I pulled this off the web:
The four generations of trainees - as we define them1 - cover nearly 80 birth years from 1922 to 1999: They are the Veterans, 1922-1943; the Baby Boomers, 1943-1960; the Generation Xers, 1960-1980; and the Nexters, born after 1980.
The Veterans (1922-1943) came of age before and during the Great Depression and World War II. They are the classic "keepers of the Grail" and an irreplaceable repository of lore and wisdom, practical wiliness, and more than a few critical extra-organizational contacts, and they are very prone to digressions about "The Good Old Days."
The Baby Boomers (1943-1960), the post-war babies, are graying, and they’d really rather not be seen as the "problem" in the workplace - though they frequently are. After all, they’ve been defining everyone else as "the problem" since "Don’t trust anyone over 30." They invented "Thank God, it’s Monday!" and the 60-hour work week. Boomers are passionately concerned about participation and spirit in the workplace, about bringing heart and humanity to the office, and about creating a fair and level playing field for all. And they hold way too many pointless meetings for the average GenXer’s taste. GenXers at the chapter level see them as too wedded to ceremony and ritual, and too controlling.
The Xers (1960-1980) grew up in the post-’60s era of Watergate, latchkey kids, and the energy crisis. Their need for feedback and flexibility, coupled with their hatred of close supervision, is but one of the many conundrums they present employers. At the same time, they are personally adept and comfortable with change — after all, they have changed cities, homes, and parents all their lives. They are, indeed, the new change masters. And they are much more inclined to keep their own counsel than are their Boomer predecessors. Xers are very clear about the meaning of the word "balance" in their lives: Work is work. And they work to live, not live to work. "It’s just a job" is an oft-heard mantra for Xers. Their loyalties revolve around themselves and their friends and families, not their jobs and not your association.
The Nexters (1980+). They may be the smartest, cleverest, most-wanted small humans to have walked the face of the planet. Their moms and dads see themselves as devoted parents sacrificing to bring this new generation to adulthood. Think soccer moms and Little League dads. They’re an optimistic bunch who express doubt about the wisdom of traditional racial and sexual categorizing, and they have Internet pen pals in Asia whom they can, and do, contact at any hour of the day or night. The ones now in the workforce - think fast-food, movie theaters, grocery store carryout, yard work, babysitting, Web-page building, and internships - seem destined to become what historians Bill Strauss and Neil Howe, authors of Millennials Rising (Vintage Books, 2000), call "good scouts." They will be a very welcome addition to any association currently struggling with Boomer/Xers conflicts. But we are aware that they are coming with their own agenda.
And it ends with this:
Warning! Overgeneralizations can occur!
A note of caution: Generational diversity, like gender, racial and ability diversity, is a factor to consider in managing and positioning your organization but is not the whole show. Humans share a lot of similarities and are, if anything, adaptable. You certainly can ignore those differences and follow your tried-and-true formulas and succeed. We believe, however, that acknowledging and accommodating subtle individual differences — whatever their origin — will make your association work better for you and your members.