Sazon, Raymark P.

CDiversity

HMA-201 3/22/2020

1. What is Generation Theory?

Simply stated, generational theory explains that the era in which a person was
born affects the development of their view of the world. Our value systems are shaped
in the first decade or so of our lives, by our families, our friends, our communities,
significant events and the general era in which we are born.

“Baby Boomer”, “Generation X”, the “Millennial generation”, “Generation Y”,

Generation Z” - these and other similar terms to describe groups of people of different
ages have become fairly well known and well used in recent years. These terms arise
from a theory that attempts to explain how different generations develop different value
systems, and the impact that this has on how younger and older people interact with the
world around them and with each other.

2. What is Disengagement Theory?

The disengagement theory is an inevitable process in which many of the

relationships between a person and other members of society are severed, and those
remaining are altered in quality. This severing of relationships is mutual between the
aged and the social system and a decrease in interaction results. Changes occur in the
number of people one comes into contact with at retirement, in the number and kinds of
activities due to lagging physical energies, and in individual interests, knowledge, and
skills.

Interactions create and reaffirm norms; thus, a reduction in the number or variety
of interactions leads to increased freedom from societal norms . As the aged become
less absorbed with others and are freed from pressure to conform to societal norms,
they develop eccentricities and a certain self-centeredness. These changes in
personality both cause and result in decreased involvement with others. With changes
occurring in the amount and quality of interaction with others, a change in perception of
life space occurs. As the disengagement process continues, the individual becomes
less and less involved with society and more involved with self until he perceives life as
being short and begins to relive or evaluate his life before death actually occurs.

3. What is Modernization Theory?

Modernization theory exemplifies a functionalist approach to inequality and

focuses on the transition from "traditional" to "modern" society; it became an
interdisciplinary (drawing on economics, political science, sociology, psychology, and
history) approach to development and flourished in the 1950s and 1960s. Modernization
theorists argued that modernization is inevitable, irreversible, and that the
transformation from traditional to modern societies will occur in a linear way. Change
can be achieved through the "diffusion" of modern economic and political institutions,
technology, and culture through foreign investment and aid, and through education and
mass media. Diffusion—or spread—of capital, technological innovations, and cultural
traditions from developed to underdeveloped countries, is the mechanism that enables
modernization. Modernization theory was widely criticized by the neoMarxists,
dependency theorists, and world-systems researchers and was largely discredited in
the 1970s.

4. What is Activist Theory?

The activity theory, also known as the implicit theory of aging, normal theory of
aging, and lay theory of aging, proposes that successful aging occurs when older adults
stay active and maintain social interactions. It takes the view that the aging process is
delayed and the quality of life is enhanced when old people remain socially active.

The theory assumes a positive relationship between activity and life satisfaction.
One author suggests that activity enables older adults adjust to retirement and is named
“the busy ethic”.

5. What is Generational Mixing?

There are more pronounced differences between the generations today than
ever before. Being aware of these differences can help individuals tailor their message
for maximum effect, regardless of the task, or the relationship — family, friends,
workplace peers. Good business is based on understanding others. The majority of us
think the correct way, and the only way, is our way. In business, as well as in personal
life, that is just not true. To work effectively and efficiently, to increase productivity and
quality, one needs to understand generational characteristics and learn how to use
them effectively in dealing with each individual.

6. What is Integrational tension in workforce?

The intergenerational tension is a result of different historical experiences and

attitudes. Each generation was influenced by the same factors; however, each
generation experienced these factors differently. For example, traditionalists and many
baby boomers grew up before the civil rights movement while Generation X and
millennial grew up after the Civil Rights Act of 1964, thereby shaping their views on
race, religion and gender. How the generations experienced such events affects their
perceptions of commitment, company loyalty, task management, project execution and
professional development. Cultural differences also influence the characteristics and
attitudes of individuals in the workplace.

7. What is work values difference?

The fundamentally different experiences and events faced by different

generations during their developing years may produce different expectations and
preferences about work as they progress through school and begin to make major
decisions about their future careers.

Today’s workforce consists of individuals from four generations: the Silent

Generation (born 1925-1945), the Baby Boomers (Boomers; born 1946-1964),
Generation X (GenX; born 1965-1981), and Generation Me (GenMe, also known as
GenY, Millennials, nGen, and iGen; born 1982-1999). Research has found many
generational differences in personality traits, attitudes, mental health, and behaviors for
a review of how these differences might affect the workplace.

8-10 Give at least samples of Integrational Tension in Workforce.

1. Stereotypes based on age are common in most organizations. For example,
managers may argue that the youngest employees are too young to have much to offer,
so they should be quiet, listen and learn rather than put forward ideas and suggestions.
Others may suggest that the oldest employees are irrelevant and out-of-date. Clearly,
both assumptions are wrong. Organizations benefit the most when they are able to
leverage diversity of experience and use it to improve products and processes

2. Conflicts that appear to be generational are often about who has the power to call the
shots and who must obey. In today’s workplace, conflicts often arise over demands for
work-life flexibility. Rules and attitudes are evolving as a result of improvements in
technology. Some employees believe most work should be done in the office, but others
disagree. As the ability to work anywhere and anytime expands to include more
positions, the balance of power among employees and questions about how each
employee’s time is managed can change. Because managers are more likely to be
members of older generations and frontline employees are more likely to be Millennials,
conflicts about how time is managed are often seen as generational. But the true source
of the conflict is power and need for control, not generational differences.

3. There are some real differences between generations that are not due to life or
career stage. For example, Millennials are more likely to use texting, instant messaging
and social media to communicate with their peers; Gen Xers are more likely to use
phones and e-mail. These differences in communication can lead to conflicts, but
preferences do shift over time for all generations. For example, Facebook’s user base
now includes a majority of the entire U.S. population, and older users are the fastest-
growing group. Initially, e-mail was a tool adopted by Gen Xers, but today it is used by
all generations at work.

Reference:

https://ngkok.co.za/sinode2016/intro-generations.pdf

https://shareok.org/bitstream/handle/11244/26500/Thesis-1967-W594d.pdf?
sequence=1&isAllowed=y

https://www.academia.edu/24250138/Title_Modernization_Theory_Summary
https://www.aha.org/system/files/2018-01/managing-intergenerational-workforce-
strategies-health-care-transformation-20

https://www.shrm.org/foundation/ourwork/initiatives/the-aging-
workforce/Documents/Generational%20Conflict%20at%20Work.pdf