15th April 2018 | Leave a comment At the time of writing, the vast majority of upcoming and current culture changing engineering managers are Millennials i.e. those born between 1981 and 1996 as described by Pew Research Centers Michael Dimock (2018). As such, a part of the Aerospace Management Module conducted this semester has had my peers and I review and reflect on the core values of individuals in this generation, such as ourselves, and the influence that they may have in the leading management styles and cultures as both the followers and upcoming leaders. Typically described as arrogant, entitled, narcissistic and self-interested among many other terms, it seems only right to analyse if this is perhaps true. In learning more about the roots of generational influence and the values they present, we can learn to identify likely common areas of weakness and, more importantly, common areas of strength. On the whole, we’re a technologically savvy, forward thinking and purpose-driven group of individuals, and the truth is it’s well worth recognising this now and learning new ways to highlight this to future employers in a positive and inter-generationally appropriate manner. Most importantly though for me, the epiphany that stands out from the tasking is that, as much as we all love to be seen as individuals, the truth still remains we have a great deal in common as a whole, most especially dramatic challenges in the mental health arena identified as more widespread than ever in Generation Y. Attached here is the task sheet set before us with my particular views and relevant references, including the source material on which the questions are based: Millennial Management Human Factors Activity References Dimock, M. (2018) Defining generations: Where Millennials end and post-Millennials begin. [online] available from <http://www.pewresearch.org/fact-tank/2018/03/01/defining-generations-where-millennials-end-and-post-millennials-begin/> [15 April 2018]