The influence of cross generational management in creating agricultural learning organisations

Abstract

The purpose of the study was to determine whether agricultural organisations are learning organisations and what the influence of cross-generational management is in creating learning organisations. The results obtained from cross-generation management were also compared to determine trends and biases pertaining to why agricultural organisations do not become learning organisations. The assessment tool used was available online and was compiled by the Harvard Business School. The assessment tool was distributed among 200 managers from three different agricultural organisations and 138 responses were received, leading to a response rate of 69%. The results obtained from the analysis of data showed that agricultural organisations are not learning organisations and activities and processes needed to become learning organisations were not articulated very well in these agricultural organisations. Very high values for the standard deviation were recorded, indicating that the generational cohorts differed largely in opinion while rating the descriptors. The results from the cross-generation managers differ considerably with regard to the importance of the descriptors rated under each composite. The characteristics of the generational cohorts, as described in the literature study, were confirmed with the Baby Boomers showing much more involvement in the organisation, Generation X much more individuality, and Generation Y more importance pertaining to work-life balance. The results also showed that the Baby Boomers and Generation Y are much closer to each other than the Baby Boomers and Generation X are. The characteristics of the generational cohorts, as described in the literature study, were confirmed Limitations of the study were identified and recommendations made for the organisation, cross-generation managers and future research.