BAHASA INGGRIS II 56197518415000 Oleh


Oleh :center20446900Nama: Yusrinourdi Muhammad Zuchruf
NIM : 081611733050
We’re in the midst of a significant transformation regarding the way we produce products thanks to the digitization of manufacturing. This transition is so compelling that it is being called Industry 4.0 to represent the fourth revolution that has occurred in manufacturing. From the first industrial revolution (mechanization through water and steam power) to the mass production and assembly lines using electricity in the second, the fourth industrial revolution will take what was started in the third with the adoption of computers and automation and enhance it with smart and autonomous systems fueled by data and machine learning. Even though some dismiss Industry 4.0 as merely a marketing buzzword, shifts are happening in manufacturing that deserves our attention.

When computers were introduced in Industry 3.0, it was disruptive thanks to the addition of an entirely new technology. Now, and into the future as Industry 4.0 unfolds, computers are connected and communicate with one another to ultimately make decisions without human involvement. A combination of cyber-physical systems, the Internet of Things and the Internet of Systems make Industry 4.0 possible and the smart factory a reality. As a result of the support of smart machines that keep getting smarter as they get access to more data, our factories will become more efficient and productive and less wasteful. Ultimately, it’s the network of these machines that are digitally connected with one another and create and share information that results in the true power of Industry 4.0. While many organizations might still be in denial about how Industry 4.0 could impact their business or struggling to find the talent or knowledge to know how to best adopt it for their unique use cases, several others are implementing changes today and preparing for a future where smart machines improve their business.

For years, employers have been aware of employee engagement and retention issues in their workplaces. These organizations have engagement policies that typically address engagement for the organization under one policy, without any differentiation for the generations of employees. As the millennial generation (also commonly known as Gen-Y and includes births from 1982 – 2000) grows in the workforce and baby boomers retire, managers and human resources professionals will need to develop new engagement models take into account the generational differences between baby boomers and millennials.

(Millennilas) Baby boomers are currently the largest generation of active workers. Research has shown that boomers identify their strengths as organizational memory, optimism, and their willingness to work long hours. This generation grew up in organizations with large corporate hierarchies, rather than flat management structures and teamwork-based job roles.

As a generation, Millennials are heavily influenced by the trends that affected them and their Boomer parents, such as increases in divorce rates, a greater number of women in labor force participation, and rapid technological change. Sociocconomically, Millennials were alseo raised in a relatively middleclass environment, as the baby boomers were more prosperous than thei parent. This has led many commerntators to characterize the millennials as spoled and entitled. Millennials also have higher levels of post-secondary education than earlier generations, with younger women gaining an increasing share of university degrees and full-time work as opposed to men and women in previous generations. Hence, they are more likely to question everything, have higher expectations of themselves, but are also having trouble fulfilling their career goals.

Millennilas generation representatives are special people. Primarily, it concerns the ways of their upbringing. These youngster were born and raised in the families were the uniqueness and speciality of each child was highly cultivated. They were told, that they are special, deserving only the best. Even in schools, in participation medals. While those, who paid efforts to occupy the first position felr embrassed and confused. The reality told them- you cannot just have what you want. Because of such differences between the home and external reality, millennials have low self-esteen, which may cause depressions and lack of confidence.
Another factor, which influence reality the formation of the personality of the millennials representative, is the technology development. With the appreance of cell phones, internet and social networks, these people lost the engagements in social life. Social media addictions equal to drug and alcohol addictions. Unfiltered access to media to medial make yound people isolated. They are so close with their devises, that they are not able to interact with each other withour them. They are not able to build relations, having no practice of these skills. It provokes stress. To fight this stress they turn to social networks, which create an illusion of sharing emotions with other and getting relief from feeling that you are understood. And then, more things about millennials is he uses a rhetorical device of pathos to switch from listing of weaknesses to enumeration of their strong points quickly. He tells that millennials are the new species, who have just started to adapt to a new environment. Their way of thinking and interacting with the world is too modern for the current time. The speaker uses similes to enforce the effect on the target audience and render his thoughts maximally accessible for the audience. Throughout the whole text, he uses plenty of humor stylistic devices. It evokes a various feeling within the readers. The relaife examples enforce the position of the author and enable readers to understand the message better. He builds the text in the way that the reader ants to read ntil the end finallay to understand what the attitude of the author towards millennials is.

Millennials have a drastically different outlook on what they expect from their employment experience. Millennials are well educated, skilled in technology, very self-confident, able to multi-task, and have plenty of energy. They have high expectations for themselves, and prefer to work in teams, rather than as individuals. Millennials seek challenges, yet work life balance is of utmost importance to them. They do, however, realize that their need for social interaction, immediate results in their work, and desire for speedy advancement may be seen as weaknesses by older colleagues.

The millennial generation is the largest age group to emerge since the baby boom generation, and as this group grows significantly as a proportion of the workforce over the next 20 years, employers will need to make major adjustments in their engagement models. Motivating, engaging, and retaining people will never cease as managerial priorities, but employers will have to carefully consider what strategies they will use to cultivate and retain valuable millennial employees now and into the future?
(Millennials differences) Millennials are creating a change in how work gets done, as they work more in teams and use more technology. Their social mindset, however, is also a significant factor. As Leigh Buchanon writes in Meet the Millennials, “One of the characteristics of millennials, besides the fact that they are masters of digital communication, is that they are primed to do well by doing good. Almost 70 percent say that giving back and being civically engaged are their highest priorities.”
Coupled with the socially minded millennial comes their desire to be creative. Millennials have grown up in a time where information has become available instantly. Through a Google or Wikipedia search, answers to even quite complicated questions can be found. As such, millennials have developed into a group that wants to work on new and tough problems, and ones that require creative solutions.

The millennial employee is interested in feedback on his or her performance. But traditional semi-annual reviews are too infrequent for millennials. They want to know that they’ve done a good job, and they want to know now. The list includes: give them checklists, offer plenty of help, reward them for innovating and taking appropriate risks, engage them with frequent feedback, provide them with mentors, create a collegial and team-oriented culture, etc. Feedback must also be given in such a way that millennials are receptive. Not only are the timing and frequency important, but so too is the way in which feedback is framed and delivered.

Creating engagement strategies is one of management’s big goals. But managers who have developed successful strategies for retaining boomers are going to have put those strategies in the corporate archives. Creating strategies to engage millennials requires a whole different approach – and strategy. When it comes to employee engagement, I concluded that generational differences do exist between millennials and baby boomers. As the social characteristics of the generations differ, it seemed plausible at the outset that the ways in which employees become satisfied with their work and bring both their bodies and their minds to work every day would be different. In pushing these findings further and into practice, employers should adopt the belief that to sustain prolonged engagement, they must understand carefully manage the engagement drivers and threats.

To give you an idea of what engagement drivers (an increase in the perception of the driver generates an increase in engagement) and engagement threats (a decrease in the perception of the driver generates a decrease in engagement) are part of the overall engagement equation, here is a subset of the full list of drivers and threats measured in the study: career opportunities; corporate social responsibility; employee health and well-being; employer reputation; learning and development; managing performance; senior leadership, and work-life balance.

The Millennials are a generation that is deserving and commendable. We accomplish our goals and use the resources that were given to us. If we continue to climb up the success latter and show our hard work, we can change the views on how other generations see us. We need to come together as generations and make sure we teach the upcoming generations everything we have learned and ultimately continue to grow and push forward towards a better future.