When Employees Use TikTok And Managers Still Use Fax Machines

Analyzing Generational Gaps Through the Lens of When Employees Use TikTok and Managers Still Use Fax Machines

In the past decade, Iranian organizations have faced a complex, costly, and yet unavoidable challenge: the simultaneous presence of two vastly different generations within a single workplace. Email, formal structures, and organization-centric values shaped one generation. The other—newly entering the professional world—has grown up with TikTok, mobile devices, freelancing, and a culture of total flexibility. This is not merely a cultural clash; it reflects a deep-rooted issue that affects human resources, organizational design, communication, and productivity.

The book When Employees Use TikTok and Managers Still Use Fax Machines, co-authored by Amir Shokri and Mohammadmani Shokri, is one of the few locally grounded, research-based works that explores this divide using clear, yet precise language. It is not merely a theoretical study—it is grounded in field observations, in-depth analysis, and the lived experiences of its authors in confronting real-world human resource challenges in Iran. What follows is a structured introduction, a content-based analysis, and an overview of the book’s key strengths. We also present an analytical perspective on why this book should be considered a key resource for managers, consultants, and HR professionals in Iran.

The Significance of When Employees Use TikTok and Managers Still Use Fax Machines

This book stands at the crossroads of two significant intellectual trends: on one side, the classical management literature emphasizing hierarchy, structure, and order; on the other, the emerging reality of Generation Z, which values transparency, speed, flexibility, and professional autonomy. The book serves as a bridge between these two paradigms. What sets it apart is its objectivity and balance, eschewing bias, the authors strive to understand both the traditional managerial generation and the younger, tech-savvy workforce, offering actionable and implementable solutions along the way.

Structure of When Employees Use TikTok and Managers Still Use Fax Machines

The book is composed of ten thematic chapters, each addressing a key aspect of intergenerational differences:

• Communication and Technology.
• Work Environment and Style.
• Financial Perspectives and Economic Views.
• Social and Cultural Attitudes.
• Management, Structure, and Organization.
• Education and Professional Development.
• Identity and Personal Branding.
• Core Values and Motivation.
• Practical Strategies and Recommendations.
• Case Studies.

This well-organized structure enables readers to explore the spectrum of generational divides, ranging from surface-level conflicts, such as differences in communication tools, to more profound disparities, including perceptions of success and human values.

Chapter Highlights from When Employees Use TikTok and Managers Still Use Fax Machines

• Communication and Technology: This chapter opens with a comparison of how different generations approach communication. For Generation X and early Millennials, a phone call signifies urgency, seriousness, and respect. Generation Z, by contrast, prefers texting, indirect communication, and control over response time. The authors argue that these preferences are not merely stylistic but are rooted in digital upbringing, social experiences, and personality development. Platforms like Trello, Slack, messaging apps, and cloud tools have become integral to younger professionals, while older managers still rely on fax machines, formal emails, and paper archives.
• Work Environment and Style: This section contrasts traditional work models (in-office presence, fixed hours, face-to-face meetings) with modern ones (remote work, flexible hours, online meetings). Older generations equate visibility with productivity, whereas younger ones prioritize output over presence. One-hour meetings have been replaced with efficient 10-minute calls, and the very notion of productivity has shifted from clock-watching to adaptability.
• Financial Perspectives and Economic Views: This chapter explores generational differences in views on income, job security, and financial planning. Generation X values savings, stability, and formal employment. In contrast, Gen Z is drawn to income diversification, gig work, cryptocurrency, and experiential economics. The authors provide real-life examples to illustrate how these differing mindsets frequently lead to conflicts during hiring, interviews, or performance evaluations.
• Social and Cultural Attitudes: One of the book’s strongest chapters, this section explores how notions of “respect,” “freedom,” “privacy,” and “family relationships” have evolved across generations. It shows that many workplace misunderstandings stem not from ill intent but from cultural misinterpretations, offering a foundation for genuine intergenerational dialogue.
• Structure, Education, Identity, and Values: These chapters delve into organizational infrastructure, talent development, personal branding, and psychological motivations. The older generation remains loyal to hierarchical systems and formal planning, while the younger generation thrives on agility, experiential learning, continuous self-development, and digital self-branding. The authors demonstrate how organizations can harness both perspectives to foster growth and cohesion.
• Practical Strategies and Recommendations: Here, the book moves from analysis to application. It offers practical solutions in areas like culture-building, organizational design, HR policy, and communication. Examples include:
  • Combining email and messaging platforms for formal and informal communication.
  • Designing flexible workspaces with optional attendance models.
  • Creating hybrid work frameworks.
  • Developing intergenerational training programs to enhance mutual understanding.
• Case Studies: In this final chapter, the authors present examples of Iranian organizations that have successfully transformed generational conflict into opportunity through creativity, flexibility, and mutual understanding. This section demonstrates that managing generational gaps is not only possible but can be remarkably effective.

Benefits for HR Managers and Organizational Consultants

Locally Relevant and Grounded: Unlike many translated resources, this book reflects the realities of the Iranian workplace.
Balanced Analysis and Practical Solutions: A thorough and nuanced exploration, paired with actionable recommendations, makes this book a practical guide.

Scientifically Written Yet Accessible: The language remains formal and analytical, while avoiding dense jargon.
Organizational Training Potential: Ideal for designing intergenerational training sessions within companies and institutions.

A Crucial Step Toward Bridging the Generational Divide

When Employees Use TikTok and Managers Still Use Fax Machines is more than a study—it is a roadmap for human capital development in Iran. With a methodical, insightful, and application-oriented approach, it underscores that mutual understanding between generations is a prerequisite for any form of organizational transformation. In today’s fast-paced world, organizations must foster dialogue, collaboration, and synergy between diverse generational cohorts.

We strongly recommend this book to managers, organizational designers, HR consultants, university professors, and even employees interested in personal and professional growth. Please read it, analyze it, and bring it into your executive conversations.