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感的表现，但其实这是他们出于对繁忙的工作的抗议和浪费时间的不满。
16、Gen Xers will thrive in learning organizations where they can embrace creative challenges and acquire new skills. Smaller companies and work units will be valued for the opportunities they provide for Gen X employees to apply their diverse array of skills and, thereby, prove their individual merit.
X一代人在仍处于学习阶段的公司中会发展很快，他们可以接受有创造性的挑战并且获得新的技能。小型公司和单位会格外的受到青睐，因为它们能够给X一代员工提供施展各种技能从而证明自己个体价值的机会。
17、Managers who enact their roles as teachers and facilitators rather than ―bosses‖ will get the most from their Gen X employees. Training is valued by this group but should be immediately relevant: the best training seems to be self-directed or tied to self-improvement, personal development, and skills-building.
如果经理们扮演的不是老板，而是老师或辅助者的角色，他们则可以从X一代的员工身上获得最大的利益。X一代人重视培训，但是培训对他们来说应该是直接相关的。最好的培训似乎是自我指导型的，或者是和自我提高、个人发展和技能培养有关
系的。
18、Some baby-boom managers hope that the differences between themselves and their Gen X employees will fade away as less-conforming behaviors are abandoned with age and experience. But what if the wished-for assimilation into corporate culture —as presently defined by baby-boomers—doesn‘t occur? Or, what if, more likely, the assimilation is less than complete? What vestiges of Gen X‘s culture will be maintained? What will be absorbed, what will fade away?
一些婴儿潮期出生的经理们希望看到随着年龄和经验的增长，X一代人会减少叛逆行为，他们之间的分歧也将会逐步缩小，但是如果他们所希望的这种融入公司文化的方式（按照婴儿潮时期出生的人现在所定义的）没有发生，那该怎么办呢？或者，更可能的是，这种同化不完全彻底又怎么办？X一代的文化会有哪些被保留？哪些会被吸收？又有哪些会渐渐衰退？
19、As a group, Gen X was not predicted to become ―the establishment,‖ yet the establishment will claim them nevertheless. Having
rebelled
against
standard
business
hours
and
micromanagement, they might find it difficult to make such demands of their subordinates. Having distained bosses, they might
be uncomfortable being bosses themselves; having shunned hierarchy and titles, they may find their own managerial monikers awkward to bear.
作为一个群体，X一代人并没有被指望将成为当权人物，但是权力机构总会找上他们。他们曾经抗议过标准的上下班时间和微观管理，因而他们也许会发现自己对下属很难提出此类要求。他们曾经鄙视过自己的的老板，因而他们会对自己当老板不太适应：他们曾经逃避过等级制度和头衔，因而他们也许会对自己的管理头衔感到尴尬。
20、Their emphasis on independence, combined with technological expertise, suggested that Gen X managers will support continued growth in telecommuting. This trend could put particular stresses on services firms that require contact personnel on-site to service customers. However, the creative problem-solving excellence of Gen X managers, combined with their technological prowess, will support new approaches to the issue of front-line service coverage.
X一代人强调独立和专业技术知识，这表明X一代人经理人会支持远程通讯的持续发展。这种趋势会对服务业施加更多的压力，因为服务业要求提供服务人员现场为客户服务的业务。但是，X一代经理人擅于创造性解决问题的能力以及高超的技术能
力将会使他们支持采用新的方法解决一线服务所覆盖的问题。
21、Their life-balance beliefs suggest that Gen X managers will support family-friendly corporate policies. Firms will experience a continued drive toward flexible work schedules and reduced hours that benefit both Gen Xers (who strive for balance throughout their careers) and baby boomers (who put off ―life‖ until their career dues were paid) . Firms will manage differences in needs for employee benefits with cafeteria plans that allow Gen Xers to select benefits that support early family concerns (insurance, child care) and allow baby boomers to focus on 401ks [U.S] and retirement plans.
X一代经理人看重生活平衡，表明他们会拥护有利于家庭的公司政策。各公司会继续努力创建灵活弹性的工作制度，并且减少工作时间，这种做法会使X一代人（他们在职业生涯中一直致力于平衡生活）和婴儿潮时期出生的人（他们直到尽职退休后才开始享受生活）双方都受益。
22、Gen Xer‘s ―just do it‖ attitudes and impatience with corporate cultures that seem to support style over substance indicate that Gen X managers will support a more casual workplace. Expect ―dress-down Friday‖ to expand to encompass the entire workweek, with formal business attire required on an as-needed basis such as in
the presence of customers.( Gen Xers will respect social niceties when they agree that there‘s a good reason.)
X一代人讲求实干的态度以及对重视风格而非实质的公司文化的不耐烦的态度表明X一代的经理会拥护更轻松随意的工作环境。他们期待把“星期五可以着便装”的规定扩展到所有工作日，希望只有在必要的场合，例如有客户在场，才穿正装。（X一代人在有正当理由时还是会尊重社交礼节的。）
23、Some ―free-agent‖ Gen Xers will ultimately be unable or unwilling to make the transition to corporate manager. As Scott Asams‘ Dilbert cartoons make painfully clear, many Gen Xers fear ending up in deed-end support jobs, especially when they see the road to the top clogged with baby-boom managers. We are likely to see many choose an alternative lifestyle by becoming entrepreneurs. Indeed, the U.S Bureau of Labor Statistics reports that 80% of Americans starting their own businesses today are between ages 18 and 34. The trend may dilute corporate pools of promotable junior managers but provide a needed infrastructure for corporate outsourcing.
一些人做自由人的X一代人最终也许不能或不愿过渡到公司经理的职位。正如scottAdams的dilbert 的卡通片中所作的痛苦的描述那样，许多X一代人，尤其是当他们看到通往高层职