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1)This week we focus on the various generations. Please note the various generations starting with the 1950s and note the major contributions and concerns from each generation. Do you agree with these generalizations?

2)This is a required assignment worth 20 points (20-points/1000-points). Assignment must be submitted by the due date. No late assignments are allowed. Please discuss the following topics and provide substantive comments to at least two other posts.

Select from the following list four (4) topics and discuss. Use only 50-words max per topic to discuss and present your answer.

The discussion questions this week are from Chapter’s 19-20 (Jamsa, 2013).

Chapter 19 topics:

Define scalability.

List five to ten potential relationships that align with the Pareto principle, such as how 80 percent of sales come from 20 percent of customers.

Compare and contrast vertical and horizontal scaling.

Explain the importance of the database read/write ratio.

Assume a site guarantees 99.99 percent uptime. How many minutes per year can the site be down?

Chapter 20 topics:

List and describe five ways you think the cloud will change the future of TV.

List and describe five potential uses for intelligent fabric.

List and describe five ways the cloud will influence the mobile application market, or vice versa.

Discuss the importance of HTML 5.

Discuss how the cloud will impact future operating systems.

List and describe three potential location-aware applications.

List and describe five ways intelligent devices may work together.

School of Computer & Information Sciences
ITS-631- Operational Excellence
Chapter 11 – Information Technology and
Organizational Learning
• Integrating generation Y employees to accelerate competitive
• Gen Y employees who are also known as “digital natives” and
• Gen Y employees possess the attributes to assist companies in
transforming their workforce to meet the accelerated change in the
competitive landscape
Employment Challenge in the Digital Era
• Digital tools have provided leaders with ways to connect at an
unprecedented scale
• Five key indicators that support successful digital transformation in
a firm:
• A company’ s strategic vision is only as effective as the people behind
it. Thus, winning the minds of all levels of the organization is required.
• To become digital is to be digital. Companies must have a “one-team
culture” and raise their employees’ digital IQ.
• A company must address the scarcity of talented resources and look
more to using Gen Y individuals because they have a more natural
adaptation to take on the challenges of digital transformation.
• Resistant managers are impediments to progress and can actually stop
digital transformation.
• Digital leadership starts at the top.
Gen Y Population Attributes Five Forces
• want access to dedicated team spaces where they can have
emotional engagements in a socialized atmosphere;
• require their own space; that is, are not supportive of a
“hoteling” existence where they do not have a permanent office
or workspace;
• need a flexible life/work balance;
• prefer a workplace that supports formal and informal
collaborative engagement.
Advantages of Employing Millennials to Support Digital Transformation
• Gen Y people are consumers, colleagues, employees, managers,
and innovators
• They possess attributes that align with the requirements to be
an entrepreneur, a person with technology savvy and creativity,
someone who works well in a mobile environment, and is nonconformant enough to drive change in an organization
• Ability to transform organizations that operate on a
departmental basis into one that is based more on function; an
essential requirement in a digital economy
Integration of Gen Y with Baby Boomers and Gen X
• The prediction is that 76 million baby boomers (born 1946– 1964)
and Gen X workers (born 1965– 1984) will be retiring over the next
15 years
• Corporations need to produce career paths that will be attractive to
millennials. Thus, the older generation needs to
• Acknowledge some of their preconceived perceptions of current work ethics that are simply not relevant in
today’ s complex environments.
• Allow Gen Y to escalate in ranks to satisfy their ambitions and sense of entitlement.
• Implement more flexible work schedules, offer telecommuting, and develop a stronger focus on social
• Support more advanced uses of technology, especially those used by Gen Yers in their personal lives.
• Employ more mentors to help Gen Y employees to better understand the reasons for existing constraints in the
organizations where they work.
• Provide more complex employee orientations, more timely personnel reviews, and in general more frequent
feedback needed by Gen Y individuals.
• Establish programs that improve the verbal communications skills of Gen Y workers that are typically more
comfortable with nonverbal text-based methods of communication.
• Implement more continual learning and rotational programs that support a vertical growth path for younger
Designing the Digital Enterprise
• 42% of the respondents stated that baby boomers would be
remembered for their focus on consumerism and self-indulgence.
• Gen Y, on the other hand, are considered more self-interested,
entitled narcissists who want to spend all their time posting “selfies”
to Facebook. However, other facts offer an expanded perception of
these two generations, as shown in Table 11.1
Assimilating Gen Y Talent from Underserved Socially Deprived Populations
• The outsourcing of jobs outside of local communities to countries
with lower employment costs has continued to grow during the
early part of the twenty-first century
• Most impacted by the loss of jobs have been the underserved or
socially excluded Gen Y youth populations
• The European average for young adult unemployment (aged 15– 25)
in 2013 was nearly 25%, almost twice the rate for their adult
Global Implications for Sources of Talent
• The increasing social exclusion of Gen Y youth is a growing problem
in almost every country.
• Access to education is undoubtedly increasing employability, which
indirectly contributes to better citizenship for underserved youth.
• There is a widening gap between the “haves” and the “have-nots”
throughout the world
• data suggests that traditional degree programs that require full-time
study at university as the primary preparation for labor market
employment may not be the most appropriate approach to solving
the growing social inequality issue among youth.
• Langer, A. M. (2018). Information Technology and Organizational
Learning. 3rd edition. Taylor & Francis Group, LLC. ISBN: 978-1-13823858-9

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