Case Study Ikea Invades America Marketing Essay

Case Study Ikea Invades America Marketing Essay IKEA has successfully grown in the home furnishings retail market as a result of its primary philosophy of cost-leadership, wide variety of fashionable and practical products, and its ability to maintain low costs and pass the savings onto the customer. In addition to this, IKEA has also implemented some very important details into their overall corporate strategy that affects the shopping experience of the customer. They have reinforced their chic-style and sophisticated environment by offering gourmet meals in their stores (offering smoked salmon and other Swedish delicacies), implementing the availability of a child day-care area rendering adults free to shop, and by focusing on self-service shopping/self-guided tours through fully furnished staging areas. In addition to the experience that customers regard as convenient and even fun, IKEA can attribute the success of their organization to their very well balanced corporate strategy. They follow a specific process that allows them to design and contract the manufacturing of medium to high quality (relative to price) home furnishings and also permits the unique shipping, distribution, display and final point of sale of these products in a very methodical manner. The overall success of the company comes from its strategy to produce attractive yet simplistic designs that are made from inexpensive yet reasonably well-constructed components. These unfinished products are then shipped in a disassembled fashion (flat-packed), sold directly to the customer in a warehouse type store, and then taken by the customer to their home where the final assembly takes place all in return for a price that is 30-50% less expensive than competitors. What do you think of the companys product strategy and product range? For the limited niche market that IKEA operates within, the companys product line is substantially larger than any of its competitors. This could come as a result of the flexibility of its products designs. A single product such as a table or a bookshelf can be selected and purchased as a component of a larger set or as an individual product, however due to the interchangeable nature of the product lines, it could also be implemented in a way that complements another set of furnishings from a different design set. This advantage allows for the minimization of design costs. The advantages of the product strategy are clear increased cost savings that are translated into lower prices for the customer, while still marketing your brand as a fashionable option for home furnishings Low Price with Meaning. IKEA provides the customer with the freedom to select their own furnishings, designs, and combinations while providing them with as much assistance as they can to streamline the purchasi ng process. From the showroom examples that display fully furnished home scenarios to the availability of user-centered items such as tape-measures and vehicle cargo racks, IKEA is implementing its self-service (for customers) philosophy. Another advantage of the product strategy comes from the understanding that is inherent between the customer and the manufacturer the costs are lower because they are simplistic, medium quality, convenience designs where assembly is required without exception. This flat-packed strategy saves on construction and shipping space. The arrangement is dual-benefit since the consumer can see the savings of self-assembly. This balance between quality, product line and price comes about through a very closely monitored process. The disadvantages of the product strategy and the product range are fairly evident as well. The idea of the transient use of medium-quality, self-constructed, Scandinavian-styled furniture naturally eliminates a large portion of the population as a target market for the products. Either the total combination of these details or each of them individually potentially causes concern among certain consumer demographics. The niche market in which IKEA resides does not prov ide a sizeable product line for those that are not looking for the overall type of furniture that they provide. In addition to this, the western mentality regarding home furnishings is one that IKEA hesitated in reacting to. It conducted market research and found that its product line was not aligned with traditional demand, especially due to the reluctance of Americans to adopt a Scandinavian style of home furnishings. Despite its success, there are many downsides to shopping at IKEA. What are some of these downsides? IKEAs Vision Statement (in Figure C of the case) describes how the company seeks to build a partnership with its customers. What do you think of this vision statement? The disadvantages of shopping at IKEA are almost as intrinsic to the environment as the advantages. Due to the sheer size and layout of the stores, the ability for consumers to quickly locate and select a small number of products and vacate the premises is very difficult. It seems that to keep a timely and efficient traffic flow the second level of the store is designed along a path that leads the consumers through a display of all the different product lines throughout the separate segments (kitchen, bath, bedroom, etc.) In order for a consumer to locate the product they are seeking, they may experience some difficulty navigating through IKEAs 10,000 other products. In addition to this, the scarcity of store locations limits the ability of the consumer who is ordering from a catalog to physically experience the product prior to purchase and delivery. The vision statement is logical in its delivery, but potentially flawed in its practicality and how it pertains to IKEA. First and foremost, the company states the need for a substitute to expensive furniture. They seem to make the claim that never before has there been a company to provide this to the consumer, however, local furniture stores have been offering low-priced, fully assembled furniture prior to the introduction of IKEA. Furthermore, they claim that they are manufacturing beautiful, durable furniture; these claims cannot be quantified and are therefore merely a matter of opinion. One consumer could experience IKEA furniture and regard it as the best design and manufacturing initiative to have ever been implemented in the home furnishing market; another could experience the very same furniture pieces and be completely aghast and appalled by the very idea that these products were regarded as either beautiful or durable. Moreover, they claim to be responding to the home-fur nishing needs of those all over the world; those who have different styles, tastes, and budgets. This is partially false due to the very nature of their marketing. They are not responding to the individual needs of the world, rather they are addressing the various home furnishing needs with the Scandinavian-answer. They are marketing their limited furniture blueprints, styles and designs in an attempt to convince their target markets to change the way they think about furnishings (ephemeral vs permanent, minimalist vs elaborate). They are claiming to be the panacea for those who exist in a world without affordable, high-quality furnishings; they claim to side with the masses. They create a sense of class-warfare and claim that they cant accomplish their noble goal without the help of the consumer. So they propose this seemingly harmless bond between IKEA and customer, because evidently one of the most profitable corporations in the world whom holds some of the most powerful brand re cognition ever, couldnt continue to offer low prices if they had to build their own furniture. It seems slightly ridiculous when you dissect the advertising logically. There is no doubt that forcing the customer to build their own furniture translates into cost savings, but to what extent do the consumers actually get to enjoy those benefits? Nonetheless, they continue to lower prices and increase market share, so their strategy seems to be working very well. The fact that IKEA hopes to have fifty stores in operation in the Unites States by 2013 is an indication of how optimistic the company is about the viability of its value proposition in this country. Do you think IKEA is being overly optimistic in its growth plans? How would you improve IKEAs value proposition to make it even more attractive to American consumers? IKEA will most likely attain its goal of having fifty stores in operation in the U.S. by 2013. However, it will be a challenging task to accomplish without applying significant changes to the overall approach IKEA has taken regarding the U.S. First, they need to perform market research regarding the purchasing trends of not only their current customer demographics, but more importantly, the demographics of the customers that they are not attracting. Secondly, they need to familiarize themselves with the distinct and separate styles to which Americans are attracted. The ability to transpose the traditional (American) way of thinking regarding interior design with a more European (Scandinavian) based fashion may not be advantageous for IKEA. Additionally, the products that IKEA offers are too limited in their usability in different regions of the country. Just as different parts of the world appreciate different styles, different regions of the U.S. do as well. The U.S. is unique that it encompasses all the different ethnicities of the world in a free market, the ability of IKEA to convince every separate ethnic groups individual preferences may not be realistic either. The capacity for adaptive change will be the key to IKEAs continued existence and prosperity. It is a win-win for every party involved: If IKEA performs research to determine what they need to change to be successful in America they: a.) will continuously attract their loyal customers with newer design releases, b.) may capture new market segments of consumers that never considered IKEA an option (through advertising their upgraded and expanded product line) and c.) could recapture discouraged consumers that tested the products, but are no longer interested in the IKEA brand. To achieve the kind of growth that IKEA is hoping for, should the company change its product strategy? If so, in what way(s)? What about its product range-are there limitations to the matrix approach? Should the company expand its product lineup to include a greater number of styles and price points? In what other ways should the company consider changing its product lineup? It should expand its belief that the whole world can be convinced to accept the Scandinavian design is the universal taste in furniture. Most importantly, they need to implement three progressive features to their business model (especially in U.S. market). First they need to adopt a higher quality brand image of their limited product line than they currently possess. After a much needed expansion of their product line, they need to market the increased quality and expanded selection. If they are going to increase the number of stores, then an expanded product line is necessary to attain customers in these new geographic areas. They have the image of simple, functional, stylish furnishings, however price can determine quality and certain consumers have a high aversion to companies that claim that their products are high-quality, but not meant to last a long time; or that their products are beautiful and stylish, but cheap at the same time. These paradoxes are detrimental to the attainment of consumers that are actually affluent. Secondly, they need to adjust to the market in which they are advertising. If they are operating in Midwestern U.S., then after performing market research they need to advertise the products that appeal to that locations population the most. Third, they need to increase the availability of services in their stores, such as delivery for those who cannot transport the number of furnishings they need to outfit their home, financing for large purchases, and company assistance with the assembly of their products. All of these could be acquired at a premium if the consumer chooses to do so. The availability of these offers could further eliminate the consumers that dont consider IKEA an option. IKEA claims to market to the predominantly low-middle income, young, urban and suburban, educated, professionals but at the same time they claim that their typical consumer is sophisticated enough to appreciate fine wine and fine food, participates in international travel with their frequent flier miles, etc. This paradox is illogical in and of itself as well. The ability of a young, educated, low-income, urban dweller to spend their limited disposable income on fine wine, food, and international travel (all the while doing so by saving money on their affordable, yet chic home furnishings) is highly unlikely. The more likely scenario is that this image of the IKEA consumer is the representation that they wish to project in hopes of attracting consumers who wished to be viewed as this depiction as well. It is doubtful that a successful individual with fashionable tastes will spend their income on temporary, particle board furniture. That is the equivalent of considering a McDonalds s ophisticated, urban dining just because it happens to be located in the center of downtown in a metropolitan area. If you had to predict, what do you think IKEAs value proposition and product lineup will look like in ten years?   IKEA will most likely use the size and strength of its organization wisely to expand its product line drastically, increase the availability of corporate offers in order to make its products even more attainable for the consumers, and will implement a locality philosophy to provide certain geographic areas with the styles the local population demands. It will also have a high probability of implementing a massive marketing campaign so as to expose other potential markets to its innovative and efficient designs prior to expanding, thus increasing future demand in locations that may eventually receive an IKEA store. IKEA will most likely also continue its approach to manufacturing by using outsourced manufacturing locations in order to avoid unnecessary costs. IKEA has a high probability of surviving and prospering due to its differentiation/low-cost strategy. Some industry observers have suggested that IKEA should open a number of smaller, satellite stores across the United States (e.g., in shopping malls, strip malls, etc.). By offering a limited range of IKEA products, these IKEA Lite shops would presumably give consumers who do not otherwise have access to a full-size IKEA the opportunity to experience the brand. In addition, consumers who do live near a full-size IKEA would be able to use these mini-outlets to make minor purchases (e.g., purchase a set of mugs, as opposed to an entire living room set). Do you agree with this idea? Why or why not? No, I dont believe that this is in the best interest of IKEAs overall corporate strategy. They have carved a niche in the home furnishings market by doing exactly what they have determined to be the more effective manner of cost-reduction (based on market research). Smaller home furnishings can be attained and purchased through their business-to-customer internet portal through the company website. Usually, consumers are more comfortable purchasing small, inexpensive items over the internet over large, costly items. If IKEA was to implement smaller IKEA-lite stores, they would then be competing with stores such as Bed, Bath Beyond and Pier 1. Their differentiation strategy of self-shopping and self-assembly would be rendered either unavailable or no longer a competitive advantage. Furthermore, the cost incurred to operate and ship small items to these satellite stores would increase the overall costs of the items. The profitability of IKEA comes from the savings of selling large home furnishings to consumers that are willing to assemble the products themselves. The sale of smaller, tier 2 and tier 3 items such as towels, mugs and cups, and storage containers are profitable due to the fact that the consumer is in the main facility looking for large home items. The sale of secondary items is available to complement the larger items. The implementation of smaller, IKEA-lite stores would not be recommended as it conflicts with their current corporate strategy and there is no discernible benefit in changing the methodology at this point in time.

Censorship in Literature Essay

The works of J.D. Salinger, Harper Lee, and John Steinbeck are recognized as classic literature masterpieces that have been read by young students across the nation. Books such as the Catcher in the Rye, To Kill a Mockingbird, Of Mice and Men, and many more have all been banned from schools at one point since being published (Top). The banning of books in schools is considered as censorship. There has been much controversy concerning the offensiveness of the profanity, racial comments, and sexual content these books are said to have. You would expect that readers nowadays be used to these types of elements in the books they read, but many school administrators still continue to censor specific books in hopes of keeping their students away from bad influences. To Kill a Mockingbird, I Know Why the Caged Bird Sings, and Huckleberry Finn have all been challenged since the 1970’s because of the racial comments made throughout the books. The Catcher in the Rye, The Diary of Anne Frank, and The Red Pony are just a few examples of books that have been challenged because the sexual content these books contain (Censored). If one were to read one of these books nowadays, it would be because a teacher had assigned the book to the student as a reading assignment. Would a teacher demand his students to read the first one hundred pages of a book if they thought the book had vulgar language and disturbing sexual content in it? It is understandable why a school would forbid its students to read books with adult content in it in the early to mid 1900’s because of the sensitive subjects the authors were writing about. Racist language was offensive to all races. The sexual content exhibited by the author in his books was offensive to the people that consider that the sexuality of a person is to remain clean and pure. Now in the 21st century, sensitive subjects such as racism, sexuality and even profanity are the least bit of a readers worries. Our opinions on what should be censored in literature have changed since the 20th century. The reasons for censorship in literature have expanded from racism and profanity to religion and witchcraft as the years have passed. Bless me, Ultima by Rodulfo Anaya, and the Harry Potter series by J.K. Rowling have been banned because it is said that these modern books promote witchcraft, which is beyond offensive to many religions (Banned). In our current generation, all people worry about is how books will harm our religion and way of living. Racism and profanity is not much of a worry because most of our society has grown past racism and has grown used to the fact that profanity is something we encounter everyday. So, why are some of the most popular classic novels still banned from some schools across the nation? It is believe that although our society has matured in the past century, schools still have some sort of policy which states that â€Å"books must be age appropriate and related to [the] school curriculum† (Coatney). Many schools believe that buy censoring literature they are preventing kids from being exposed to adult content, but in reality, what schools believe that specific books should be rated â€Å"R† are really rated â€Å"PG-13† to the minds of their students. Although schools and parents support the idea of censoring books because of their adult content, they do not realize that rather than protecting them, they are keeping them away from what can be valuable lessons. Books such as To Kill a Mockingbird and The Adventures of Huckleberry Finn can contribute to the lesson that racism was never fair to begin with. By reading The Catcher in the Rye, the youth can learn that there is more to life than just violence and sex. Students can truly learn from the books that have been censored throughout these many years because â€Å"high school students are evolving and learning to formulate their own opinions in life†, regardless of the amount of vulgar language, sexual content, and violence that is in the books they choose to read (Censorship). However, there should be limits to how much adult and offensive content there is in books. For example Adolf Hitler’s Mein Kampf is a book that encourages racism and violence while other books only promote the importance of goodness by exposing the bad. Books such as that are the type of books that can do some harm to the youth of our society. Also, there are some books in present day that should be censored because of their sexual content. Fifty Shades of Grey, written by E.L. James is, for example, too outspoken for the young readers of today. The sexual content in The Catcher in the Rye would be considered to be nothing compared to the work of E.L. James. Although every book cannot be kept away from each student, the books that are labeled as too explicit should at least be the ones to be banned from schools. Censorship has played a large role in literature ever since authors have experimented with the types of stories they can create by using different types of adult content to get their lesson across. Many classic literatures that have been taught in schools for many years have been censored many times since the first time they were published, but people still find a way to make a positive lesson out of those books regardless of the content demonstrated by the author of the book. It is possible that one day books will not need to be censored because of how exposed our future generations will be due to what is exhibited out in the real world for everyday people to see. Works Cited â€Å"Banned & Challenged Books.† Good Reads. N.p., n.d. Web. 20 Jan. 2013. â€Å"CENSORED BOOKS IN THE USA.† Bulletin 43 over Censored Books in the USA. Office for Intellectual Freedom, n.d. Web. 19 Jan. 2013. â€Å"Censorship: The Negative Effects Parents Don’t Know About.† Yahoo! Contributor Network. N.p., 11 May 2009. Web. 21 Jan. 2013. Coatney, Sharon. â€Å"Banned Books: A School Librarian’s Perspective.† Time.com. N.p., 22 Sept. 2000. Web. 20 Jan. 2013. â€Å"Top 100 Banned/Challenged Books: 2000-2009.† American Library Association. N.p., n.d. Web.18 Jan. 2013.

Managing a Multigenerational Workforce

Managing a Multigenerational Workforce Monash University Jason Cheah Introduction A multigenerational workforce can present many challenges for organizations of today and are fast becoming a prominent issue for Australian HR managers. An ageing workforce and continual technological innovation are the main reasons attributing to the issues associated with a multigenerational workforce. To remain competitive organizations will need to utilize such a workforce to their advantage and this can be achieved through effective human resource development. The differences between generations are known to occur due to major influences in the environment in which early human socialization occurs (Macky, Gardner & Forsyth, 2008). These influences can impact on a range of factors of an individual including personality, values and beliefs, which will generally remain stable throughout adulthood (Westerman & Yamamura, 2007). The changing nature of the socio-cultural environment will also influence generational differences as individuals of different generations will have been exposed to different events and experiences during their developmental years (Beaver & Hutchings, 2005). A multigenerational workforce is an issue that cannot be ignored and the challenge then for organizations is to be able to manage, develop and maintain an effective multigenerational workforce. HR departments will need to recognize the demographics of their workplace and to implement an organizational culture that values and rewards diversity (Holland & De Cieri, 2006). This article will aim to address the issue of a multigenerational workforce and its impacts on Australian organizations and HRD. Using the case study of Mixed Ages Technology Corporation (MATC), the challenges and issues presented by managing and developing older and younger employees will be discussed. Then a brief summary of the case study will be followed by a discussion of strategies best suited for MATC to improve the morale of multigenerational workforces and HR’s role in improving efficiency between the Baby Boomers and the Generation Y workforce Issues and Challenges of Baby Boomers The global trend of an ageing workforce and government policy directions towards reversing early retirement trends raises the issue of the costs to employers with an ageing workforce (Brooke, 2003). Recently Australian government policies are being directed towards retaining older workers and reducing costs of pensions, health costs of retirees and superannuation payments; which are estimated to cost the country $46 billion between 2000 and 2031 (Brooke, 2003). This is having a direct impact on Australian organizations as an increase in age of their workforces creates an increase of the human resource costs associated with older workers, consequently making older workers more expensive to employ (Patrickson & Hartmann, 1995). However another worrying factor of a mature age workforce force is that with the impending retirement of the baby boomers; organizations will lose a wealth of experience, knowledge and skills that will be extremely hard to replace (Jorgensen, 2005). Difficulty in replacing such skill and experience can be attributed to Australia’s low fertility rate, and therefore a reduced supply of younger workers joining the workforce and the increasing skill shortages (Anonymous, 2006). This will lead to an increase of competition for talent and Jorgensen (2005) believes that organizations must look at new ways of retaining older workers and to make better use of their skills and experiences. Organizations will have an increased need to retain older workers by creating career paths to help older workers to break out of career plateaus, and to retrain those whose skills have become outdated (Holland & De Cieri, 2006). Organizations that fail to address the ageing workforce issue risk future staff and skill shortages. The key to managing ageing workers is to actively identify strategies to retain, retrain and integrate older workers into their workplace and to capitalize on their skills, knowledge and experiences (Holland & De Cieri, 2006). Managing and Retaining Baby Boomers Organizations need to be wary of losing a wealth of skills and knowledge that older workers possess through poor management (Beaver & Hutchings, 2005). As employees mature they are more likely to experience disengagement with the workplace and career plateauing, which can lead to an increased intention to leave. HR managers will need to work with both the employee and the organization’s goals to eliminate these barriers. There are various options available to organizations faced with the problem of retaining older workers. Providing phased retirement plans, moving older workers to part time work and creating more flexible working conditions can save organizations the costs involved with hiring new employees while maintaining older workers technical knowledge. Additionally it is important for organizations to recognize older workers personal commitments and their need for work life balance (Hutchings & Beaver, 2005). Contrary to the view of a career plateau, Armstrong-Stassen (2008) argues that majority of older workers want to continue learning and developing their skills and also desire a job that is challenging and meaningful. There will also be an increased attractiveness for organizations to hire mature age workers, even if it is on a part time basis, as older workers are readily available sources in terms of expertise that can impact the future success of the organization (Miller & Siggins, 2003). In turn HR managers will have a responsibility to have policies in place to encourage lifelong learning and knowledge management. However older workers can be a popular target during downsizing, and many experience hidden and open pressures to retire early. Addressing these issues through frequent training and feedback programs will assist older employees to feel valued by their organization. (Cadrain, 2007) believes that the costs associated with recruiting and training staff pays off over time, as the longer you retain staff the greater the return is on your investment. Therefore it is vital for organizations to retain and retrain not only the older workers but younger workers as well as generation Y workers present a different challenge for HR managers altogether. Issues and Challenges of Generation Y In a tight labour market the need for organizations to effectively manage younger workers, such as generation X and generation Y have become crucial. During the current skills shortage organizations will need to put new strategies in place to support proactive recruitment and HR policies. The high mobility of generation Y can be attributed to technological advances whereupon there is instant connectivity and experience sharing with others, leading to more information and inevitably more choice (Macky, et al. , 2008). Younger workers relish employment opportunities that allow them to learn new things, meet new people, to work in new ways and to take calculated risks (Schulman, 2007). Therefore organizations will need to include values such as flexibility, creativity and personal development when dealing with the management of younger employees. Due to the high mobility of Generation Y, organizations will need to focus on engagement of their younger employees. Younger employees are eager to showcase their talents when joining an organization, as they have not been tainted by bad working habits and are generally excited to take on new and challenging responsibilities (Fallon, 2009). Although this may be seen as a positive, keeping them happy and motivated requires different strategies than those that have been used with the baby boomers. It is widely accepted that younger workers care about much more than money; Holland & De Ceiri (2006) believe that work life balance is critical to Generation Y employees, while Fallon (2009) states that younger employees aim for a holistic fulfillment through work including feeling good about their job and a healthy balance with their social lives. This view is consistent in that younger generations need to have a perception of meaningfulness associated with their role. A lack of engagement from the employer can produce disillusionment, a lack of creativity and a lack of investment (Shulman, 20007). Organizations will therefore need to have HR strategies in place to retain younger employees and to keep them motivated and productive. Managing and Developing Generation Y There are many strategies that organizations can utilize in order to attract, train and retain the best young talent in the market. As generation Y have incredibly high expectations about the work environment, growth opportunities and rate of advancement (Downs, 2009) it is imperative for HR managers to consider the career plans of younger employees. Generation Y’s are entering the workforce in large volumes, and organizations that are unable to harness this growing resource will find themselves at a distinct disadvantage (Anonymous, 2006). Management of younger workers is crucial in times of financial hardship. Contrary to the view of (Miller & Siggins, 2003), who argues that older workers can assist organizations through financial as they are readily available sources, Anonymous (2009) states that organizations need to consider the long term prospects of generation Y’s. In order to keep generation Y’s challenged, HR managers may consider restructuring certain entry level positions so that the duties of the role vary. Additionally HR managers should discuss various career paths with younger employees and the possible steps in reaching such goals (Downs, 2009). Research shows that communication between managers and younger employees is becoming increasingly crucial (Fallon, 2009). As younger employees are used to direct, ongoing feedback in their developmental years they expect the same type of treatment from their managers. Especially as they have not yet experienced a recession, Generation Y’s will need constant feedback to remain motivated and productive. They will feel more valued and loyal to the company if managers are able to show that they care about the growth and progress of the employee. This will in turn have long term benefits and save the organization costs from a reduced turnover (Fallon, 2009). How organizations manage the generation gap is determined by the demographics of the workplace and strategies available to them. This article will now link effective HR strategies to Mixed Ages Technology Corporations organization culture and goals. Feeling Valued by the Organization There are several generational issues that confront MATC’s newly appointed HR director Tom Fletcher. Employee morale and productivity has dropped due to the rising tension between the baby boomers and the generation Y workers. The baby boomers of the company are unsatisfied with the amount of respect shown to them by the younger workers and are quite resistant to any change in the promotions system, which is based on seniority. On the other hand the generation y workers believe that there is a lack of opportunity for individual growth and oppose the current promotion system; they also believe that the older workers are outdated when it comes to modern technology. To enable both younger and older workers to feel valued by each other and by MATC, the HR team will need to address these two underlying issues. Initially the HR team needs to assess the generation gap by recognizing and openly discussing generational differences with the employees. McGuire, By & Hutchings (2007) believe that effective managers will help employees feel valued by the organization; therefore HR should be proactive in helping managers succeed in this area. As managers nowadays have to deliver in a shorter time frame and with limited resources (Aker, 2009), HR can provide coaching and mentoring programs and develop learning solutions and performance management tools to educate managers on generational differences and the best strategies available to manage a multigenerational workforce. However (Anonymous, 2009) argues that it is up to the employees to adapt to generational differences and that an assessment should be made to identify improvement opportunities within MATC’s organizational culture. The company’s current culture is one of continuous change and adaptation; hence HR needs to remind employees of this culture while adding a culture of embracing and encouraging workforce diversity (Aker, 2009). A diverse workforce is richer because there are many different perspectives, different learning styles and different attitudes towards work. Through effective human resource development, MATC will have the ability to harness this diversity into an organizational strength and investment for the future. Feedback Programs One of the biggest causes of generational tension is insecurity about jobs (Crumpacker & Crumpacker, 2007). Older workers may be involved in a transactional psychological contract and will therefore be reluctant to share information and resources will the younger employees. Additionally younger employees may worry that older employees will resent their attempts to climb the corporate ladder (Downs, 2009). HR needs to encourage an intergenerational learning environment and an environment of continuous learning and a continuous transfer of knowledge by addressing anxiety and tensions through positive reinforcement. HR also needs to reassure all employees that their contributions are valued and may even consider rewarding behaviours displaying knowledge sharing and acceptance of diversity. These types of career management strategies will help employees to feel greater job security and in turn less threatened by other generations. A commonly used strategy to instill confidence in employees and to make them feel valued is to provide frequent and timely positive feedback and offering public praise from management and peers (Cadrain, 2007). However HR needs to understand that feedback programs need to differ according to generational characteristics. It is not uncommon for HR to bring in change and communication consultants to train managers in areas of communication, feedback and negotiation to help managers understand such differences (Crumpacker & Crumpacker, 2007). As baby boomers are facing a growing pressure from a young demographic of workers, they will need to be reassured about that value they add to the organization. However baby boomers can be overly sensitive to feedback and can usually spot transparent feedback (Cadrain, 2007). In contrast generation Y employees rely of feedback from authority figures to assess whether they are on the right track and consequently they can struggle with the processing of feedback (Fallon, 2009). Therefore it is imperative to reassure younger workers that the feedback is designed to support their career progression, which is a major driving factor for generation Y’s. In the same article (Fallon, 2009) it states that it will be worthwhile for HR managers to organize more frequent gatherings among the staff and to explore programs that encourage greater collaboration. Improving Productivity through Mentoring Programs For a multigenerational workforce to function cohesively, MATC needs to build a culture based on open communication and mutual respect. A popular method for achieving such as goal is to encourage frequent group collaborations and teamwork. (Carnevale, 2005) found that brownbag training sessions, special projects and committee work can assist to reduce friction and in turn build camaraderie among employees. Another effective strategy to lower tensions is to assign the older workers as mentors to younger employees. Despite the stereotype of Generation Y’s to be impatient, Downs (2009) states that they keenly understand the value of experience and that they excel at working in teams. By pairing them with older and more experienced workers, this will assist the older workers to feel valued and respected and in turn facilitate the transfer of knowledge between generations, it will also fulfill younger employee’s desires to rocket up the learning curve and improve their chances of promotion. Further to this Caudron (2002) states the importance of dual mentoring relationship. There is a distinct advantage of this method in that two professionals may possess vastly different skill sets, and pairing them will eliminate shortcomings and maximize strengths. However (McGuire, et al. 2007) argues that organizations need to be wary that generational differences in judgments or a destructive tone of relationship such as jealousy or prejudice may have a negative impact on mentoring program and therefore need to link a culture of embracing generational diversity with such HR strategies. This view is supported by Jorgensen (2005) who argues that older employees who are no longer competing for promotion could move into a mentor or coach role to enable effective knowledge transfer to younger employees, while still contributing their skills and experiences directly to specific projects. By engaging all employees, the organization will inevitably improve long term benefits. Engagement of the Workforce Given current economic challenges MATC need to put a premium on fully engaged employees. Promoting employee engagement is one indicator of the effectiveness of HR approaches to talent management, due to the fact that enhancing employee engagement benefits both employees and employers (Downs, 2009). There are a range of benefits resulting from effective engagement including higher productivity, higher job satisfaction, less sick days taken and a longer tenure with the organization. Managing a multigenerational workforce has forced organizations to consider many alternative strategies for engagement. Past research has found varying factors effect the level of engagement; gender, caring responsibilities, physical health, core self evaluation and most importantly, age (Tsai, 2008). MATC needs to identify options for different approaches to enhancing employee engagement. The HR team may want to get suggestions employees about supports that they can rovide for them that would simultaneously support positive work life balance and also enhance engagement. It terms of baby boomers, child care facilities or carers leave may be beneficial. While for generation Y’s past research has shown that work life balance is a priority (Shulman, 2007), therefore an increase in flexible hours may lead to higher levels of engagement. MATC can also put HR strategies in place that directly affect some of the individual characteristics noted above. For example, the offer of wellness initiatives and programs can improve or maintain the health of older workers which can in turn affect their engagement level. While having social gatherings and events may help younger employees have a greater sense of inclusion in the organization. Conversely Gebauer (2006) believes that it is an interaction of an employee’s characteristics and experiences at work that affect their level of engagement. The workplace culture regulates an individual’s experiences at work. Providing employee specific opportunities for training and development, a culture of flexibility, organizational support and perceptions of inclusion and job security are all important in maintaining productive employees. Conclusion Every individual possesses biases that can often prevent them from recognizing the valuable contributions that others can offer; the generational stereotypes that exist in the workplace are usually derived from generational differences in personality and motivational drivers (Brooke, 2003). Tensions arise if these differences are not addressed and can lead to a low morale of the workforce. HR managers need to eliminate generational barriers between older and younger workers and this can be done by imposing an organizational culture that accepts generational differences while promoting the fact that there are consistent drivers across generations (Macky, et al. , 2008). Organizations nowadays can have up to four generations working for them and it is their ability to address generational gaps and manage these differences that is imperative to remaining competitive and having a motivated and productive workforce. As workforce demographics are shifting dramatically, HR managers should aim to provide an effective mix of compensation, benefits, flexible work arrangements and opportunities for growth and development for every individual. Traditional approaches designed to meet the needs of baby boomers are no longer effective and therefore new strategies need to be tailored to a more diverse workforce. Each generation requires a unique set of factors to motivate them at work and human resources plays an important strategic role in enabling diverse talent to thrive (Tsai, 2008). HR strategies should be free of bias from the recruitment, training and development and promotional processes of the organization. Organizations will need to shift away from a mindset that tolerates diversity to one where diversity is valued, harnessed and leveraged to achieve greater business success. This will have implications for organizations to have effective strategies in place to manage and support diversity which are aligned to organizational goals. After all it is a diverse workforce that creates balance and a successful and productive workforce. References Aker, J, M. (2009). Managing a multigenerational workforce. Buildings. 103(1), 46-48. Anonymous. (2006). Beyond age discrimination to leveraging human capital. Human Resource Management International Digest. 14(3). 6-8. Anonymous. (2009). Make plans for Gen Y workers. CU360 Newsletter. 35(7), 2-3. Armstrong-Stassen, M. (2008). Factors associated with job content plateauing among older workers. Career Development International. 13(7), 594-613. Beaver, G. , & Hutchings, K. (2005). Training and developing an age diverse workforce in SMEs. Education & Training. 47(8), 592-604. Brooke, L. (2003). Human resource costs and benefits of maintaining a mature-age workforce. International Journal of Manpower. 24(3), 260-283. Cadrain, D. (2007). Employers prepare to keep, not lose, baby boomers. HRMagazine. 52, 23-24. Carnevale, T. (2005). The coming labor and skills shortage. T&D. 59(1), 37-41. Caudron, S. (2002). Rebuilding trust through communication. Workforce. 81(10), 33-33. Crumpacker, M. , & Crumpacker, J. M. (2007). Succession planning and generational stereotypes: should HR consider age-based values and attitudes a relevant factor or a passing fad? Public Personnel Management. 36(4). 349-369. Downs, K. (2009). Managing Gen Y in recessionary times. Business Credit. 111(4), 28-29. Fallon, T. (2009). Retain and motivate the next generation: 7 ways to get the most out of you millennial workers. Supervision. 70(5), 5-7. Gebauer, J. (2006). Workforce engagement. T&D. 61(2), 28-30. Holland, P. , & De Cieri, H. (2006). Contemporary issues in human resource development: an Australian perspective. NSW, Australia: Pearson Education Australia. Jorgensen, B. (2005). The ageing population and knowledge work: a context for action. Foresight. 7(1), 61-76. Macky, K. , Gardner, D. , & Forsyth, S. (2008). Generational differences at work: introduction and overview. Journal of Managerial Psychology. 23(8), 857-861. McGuire, D. , By, R. T. , & Hutchings, K. (2007). Towards a model of human resource solutions for achieving intergenerational interaction in organizations. Journal of European Industrial Training. 31(8), 592-608. Miller, M. & Siggins, I. (2003). A framework for intergenerational planning. Foresight. 5(6), 18-25. Patrickson, M. , & Hartmann, L. (1995). Australia’s ageing population: implications for human resource management. International Journal of Manpower. 16(5), 34-46. Schulman, S. (2007). Crossing the generational divide: engaging â€Å"young† employees in your organization. Development and Learning in Organizations. 21(2), 7-9. Tsai, J. (2008). Working with the years. CRM Magazine. 12(11), 15-16. Westerman, J. W. , & Yamamura, J. H. (2007). Generational preferences for work environment fit: effects on employee outcomes. Career Development International. 12(2), 150-161.

The Warren Court Its Impact and Importance

The Warren Court was the period from October 5, 1953, to June 23, 1969, during which Earl Warren served as chief justice of the Supreme Court of the United States. Along with the Marshall Court of Chief Justice John Marshall from 1801 to 1835, the Warren Court is remembered as one of the two most impactful periods in American constitutional law. Unlike any court before or since, the Warren Court dramatically expanded civil rights and civil liberties, as well as the powers of the judiciary and the federal government. Key Takeaways: The Warren Court The term Warren Court refers to the U.S. Supreme Court as led by Chief Justice Earl Warren from October 5, 1953, to June 23, 1969.Today, the Warren Court is considered one of the two most important periods in the history of American constitutional law. As Chief Justice, Warren applied his political abilities to guide the court to reaching often controversial decisions that dramatically expanded civil rights and liberties, as well as judicial power.The Warren Court effectively ended racial segregation in U.S. public schools, expanded the constitutional rights of defendants, ensured equal representation in state legislatures, outlawed state-sponsored prayer in public schools, and paved the way for the legalization of abortion. Today, the Warren Court is hailed and criticized for ending racial segregation in the United States, liberally applying the Bill of Rights through the Due Process Clause of the 14th Amendment, and ending state-sanctioned prayer in public schools. Warren and Judicial Power Best known for his ability to manage the Supreme Court and win the support of his fellow justices, Chief Justice Warren was famous for wielding judicial power to force major social changes. When President Eisenhower appointed Warren as chief justice in 1953, the other eight justices were New Deal liberals appointed by Franklin D. Roosevelt or Harry Truman. However, the Supreme Court remained ideologically divided. Justices Felix Frankfurter and Robert H. Jackson favored judicial self-restraint, believing the Court should defer to the wishes of the White House and Congress. On the other side, Justices Hugo Black and William O. Douglas led a majority faction that believed the federal courts should play a leading role in expanding property rights and individual liberties. Warren’s belief that the overriding purpose of the judiciary was to seek justice aligned him with Black and Douglas. When Felix Frankfurter retired in 1962 and was replaced by Justice Arthur Goldberg, Warren found himself in charge of a solid 5-4 liberal majority. Supreme Court Chief Justice Earl Warren. Bettmann / Getty Images In leading the Supreme Court, Warren was aided by the political skills he had acquired while serving as governor of California from 1943 to 1953 and running for vice president in 1948 with Republican presidential candidate Thomas E. Dewey. Warren strongly believed that the highest purpose of the law was to â€Å"right wrongs† by applying equity and fairness. This fact, argues historian Bernard Schwartz, made his political acumen most impactful when the â€Å"political institutions†Ã¢â‚¬â€such as Congress and the White House—had failed to â€Å"address problems such as segregation and reapportionment and cases where the constitutional rights of defendants were abused. Warren’s leadership was best characterized by his ability to bring the Court to reach remarkable agreement on its most controversial cases. For example, Brown v. Board of Education, Gideon v. Wainwright, and Cooper v. Aaron were all unanimous decisions. Engel v. Vitale banned nondenominational prayer in public schools with only one dissenting opinion. Harvard Law School professor Richard H. Fallon has written, â€Å"Some thrilled to the approach of the Warren Court. Many law professors were perplexed, often sympathetic to the Court’s results but skeptical of the soundness of its constitutional reasoning. And some of course were horrified.† Racial Segregation and Judicial Power In challenging the constitutionality of racial segregation of America’s public schools, Warren’s very first case, Brown v. Board of Education (1954), tested his leadership skills. Since the Court’s 1896 Plessy v. Ferguson ruling, racial segregation of schools had been allowed as long as â€Å"separate but equal† facilities were provided. In Brown v. Board, however, the Warren Court ruled 9-0 that the Equal Protection Clause of the 14th Amendment prohibited the operation of separate public schools for whites and blacks. When some states refused to end the practice, the Warren Court—again unanimously—ruled in the case of Cooper v. Aaron that all states must obey the decisions of the Supreme Court and cannot refuse to follow them. The unanimity Warren achieved in Brown v. Board and Cooper v. Aaron made it easier for Congress to enact legislation banning racial segregation and discrimination in broader areas, including the Civil Rights Act of 1964 and the Voting Rights Act of 1965. Especially in Cooper v. Aaron, Warren clearly established the power of the courts to stand with the Executive and Legislative Branches as an active partner in proactively governing the nation. Equal Representation: ‘One Man, One Vote’ In the early 1960s, over the strong objections of Justice Felix Frankfurter, Warren convinced the Court that questions of the unequal representation of citizens in the state legislatures were not issues of politics and thus fell within the Court’s jurisdiction. For years, sparsely populated rural areas had been over-represented, leaving densely populated urban areas under-represented. By the 1960s, as people moved out of the cities, the sprawling middle class became under-represented. Frankfurter insisted that the Constitution barred the Court from entering the â€Å"political thicket,† and warned that the justices could never agree on a defensible definition of â€Å"equal† representation. Justice William O. Douglas, however, found that perfect definition: â€Å"one man, one vote.† In the landmark 1964 apportionment case of Reynolds v. Sims, Warren crafted an 8-1 decision that stands as a civics lesson today. â€Å"To the extent that a citizen’s right to vote is debased, he is that much less a citizen,† he wrote, adding, â€Å"The weight of a citizen’s vote cannot be made to depend on where he lives. This is the clear and strong command of our Constitution’s Equal Protection Clause.† The Court ruled that the states should attempt to establish legislative districts of nearly equal population. Despite objections from rural legislators, the states complied quickly, reapportioning their legislatures with minimal problems. Due Process and Rights of Defendants Again during the 1960s, the Warren Court delivered three landmark decisions expanding the constitutional due process rights of criminal defendants. Despite having been a prosecutor himself, Warren privately detested what he considered â€Å"police abuses† such as warrantless searches and forced confessions. In 1961, Mapp v. Ohio strengthened the Fourth Amendment’s protections by banning prosecutors from using evidence seized in illegal searches in trials. In 1963, Gideon v. Wainwright held that the Sixth Amendment required that all indigent criminal defendants be assigned a free, publicly-funded defense attorney. Finally, the 1966 case of Miranda v. Arizona required that all persons being interrogated while in police custody be clearly informed of their rights—such as the right to an attorney—and acknowledge their understanding of those rights—the so-called â€Å"Miranda warning.† Original Caption) Outgoing Chief Justice Earl Warren waves from the steps of the U.S. Supreme Court at the end of 16 years on the high tribunal. Earlier in the day he administered the oath to his successor, Warren Earl Burger as President Nixon looked on. Nixon praised Warren for his dignity, example, and fairness.. Bettmann  / Getty Images Calling the three rulings the â€Å"handcuffing of the police,† Warren’s critics note that violent crime and homicide rates rose sharply from 1964 to 1974. However, homicide rates have fallen dramatically since the early 1990s. First Amendment Rights In two landmark decisions that continue to spark controversy today, the Warren Court expanded the scope of the First Amendment by applying its protections to the actions of the states. The Warren Court’s 1962 decision in the case of Engel v. Vitale held that New York had violated the Establishment Clause of the First Amendment by officially authorizing mandatory, nondenominational prayer services in the state’s public schools. The Engel v. Vitale decision effectively outlawed mandatory school prayer and remains one of the Supreme Court’s most-often challenged actions to date. In its 1965 Griswold v. Connecticut decision, the Warren Court affirmed that personal privacy, though not specifically mentioned in the Constitution, is a right granted by the Due Process Clause of the Fourteenth Amendment. After Warren’s retirement, the Griswold v. Connecticut ruling would play a decisive role in the Court’s 1973 Roe v. Wade decision legalizing abortion and confirming the constitutional protection of women’s reproductive rights. During the first six months of 2019, nine states pressed the boundaries of Roe v. Wade by enacting early abortion bans outlawing abortions when performed after a certain point early in the pregnancy. Legal challenges to these laws will linger in the courts for years. Sources and Further Reference Schwartz, Bernard (1996). The Warren Court: A Retrospective. Oxford University Press. ISBN 0-19-510439-0.Fallon, Richard H. (2005). The Dynamic Constitution: An Introduction to American Constitutional Law. Cambridge University Press.Belknap, Michal R. The Supreme Court under Earl Warren, 1953-1969. University of South Carolina Press.Carter, Robert L. (1968). The Warren Court and Desegregation. Michigan Law Review.