Management of an age-diverse workforce in the company

Purpose: is the issue of managing an age-diverse workforce in a company or enterprise. Method: the article used the method of empirical calculations. The results of the study: during the research it was established that teams are most productive when they are not made up of the same people,  p...

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Main Author: Tomasz Czapran
Format: Article
Language:English
Published: Public organization "Ukrainian Scientific Community" 2023-02-01
Series:Social Development & Security
Subjects:
Online Access:https://paperssds.eu/index.php/JSPSDS/article/view/508
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author Tomasz Czapran
author_facet Tomasz Czapran
author_sort Tomasz Czapran
collection DOAJ
description Purpose: is the issue of managing an age-diverse workforce in a company or enterprise. Method: the article used the method of empirical calculations. The results of the study: during the research it was established that teams are most productive when they are not made up of the same people,  people in the team must be able to work together and respect each other, but at the same time, they should represent different qualities, experiences, and skills that will complement each other for the benefit of the whole team. Практична цінність дослідження: Cooperation within age-diverse teams increases the value of group or team IQ. It has been empirically proven that the element which most significantly affects group IQ is not the average IQ of individual group members, but rather the level of their emotional intelligence. The key to a high group IQ is harmony in the relationships of group members, communication skills and receptivity. Papertype: practical.
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spelling doaj.art-b347e26743de4f94b0c7bd9ffba724092023-07-27T11:48:43ZengPublic organization "Ukrainian Scientific Community"Social Development & Security2522-98422023-02-011319711010.33445/sds.2023.13.1.9508Management of an age-diverse workforce in the companyTomasz Czapran0College of Economics and Computer SciencePurpose: is the issue of managing an age-diverse workforce in a company or enterprise. Method: the article used the method of empirical calculations. The results of the study: during the research it was established that teams are most productive when they are not made up of the same people,  people in the team must be able to work together and respect each other, but at the same time, they should represent different qualities, experiences, and skills that will complement each other for the benefit of the whole team. Практична цінність дослідження: Cooperation within age-diverse teams increases the value of group or team IQ. It has been empirically proven that the element which most significantly affects group IQ is not the average IQ of individual group members, but rather the level of their emotional intelligence. The key to a high group IQ is harmony in the relationships of group members, communication skills and receptivity. Papertype: practical.https://paperssds.eu/index.php/JSPSDS/article/view/508managementage-diverse workforcemanaging teamsdiscriminationresponsibility
spellingShingle Tomasz Czapran
Management of an age-diverse workforce in the company
Social Development & Security
management
age-diverse workforce
managing teams
discrimination
responsibility
title Management of an age-diverse workforce in the company
title_full Management of an age-diverse workforce in the company
title_fullStr Management of an age-diverse workforce in the company
title_full_unstemmed Management of an age-diverse workforce in the company
title_short Management of an age-diverse workforce in the company
title_sort management of an age diverse workforce in the company
topic management
age-diverse workforce
managing teams
discrimination
responsibility
url https://paperssds.eu/index.php/JSPSDS/article/view/508
work_keys_str_mv AT tomaszczapran managementofanagediverseworkforceinthecompany