpreting Behaviors
Universal Cultural Individual
DANGER:
Misreading behaviors leads to stereotypes: “A commonly-held, often accusatory assumptions about a group of people.”
Stereotyping reduces communication effectiveness.
Storti, Figuring Foreigners Out, 1999
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Individualism vs. Collectivism
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Communication Style
Direct Indirect
United States
Japan China Latin America
Middle East
Courtesy: Dr. Sherry Dean - Storti, Figuring Foreigners Out, 1999
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Importance of Face
Face Less Important Face More Important
United States China JapanMiddle East
Latin America
Courtesy: Dr. Sherry Dean - Storti, Figuring Foreigners Out, 1999
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Locus of Control
Internal External
United States
Japan Mexico
Middle East AfricaChina
Germany
Courtesy: Dr. Sherry Dean - Storti, Figuring Foreigners Out, 1999
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Concept of Time
Monochronism Polychronism
United States
Japan China Latin America
Middle East
Courtesy: Dr. Sherry Dean - Storti, Figuring Foreigners Out, 1999
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• China ‐ Any meeting with Chinese business people is always relaxed and informal. Protocols serve only as loose guidelines, so you should always ensure you are the first to break the ice with good‐humored anecdotes.
• Japan ‐ It is common to celebrate agreeing a contract with your Japanese client by going to a karaoke club or sushi bar until very late in the evening. However, as you are not Japanese, you are not expected to join in or stay as late as your hosts.
• Egypt ‐ Your Egyptian colleague will stand at a much closer distance to you than you might be used to, as well as display more physical contact. The best response is not to back away but act at ease with it.
Protocol – True or False?
Costa, MaryLou – Beware the culture gap on global growth trail
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• Russia ‐ You must show respect for the boss in a Russian organization, and respect the corporate hierarchy. Going over the heads of others is certain to offend and reduce your chances of building profitable business relationships.
• Brazil ‐ Appearances matter very little. Wearing jeans, flip‐flops and other similar casual dress communicates your success in business, not needing to follow convention.
• Saudi Arabia ‐ Appointments with Saudi businessmen are often interrupted by phone calls or visits from friends and family. The best response is to stay cool rather than show your frustration.
Protocol – True or False?
Costa, MaryLou – Beware the culture gap on global growth trail
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Technology
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• United States
• European Union
• Latin America
• Asia
• Africa
• Middle East
Impact of Technology – Worldwide
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• Marketing
• Negotiating
• Documentary Requirements
• Regulatory Compliance
• Communication Between Agencies
• Transportation and Logistics
Impact of Technology on International Trade
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• ‘Smartrooms’, Webrooms, Skype™ etc.
• Broadening of reach due to web capabilities
• Popularity of foreign degrees & certifications
Impact of Technology in the classroom
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Communication
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Gaining the Competitive Advantage
• Offer Attentive Management
• Show them the Money
• Emphasize Career Development
• Offer Challenging, Diverse Assignments
• Focus on the Work Environment
• Promote Balance
• Utilize Technology
Internal Auditor October 2008 – The Multigenerational Workforce
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• Listen First
• Accept the “Pay Your Dues” Mentality
• Dress the Part
• Reserve Judgment
• Show Rather Than Tell
• Help Them Manage You
Internal Auditor October 2008 – The Multigenerational Workforce
Gaining the Competitive Advantage
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Gaining the Educational Advantage
• Positive Interdependence
• Individual Accountability
• Group Processing
• Interpersonal and Small Group Skills
• Face‐to‐Face Promotive Interaction
• Technology
Richland College – Cooperative Learning a Link to Student Success
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Case Study
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Contact Us!
Joel Martino, CGBP
International Trade Specialist
International Trade Center SBDC
8787 N. Stemmons Ste. 240C Dallas, Texas 75247
214.267.2216
Alexandra Bowen, CGBP
International Research Assistant
International Trade Center SBDC
8787 N. Stemmons Ste. 240C Dallas, Texas 75247
214.267.2210