ORGANISATIONAL CULTURE AS A TOOL FOR MANAGING A MULTIGENERATIONAL WORKFORCE IN PROJECT MANAGEMENT

Year 2019, , 185 - 203, 30.09.2019

Selcuk Ozaydin

https://doi.org/10.17261/Pressacademia.2019.1120

Abstract

Purpose - This study proposes a best practice organisational culture for managing the multigenerational workforce in project management. Organisational culture is an important tool for managing employees therefore it is quite useful for managing generational differences

Methodology – The relevant literature about organisational culture, its effects on project management and X & Y generations, are compared and contrasted.

Findings- Five aspects of organisational culture: Result Orientation, Decentralized Decision Making and Low Levels of Hierarchy & Bureaucracy, Encouraging Innovation & Autonomy and Not Having Standardized Procedures, Learning Environment and High Level of Integration and Communication within the Organisation are identified as decisive for managing a multigenerational workforce.

Conclusion- Generational differences are an area of concern with the increasing participation of Y generation into the workforce. Employee commitment and satisfaction are highly influential on productivity therefore they should be handled with care. Organisational culture can be used as a tool for generating an ideal workplace for a multigenerational workforce.

Keywords

Project management, organisational culture, multigenerational workforce, generation X, generation Y

References

• Alvesson, M. (2002). Understanding Organizational Culture. London: Sage Publications.
• Bennett, S. E., Craig, S. C., & Rademacher, E. W. (1997). Generations and Change: Some Initial Observations. In S. C. Craig, & S. E. Bennett (Eds.), After the Boom - The Politics of Generation X (pp. 1-19). London: Rowman & Littlefield Publishers.
• Bernier, A., Carlson, S. M., & Whipple, N. (2010). From External Regulation to Self-Regulation: Early Parenting Precursors. Child Development, 81(1), 326-339.
• Besner, C., & Hobbs, B. (2006). THE PERCEIVED VALUE AND POTENTIAL CONTRIBUTION OF PROJECT MANAGEMENT PRACTICES TO PROJECT SUCCESS. Project Management Journal, 37(3), 37-48.
• Buchanan, D. A., & Huczynski, A. A. (2010). Organizational Behaviour (7. ed.). Harlow: Pearson Education.
• Burns, T., & Stalker, G. M. (1961). The management of innovation (1. ed.). London: Tavistock Publications.
• Camp, R. C. (1989). Benchmarking - The Search for Industry Best Practices that Lead to Superior Performance. Milwaukee: ASQC Quality Press.
• Campbell, B. A., Coff, R., & Kryscynski, D. (2012). RETHINKING SUSTAINED COMPETITIVE. Academy of Management Review, 37(3), 376-395.
• Clark, I., & Colling, T. (2005). The management of human resources in project management-led organizations. Personnel Review, 34(2), 178-191.
• Cronin, P., Ryan, F., & Coughlan, M. (2008). Undertaking a literature review:a step-by-step approach. British Journal of Nursing, 17(1), 38-42.
• Deal, T. E., & Kennedy, A. A. (2001). The New Corporate Cultures - Revitalizing the Workplace after Downsizing, Mergers and Reengineering (1. ed.). Cambridge: Perseus Publishing.
• Deng, Z. M., Li, H., Tam, C. M., Shen, Q. P., & Love, P. E. (2001). An application of the Internet-based project management system. Automation in Construction, 10(2), 239-246.
• Dennis, J., & Owen, D. (1997). The Partizanship Puzzle. In S. C. Craig, & S. E. Bennett (Eds.), After the Boom - The Politics of Generation X (pp. 43-61). London: Rowman & Littlefield Publishers.
• Eisner, S. P. (2005). Managing Generation Y. SAM Advanced Management Journal, 70(4), 4-15.
• Faber, B. D. (2001). Gen/ethics? Orgizational ethics and student and instructor conflicts in workplace training. Technical Communication Quarterly, 10(3), 291-316.
• Fogg, P. (2009). When Generations Collide. Education Digest, 74(6), 25-30.
• Ford, R. C., & Randolph, W. A. (1992). Cross-Functional Structures: A Review and Integration of Matrix Organization and Project Management. Journal of Management, 18(2), 267-294.
• Gilbert, G. P. (1983). Styles of project management. International Journal of Project Management, 1(4), 189-193.
• Goffee, R., & Jones, G. (2013). Creating the Best Workplace on Earth. Harvard Business Review, 91(5), 98-106.
• Gray, C. F., & Larson, E. W. (2011). Project Management - The Managerial Process (5. ed.). New York: McGraw-Hill.
• Gray, R. J. (2001). Organisational climate and project success. International Journal of Project Management, 19, 103-109.
• Handy, C. (1993). Understanding Organizations (4. ed.). London: Penguin Group.
• Hicks, R., & Hicks, K. (1999). Boomers, Xers and Other Strangers - Understanding the Generational Differences That Divide Us. Illinois: Tyndale House Publishers.
• Hofstede, G., & Hofstede, G. J. (2005). Cultures and Organizations - Software of the Mind (2. ed.). New York: McGraw-Hill.
• Kerzner, H. (2000). Project Management - A Systems Approach to Planning, Scheduling and Controlling (8. ed.). New Jersey: John Wiley & Sons Inc.
• Koskinen, K. U. (2012). Organizational Learning in Project-Based Companies: A Process Thinking Approach. Project Management Journal, 43(3), 40-49.
• Kotter, J. P., & Heskett, J. L. (1992). Corporate Culture and Performance (1. ed.). New York: The Free Press.
• Lock, D. (2013). Naked Project Management [E-Book]. Farnham: Ashgate Publishing.
• Loo, R. (2002). Working towards best practices in project management: a Canadian study. International Journal of Project Management, 20(2), 93-98.
• Martin, C. A., & Tulgan, B. (2006). Managing the Generation Mix: From Urgency to Opportunity (2. ed.). Amherst: HRD Press.
• Metaxiotis, K., I. Zafeiropoulos, K. N., & Psarras, J. (2005). Goal directed project management methodology for the support of ERP implementation and optimal adaptation procedure. Information Management & Computer Security, 13(1), 55-71.
• Moon, M. J. (2000). Organizational Commitment Revisited In New Public Management. Public Performance & Management Review, 24(2), 177-194.
• Morrison, J. M., Brown, C. J., & Smit, E. v. (2006). A supportive organisational culture for project management in matrix organisations: A theoretical perspective. South African Journal of Business Management, 37(4), 39-54.
• Myers, M. D., & Sundaram, D. (2012). Digital Natives - Rise of the Social Networking Generation. University of Auckland Business Review, 15(1), 30-37.
• Nikravan, L. (2011). The Gen Y Workplace. Chief Learning Officer, 10(10), 36-41.
• Norman, E. S. (2011). Work Breakdown Structures: the Foundation for Project Management Excellence. Hoboken: John Wiley & Sons.
• O'Bannon, G. (2001). Managing Our Future: The Generation X Factor. Public Personnel Management, 30(1), 95-109.
• O'Reilly, C. A., Chatman, J., & Caldwell, D. F. (1991). People and Organizational Culture: A Profile Comparison Approach to Asessing Person-Organization Fit. Academy of Management Journal, 34(3), 487-516.
• Patterson, C. K. (2007). Generational Diversity — The Impact of Generational Diversity in the Workplace. The Diversity Factor, 15(3), 17-22.
• Porter, M. E. (2004). Competitive advantage: creating and sustaining superior performance (1st Free Press Exported ed.). New York: Free Press.
• Prensky, M. (2001). Digital Natives, Digital Immigrants Part 1. On the Horizon, 9(5), 1-6.
• Rada, R., & Craparo, J. (2000). Standardizing Software Projects. Communications of the ACM, 43(12), 21-25.
• Raman, G., Ramendran, C., Beleya, P., Nodeson, S., & Arokiasamy, L. (2011). Generation Y In Institution of Higher Learning . Journal of Economics and Business Modeling, 2(2), 142-148.
• Reiss, G. (2007). Project Management Demystified (3. ed.). Oxon: Taylor & Francis.
• Rigolon, A., & Alloway, M. (2011). Children and their development as the starting point: A new way to think about the design of elementary schools. Educational & Child Psychology, 28(1), 64-76.
• Roberts, P. (2013). Guide to Project Management: Getting it right and achieving lasting benefit (2. ed.). London: Profile.
• Scar, S., & McCartney, K. (1983). How people make their own environments: A theory of genotype greater than environment effects. Child Development, 54, 424-453.
• Schein, E. H. (2010). Organizational Culture and Leadership (4. ed.). San Fransisco: Jossey-Bass.
• Schoch, T. (2012). Turning the Ship Around with a Four-Generation Crew. Information Management, 46(4), 25-29.
• Senge, P. M. (2006). The Fifth Discipline - the art and practice of the learning organization (reviewed and updated ed.). London: Random House Business.
• Smith, P. J. (1997). The 8 practices of exceptional companies: How great organizations make the most of their human assets. Human Resource Management, 36(3), 367-369.
• Suda, L. V. (2006). The Meaning and Importance of Culture for Project Success. Project Perspectives, 28(1), 48-52.
• Tapscott, D. (1998). growing up digital - The Rise of the Net Generation. New York: McGraw-Hill.
• Tatikonda, M. V., & Rosenthal, S. R. (2000). Successful execution of product development projects: Balancing firmness and flexibility in the innovation process. Journal of Operations Management, 18, 401-425.
• Tushman, M. L., & Katz, R. (1980). EXTERNAL COMMUNICATION AND PROJECTPERFORMANCE: AN INVESTIGATION INTO THE ROLE OF GATEKEEPERS. Management Science, 26(11), 1071-1085.
• Underwood, C. (2007). Bridging the Generation Gaps. American Gas, 89(6), 42-43.
• Underwood, C. (2007). The Generational Imperative - Understanding Generational Differences In The Workplace, Marketplace And Living Room. North Charleston: BookSurge.
• United Nations Joint Staff Pension Fund. (n.d.). Traditionalists, Baby Boomers, Generation X, Generation Y (and Generation Z) Working Together. Retrieved July 3, 2013, from http://www.un.org/staffdevelopment/pdf/Designing%20Recruitment,%20Selection%20&%20Talent%20Management%20Model%20tailored%20to%20meet%20UNJSPF's%20Business%20Development%20Needs.pdf
• Young, T. L. (2013). Successful Project Management (4. ed.). London: Kogan Page.