The junta's screaming ineptitude, flat-footed responses, and tone-deaf communications indicate a failure on almost every level: Institutional, infrastructural, and individual.
One aspect of DALPA's utter inability to connect with its constituents is its ignorance of generational differences. Without painting with too broad of a brush, there are some overreaching considerations that excerpts from this article points out.
Of note is that the Gen Y/Millennial generation is not as fixated on money, opposed to the classic "Baby Boom" generation.
It's potentially problematic when DALPA leaders are almost exclusively baby boomers.
It's an outright catastrophe when those leaders utterly ignore the demographic shift in their constituency, and instead push their "old-school" cram down techniques fixating on dollars and cents to the detriment of QOL.
This is obviously just a guideline--there are some significant differences between the average cube drone and pilot. But it is a starting point to understand one aspect of DALPA's abject failure.
In any case...Donatelli and his sidekicks are inflexible relics, unable to adapt to the changing landscape. They must go.
Wall Street Journal
How to Manage Different Generations
Managers are increasingly grappling with generational differences in their work forces. Problems can arise from differing mindsets and communication styles of workers born in different eras. The frictions may be aggravated by new technology and work patterns that mix workers of different ages in ever-changing teams.
Baby Boomers, born between 1946 and 1964, are competitive and think workers should pay their dues, workplace consultants say. Gen Xers, born between 1965 and 1977, are more likely to be skeptical and independent-minded. Gen Ys—also known as Millennials—were born in 1978 or later and like teamwork, feedback and technology.
The key is to be able to effectively address and take advantage of the differences in values and expectations of each generation. But experts say managers must be careful not to follow blanket stereotypes. Managers must also take care not to disadvantage older workers, even inadvertently, or risk retention problems and legal headaches.
Here are some strategies:
Send your managers to class so they can learn to recognize generational differences and adapt. It’s important that managers change rather than trying to change the staff.
Millennials generally don’t work well under rigid management structure. They prefer open collaborations that allow employees to share information and for everybody to contribute to decision-making.
Toss the routines. Experts say Millennials and Gen Xers dislike the formality of regular meetings, especially when there’s nothing to discuss. Limit meetings to when there’s a real need.
Give all employees a voice. Regardless of age and tenure, give all employees a forum in which to present ideas, concerns and complaints. Department heads should facilitate open communication throughout the office and set aside time to provide honest feedback.
Don’t apply a blanket communication-method policy. Boomers may prefer to communicate by phone or in person. Millennials grew up being in constant communication with peers and coworkers so are accustomed to emailing, texting or sending instant messages.
Don’t confuse character issues like immaturity, laziness or intractability with generational traits. Whereas Boomers may see a 60-hour work week as a prerequisite to achieving success, many hard-working Millennials may prefer a more balanced life that includes reasonable working hours–with occasional bouts of overtime–and weekends off. The latter may also voluntarily choose to make up the time in unstructured settings like working at a Starbucks on weekends.
Full article is
here