Expectations can be tricky and this is no different in the workplace! As I listen to some Baby Boomer managers relate their frustrations about working with Generation Y（Gen Y/millennials千禧一代） workers， their two main complaints center on their perceptions of the younger generation's work ethic and sense of entitlement． These managers express that Gen Y workers want the honors of the workplace without putting in the sacrifices to earn them． The Baby Boomer/Generation Y Conflict is a good title that I often use to describe this new millennium divide between Boomers and Gen Y workers． This conflict comes from different life experiences and generational expectations． Can Baby Boomers and Gen Y just get along？ The answer is yes! As managers understand and account for the generational differences， they can move workplace dynamics from frustration and conflict to productivity and mutual understanding． To do so， we have to first understand Boomers and Gen Y． Born between 1943 and 1960， Boomers， grew up in an environment of social unrest where challenging authority was the norm． As noted in Generations at Work significant events of the Boomer generation include the civil rights movement， the Vietnam War， the women liberation movement and the Cold War． Boomers reflect that time in many ways： they tend to think they can change the world and they want to fulfill their own individual goals and potential． They come to the workplace confident， prepared to work hard， and expecting to be rewarded for their efforts． Born between 1980 and 2000， Gen Y workers grew up in an environment of adult attention where monitoring， recognition， and support were the norm． Significant events of their generation include technology， protective parenting， school yard violence and multiculturalism． Gen Y workers reflect this time in many ways： they are the most technically talented generation and they are the most spoiled generation． Gen Y workers come to the workplace with confidence and a continuing expectation of recognition and support independent of results． With the understanding that Generation Y workers have significantly different life experiences and expectations， Boomer manager can adjust their own interaction style and move from frustration and conflict to mutual understanding and productivity． Gen Y workers are used to immediate feedback on how they are doing． It comes from their digital world where information is shared frequently and quickly． Give them ongoing feedback． Be sure to balance the feedback： tell them what they did well as well as how they can improve． Many Gen Y workers are used to multiple supportive adults in their lives who spoiled and praised them． They respond better to coaching that focuses on outcomes than a direct management style． Boomer managers sometimes make the assumption that Gen Y workers are rude or disrespectful of authority． More often， however， Gen Y workers do not understand normal standards of workplace behavior． For example， Gen Y workers often expect immediate responses from their bosses on whatever they communicate to them． This comes from their life experiences． They have had cell phones at a young age and are masters at communicating through text messages， social media， etc． Further， they are used to calling the adults in their lives and getting immediate attention． They bring these expectations to the workplace． Boomers are partly responsible for launching some work-and-life balance programs for Gen Y workers． These younger generations have seen the negative effects that work has produced on some Boomers and decided that they want some balance in their lives． Many do not want to work like what Boomers have done． Boomer managers can engage Gen Y workers by supporting workplace flexibility and work-and-life balance． For these younger generations， work-and-life balance is among their top working priorities． Expectations are hard to manage and different generations have different workplace expectations！Boomer and Gen Y conflict， however， does not have to continue． When Boomer managers understand these differences， they can both adapt their own interaction style and educate others to promote organizational productivity． These generations do not have to continue to collide in the workplace!（1）What can we infer from Paragraph 1？ ____ A．Gen Y workers always dismiss the honors as useless．B．Boomers complain about the job attitude held by Gen Y．C．Boomers tend to show little respect for Gen Y's entitlement．D．Gen Y workers don't care about Boomers' misunderstandings．（2）Paragraphs 3 and 4 are meant to explore ____ ．A．different attitudes towards accepted social norms．B．the reasons for the frustrations and conflicts at workC．the shared beliefs that united the two separate generationsD．the outcomes of different parenting on each generation（3）Which of the following could best describe the character of Boomers？ ____ A．Gentle but reserved．B．Stubborn and jealous．C．Strict but generous．D．Ambitious and confident．（4）What do Gen Y workers expect in the workplace？ ____ A． Continual appreciation and assistance unaffected by results．B． Good results as well as acknowledgement from bosses．C． Independent advice on how to gain wide recognition．D． Constant monitoring at work to boost their results．（5）How do Gen Y workers probably want feedback provided？ ____ A． Occasionally by post．B． Instantly and carefully weighed．C． Regularly by means of praise．D． Directly and casually informed．（6）Gen Y workers pay special attention to work-and-life balance because ____ ．A． They are accustomed to the comfort of modern lifeB． Their parents have been paying the same attention to it．C． They don't want to follow in the footsteps of Boomers．D． Many sacrifices for honors have been made in the workplace．