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Conflicts among generations of organizations' employees have been increasingly recognized as diversity factors that may lead to reduced organizational productivity and other measures of effectiveness. Thus, the primary purpose of this research was to evaluate empirically whether younger individuals hold younger managers in higher regard than older managers. Undergraduate students responded to modified versions of the Descriptive Index (Schein 1973, 1975). The scales were used to determine attitudes of individuals in the younger generations toward both older managers and peer-age managers. Respondents believed that characteristics of managers under the age of 30 years were similar to characteristics of managers in general, but they believed that characteristics of managers over the age of 50 years were even more similar to the characteristics of managers in general. Based on our findings we recommend that organizations encourage older managers to stay in the organization. ********** Conflicts among generations within societies have been evident throughout recorded history. Differing social dynamics such as norms, demographics, religiosity and economic development within societies have contributed to differences in intensity of such conflicts. Recent demographic changes within the United States population may have exacerbated intergenerational conflict within this country. Among such changes may be the increasing life expectancy and the emergence of three clearly distinguishable demographic groups classified as the Baby Boom generation, Generation X (Gen X), and Generation Y (Gen Y). Business organizations are likely to be affected by these emerging trends regarding workplace diversity. For instance, intergenerational differences have been demonstrated in the areas of behaviors, attitudes, values, compensation expectations, communications, and other diversity factors (Lahiri, 2001; Sujansky, 2004). Such intergenerational tensions and conflicts among employees may have negative effects on organizational productivity and missed opportunities that impact organizational performance. American business firms face unrelenting pressures to reduce costs and increase productivity as they confront formidable competition from both international and domestic competitors. Thus, it seems clear that business managers must recognize intergenerational conflicts within their organizations and deal constructively with them. The primary purpose of this research was to determine empirically whether or not younger employees hold younger managers in higher regard than older managers. The findings of this study may help business firms determine if they should emphasize hiring younger managers rather than older managers in order to deal more effectively with new college graduates or if they should provide incentives to older managers to remain in the workforce longer. According to The Economist (2004) the population of the United States over the age of 65 will grow from 12% to 21% between the years 2000 and 2050. During this period, the share of the population aged 4064 will fall from a peak of 33% in 2010 to 28% by 2040. Baby Boomers were born between 1946 and 1964. Generations X and Y were born between 1965 to 1977 and 1978 to 2000, respectively. According to Sujansky (2004), managers should gear up for the distinctive requirements of Gen Y and the friction likely to exist among Gen X, Gen Y, and Baby Boomers as they mix in the workplace. Is the generation gap back? After answering this question affirmatively, Sujansky (2004) suggested that generational differences represent a critical new aspect of workplace diversity. Organizations will be faced with several generations of employees working together, each possessing very different values, attitudes, and expectations. According to Piktialis and Morgan (2003), the aging of the Baby Boom generation and the continuing extension of human longevity will force employers of all kinds to rethink and adjust attitudes and practices regarding all groups of workers as they grow older. …
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