Engaging Millennials: Leadership of the Global Millennial Generation in the Workplace

While exploration within popular media outlets, industry publications, and among a growing academic literature on the topic of managing and leading the Millennial generation is on the rise, there is a major gap emerging—while popular media and industry experts continue to insist on a large generational gap in the workplace—academic research suggests there is no huge comparative difference from one generation to the next in how individuals prefer to be led or to lead. Continued academic research in this area is needed as the Millennial Generation increasingly takes its place in the workforce and there is sufficient lag time for there to be more thorough and rigorous longitudinal studies. This project explores best employee engagement practices in leading the upcoming millennial generation in the workplaces. In addition, this paper provides a proposed framework for building off of the existing industry research and growing body of academic studies to explore if there are any significant differences and similarities between major generational cohorts (Baby Boomers, GenX, and Millennials) with regards to how they like to lead and how they like to be led.

Fear and Loathing in the Accountable Culture

As organizations strive for efficiency and effective execution, an accountable culture has come to the forefront of executive focus. This focus on accountability has ranged from achieving lofty revenue targets to completing daily assignments. The result is a highly effective model for achieving organizational execution, yet when over-stressed this has the high potential to drive a culture of fear in employees about their job security, introducing a level of management and organizational policy loathing. This paper explores cultures of security and fear and cultures of high and low accountability attempting to discover if it is possible for a culture of high accountability to also exhibit an environment of high job security.

Integrating the Cultural Perspective into Two Knowledge Management Frameworks

The majority of knowledge management (KM) literature is based on, and relates to, western and Japanese business environments and related assumptions. Some more general KM studies based on Chinese organisations have taken place; however, there is a lack of in-depth work that is grounded in culture. This paper seeks to discuss aspects of KM within Chinese organisations while also exploring the role of culture and how it affects KM where the people-to-people relationships are likely to be influenced by the prevailing culture. More specifically, this paper seeks to integrate cultural aspects into two existing Knowledge Management Frameworks.