Conclusion

In summary, Generation Y and Generation Z differ in personal values to the generations before.

Having no sense of purpose in the job, bad team climate, too much workload and not enjoying the content of the work seem to be the most prevalent barriers to work motivation. (Fratrièová &

Kirchmayer, 2018) They demand changes in different areas of the working world. In addition to work-life-balance, flexibility and feedback, also the area digitalisation has priority. However, it is difficult for the leadership to derive new trends and requirements because the boundaries between generations blur and generations adopt properties from other generations.

Generation Y has already arrived in working life and is changing business cultures while the management tries to attend to their wishes. Since Generation Z is still in the early stages of development, it remains to be seen how far it is going to differ from its predecessor about their values. Today' companies have to take action to change their processes and workflows to keep good employees for the long run and to hire members of Generation Y and Z.

Nowadays, it is difficult for companies to accomplish all the requirements which are imposed for companies-to-be. Although Gen Y and Z are searching for the meaning of work, the salary and flexible working arrangements are the basis to have more time for their hobbies and family. The New Generations are well-educated because of different internships, and training and they can choose the company for which they want to work and not the company chooses the new employees. Further continuous personal development is essential for them in working life.

31 The positive economic development, with the parallel increase in full-time jobs and the falling unemployment rate, means a lack of skilled employees. The New Generations benefit from this phenomenon and companies have a disadvantage. Future employees can make demands to organisations and choose their future job or employer. Therefore, companies have to react to the requirements or pursuing active headhunting. (Krüger, 2018)

For the young target-oriented adolescents / young adults the way into a management position is no longer the main objective, much more new and individualised ways into leading positions have to be demonstrated. Feedback, individual career development and communication are the core values for this. In the area of communication, the whole communication psychology changed utterly. New Generations do not want to communicate without smartphones or notebooks.

Since in most cases, basic requirements are not fully met, emerging generations are willing to take a risk and to conduct job-hopping, too. In average they keep their job for about two years.

Often, they are accused of showing no loyalty, but loyalty is quite crucial for them. This trend is particularly noticeable within Generation Z. Changes in organisations require human resource management leadership for the implementation of the changed framework conditions. Therefore, the areas of flexibility, digitalisation, career/development, feedback and leadership were defined in this thesis. These areas form the cluster for the previously defined requirement areas of the New Generations.

The framework conditions for the implementation of the requirements of Gen Y and Gen Z must be created by the organisations. That is why the next chapter describes the definition and change of organisations.

32 3. Organisation

The organisation provides the framework and creates the conditions for processes and workflows. Since strategy and organisation are closely interlinked, the organisation of the organisational structures in the company plays a decisive role, so that the developed strategy can be successfully implemented. In any case, the organisation must be adapted in detail to the strategic goals and conditions in which a company operates. Understanding the most critical ideal types of building organisations with their strengths and weaknesses helps to assess the actual organisation and make it strategy-compliant. The creation and definition of a corporate strategy are not in the content of this work. In addition to the implementation of the goals, other influencing factors must also be taken into account, e.g. the requirements of New Generations.

The following chapter defines and describes the organisation in more detail. In addition to the definition and the organisational design, it shows the different stages of organisational development. Furthermore, it describes the organisational culture with the responsibility of the leadership.

3.1 Definition of organisation

An organisation is a rationally designed and thoroughly structured social entity where whose members work together as a team towards an explicitly stated common goal. Nevertheless, in real life, most organisations differ from this "idealised" description.

A more realistic and empirically sensitive definition characterises organisations as continually developing activity systems, struggling to ensure a distinct identity in an uncertain environment and oriented towards uncertain collective goals depending on essential resources.

Some researchers imply that organisations may not match the perceptions of entity participants given change and uncertainty. Organisations are also referred to as socio-economic units, due to the mix of categories (e.g., white-collar/blue-collar member/non-member) together with cultural ideas (e.g., meanings, values) and calculative elements (e.g., benefits, costs) whose confines are rarely clear-cut and steady. (Staber, 2013)

Organisations are often constructed from nothing and can be transformed, changed, or entirely modified by people with the right skills. (Dzimbiri, 2009)

On the one hand, society and economy support organisations as a tool by solving a multitude of problems, but on the other hand, they can also be the source of new problems. Entities are often involved in the way people receive education, get entertainment, make a living, manage their leisure, have their health stored or represent their interests. (Stabler, 2013) Restructuring processes or procedures, regulations and rules or training human resources have to be done to ensure customers and employees satisfaction. (Dzimbiri, 2009)

3.2 Development of the organisations

In addition to the concept of work, people's expectations for organizations have changed in recent years. Today, this no longer fits the classical understanding of the organisation for the performance of joint work and organisational leadership.

33 Due to the ever-changing uncertainty of the generations in the past, adaptations of the forms of organisation have come about (see table 9). Each of the forms below shows at least one significant breakthrough that made them successful at the time.

Impulsive

The author and consultant Laloux notes in his book that there is a transition to the fifth form of organisation, which he calls an integral and evolutionary organisation. Three essential core contents of this form can already be observed in companies:

- Gainness: All parts of the human self become relevant in the evolutionary organisation and incorporated into the work.

- Evolutionary sense: The members of the evolutionary organisation are not controlled but influence it with their direction and their development.

- Self-governance: The evolutionary organisation works well without the need for a hierarchical order, just as complex systems do in nature. (Laloux, 2015)

Laloux does not evaluate individual organisational developments. Every level and therefore, every organisational form have its right to exist in particular contexts. Later developed forms of

34 organisations are no better or worse than previous ones. Instead, they offer the opportunity to deal with a more complex environment.

The increase in organisational requirements and complexity has kept the system evolving.

Significant social changes can, as a consequence, contribute to the creation or even lead to a new form of organisation. The keyword "New Work" describes precisely the two sides of this coin.

On the one hand, new forms, how we must organise ourselves. On the other hand, social change, which influences the framework for coexistence. During the change from an organisational form to a new one, we seek and enter new territory. (Hackl, Wagner, Attmer & Baumann 2017)