Chapter 10: Texts, Emails, and Google Searches

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Chapter 10: Texts, Emails, and Google Searches

Patrick Deery’s Training in a Multigenerational Workplace offers an assessment of the workplace environment in relation to the use of technological devices such as cell phones and tablets. He focuses on the impact of technology in the classroom and identifies four generations for this article. For instance, he delves into the different preferences amongst Generation X, baby boomers, millennials and traditionalists. He creates a link between the different generations and their lifestyle choices, with a special emphasis on their workplace habits. In particular, the author cites the influence of such gadgets in the classroom and their effects on the delivery of various responsibilities by the workers. Diversity in attitudes towards individuality and teamwork affects work relationships amongst numerous generations and contributes to the varying levels of technology use.

Corporate culture’s demand for certain rules governing employee behavior is listed by Deery as the motivating factor in his article. In fact, he acknowledges that traditionalists approach work as an obligatory duty because of its role in the provision of basic needs. The author further states that baby boomers view it as a source of fulfillment which encompasses the financial benefits and status symbol in the society. GenXers are listed as liberalists who consider work as a contractual agreement for justifying their pay while millennials contemplate work as a platform for spending one’s time and should be a fun-filled engagement. As such, the author notes that these groups have varying approaches to matters of training and development.

Patrick singles out feedback as an integral part of the above process. For instance, it is his view that traditionalists work without minding the quality of their services, baby boomers are obsessed with garnering praise while millennials and GenXers seek constant feedback about their work ethics. The author rubbishes the commonly-held belief that a worker’s desire for development is reliant on his/her age. In fact, Deery posits that baby boomers gain fulfillment from the social parameters of such activities, GenXers compels organizations to keep them updated and millennials insist on the availability of such undertakings in online platforms. Such huge discrepancies form the basis of the use of technology as alluded to earlier.

The author opines that technology has facilitated the introduction of blended learning which incorporates both hardware and software. The delivery options available for instructors and trainees include the use of satellite broadcasts, webinars, CD-ROMs, Ipods, interactive TV and videos. The article further asserts that informal learning techniques are also embraced based on the generation of the workforce. As such, classroom instructions are merged with capabilities available online and these initiatives are highlighted as the main contributors to the usage of technology in training and workplace environments. In particular, Deery insists that mobile devices are the preferred mode of communication because of their flexibility in sending texts, emails and making Google searches.

The different generations, according to the author have varying attitudes towards technology. For example, traditionalists find such devices strange objects because they do not understand how they function, baby boomers have a technical know-how of how they operate, and GenXershave embraced the use of technology while millennials are compatible with it because they were born in a digital era. He therefore asserts that such diversity in the workplace prompts members of staff to adopt or shun the different gadgets. In the training modules used by organizations, these adult learners exhibit varying levels of concentration. For instance, auditory learners prefer listening to lectures, kinesthetic learners are comfortable interacting with the information through reading the texts and goal-oriented learners have a higher degree of commitment to the material.

Deery notes that the four generations follow similar patterns in the learning processes identified above by using both audio and visual techniques. These habits transform their training schedules in order to incorporate modern telecommunication devices. The author singles out the use of cell phones and laptops for making Google searches. Under such circumstances, he opines that such platforms offer the users additional material relevant to the work assigned to them. In fact, it is the author’s conviction that training sessions are incomplete without the input from these sources of research. It is his suggestion too that attention should be placed on the learning process in order to improve its value to the trainees. Maintenance of an active classroom and injection of flexibility in the sessions are two effective methods of creating a conducive and interactive environment for better results. This is based on Deery’s observation of varying organizational models in comparison to the levels of productivity for the same entities. It is his opinion that allowing the use of technology helps in effective communication and acquisition of information for use in the workplace.

The article concludes by laying an emphasis on the integral role of millennials. Patrick reveals that they desire to be leaders and should be accorded greater roles in group work, allowed to use social media, integrated in the decision-making processes and according them on-demand training. These initiatives are carefully chosen to match their temperaments and Deery reminds the reader as much. He cites an expanded learning opportunity as a better alternative to the classroom setting because it promotes interaction between colleagues. The author opines that such encounters are beneficial to the stakeholders because they hasten the development of a rapport amongst them. The text recognizes that teamwork in a corporate environment heavily relies on the goodwill of the workers and their levels of communication in order for a project to gain completion. It also insinuates that a consultative management style has a higher return on investment. Patrick Deery asserts that current organizational models have altered the workplace learning curriculum to include social learning initiatives which rely heavily on the use of technology. He submits that today’s workplace has necessitated the constant interaction of workers with different entities such as colleagues, customers, family members and potential clients. Usage of texts, emails, and search engines such as Google are essential technologies that facilitate these objectives. The author lauds their benefits especially in large organizations that handle various complex projects that require the input of different project teams. Training sessions should also employ similar tactics but Deery reiterates his belief in the need for understanding the generation of one’s employees in order to use the right approach. He also places an emphasis on the value of millennials in providing innovative solutions to the problems bedeviling an organization. He however cautions against discrimination of any generation but registers his conviction on the need for blending all their needs as a way of forging a united front towards fulfilling the vision of the corporation.

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