Dr. Peter AndersenProfessor Peter Andersen Fleet Management in the New Millennium •Fleet Mangers:...
Transcript of Dr. Peter AndersenProfessor Peter Andersen Fleet Management in the New Millennium •Fleet Mangers:...
Dr. Peter
Andersen
Professor San Diego State University
Impactful Communication:
Influencing Bosses, Boomers, and
Gen X and Y
Professor Peter Andersen
Fleet Management in the New
Millennium
• Fleet Mangers: More than vehicle specialists
– Persuaders – of bosses, employees, salespeople, city managers, city and country officials
– Innovators – Implementing the next generation of economical low emission cars and digital devices.
Influential Issues and Actions
• Fleet Telematics
• Vehicle Procurement and negotiation
• Fuel Consumption
• Fleet Safety
• Environmental Concerns
• Data Attainment
• Fleet Maintenance
Cultures of the past and future
• Postfigurative Learning
• Cofigurative Learning
• Prefigurative Learning
• Avoiding Future Shock
Future Shock and Generational
Change
• An automotive anecdote
• Innovation and prefiguration
• Working for change
• Becoming digitally resilient
Five Generations
• Greatest Generation: born before 1930 – Almost gone from the workplace
• Silent Generation born between 1930 and 1945 – Next year they turn 1970
• Baby Boomers born between 1946 and 1964 – Oldest are on social security-youngest have just turned 50
• Generation X born between 1965 and 1979 – Small generation sandwiched between boomers and millennials
• Millennials (Generation Y or Echo boomers) born 1980-2000 – Huge generation that are the sons and daughters of baby boomers
Greatest Generation
• You many have been raised by one
• Traditional
• Technological laggards
• Loyal to company, church, and political party
• Formed or shaped the organizations we work for
• Respond to authority-based influence
Silent Generation-Baby Bust
• Oldest members of organizations
• Children of Depression and WW II
• Conservative, formal, hard working
• Organizational Loyalty-internal promotions
• Respond to rules and authority appeals
Baby Boomers
• Largest and most famous generation
• Shaped by Vietnam, Watergate, civil rights, the women’s movement, sexual revolution, drugs, and rock and roll.
• Most of todays leaders and managers
• Very work-centric group-often overacheivers
• Huge generation gap with parents
• Nonconformists, individualists, & hedonistic
• Anxious and ambivalent about retirement (75 million will retire in the next decade)
Dealing with Boomers
• More open to innovation than pre-boomers
• Value openness, expression, questionning
• Like to win, make an impact, innovate
• Responsive to appeals about making impacts
• Identify with profession, long hours
• Rely on old media, TV, newspapers, & email
• Reject values of older generations
Generation X
• Raised with MTV, AIDs, Drugs & Divorce
• Company loyalty abhorrent to this group
• Latchkey kids, street savvy survivors
• Alternative sports, excitement,
• Value individualism, autonomy, flextime, telecommuting
• Do not read newpapers or watch TV news
Appealing to Gen X
• Avoid authority based appeals
• Do invoke company loyalty
• Appeal to entrepreneurial spirit
• Receptive as independent contractors
• Minimize rules, especially the irrelevant
• Low allegiance to political parties, alienated
• Appeal to individualism, autonomy, merit, and work life balance (they want appreciation)
Generation Y: The Millennials • Half the workforce by 2020, 75% by 2025
• Multiracial, post racial, post national, post generational
• Digital Natives-tied to devices, connected, casual
• Creative, collaborative, idea sharers, innovators, want to make a difference
• Multitaskers, everywhere, focus on several ideas
• Few land lines, televisions, or newspapers
• Focus on performance not on seat time
• Multiple jobs/careers/91% on job < 3 years
• Individualists, marry late, not organization joiners
• Self-determining, self-disciplined, organized, educated, entitled.
Appealing to Millennials
• Text, tweet, Facebook or instagram
• Train them digitally on mobile devices
• Use change messages
• Appeal to creativity, self-determination,
• Appeal to lifestyle, work-life balance, new technology, sustainability
• Give them flexibility to get job done
• Listen to them, transparency, dialog, voice
• Do not take them for granted, mobile
Conclusion slide
Take Aways for Today’s Presentation
• Understand your workforce and the differences among generations.
• Turn to oldest organization members for knowledge and institutional memory.
• Turn to peers for standard operating procedures and confirmation.
• Turn to your youngest employees to avoid future shock, become digital, and move into the future.
Bibliography • Andersen, P. A. (2008). Positions of power: Status and dominance in organizational communication. L. K.
Guerrero & M. Hecht (Eds.). The Nonverbal Communication Reader (3rd Ed.)The Nonverbal Communication Reader: Long Grove, IL: Waveland.
• Andersen, P. A. (2009) The wisdom or Long Term Organizations: Creativity and Communication Across Generations. International Training Center, San Diego, CA.
• http://fleetanswers.com/content/disappointments-fleet-management-programs-help-guide-future-purchase-decisions#sthash.IRidihED.dpuf
• Mead culture and Commitment
• Meister, J. (2012). Three reasons you need to adopt a milleniel mindset regardless of your age. http://www.forbes.com/sites/jeannemeister/2012/10/05/millennialmindse/
• Guerrero, L. K., Andersen, P. A., (2014). Close Encounters: Communication in Relationships. Thousand Oaks California, Sage Publications.
• http://www.washingtonpost.com/blogs/govbeat/wp/2014/03/07/more-diverse-millennial-generation-rewrites-traditions/
• http://www.washingtonpost.com/blogs/govbeat/wp/2014/03/07/more-diverse-millennial-generation-rewrites-traditions/
• United Nations, Overcoming Generation Gaps in the Workplace, Traditionalist, Baby Boomers, Generation X, Generation Y (and Generation Z) Working Together, United Nations Joint Staff Pension Fund