This Indian hired me to write papers, but absconded from paying after stressing myself out to deliver good academic research papers for her. I am publishing the work online so that when they run plagiarism test it will come out 100%.


Table of Contents
Introduction 2
Types of generational cohorts 3
The Silent Generation (Traditionalists) 3
The Baby Boomers 3
The generation X 4
Generation Y (the millennials) 5
Managing Generational Diversity in the Workplace 5
Managing Traditionalist 6
Managing the Baby Boomers 6
Managing Generation X 6
Managing the millennials 6
Conclusion 7
Bibliography 9











DIVERSITY IN THE WORKFORCE

Introduction

The need for one organization to outperform the others has given rise to a diverse workforce comprising of different individuals who significantly differ from one another. Diversity in the workplace has been defined as the differences and similarities among the employees that make up an organization in terms of age, cultural background, sex, religion (Business Dictionary). The diversity in the workplace in terms of age is more often referred to as generational diversity.

The desire by some to stay and work longer has led to the current workforce capturing many generations. With countries such as the US capturing as many as 5 distinct generations, others have been able to capture 4 and 3. The various generations is a type of demographic which segments the different age ranges into generations generally governed by different attitudes to work, preferences and value systems. The attitude, preference, and values held by any generation affect the way they approach their works. 21st-century organizations tend to prefer managers which can deal with the different generations as they have different characteristics and present diverse challenges. The attitude of the various generations greatly differs in the workplace. The generations in the workforce have been segmented into the following demographics: the Traditionalists (also known as the silent generation or the greatest generation); the baby boomers; generation X; generation Y (also known as Millennials), and finally generation Z. An understanding of these generational cohorts is required in building and managing a successful workforce/business. The different generations have also been identified to prefer a different style of working, communication etc. For example, the millennials being born in a time of technological advancement and social media tend to prefer communication using social media while the more traditional silent generation prefer face to face interactions.

This paper presents a critical analysis of the relationships between work behaviours and the attitudes of the different generational cohorts in the workplace and how to better manage each group.

Types of generational cohorts

The general population in the workforce has been segregated into different groups (cohorts), with each group governed by different attitudes, value systems and preferences. The attitudes of each generation greatly affect how it should be motivated and managed in the workplace as espoused by (Fletcher, et al., 2009). In the following sections, efforts have been made at describing different generational cohorts and how their attitudes affect their work behaviors.

The Silent Generation (Traditionalists)

This refers to the generation born between 1928 to 1945 (Pew Research Centre, 2016) and would be between 71 to 88 years of age by 2016. As reported by (Fletcher, et al., 2009) there are about 50 million of the silent generations still alive with as many as 97 % of them already retired from the active workforce. The children who grew up in this generation were generally encouraged to be quiet as they were ‘meant to be seen and not heard’. This resulted in the vast number of the silent generation not being disposed to giving public speeches.

The silent generation grew up in the middle of depression which encouraged them to become more ambitious and set goals. The following attitudes have been identified as common among the silent generations: strong work ethics, loyalty, respect for constituted authorities, technology challenged, traditional (Kane, 2016). As a result of the great depression witnessed during the period dominated by the silent generation, they usually are very hardworking- preferring to put in more work to get ahead. This leads to them retiring very wealthy.

The silent generation which is sometimes referred to as the traditionalists, are usually conformists and are known for respecting authorities and preferring a top-down management approach (Tolbize, 2008). The traditionalists prefer to learn soft skills through discussions, peer interactions, and coaching on the job. They also tend to stay and work in the same organization for a longer period of time, with most of them preferring to retire in the same organization. The traditionalist is generally the workaholics as they see work as a ‘privilege’.
The Silents prefer a face to face communication in the workplace; they favour communication style that accords them with a lot of respect.

The Baby Boomers

This comprise of the people born after World War II. They were born between 1946 to 1964 (Pew Research Centre, 2016) with present adult ages of 52 to 70 years. Following post World War II, the average marriage age greatly dropped leading to a baby boom. The people born during the period tend to be very competitive with a very overwhelming desire to succeed (Sajjadi, Sun, & Castilo, 2012). Having witnessed various sweeping changes growing up, the boomers have emerged with stronger beliefs in themselves and have learnt to set and achieve goals.

A study conducted by the Society for Human Resources Management (SHRM), as cited in (Fletcher, et al., 2009), identified the following attitudes of baby boomers as respect for authority, drive to achieve results, loyalty to the organization, giving maximum effort in the workplace. The baby boomers are also known to have good communication skills, competent, good at crisis management and very willing to take responsibilities.

They prefer to learn soft skills through on the job training, peer interactions, one-on-one coaching, and discussion groups. The boomers are known to sacrifice work for personal life; as a result, they tend to have very poor work-life balance (Tolbize, 2008).

The generation X

This comprises of people born between 1965 to 1980 and would be between the ages of 36 to 51 years by 2016. The Xers are known to have entered the market during the period regarded as the ‘great downsizing’. When compared to the generations before them, they are usually more technology savvy and are able to adapt to various difficult situations. The generation X is full of energy and usually very independent (Sajjadi, Sun, & Castilo, 2012).

The SHRM study also indicated the following characteristics of generation X as seeking work-life balance, learning quickly, technologically skilled, embracing diversity. (Fletcher, et al., 2009). They are also very ethical, willing to put extra efforts to get the job done and are also very confident. With regards to work-life balance, the Gen. X can stay in a workplace if flexible work schedules and opportunities for attaining internal promotions are present (Tay, 2011).

Generation Xers are comfortable with authority figures but are not intimated by them and usually interact easily with their supervisors. They prefer to learn soft skills through on the training, peer interaction, and discussions. Generally, they are less loyal to organizations when compared to the earlier generations and value a good work-life balance (Tolbize, 2008).
On the negative side, the X generation is a very skeptical bunch and sometimes displaying distrust for authority. To motivate them requires allowing them a lot of flexibility in the work environment.

Generation Y (the millennials)

They comprise of people born between 1981 to 1998 (Pew Research Centre, 2016) with adult age range of 18 to 35 years. The millennials grew up in an era dominated by social media and technology, consequently, they have become very ‘’social media-savvy’’. The technological advancements recorded in the time of millennials affect their communication preferences, with a large number of them preferring to communicate using technology than face to face. The sociable nature of millennials makes them desire to work in team situations where they seek to become valued members of an organization. Technology not only affect communication preferences of millennials, but also their problem-solving approach.

The following are typical of the millennials: learning very quickly, technologically skilled, requiring supervision, likes informality, less regard for hierarchy (Fletcher, et al., 2009). The millennials are also known for being able to think out of the box, open to new ideas and very socially developed. Unlike some earlier generations with an aversion for feedback, the millennials constantly want feedback. The feedback helps in gauging their learning and development.

The millennials are known to be loyal to employers only when they are dedicated to an idea, cause or a product. As a result, it is not very uncommon for generation Y to change jobs as they always prefer to advance their careers and once the conditions in one workplace do not guarantee it, they tend to move on. They are skilled at the use of computers, multitasking and tend to communicate clearly and concisely. With regards to respect for authority figures, they usually view respect as what must be earned (Tolbize, 2008).

Managing Generational Diversity in the Workplace

Managers in the currently diversified work environments are now faced with the challenges of managing different generations. The method used for one group may not be effective for the others as they tend to have different attitudes toward work. An understanding of the different generations is essential for adequate management.

Managing Traditionalist
The silent generation with their desire of wanting to be in charge tends to prefer communication through face to face discussions. Managing the silent generation requires being direct, providing specific work expectations, and adopting an approach to work that is very logical. Apart from requiring clear work expectations to be set and properly communicated, the traditionalists prefer managers who are respectful, set clear long-term goals and are consistent (Bursch, 2014).

Managing the Baby Boomers

The baby boomers preference of management is the democratic and consensus seeking managers who will treat them as equals in the workplace. They also expect managers to work with them in the team while defining missions and showing them care and warmth. A large number of the baby boomers are poised to retire, though some prefer to stay on and work for some time. To retain baby boomers, flexible work conditions and phasing retirement programs must be devised (Bursch, 2014).
On communication, the baby boomers prefer it through telephone calls and face to face interactions. Management can plan their conversations over lunch, and give them ample opportunity to express their views as they tend to favour a more participative and interactive communication style.

Managing Generation X

The Xers generally prefer a management style that is straightforward. They are known to seek opportunities for growth and engaging in training. Recruiting and retaining the X generation requires providing autonomy in the work environment as the Xers have been known to freely speak their minds. Also, the workplace must be very flexible as the Xers place a high value on work-life balance.
Generation X tends to favour a straightforward communication approach. Management must communicate to them clearly what is expected of them.

Managing the millennials

The Y generation is considered to be the most educated of all the generations. They tend to prefer management approach that is educational; expect management approach that pays attention to their life goals and personal characteristics. Millennials can be engaged by employers in the workplace through the provision of constant and meaningful works. They are the most prone to job hopping as a result of their need to constantly advance their careers. Managing millennials require giving constant feedback, coaching, motivation and providing structure (Bursch, 2014).

As identified by (American Hospital Association, 2014), the millennials always require being mentored in order to achieve their work aspirations. Consequently, managers handling millennials are to always provide challenges while also giving a lot of feedbacks to enhance their productivity. Millennials value constant feedbacks to help them know how they are doing; therefore, managers should provide constant and honest feedbacks.
The millennials exhibit high individuality in making career decisions than the generations before them, therefore it is very pertinent that human resource and talent managers organize career discussions in order to retain them because once millennial cannot balance their work-life, discover growth and development opportunities, they always tend to move on to other organizations (Stein, 2016). The work environment must be one that is flexible, as many of them prefer to work from home.


Conclusion
The workplace has become more diverse with organization devising means to obtain a competitive advantage over others. The diversity in the workplace, when leveraged, can lead to building an organization that has talent pipeline that encourages growth and sustainability in the business.

Effective communication is at the heart of managing the generational diversity in the workplace. With the younger generations preferring to communicate through the use of technology, the older baby boomers and silent favour face to face communication styles. Management must be able to adapt their communication styles to include the two areas.
There is also the need to create awareness in the workplace about generational differences and what is expected of every employee in getting along with the others. This will go a long way in minimizing frictions in the workplace that is sometimes as a result of misunderstanding among the different groups.

The different groups have shown somewhat different working behaviours based on their attitudes, therefore efforts must be made at developing flexible work conditions that encourage the participation of the older and younger generations. Work from home can be encouraged as this lets the younger millennials to maximize their full potentials; it will also be beneficial to the older baby boomers on the verge of retirement.
Mentorship should also be encouraged among the younger generations and the older baby boomers and traditionalist to facilitate cross-generational interaction. This will allow the younger ones to acquire the knowledge and experiences of the older ones while encouraging the older generations to be open to the new perspective provided by the younger generations.
All in all, an understanding of the generational differences and gaps in the workplace is essential for managing a successful organization. Efforts should be made at developing leaders with intergenerational skills to effectively manage the various mixes.


Bibliography
Pew Research Centre. (2016). Retrieved October 4, 2016, from The generations defined: http://www.pewresearch.org/fact-tank/2016/08/29/this-may-be-the-last-presidential-election-dominated-by-boomers-and-prior-generations/ft_16-08-26_generationsdefined_2016_silentgreatest/
American Hospital Association, C. o. (2014). Managing an Inter-Generational Workforce: Strategies for Healthcare Transformations. Chicago, IL: Health Research and Educational Trust.
Bursch, D. (2014). Managing the Multi-Generational Workplace. UNC Kenan-Flegler Business School.
Business Dictionary. (n.d.). Retrieved October 4, 2016, from workforce diversity: http://www.businessdictionary.com/definition/workforce-diversity.html
Fletcher, F., Roberts, C., Gibson, C., Gibson, D., Cooke, D. R., Eldridge, L., et al. (2009). GENERATIONAL COHORTS AND THEIR ATTITUDES TOWARDS WORK-RELATED ISSUES IN CENTRAL KENTUCKY. Kentucky: Midway College Faculty from the Business .
Kane, S. (2016). Common Characteristics of Traditionalists (The Silent Generation). Retrieved October 4, 2016, from The Balance: https://www.thebalance.com/workplace-characteristics-silent-generation-2164692
Sajjadi, A., Sun, B. C., & Castilo, L. C. (2012). Generational Differences in Work Attitudes. Sweeden: Jonkoping University.
Stein, G. (2016). Nine Tips for Managing Millennials. Retrieved October 4, 2016, from Forbes.com: http://www.forbes.com/sites/iese/2016/09/08/managing-millennials-nine-tips/#43045d6b2171
Tay, A. (2011). Managing generational diversity at the workplace: expectations and perceptions of different generations of employees . African Journal of Business Management, 249-255.
Tolbize, A. (2008, August). Generational Differences in the Workplace. United States: University of Minnesota.

More paper and screen shot of the Indian:

THE BENEFITS OF STUDYING IN CERTAIN COUNTRIES

Introduction:

When one has answered the question of whether to undertake further studies, there are always follow up questions such as what to study? i.e. the discipline one wishes to gain educational training on, and after that comes the ‘’ where to study?’’. To answer these questions, you must investigate the available choices based on the course of study among other factors. While some countries have universities that are dedicated and highly rated in fields such as Medicine, others are better rated in fields such as Engineering, Business, Leadership etc. for some candidates, making a choice of the specific countries to study may be hinged upon factors such as opportunities to: experience life in a different culture, build an international network; availability of scholarships, entrance conditions among others [1].

It is worthy of note that each specific country has its own comparative advantage over the other as far as studying goes. Countries such as Finland, Norway and Germany can boast of free tuition studies to attract more students [2], other countries can boast of delivering professionally sound programmes. Apart from opportunities to experience other cultures, one may also choose a certain country over another to hone specific language skills. For example studying in a country like Spain will afford the student opportunities to develop proficiency in Spanish, the same can’t be said of studying in France since the official language is clearly French.
An attempt will be made to enumerate the benefits of studying in a country like New Zealand.

Benefit of studying in New Zealand
New Zealand, which is an Island country located in the south-western region of the Pacific Ocean, is one of the few developed nations with a stable market-based economy. With English language being the predominantly spoken language, students can find a plethora of internationally recognized programmes. Apart from a wonderful climate condition, adult literacy in New Zealand is put at 99% [3].

1. Work Opportunities- New Zealand, being a developed country, offers international students the opportunity to find several jobs even while still studying. Also, students on the completion of their study can apply for and obtain permanent residency in New Zealand.
2. Stability- the economy and polity of New Zealand is incredibly stable with moderate and affordable cost of living.
3. Culture- the New Zealand people, most commonly referred to as the ‘’Kiwis’’ are very tolerant and welcoming. While some countries are known to be hostile and immigrants-unfriendly, New Zealand is safer option.
4. Tuition Fees- they also charge relatively cheaper tuition fees and their programmes are mostly delivered in English language to British standards.
5. Support to International Students- New Zealand is not only known for delivering world standard academic programmes, but it is also reputed for its exceptional supports to international students. Hence people traveling to New Zealand find it easier to settle down.
The above are a just few of the benefits on offer to students going to New Zealand; others may include ease of obtaining VISAS with lesser likelihood of outright rejection and several scholarship opportunities.



References
[1] Laura Brigestock, ‘’Why Study Abroad?’’, March 07, 2014, 12am, URL: www.topuniversities.com/blog/why-study-abroad-five-reasons.
[2] Monica Lungu, tuition Free Universities in Finland, Norway and Germany’’, 19th May, 2016, URL: http://www.mastersportal.eu/articles/1042/tuition-free-universities-in-finland-norway-and-germany-in-2016.html
[3] "Government". Tokelau Government. Retrieved 13 January 2010.

DATA LEAKAGE

Abstract.
Data loss or leakage is a problem facing several organizations. Companies must from time to time put measures in place to protect the vital information that has been entrusted to it. Some of the causes of data leakage are traceable to employees working in the organization; however efforts must also be made to put measures in place to prevent outside attackers. This report examines the problems of data leak in an organization with suggestions for preventing the trend. Organizations need to guide its database as the data at risk may not only be those of the clients, but also their own information such as patents.

Introduction:

Data leakage is the accidental (and sometimes intentional) transfer of sensitive information to the wrong or unauthorized people. Organizations usually maintain information of its employees and customers such as personal details, family information, financial details, health details, and even information about itself etc. The loss of such information may not only harm the owner, but also the organization. Data can be leaked via a number of means by people who have access to the information. Mentally memorizing classified information can even constitute to the data falling in wrong hands.

There are various incidence of data loss by organizations, a very prominent example being the HMRC data loss scandal where sensitive information of about 25,000,000 Britons were released to the wrong hands (Pritchard, 2016). The release of this sensitive information may not be entirely intended as incidents such as the loss of one’s computer to theft may lead to transfer of data. Whatever the case, every organization owes it to itself and its customers to protect their information. Data leakage incidence may harm the reputation of an organization in several ways such as reduced share price (Shabtai, 2012) litigation by customers, payment of fines etc.

Causes of Data Leakage

There are a number of ways in which data can leak from an organization. An attempt has been made below to highlight some of the causes.
1. Wrong Use of Corporate Computers
A vast of data in an organization is sometimes stored electronically in computer systems. Employees who misuse the organization’s work computers by altering safety IT settings may jeopardize the security of the organizations data. Some employees even go as far as sharing sensitive information.

2. Wrong Exposure of Passwords
The wrongful exposure of passwords by the employees in an organization can even lead to unintentional loss of data. Some employees who leave their computers without logging off may exposure the company data to the wrong hands.

3. Database Breach or Hack
Data may also fall to wrong hands through some unscrupulous elements such as hackers. Organizations should always employ the best hands in IT to address the issue of hacking as a vast amount of information may be released to the wrong hands. Some organizations may even sponsor the hacking of its competitor’s database/websites leading to loss of data.

4. Loss of Company Properties
The loss of company properties such as laptop computers and storage devices may jeopardise the safety of data stored in such devices. Hence an organization should always employ adequate security measures.

Solution to Data Loss Issues
An organization must put measures in place to prevent the ugly trend of data leakage. The problem of data loss can be address via the following ways.

a. Enforcement of Privacy Policy
A majority of data that is lost in an organization are caused by human/employee factors. Hence the organization owes it to itself to select credible employees. Also, the employees must know what is expected of him or her in the protection of data handled by them. The employees should be particularly careful with their work computers and should not transfer unauthorized information to anyone.

a. Instituting Intelligent Security Measures
Organizations should put in place measures to check and track the wrong movement of data in its database. Such measures may include requesting unique pattern or password before information can be accessed.

b. Installing Data Loss Prevention Software
To protect the sensitive data in an organization, there are numbers computer software programmes available which prevents unauthorized access to data. Examples of such software include Network DLP, Endpoint DLP, and Data Leakage Detection etc.
To address the issues of data leakage effectively, organizations must look at the root causes that results in such incidence. While paying attention to outside attackers is equally important, the employees have a great role to play in safe guiding information entrusted to them.

Reference List
1. Pritchard, S. (2016). Top Seven Data Loss Issues. Retrieved from http://www.computerweekly.com/feature/Top-seven-data-loss-issues
2. Shabtai, A., Elovici, Y., Rokach, L. (2012). A Survey of Data Leakage and Prevention, VIII, 92 p. 9 illus., Softcover ISBN: 978-1-4614-2052-1