Word: men
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Dates: during 1960-1969
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...their idealism, young men want -and get-record salaries. "The young employee is more rapacious these days," says Robert E. Cody, a vice president of California's Security Pacific National Bank. "The fact that his boss worked 20 years to get where he is does not move him." George T. Henning, 27, assistant to the comptroller of Boston's Eastern Gas and Fuel Associates, agrees. He earns $17,000 and intends to be making $45,000 by the time he is 35. George Woodland, vice president of Milwaukee's Rex Chainbelt Corp., complains: "A lot of these...
...long ago, the demands would have been unrealistic. Now they are most often met because there is a seller's market for skills; the low birth rate during the Depression has created a shortage of men between 30 and 40 years old. Companies are forced to promote younger and younger men to fill the ranks of middle managers. In addition, the tremendous changes in technology have put a premium on up-to-date education, and that also favors young men...
Under the High Wire. Older businessmen-who grew up in the Depression, fought in World War II and went to college on the G.I. Bill-have to run hard to keep up. "Many older men feel that techniques have passed them by," says Dr. Russell Cansler, director of placement at North western's Graduate School of Business Administration. "They see promotions and raises they want going to men ten or 15 years their junior." In an effort to acquire the new computer-oriented management skills that are being so highly rewarded, older executives are enrolling in business school. More...
...Edgar Schein of the M.I.T. Sloan School of Management estimates that companies lose half of their new college graduates within the first three to five years of employment. Graduates of 15 years ago often regarded a job, like a marriage, as being for life; today's young men are more inclined to equate it with an affair-good until something more fetching comes along. George Robbins, dean of U.C.L.A.'s Graduate School of Business Administration, ascribes the job turnover to an increase in specialization, which tends to put loyalty to a profession above loyalty to a company. Underlying...
...lifetime, the best minds of the generation may go into other fields, such as teaching or government. Still, the generation gap in business may be a highly constructive force, pushing management to decentralize, to delegate more authority, and to become more sensitive to the needs of the young men-and women -who will guide U.S. business into a new technological...