Understanding the multigenerational environment of a technology company: differences, impacts and the role of leadership

Abstract

The current Brazilian corporate environment is made up of different generations acting simultaneously, and cultural conflicts may occur due to differences in opinions, values and beliefs of each group, shaped by the historical context in which they were born. In this scenario, managers play a fundamental role in seeking balance and synergy between the work styles and motivations of different generations. Organizational culture also influences employees' actions and decisions, and it is the responsibility of leaders not only to propagate it, but also to build collaborative relationships and manage conflicts efficiently, thus promoting performance and innovation within the organization. In view of this, this work aimed to analyze the impacts of conflicts for employees and the company, resulting from the diversity of generational cultures in an area of technology. With an exploratory design and a qualitative-quantitative approach, this research collected data, through an applied form, from the systems area of a large Brazilian company in the technology sector. The results of the questionnaire were analyzed and compared to the company's market positioning and recognition, noting that the organization's good performance in technology projects is related to the effective management of internal conflicts, combined with collaboration between generations in the area studied, a Since each one has its own characteristics, but when managed properly and with common objectives, their differences can benefit organizations, promoting innovative environments and ensuring longevity for companies.