Abstract
I did a three-month internship in a real estate agency at Rennes. My main missions were to sell the company products, such as flats, land and houses. I also did some marketing tasks such as benchmarking and made a training course about negotiation and trade for employees. This internship and my missions were interesting but I noticed an important fact. My internship department is composed of two employees. The chief of the edepartment, Joelle Monvoisin is a woman of 40 years, with experience in the company and the second, Cathy Hamon, is a woman only 23 years old, and with 2 years of previous experiences. As you can understand there is a generation gap in this company. I have chosen this case because as a manager, you have to work with all kinds of staff. You could work with very young people with less experience and with older employees, who have more experience. The task is to make all these people work well together. During my internship I was dealing with this generation gap not only in my department but also, as a young man with a lot of ideas with respect to the chain of command. I have built on the following problem: How does a generation gap become important in managing a company?
Extract
[...] Bibliography Don Minday Lecture and 10. Human metrics website: http://www.humanmetrics.com Robbins, S. And Judge, Timothy A. Organizational Behavior 13th Edition. Prenctice Hall, Upper Saddle River, NJ. Papin. Robert, L'art de Diriger, Paris, Dunod 491p. [...]
[...] Nevertheless if these women were man the generation gap will be the same. This conflict could come from the fact that in this team we were two kind of different learning. In my mind, we use in school of business normally retention process. We will use a model if we remind it. I was using during this internship, all my learning in marketing and sales, this was what I could remind from all my courses from business school and from university. [...]
[...] Giboire also had criteria of trait theory as ambition and energy, the desire to lead, job relevant knowledge, but he has a lack of charisma as I describe it before. Mr. Camus corresponding more to the behavior theory approach of leader. In fact the credo of: “leaders are made, not born” well describe the way he manage his team and the way that people describe him in the company. Their main differences are not stopping here. Another difference is about the fact that our boss is a transactional leader and the sales manager is more a transformational leader. Are you feeling a dissonance? [...]
[...] Joelle is now near of 60 years old and she could have the feeling that the company tries to push her outside of her function. The last element is that the new organization is against all of the actual team culture. All of the services have the same organization, with one assistant and some sellers. When Pascal Camus, our supervisor, organizes this department with two sellers and no assistant, there is a new message for all the company. The time became harder and now it's time for everybody to cut off the cost and sell more. [...]
[...] Organization is made in a functional structure separated in department, which represented the different company job core. We cannot say that that we have a very strong culture in this company, but employee are really proud to work in this company because they made really beautiful building but at a good price. The best symbol that we have in the company to symbolize authority is cars. The boss has a bmw 645i, the sales manager has a 525 the rest of the company had fiat 500 or this kind of cars. [...]
