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13Раздел IV. СОЦИОЛОГИЯ
УДК 316.733
CHANGES IN MANAGEMENT STYLES
IN THE XXI CENTURY: CHALLENGES AND OPPORTUNITIES
M.B. Miley
Northern (Arctic) Federal University (Arkhangelsk)
The author analyzes the socio-cultural features of the Millennials generation. These features forms theirs outlook on the world and how they live and work in it. These features are as follows: high level of integration with new information and communication technologies; preference for a flexible work schedule; high value of family relations; a high level of social consciousness, manifested in volunteer activity; a high degree of readiness for a change of work position; high level of readiness to work abroad; focus on team-work; high, often painful sensitivity to criticism. The author suggests that taking into account these typical features of Millennials in management models will allow to realize high labor potential of Millennials and avoid conflicts with representatives of other generations in the workplace.
Keywords: Socio-cultural features, differences between generations, Mil-lennials, styles of management, contemporary economy.
It is, of course, a cliche to state that within the last quarter century, the world has undergone many profound changes; the way we consume, communicate, and work have all radically shifted with the advent of the digital/technological revolution. While all people have been forced to adapt to these changes with varying degrees of efficacy or willingness, there is one demographic group that has acclimated handily: Millennials, or more broadly, young people.
As this group of individuals has come of age, they have stymied and mystified their older colleagues and counterparts not only due to the inevitable socio-cultural «generation gap», but also because their lives are nearly seamlessly integrated with the internet and infor-
© Miley M.B., 2017 383
mation technologies. This comes as a natural consequence of growing up immersed in these new technologies. Thus, just as management theories must adapt to technological changes, they must also adapt to this new generation of employees who, as a consequence of their great understanding of technology, interface with each other and their surroundings in way that can appear to be quite striking to their older peers and colleagues. Here, we will present a summary of some of the most prominent new management theories that attempt to deal with these new trends.
According to Bannon, et al, millennials in the United States alone number between 50 and 80 million. They are commonly defined as the generation born between 1980 and the early 2000s, though there are many variations of this range [2]. Their relationship with work and employers is much more fluid; only 57 % of millennials say they will stay with their current employer, while 84 % of so-called «Baby Boomers» [1] say they will remain with their current employment situation.
As we have mentioned, Millennials are technological inclined, but they also have different attitudes concerning the balance between their careers and their private lives. While Millennials share similar values of the preceding generations, they interpret these values in different ways. Millennials prefer flexible hours as opposed to strictly defined schedules, as they put a greater value on time spent with their families. Parenthetically, they seek jobs that provide family-centric benefits such as on-site day care and maternity/paternity leave.
Millennials are also very socially conscious, and seek out employers who they perceive to share the same commitments and actively participate in social and community outreach programs. Not only to they want to work for companies that profess the same values as them, but they also want to hold these companies accountable to these values by looking for careers that provide for time off specifically for volunteerism, which is a relatively new development in the corporate sphere.
As the internet and developments in global telecommunications facilitate a broader understanding of the world writ large, it comes as no surprise that Millennials have a greater level of comfort with diverse workplaces than preceding generations. Thus, Millennials are far more open to these types of companies, and in fact may demand such demographic diversity from their employers; 58 % of Millennials believe that «diversity» makes a company stronger and more competitive [2].
Additionally, Millennials are also more comfortable taking positions overseas, and are more open to learning a foreign language and using the opportunity to learn more about different cultures [2]. Based on all this information, we can understand that certain traditional work environments and management theories are ill-equipped to handle these aspirations and/or needs, and may lose out on young talent if they cannot adapt. The challenge for companies and corporations, however, is to weigh these lofty and idealistic expectations and needs with the more realistic (and, frankly, profit-driven) needs and expectations of the companies. Just as Millennials strive to achieve a balance between their work life and private life, companies in the 21st Century, must evolve both institutionally and culturally to achieve a similar balance so as to avoid becoming irrelevant.
According to Calk and Patrick [3], to achieve long-term success with Millennial hires, companies must create more «collaborative, team-based work environments», that focuses on work that is meaningful to their communities and the wider world. However, they also note that Millennials are «eclectic» and difficult to define under a single label or labels. Hershatter and Epstein [4] claim that Millennials often require a more «hands-on» approach, quoting one middle manager saying that his Millennial charges are «needy». Millennials are infamous for being overly «attached» to electronic devices and the internet, and are often criticized for not devoting their full attention to their work activities and environment. Whatever the case - be it that Millennials values extensive feedback, or that they have difficultly operating exclusively on their own - management must recognize that a more structured approach to the work environment. A clearer articulation of goals and outcomes of particular work assignments can do a lot to improve Millennials' work performance and reduce the perception that they are high maintenance. Indeed, Millennials are noted to be especially sensitive to giving or taking criticism and may consider it a persona attack rather than constructive advise, so colleagues and managers must take this into account as well. Additionally, Millennials may instinctively look to their older colleagues for guidance, advice, and mentorship. If the older generation is encouraged to provide this leadership, rather than view Millennials as potential threats or disrupters, then the entire company can benefit; young workers will perform better and be encouraged to remain at a company that they believe 385
values them and fosters a long-term relationship with them, and older employees can feel similarly valued by being encouraged to share their work and life experience with younger recruits.
Conclusions
The changes in our society and in our workplaces can, at times, seem daunting. Because young people have such a demonstrably different outlook on the world and how they live and work in it, older generations may view them as something near-alien, and distance themselves from them or treat them with contempt. Indeed, Millennials should also recognize this disparity and attempt to keep this in mind when they interact with institutions and their older colleagues as well. However, if both sides can reconcile their differences - real and perceived - all parties in the work environment can reap enormous benefits; young people can feel like an important and integral part of the company they work for, older workers can feel like their experience is valuable and that they are not being pushed out by a younger and more future-savvy generation. Millennials are considered especially sensitive to criticism, considering it a personal slight rather than constructive advice, so this idea of collaboration can bond both generations to their work and their employers, promoting efficiency and positive inter-employee relations by lowering the number of «growing pains» that new Millennial workers may face adjusting to the working world.
References
1. «Baby Boomer» / Investopedia. 2017. Sept. 11. URL:
http ://www. investopedia. com/terms/b/baby_boomer. asp (accessed: 23.09.2017).
2. Bannon S., Ford K., Meltzer L. Understanding Millennials in the Workplace // The CPA Journal. 2011. Vol. 81, iss. 11. P. 61-65.
3. Calk P., Patrick A. Millennials Through The Looking Glass: Workplace Motivating Factors // The Journal of Business Inquiry. 2017. Vol. 16, iss. 2. P. 131-139. URL: http:www.uvu.edu/ woodbury/jbi/volume16 (accessed: 23.09.2017).
4. Hershatter A., Epstein M. Millennials and the World of Work: An Organization and Management Perspective // Journal of Business and Psychology. 2010. Vol. 25, no. 2. P. 211-223. D0I:10.1007/s10869-010-9160-y.
ИЗМЕНЕНИЯ СТИЛЕЙ УПРАВЛЕНИЯ В XXI ВЕКЕ: ВЫЗОВЫ И ВОЗМОЖНОСТИ
М.Б. Майли
Северный (Арктический) Федеральный университет (г. Архангельск)
Автор анализирует социокультурные особенности и ценности поколения «миллениалов», формирующих их мировоззрение и стиль их производственной деятельности. Для миллениалов характерны: тесная связь с новыми информационными и коммуникационными технологиями; предпочтение гибкого рабочего графика; высокая ценность семейных отношений; высокий уровень социальной сознательности, проявляющийся в волонтерской деятельности; высокая степень готовности к смене места работы; высокая степень готовности к работе за рубежом; ориентированность на командную работу; высокая, зачастую болезненная чувствительность к критике. Автор полагает, что учет этих типичных особенностей миллениалов в современных моделях управления позволит реализовать их высокий трудовой потенциал и избежать конфликтов с представителями других поколений на рабочем месте.
Ключевые слова: социокультурные особенности, межпоколенные различия, «миллениалы», способы управления, современная экономика.
