The Performance Of A Dysfunctional Team - 912 Words

Poor communication or failure in communication in the perioperative area leads to errors, accounting for 41%-91% of adverse events in the operating theatre (Marks et al. 2014). Theatre environment is fast paced and complex, and this may lead to the breakdown in communication which can cause delay in surgery, patient inconvenience and errors in procedure, hence reducing the quality of care (Cvetic 2011). The senior nurse had very effectively communicated with the surgeon and the junior nurse, which was a significant factor in allowing the surgery to run smoothly when she had to take over. Communication is an integral component of good teamwork, which is the heart of delivering optimum care. Teamwork is a skill, group of people working together to achieve a common goal (Shields Flin 2013). A dysfunctional team will increase the chance of misunderstandings, poor commitment and lack of confidence and respect, hence leading to the disintegration of the objective of optimum patient care ( The Royal College of Surgeons of England (RCSENG) 2014). Furthermore, humans are prone to error, and along with the complexity of the operating theatre, teamwork and communication is important to identify and convey the possible hazards, as to sustain patient safety (Plaza 2015). As part of this teamwork, the senior nurse was able to identify the distress of the junior and was very vigilant in her actions, as to aid her, hence preventing possible adversity to the patient, which is the commonShow MoreRelatedEffective Teams Essay1430 Words   |  6 PagesEffective Teams When setting up a team, the most important ingredient is the people. If the team is to function effectively, all the necessary skills and experience should be present and the people should have the authority to act on their own. When a team starts working, it will need time and facilities to start their development and agree how they are going to operate. The purpose of the team must be clearly stated and written down in a document or manual. The type of team in the simulationRead MoreEmotional Intelligence and Athletic Performance1744 Words   |  7 Pagesinvestigating two research studies related to emotional intelligence and performance, it is quite evident that emotional intelligence can have some effects on one’s performance; therefore, it is important for athletes to know how to recognize and regulate their emotions during their performances and for coaches/trainers to understand the significance and benefits of EQ in a giving performance. High levels of performances, particularly in team sports, require members of a group to communicate and work togetherRead MoreHrm590665 Words   |  3 Pagescolleague’s phone for a few minutes in exchange for some past or future benefit. Functional vs. Dysfunctional Conflict | 1. Not all conflicts are good. Functional, constructive forms of conflict support the goals of the group and improve its performance. Conflicts that hinder group performance are dysfunctional or destructive forms of conflict.2. What differentiates functional from dysfunctional conflict? You need to look at the type of conflict. * Task conflict relates to the contentRead MoreEmployees Will Lose Faith And Motivation And Their Productivity Essay962 Words   |  4 Pagesline: Business performance will suffer. The worst thing that could happen to a company is when the staff loses confidence in the leadership team. The 2 critical questions every leader must ask: †¢ How many of the above-listed symptoms are present in our organization, department or teams? †¢ How best to manage workplace politics and improve team performance? 6. Treatment Challenges Why is it so difficult to treat dysfunctional teams and organizations? †¢ Many times the leadership team is part of theRead MoreThe Importance of Team Members in Health Care Organization Essay1303 Words   |  6 Pagesand teams are a vital component in health care organizations(McConnell,2006). Bauer and Erdogen (2009) define a team as a â€Å"cohesive coalition of people working together to achieve mutual goals†. (p.213). According to McConnell (2006) , teams are united by a shared purpose , regardless of the team’s type, composition, degree of performance, or reason for being. In health care organizations, teams are utilized by leaders to address problems and perform tasks. McConnell (2006) states that teams canRead MoreEssay on Leadership Reflections: Aspects of Dysfunctional Leadership1520 Words   |  7 PagesLeadership Reflections: Aspects of Dysfunctional Leadership Based on assigned readings (ORG515 Module 3), this journal entry reflects on three prevalent forms of dysfunctional leadership (Vecchio, 2007) that potentially impact the author’s effectiveness as a leader – groupthink, aversive behavior, and destructive narcissism. Proceeding from a definitional overview, the discussion identifies aspects of these dysfunctional behaviors that are relevant to the author. This entry then considers appropriateRead MoreChattanooga Ice Cream Case Essay1632 Words   |  7 Pagesyears. The Division is headed by Charles Moore. Although Charles Moore was successful in leading teams he seemed to have major issues with this team of vice presidents. According to the Harvard Business Review Chattanooga Ice Cream Case the team was very dysfunctional; they exhibited a lack of trust, high in conflict, disrespectful of each other and exhibited avoidance issues with accountability. Team members seemed to always lay blame to other member. Moore need s to be more assertive in dismissingRead MoreThe Three Views of Conflict: How Criminal Justice Agencies Function in the Midst of Conflict1115 Words   |  5 Pagesthe first party cares about. In this paper the three views of conflict will be discussed, then compared and contrasted. They are: (1) traditional view ;( 2) human relations view and (3) interactionist view. In addition functional conflict and dysfunctional conflict are discussed with examples of criminal justice agencies that are in the midst of one of these types of conflict. Traditional View According to Robbins Judge (2011), the traditional view of conflict assumes that all conflict is badRead MoreOrganizational Behavior and Leadership Quiz1224 Words   |  5 PagesEmployees A and B work together on the same project team. When the team faces a complex and difficult problem, the team leader usually asks B to generate alternative solutions for the team to consider. Experience has shown that B actively searches for additional information and is more likely to take initiative and to feel that the team can effectively influence the outcomes of its actions. Employee A tends to do well on jobs that are well structured and routine and feels that the outcomes of theRead MoreOrganizational Behavior and Leadership Quiz Questions1210 Words   |  5 Pagesï » ¿Employees A and B work together on the same project team. When the team faces a complex and difficult problem, the team leader usually asks B to generate alternative solutions for the team to consider. Experience has shown that B actively searches for additional information and is more likely to take initiative and to feel that the team can effectively influence the outcomes of its actions. Employee A tends to do well on jobs that are well structured and routine and feels that the outcomes of the

Critical analysis and evaluation of capital punishment as a method of crime control in the U.S.A Free Essay Example, 2000 words

CRITICAL ANALYSIS AND EVALUATION OF CAPITAL PUNISHMENT AS A METHOD OF CRIME CONTROL IN THE U. S.A Abstract The effectiveness of capital punishment as another method of crime control in the United States. Capital punishment would clearly work as a special deterrent. But it may also lead to brutalisation effects in the society. Table of Contents I. Introduction A. The Definition of Capital Punishment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. B. Contemporary purpose II. Body C. Minimum Age D. Deterrence E. Brutalisation Effect F. Controversy III. Conclusion G. Capital punishment and crime control References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ I. Introduction A. Definition of Capital Punishment Capital punishment is a legal process where an individual is granted with a death sentence for a crime that he is found to be guilty. The judicial term used for this type of punishment is called the death sentence while the act of killing a criminal in this manner is called the execution. The crime that involves a capital punishment is called a capital crime. The term "Capital" originally means the head and it is used with the context of beheading someone. These types of practices have been prevalent for so many years and there are a number of countries who still practice it while it has been abolished in many other countries. We will write a custom essay sample on Critical analysis and evaluation of capital punishment as a method of crime control in the U.S.A or any topic specifically for you Only $17.96 $11.86/pageorder now Capital punishment would raise a lot of controversy and it has been used by many countries only in an exceptional circumstance. Some of the countries which have still been practising capital punishment would include USA, India, China, Indonesia etc. B. Contemporary purpose Capital punishments are mostly used for drug related offences. They are also used in cases of juvenile disorders and serial killers. Killing of a single serial killer or a psychopath would certainly deter various other crimes caused by them. Capital punishments have received much publicity and it has welcomed lots of criticisms. II. Body A. Deterrence Lots of studies by the economists would prove the links between the capital punishment and crime, without any exceptions. A death sentence granted to a criminal would certainly pave way to prevent subsequent crimes. 1Many political leaders also regard deterrence of crimes as the only reason for implementation of a capital punishment. 2Capital punishment is also considered to be constitutional by the law enforced by the Supreme Court in 1976.

Country of Origin Free Essays

Country Of Origin Image The Country of Origin Image or COO can be described as the motivation behind the tendency for consumers to make buying decisions, guided by their perception of the country which is associated with the purchased product. It is essentially one of the building blocks for brand equity when introducing new products into new markets internationally. This could be attributed to consumer’s need to make quality inferences via brand cues, which will help them move forward faster in the buying process. We will write a custom essay sample on Country of Origin or any similar topic only for you Order Now In recent times, the validity of COO image as a brand metric has become arguably questionable, as the arrival of globalization has diluted the efficacy of the country of origin term. These days, an Apple Iphone could be designed in San Francisco, California and manufactured in Taiwan at lower operating costs. Based on this phenomenon and the study by Essousi and Merunka (2007), the COO concept can be further evaluated on the basis of two sub categories, which are country of design (COD) and country of manufacture(COM) image. A lot of companies remain ethnocentric in their business operations, this means that they restrict their resources to the initial country of origin, but sell to varying markets on the international scene. This is in contrast to the truly global companies that distribute their resources worldwide and operate in a global market. It begs the question of whether country of design or country of manufacture, is the influencing factor with regards to consumer behaviour and a product’s country of origin image. Referring to the previous example of Apple’s Iphone, is the product quality amplified in the consumers eyes by virtue of its American design or is its value downgraded by Taiwanese production? , considering Taiwan’s COO image as one of cheap but low quality products. Reardon et al (2005) suggest that with the products being unfamiliar to the market, country of origin image becomes the most viable source of quality identification for the consumer, an opinion backed by Balabanis and Diamantopoulos (2008) and Carvalho, et al ( 2011) studies on brand associations with country of origin images, among consumers. This is akin to celebrity endorsement of brands, with countries playing the role of celebrity ambassadors to those new to the brand. Harun et al 2011, proposes a different perspective to the discussion with country of brand origin (COBO). This is far more effective as a brand metric because as the name implies, the focus is placed on the brand itself rather than the product. For a description of the slight differences between the two concepts, Consider a consumer’s choice to buy a virtually unknown suit brand, because it was made in Britain. Britain’s strong COO image for products like suits, is the major player in this purchase decision. On the other hand, the buyer could decide to go for a Louis Vuitton Suit to feel ‘French’, as Louis Vuitton is primarily a French brand, thus illustrating the concept of the COBO effect. From this, it is clear that the country of origin effect still maintains some relevance with regards to influencing purchase decisions, whether it involves the design origins or place of manufacture or even down to the general associations the brands has with a country. Place Brand With the ever constant battle for the consumer’s disposable income and foreign direct investment by businesses, there has been an upsurge in the marketing of entire geographical locations, as suitable places to spend money. According to Medway Warnaby (2008), the focus of the process is on creating favourable or attractive image associations for places and downplaying any negative images it may already have, unless demand for its resources outgrows supply. It can be argued that products and services become brands by virtue of the benefits they offer. This implies that if the benefits are negative, the product or service gains a negative brand image and vice versa. Similarly, places become branded by what they have to offer, usually in terms of culture, heritage, art, natural resources (Kemp et al, 2012) and many other variables. This phenomenon known as place branding, seeks to create identity, differentiation and personality for a place(Kavaratzis Ashworth, 2005). It typically involves any residential geographic entity, and is usually most evident in the marketing of nations and cities. In examining the tenets of place branding further, the branding of cities can be utilised as a sample from which reasonable inference can be drawn and applied to a larger population such as countries. Pfefferkorn (2005) outlines the effects of branding on cities and the ingredients common to strongly branded cities. Included in the requirements for strong city branding are attractive employment opportunities, affordable cost of living, efficient public transportation and school systems, recreational/ cultural attractions, and good climatic conditions. These are described by the author as functional values, but for truly strong place brands to exist, there must also be added value that differentiates it from others. The added value is unique to each city, as residents may tend to make meaningful associations between themselves and a place. Examples of this include the marketing of Jerusalem and Mecca as ‘holy cities’ of pilgrimage to devout faithfuls, Rio as a destination of choice for carnival lovers, Paris as the city of love for romantic individuals or in the most popular city branding efforts for sports enthusiasts, English soccer (Edensor Millington, 2005) and the Olympics (Zhang Zhao, 2009). An observable common denominator amongst these examples is the presence of images or perceptions, associated with orchestrated activities that result in the brands of a place. (Kavaratzis S Ashworth, 2005). Global Brands The definition of globalised companies in contrast to international companies lies in the distribution of its resources (Abdulrazak. R, 2013). One of the foremost issues with brand globalization is the standardisation versus adaptation debate. A global brand is one which has been able to extend its brand identity across the world from its country of origin, and therefore the argument falls largely in favour of standardization with an adaptation of certain variables where necessary. Discussion Global brands offer consumers a sense of familiarity and streamlines the decision making process for purchasing from a range of both local and international alternatives. The country of origin image as well as place brands associated with the place brand may further serve to amplify the equity of the global brand. SIRRA How to cite Country of Origin, Essay examples

Organisational Behaviour and Design

Question: Discuss about theOrganisational Behaviour and Design. Answer: Introduction: Workforce diversity recognizes the truth that every individual is different from other in many ways, visible or invisible. The diversity comes mainly in age, gender, sexual orientation, personal values and beliefs, personality, ethnicity, etc. Most of the contemporary business organizations face the gender and age diversity in the workforce. A diverse workforce encompasses varieties of values and beliefs and unique information. Managing diversity in workforce is one the challenging task in the present business organization. The human resource management professionals should posses the skills and knowledge of effective utilization of diverse workforce. The business organizations are changing and its not only about technology or globalization. This change will be a remarkable as the change is the human resource of an organization which will have impact on organizations values and culture. This essay aims at the study of organizational behaviour, attitudes and expectations of baby boome rs and millennial in the contemporary workplace. The study will compare and contrast with the emerging age discrimination environment in organizational and its performance consequences. Before proceeding further, it is important to understand about Baby Boomers and Millennial. Baby Boomers: The term Baby Boomers can simply explain as the person who is born after the Second World War i.e. during 1946-1964. According to a recent study, baby boomers constitute 44.6 million total global workforces. The present age group of baby boomers ranges between 52 to 70 years. This group cannot be categorized as passive unlike the generation before them, The Silent Generation. Rather, they are highly defined by their purpose with high expectations and pushing had attitude to achieve their goals. The baby boomers are the largest active workforce generation at present. Studies show that these generations recognize their strength as organizational memory, optimism and enthusiasm for long working hours (Zolkos, 2014). They are more comfortable or familiar with organizational hierarchies and taking orders on top down management systems. These generations are often associated with social and economic change. How Baby Boomers Affect Workplace: The baby boomers are extremely diligent and stimulated by promotions, benefits and reputation in work place. They are generally goal oriented and believe in long working weeks. They are extremely committed and ethical towards their job duties and responsibilities. They believe in change and reformation and are not afraid to question established authority or practices. The baby boomers are the hardest working professionals when it comes for job performance. Although most of the professionals in this generation find it hard to adapt in changing cross culture work diversity in organizations, although they are excellent team players. Also, they are less likely to adapt to the technological advancements in the organizational operations systems. Baby boomers believe in consensual and collegial leadership style in workplace (Cates, et al. 2013). They are generally motivated by financial rewards, position and recognition in the organization. The Millennials: Millennial can simply explained as an individual who is born between 1980- early 2000. According to William Strauss, a famous American historian, the millennial are the next great generation (Cahill, Sedrak, 2012). The current age group of the millennials ranges from 36 to 16 years of age. The present population size of millennials is 75 million globally. Millennials are generally high in confidence and with higher expectations. How Millennials affect Workplace: This generation is generally the only child of their parents so receiving ample attention and support for growth and development. They are generally with greater expectation and higher self confidence, adds value to any organization (Stein, 2013). The millennials are not afraid of failures and learning new skills and abilities and setting higher standards to achieve. This generation is much more flexible compared to other older generations and believe in multi tasking in life. This group are team players and grew up in the age of globalization and multi-cultures as a result it is easy for a millennials to communicate and work in cross cultural working environment (Stein, Sanburn, 2013). They are highly compatible to technology and stay connected 24*7 as a result they needs constant feedback from their superiors and subordinates. They are motivated by innovation and development, recognition and quick progress. Even though this generation are little in patience and looks for immediate feedback and results for their hard work. Millennials often engage in interactive feedback sessions for sharing ideas and reactions for organizational objective and performance (Smith Turner, 2015). Conflict of Generations in Workforce: As there is rise in multiple generations forming up contemporary business organization, difference and conflicts are common especially when it comes to managing both baby boomers and millennials. In the multi generation workplace, every generation brings special skills and abilities in the workplace. It is in the best interest of an organization to manage and utilize the multi generational workforce. Attitude Towards Job Roles and Responsibilities: One of the most common generation conflicts in organizations is probably the declining work ethics. It is often observed that the committed and workaholic baby boomers who also happen to constitute 66% of the executive ranks in business organizations globally complain about lack of seriousness and commitment in millennials towards the millennials. While younger generations, the millennials believe in more balance in personal and professional life. But according to various studies, it does not support the decline in work ethics rather its the perspective as to how hard an individual works can also be connected with how one themselves approach responsibilities also (Ng, et al. 2012). For instance, the younger millennials focuses on productive results of a task or job managing flexible time and place of work, whereas, baby boomers are more comfortable with processed oriented jobs and responsibilities. So, there is a basic difference in the attitude towards work flow process and job resp onsibility between millennials and baby boomers. Leadership Styles: One of the main factors that distinguish millennials from other generations is that they are least concerned about money and position rather they are motivated by empowerment, collaboration and transformation in work processes. As, they are not money oriented, the millennials often challenge the present leadership styles in organizations. However, they desire to be leaders to motivate others, more responsible towards society and guide organizations that are more socially responsible (Workplacetrends.com, 2016). Most millennials reject the traditional hierarchical authority in organizations and their idea of leadership and authority is more expansive. They are more comfortable with flat organizational structure, where communication and relationship bonding among employee are at its finest. In a recent survey it was observed that more than 63% of the millennials professional want to be part of an organization where the leadership style should be to motivate and inspire others. While th e younger generation believes in intergraded and corporative workforce with potential for both personal and professional growth and development, the older generation, baby boomers often complain about the lack of respect towards management and workplace (Chi, et al. 2013). The millennials wants equal respect and importance for all in workplace but baby boomers demands respect from the subordinates according to positions and authority. Traning Styles: Every individual have different preferred style of learning. Same applies for the different generations in workplace. Most of the baby boomers prefer to learn soft skills on job and hard skills through class room training programs. On the other hand the millennial prefers to learn both soft and hard skills on the jobs. The millennials have the advantage of being tech savvy so it is easy for them to adapt with transforming technological improvements in the work flow processes (Espinoza Ukleja, 2016). The baby boomers needs throughout training process to adapt new techniquel advancements. They were generally taught in a linear learning style, whereas, millennials are taught in most constructive learning process with more freedom and analytical abilities. So, there is a constant need of training and development for millennials whereas the baby boomers needs training only when there is a new and changed in work process. Managing Generations in Workplace: In the multi generational workplace, the most crucial challenge of a manager is to combine different generations and bring unique potency to workplace (Ali, et al. 2015). But with more number of millinneals taking up leadership positions, the possibility of workplace conflicts is increasing abruptly. The baby boomers who are still working are rich in practical experience but lacks technological knowledge, flexibility and compliance of millennials. As the business organizations are becoming technologically innovative and knowledge based, organizations are opting for tech savvy and flexible millennials but as there is a lack training and mentorship that millennials consider very valuable, there is a lack of coordination and conflict between generations in business organizations (Schultz et al. 2012). Business organizations have to adjust by integrating understanding, mentoring, and training and sustain to help moderate conflict between different generations and work together (Hays, 201 4). Strategic planning in management and supervisory practices are the key to sustainable growth in multi generation workforce. Although there are difference and similarities among baby boomers and millennials, an effective communication is important for well-organized management of multi generation workforce. Although some practices might require containing differences, guiding principle should be functional in spite of differences. For instance, irrespective of age all employees are bound to follow organizational policies. Moreover, agreed upon that workforces have diverse work and communication styles, it is essential to be conscious of, value, and work contained by these differences. The advantages of sympathetic and adopting styles for managing such dissimilarity will show the way to positive results, and assist leaders successfully supervise what behaviours will be reinforced or punished and what behaviours should be tolerated or rejected. Recommendations: There is no complete and successful guideline about effective management of generational difference; rather it is a learning process which changes according to change in technology, work cultures, diverse workforce and socio-cultural influence. After reviewing literature from different sources, the following are some recommendations that the author wants to suggest for effective management of gender diversity in workforce. Every generation has some unique set of skills and abilities that the others do not possess. So, it is important to set a clear goal and responsibilities for each generation are necessary to resolve conflicts without hampering enthusiasm. The management should strategically mentor and include different generations to guide and motivate others. As each generation has unique skills and abilities, the management should start recognizing them and utilize to educate and upgrade the individuals who lacks them (Dwyer Azevedo, 2016). Also, employees perform well when included rather than excluded. So, inclusion is equal to team work which leads to organizational proactiveness. The management should present a clear picture about the organizational goals and what is the role of each individual in organizational success. The employees should feel and see the importance of him in the organization and what can be achieved. Employees trends to perform harder when they understand organizational goal and how organizational achievement can lead to success of personal objectives (Wesolowski, 2014). Conclusion: In the contemporary age of globalization, multigenerational employees bring a varied range of challenges and scopes. It is the duty of contemporary managers to take the initiative to assists organizations to rise above growing challenges and bring potential organizational performance and achievement for sustainability and growth. Irrespective of age, all employees should be encouraged to recognize and value others values and beliefs and the management should assists for better communication among different generations which will ultimately decrease the gap and focus on common values and expectations. A further study on managerial strategies for diverse generational workforce will be of enormous significance for the field of study. Reference: Ali, M., Metz, I., Kulik, C. T. (2015). Retaining a diverse workforce: The impact of gender-focused human resource management: Retaining a diverse workforce.Human Resource Management Journal,, n/a. doi:10.1111/1748-8583.12079 Cahill, T. F., Sedrak, M. (2012). Leading a multigenerational workforce: Strategies for attracting and retaining millennials.Frontiers of Health Services Management,29(1), 3. Cates, S. V., Cojanu, K. A., Pettine, S. (2013). Can you lead effectively? An analysis of the leadership styles of four generations of American employees.International Review of Management and Business Research,2(4), 1025. Chi, C. G., Maier, T. A., Gursoy, D. (2013). Employees perceptions of younger and older managers by generation and job category.International Journal of Hospitality Management,34, 42-50. Dwyer, R. J., Azevedo, A. (2016). Preparing leaders for the multi-generational workforce.Journal of Enterprising Communities: People and Places in the Global Economy,10(3), 281-305. doi:10.1108/JEC-08-2013-0025 Espinoza, C., Ukleja, M. (2016).Managing the Millennials: Discover the core competencies for managing today's workforce. John Wiley Sons. Hays, D. W. (2014). Examining Differences between Millennial and All Employee Levels of Job Satisfaction and Importance and Satisfaction with the Immediate Supervisor Relationship.International Journal of Management Studies and Research,2(8), 1-7. Ng, E., Lyons, S. T., Schweitzer, L. (Eds.). (2012).Managing the new workforce: International perspectives on the millennial generation. Edward Elgar Publishing. Schultz, R. J., Schwepker, C. H., Davidson, M., Davidson, P. (2012). Boomers vs. Millennials: Critical conflict regarding sales culture, salesforce recognition, and supervisor expectations.International Journal of Business, Humanities and Technology,2(1), 32-41. Smith, C., Turner, S. (2015). The radical transformation of diversity and inclusion: The millennial influence. Stein, J. (2013). Millennials: The me me me generation.Time Magazine,20. Stein, J., Sanburn, J. (2013). Why millennials will save us all.Time,181(19), 26-34. Wesolowski, P. (2014). Melding a multi-generational workforce.Human Resource Management International Digest,22(2), 33-35. doi:10.1108/HRMID-04-2014-0041 Workplacetrends.com, (2016). The Millennial Leadership Survey. [online] Workplacetrends.com. Available at: https://workplacetrends.com/the-millennial-leadership-survey/ [Accessed 10 Oct. 2016]. Zolkos, R. (2014). Baby boomer retirements strain workforce strategies; spencer educational foundation helps groom young risk managers.Business Insurance,48(20), 32.