The Kmer Rouge Genocide - 626 Words

History always repeats itself. From world wars to economic slumps and even genocides, there is always evil and corruption present where the goal is to obtain power. In order to claim power, evil must oppress the innocent, even if the innocent attempts to break loose, evil continues to push down. An example of evil’s oppression is the genocide that occurred in the 1970’s. A communist group known as the Khmer Rouge invaded Cambodia to transform its society into a communist agrarian society (Cambodian Genocide). The Khmer Rouge believed that all Cambodians must work as one huge federation of collective farmers. Anyone who opposed this was killed. If anyone questioned what the Khmer Rouge was doing, didnt work or showed any emotion, they were killed. The Khmer Rouge wanted equality among the people. The Khmer Rouge also questioned its own members, and frequently executed members for suspicions of treason. Survival in Cambodia was determined by one’s ability to wo rk. Therefore, Cambodia’s elderly, handicapped, ill, and children suffered. If someone wore glasses, they were considered an intellectual who would cause trouble and therefore was killed. If they had a watch, they were considered wealthy and killed (McCormick). Before that in 1934, a rival to Stalin, Sergey Kirov, was murdered. Stalin was accused of being behind the assassination, and he used this as an excuse to arrest thousands of people. Who, in his words, â€Å"could have been responsible for Kirovs murderShow MoreRelatedThe Cold War Of Europe And North America2106 Words   |  9 Pagesmeasures be taken to prevent further communist expansion in Southeast Asia’’. The adversaries of the USSR perceived the Soviet’s influence in Asia as a imminent threat grew, with the example of the Formosa strait crisis in 1954 to 1955 or in Cambodia Kmer Rouge taking Phnom Penh in April 1975. If the USA showed resentment towards imperialism, the concern surrounding Ho Chi Minh’s takeover on the south of Vietnam, converting the entire country to communism far outweighted the self-determination ideal. To

An Argument Against Drilling in the Arctic National Wildlife Reserve Free Essays

An Argument against Drilling in the Alaskan National Wildlife Reserve By: James Andrew Whitten Government Economics Heath Vincent March 5, 2013 America’s rank as the world’s leading superpower gives the nation unsurpassed clout throughout the rest of the world, but as the old saying goes â€Å"With great power comes great responsibility. † Many other nations not only rely on America’s economy for their own country’s survival, but they also look up to America with a hopeful sense for the future. The founding fathers of this great nation had excellent insight into the authority that America would one day possess, and thus they attempted to set many precedents that would lead the way for the nations that would choose to follow America’s example. We will write a custom essay sample on An Argument Against Drilling in the Arctic National Wildlife Reserve or any similar topic only for you Order Now Still today, every move that the American nation makes is carefully scrutinized by the other nations of the world. So, it is crucial that the United States ensure that as it moves forward, it does so with a noble and future oriented perception of its goals. Thus, drilling for oil in the Alaskan National Wildlife Reserve would be a colossal mistake for the United States, because drilling would be detrimental to the pristine indigenous environment, it would have little or no beneficial impact on the American or Global economy, and would poorly exemplify the ambitions that America should have. For the past century, the global dependency on oil has progressively increased each and every year. Now, the world’s need for a steady oil supply is at an all-time high, but oil supplies are slowly dwindling day by day. Oil prices have sky rocketed, the environment has been irreversibly damaged, and it is evident that this rate of oil consumption is completely unsustainable. So should America not be avidly searching for new sustainable alternatives to oil, rather than attempting to destroy land set aside for the very purpose of protecting it against such damaging procedures as oil drilling? The Alaskan National Wildlife Reserve (ANWR) is one of the many wildlife preservation efforts that great men in America’s past developed in order to preserve both the natural beauty of this great land, and the natural environment and its resources. Humans are one of the few species that contribute nearly nothing to ecosystem in which they live, yet they devour gargantuan amounts of the resources around them. Gasoline is an excellent example of this. Americans are consistently obliterating the ozone layer through their emission of toxic pollutants from the gas they use every day in their cars. Yet, rather than address the unmaintainable way of living they have adopted by attempting to lower their consumption, they just expect more gas. The American government should not allow this mindset to continue, and should aid its people in having a better understanding of their effect on the environment. This same greed carries directly over into the economic side of this situation too. Rather than accepting that ANWR only has enough oil resources to last for six months if the nation were to rely solely on it, and that the oil drilled would at the very most impact the oil price by three percent, Americans fool themselves into believing that ANWR can offer economic salvation. The American people would like to believe that this oil will release the country from its unhealthy dependence on foreign oil, but the fact is there is nowhere near enough oil there to have any such affect. And, the only people who will find true economic gain from the oil will be the oil companies. Instead of being blinded by greed, America should fix the real problem, the inflated consumption of oil by the American people. Finally, as previously stated, many nations admirably look up to America’s great influence in hope of a better future for their own nation. America should utilize this power to ensure that other nations also follow in a direction that will lead the world to a future that this current generation can take pride in. Drilling in the Alaskan National Wildlife Preserve would have the exact opposite effect. By drilling in ANWR, America would be making a statement that it is perfectly acceptable to further destroy the world’s unstable environment all for the sake of greed. It would set a pattern that said no matter the circumstances of the area, no matter that it is a safe haven for animal breeding, and no matter that the people of the world need o truly reflect on the rate of their oil consumption, it is acceptable to drill anywhere that oil is found. Would the American people have been so ready to drill if the refinery were going to be in Yellowstone and the magnificent Sequoias would have to be demolished? No, it would be an abomination to even consider, and so the same mentality should be set for ANWR. Americans have always taken an abundant pride in their country. The founding fathers of the mighty nation developed a country that is far beyond what anyone could have imagined two-hundred years ago. However, they too realized that all resources are not infinite and that there is great need to protect certain pieces of land for the sake of the future. Thus, they developed national wildlife reserves in the hope of setting aside land specifically for the purpose of preservation. The American nation needs to remember this, and maintain the ideals of those who came before them by looking to the future, not just the present. ANWR is meant for conservation, not more devastation. How to cite An Argument Against Drilling in the Arctic National Wildlife Reserve, Essays

Valuation of Airthread Brief free essay sample

Define the problem Problem that both ACC and ATC faced Problem for American Cable Communication (ACC) 1. The most severe problem for ACC is the increasing in competitors with the trend toward bundle of services. Recently, Incumbent local exchange carriers (ILEC’s) which is the firm that normally provide wireless service are expanding its products. ILEC’s is growing their video offerings which is the major product of ACC. We believe that this problem require very quick response from Robert Zimmerman, senior vice president of business development, as the technology is continue developing all the time, so ACC should acquire ATC to provide and develop more services. 2. In addition, ACC saw a looming competitive threat from advance wireless networks based on 802. 16n standard for mobile WiMAX. Those networks are expected to offer not only wireless telephony but also internet service which is also the main product of ACC. Problem for AirThread Connections (ATC) 1. We will write a custom essay sample on Valuation of Airthread Brief or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page ATC faced a cost disadvantage relative to its main wireless competitors owned by ILEC’s. High operating cost is resulted from moving traffic from cell towers to central switching offices using either landlines leased from competitors or technically cumbersome microwave equipment. This is the most critical problem for ATC, according to Michael Balistreri, the company’s CFO, he said â€Å"In a commoditized industry, it is usually the low-cost producer that survives and thrives†. . Moreover, ATC’s competitors offer more products apart from wireless service which are landline, videos, and internet service. These lead to higher customer acquisition and retention costs, plus slower growth. Assumptions from ACC’s acquisition 1. Both companies could help each other compete in an intensely competitive industry that requires more and more bundle service offerings so the revenue of both companies will be increased. 2. A study done by Rubinstein amp; Ross estimated that ATC can save about 20% in backhaul cost by using ACC fiber lines instead of leasing landlines from other companies. However, Ms. Zhang believes that the cost savings would be gradual. Therefore, she estimated the total system operating cost saving to be 6% realized over four years beginning in 2009. 3. By acquisition, both companies will expand the business market which could have increased the stability and reliability of the company’s revenues. Moreover, each firm will increase its network utilization and increase cost efficiency as a result.

Initiation and Sustenance of Business in India Issues, Concerns, and future Essay Example

Initiation and Sustenance of Business in India: Issues, Concerns, and future Essay Initiation and Sustenance of Business in India: Issues, Concerns, and hereafter Abstraction: Get downing a new venture and going an enterpriser is an exciting and disputing undertaking. On one side it is a measure towards fulfilment of some dreams and aspirations and on the other side there are so many things to see before person really starts the journey. And if person truly wants to get down up a venture in India, many other’ things come into the manner, apart from a good concern thought, human resource and capital. Issues that decidedly hold to be dealt with include land acquisition, agreement of necessary financess, political intervention, and revenue enhancement load and so on. And so there are the anxiousnesss and concerns: Will I do it? Am I in over my caput? How make I get down? This article is an effort to throw some visible radiation on the troubles that entrepreneurs face before get downing an enterprise in India and the obstructions faced by bing participants of Indian market. The article will besides place some intrinsic strength of Indian market, e conomic system and discourse some positive enterprises by authorities of India to pull new investings in India and to supply a congenial concern environment. We will write a custom essay sample on Initiation and Sustenance of Business in India: Issues, Concerns, and future specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Initiation and Sustenance of Business in India: Issues, Concerns, and future specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Initiation and Sustenance of Business in India: Issues, Concerns, and future specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Introduction: Elect diaries like Economic and Political weekly are full of articles depicting Indian Economic Policy as Neo-liberal. This might take to a idea that India has become a Eden of economic freedom, an ideal finish for concern. But frequently person who plans to get down and run a concern in India has faced an arrant acrimonious side of the world. India ranks merely 132 out of 183 states in easiness of making concern, harmonizing to Doing Business in 2012’ . Some one might believe that the Government claiming to do life simpler for the aam aadmi’ will take particular attention to better the easiness of get downing a concern. But, unluckily India ranks merely 166Thursdayin easiness of get downing a concern. 5 old ages ago, India occupied 88Thursdayplace, and has gone earnestly declivitous since. As a affair of fact, if person wants to win in making concern in India he has to cover with an environment, which is neer precisely same as any other topographic point in the universe. Any new concern enterprise in India has to win many hurdlings in its journey. Resource ( land, labor, etc. ) , Infrastructure ( power, conveyance etc. ) , Administrative and legislative issues, Finance, Politics are merely some of the names from a distressingly long list of problems. If we give a closer expression to these factors we will happen some of them are really common or general issues, while the others are less in Numberss but critical in nature, and unluckily created by homo. General Issues: General issues are considered as the most common issues. In every province or part in India, concerns will hold to confront at least one amongst the issues listed below for certain. As this sort of jobs are inevitable and of all time lifting. So different provinces in the state and besides the cardinal authorities now be aftering and besides has started turn overing out assorted ordinances, alteration in Torahs to extenuate these kinds of issues. Land PROBLEM: Most new ventures require some signifier of building, whether puting up a new store or a mill, one needs a building license. So, the land acquisition job comes in forepart. This is the most common and serious job soon for every provinces in India. Although the Government is coming up with new enterprises such as, Land Acquisition Bill’ , Land Bank’ etc. to provide healthy industrialisation and concern development, but the system still suffers from deficiency of willingness and good purpose. Not merely the industrialisation, authorities activities like enlargement of National Highways across the state seems like base still due to the land issues. The image besides becomes brumous with the latest Government proposed Land Acquisitions Bills which proposes that the consent of 80 per cent of the project-affected households will be compulsory if the authorities acquires land for usage by private companies for declared public intent or PPP undertakings other than that for national main road. The bill of exchange suggests that under no fortunes should multi-cropped, irrigated land be acquired. Most of such land prevarications in the Indo-Gangetic fields covering Punjab, Haryana, Uttar Pradesh, West Bengal and Bihar. For private sector the state of affairs is even more woebegone as authorities will non be geting land for private companies for private intent. Tax PROBLEM: Businesss everyplace pay a battalion of revenue enhancements –corporate revenue enhancement, excise responsibility, gross revenues revenue enhancement, and so on. India ranks about 150 in easiness of paying concern revenue enhancements. Indian concerns have to pay some kind of revenue enhancement no less than 33 times a twelvemonth against merely 7 times in China. In this regard excessively, India discriminates against new, little enterprisers. The corporate income revenue enhancement effectual rate for domestic companies is 35 % while the net incomes of subdivisions in India of foreign companies are taxed at 45 % . Companies incorporated in India ( any apparatus other than a subdivision ) even with 100 % foreign ownership, are considered domestic companies under the Indian Torahs. However, the New Export-Import Policy provides significant revenue enhancement inducements for investings in Export. Major exporters are allowed to run bank histories abroad to ease trade. Companies that sell in the Indian market every bit good as international markets may subtract export net incomes from their revenue enhancement liabilities. Power SHORTAGES PROBLEM: Power deficits in assorted provinces are non a new job in India. The chief grounds for a low PLF ( Plant Load Factor: A step of mean capacity use ) are unequal care, escape of boiler tubings and the usage of low calorific coal. Recently, during a conference on power coevals, it was stated that if India could look into the escapes of boiler tubings, 5000mw of extra electricity could be generated. The Centre must take the blame for the deficit in coevals of power. The peak power deficit-the spread between demand and supply during summer harmonizing to Government s ain computations is around 10 per cent. The duty for administering available power inefficiently falls on the provinces. Losingss in distribution norm over 30 per cent across India. Again the recent power grid failure has shown that India is still enduring from an exigency power backup. LACK OF ENCOURAGEMENT and AWARENESS: Like any seeds need proper attention to turn up, get downing a new venture besides requires supports from equals, foreigners, authorities which India suffers from. In western universe there are a enormous backup, support, amenability behind a good established venture. By and large a big subdivision of Indians are conservative and diffident in nature who are frequently hesitating in get downing a concern assuming the hazards associated with the venture in both fiscal and societal facets. As a consequence many prospective thoughts and programs are ruled out even before seeking. In this respect the functions of both cardinal and province authoritiess are really important. Government, large corporate houses, NGOs should take the enterprise to advance and actuate enterprisers by distributing consciousness in this respect. Critical Issues: Apart from the most basic or common issues, there are some issues which are categorized as critical frequently many provinces of India are confronting today. As this sort of jobs are fundamentally inter-governmental jobs, so province authoritiess of several provinces are by and large responsible for it. Sometimes there are issues related to the cardinal authorities besides. In that instance both province and Cardinal authorities can be reciprocally responsible. Policy Paralysis: From the last twosome of old ages we have been noticing authorities inability in latest policy preparation due to miss of coordination between Government and its confederation parties and truly this affects the Indian economic system. But with the recent move of Government concentrating on reforms leting FDI in retail and air power and the similar will decidedly hike the assurance amongst investors every bit good as the fresh enterprisers. LACK OF TRANSPERANCY: Lack of transparence, yet, another major drawbacks weaving against get downing a new venture. The latest major 2G spectrum dirt of Telecom Sector, Coalgate, DLF issues, IPL, Commonwealth games etc have tainted country’s image globally. These types of incidents frequently dent the morale of new enterprisers every bit good as the bing 1s. Feverish POLITICS: Even though person interested in get downing a concern, deficiency of support from administrative and legislative organic structures, hold in action and determination devising excessively and most significantly political battles create many more barrier to the new venture. Often province authorities holds undertakings severely and acquiring disgusted with such state of affairs, entrepreneurs displacement ventures to some other topographic point or even drop the undertaking. Recent illustrations of the instance of TATA Motor’s switching from West Bengal to Gujarat, Case of Maruti at Manesar in Gurgaon or even the instance of ABG at Haldia, West Bengal or MRF, Kottayam, Kerala ; all showing political intercession, some vested involvements and failure of authoritiess to supply an amicable solution and a congenial concern environment for concern. India as a finish for Investors: In malice of the being of the issues, challenges, booby traps discussed so far, India can neer be ignored as an exciting finish for investors, because of the built-in strength of the country’s economic system, market, doctrine and the profusion of its rational belongings. Over the past decennary the Indian Economy has witnessed a paradigm displacement and is on a robust growing flight. India is one of the few economic systems to hold weathered the recent planetary fiscal crisis and its GDP has been turning. The resiliency and deepness of the Indian economic system coupled with liberalized foreign exchange system has non merely attracted the world’s largest multinational but besides enabled Indian enterprisers to venture into and capture abroad markets. India’s economic system has strong basicss and is host to several high planetary corporate giants that are leaders in their several industries. Hindustan Unilever, Nestle, Colgate-Palmolive, GSK Pharma, Abbott India, Bosch, Oracle Financial Services, Cummins India, Maruti Suzuki, Cocacola are merely few outstanding names in the list. Harmonizing to the Global Competitiveness Report 2010-11, India ranks at 51 among 139 states. It ranks higher than many states in cardinal parametric quantities such as market size ( 4Thursday) and invention ( 39Thursday) . It besides has a sound fiscal market ( 17Thursday) . UNCTAD’s World Investment Prospect Survey 2010-2012 showed, India is the second-most attractive finish for FDI ( after China ) in the universe. Indian markets have important possible and offer chances of high profitableness and a favorable regulative system for investors. India has a robust corporate sector, which posted a year-on-year net income growing of 29.3 % in FY 10. The value of industry’s end product ( organized sector ) has grown at a CAGR of 17 % during FY06 and FY10 to make at US $ 782b in FY10. To take India farther from this place authorities has rolled out assorted plans or stairss to attract/encourage new, fresh and immature enterprisers both foreign every bit good as domestic who truly wants to happen a topographic point and fit themselves in the map of Indian concern in malice of the many hardships in the system. Recently authorities has taken some conjunct attempts to pull foreign investors to India: In the Budget 2011-12, the Qualified Foreign Investor ( QFI ) strategy was introduced leting foreign investors to put in Common Fundss, capable to certain conditions. On 1st January 2012, the Government expanded this strategy to let QFIs to straight put in Indian Equity Market. As proclaimed in Budget 2012-13, QFI can now besides invest in corporate bonds. The bound for FII investing in long-run corporate bonds issued by the companies in the substructure sector was raised from USD 5 billion to USD 25 billion in March 2011. NRIs/PIOs/OCBs/ are permitted to open bank histories in India out of financess remitted from abroad, foreign exchange brought in from abroad or out of financess lawfully due to them in India, with authorized trader. Reserve Bank has granted general permission to NRIs/PIOs, for set abouting direct investings in Indian companies, under the Automatic Route purchase of portions under Portfolio Investment Scheme, investing in companies and proprietorship/partnership concerns on non-repatriation footing and for remittals of current income. NRIs/PIOs do non hold to seek specific permission for sanctioned activities under these strategies. Decision: To alter the state of affairs the function of Public ( Government ) and Private ( Business houses ) sectors are important. Assorted productive treatment ( like late Agenda for Renewal’ ) must be organized once more and once more, both people of India and Government should alter its attitude towards business. , Foreign investings should be welcomed, Banks should back up and promote new thoughts and most significantly the instruction system of India, particularly Business Schools and other direction instruction institutes across the state should come up with course of study for their pupils which will non merely teaches managing concerns, but will besides actuate, educate and authorise their pupils to go enterprisers. Mentions: Private Foreign Investment in India: Pain or Panacea? , Suma Athreye, Sandeep Kapur,The World Economy, Volume 24, Issue 3, pages 399–424, March 2001 Making concern in India2011 Ernst A ; Young hypertext transfer protocol: //economictimes.indiatimes.com/markets/markets/1977021501.cms( Accessed on 25.11.12 ) hypertext transfer protocol: //powersectorindia.blogspot.in/ hypertext transfer protocol: //www.business-standard.com/india/markets/ hypertext transfer protocol: //www.cci.gov.in/index.php? option=com_content A ; task=view A ; id=140 ( accessed on 28.11.12 ) hypertext transfer protocol: //www.econlife.com/tag/competitive-market-structures/ accessed on 28.11.12 ) hypertext transfer protocol: //www.electricityinindia.com( accessed on 28.11.2012 ) hypertext transfer protocol: //www.thehindu.com/business/ outsource2india.com ( retrieved on Aug, 16, 2012 ) South Asiatic Voice, Foreign Direct Investment ( FDI ) Unmentioned Pitfalls Wadhwa, Vivek, Jain, Sonali, Saxenian, AnnaLee, Gereffi, Gary and Wang, Huiyao, The Grass is Indeed Greener in India and China for Returnee Entrepreneurs: America s New Immigrant Entrepreneurs – Part VI ( April 8, 2011 ) .

Hard Work Pays Off Professor Ramos Blog

Hard Work Pays Off It was an early morning in 2016 in a small town called Beaumont. A fresh new week to start off the winter season. It was not too hot, not too cold but just the right weather for a young overweight sophomore to start his first day of wrestling. A day that he would most likely remember for the rest of his life. This young fat boy is me Timothy. I was 5’9, weighed about 240 pounds, and was mainly made up of fat and had a little bit of muscle at the time. I barely had any stamina to begin with. I did have a year of football experience which honestly did nothing to really help, except for the weight lifting I was taught. Furthermore, nothing I knew at the time could help me to endure wrestling. If you didn’t have any drive, or a sense of will power, than you were done right there in the first day of practice. In any other sport, if you didn’t make the cut you were out. Yet the wrestling team wasnt like any other sport. Students that didnt make the wrestling team had quit, they were never cut. At the time I didn’t really believe that wrestling was that tough. So I asked one of the coaches if I could join the team and he said â€Å"Yeah, if you want you could start early before the season starts.† I said, â€Å"Yes, of course.† Looking back, I didn’t really think about the decision I made to start wreslting before the actual season began but, it literally saved me from a week embarrassment during the junior varsity practice. I assumed the coach was looking for students that would join because their JV team wasn’t fully equipped, which means there weren’t enough students on the team. The team needed roughly twenty-four students and they barely had half. The reason coaches wanted roughly twenty-four students is because if anyone got hurt, they can have a â€Å"second string† to take their place if needed. Practice started right after school at 3:15 p.m so we barely had enough time to get dressed and stretch. I felt fine at the beginning of practice, but it would quickly turn upside down once we started the conditioning part of practice. This was no ordinary conditioning because we wouldn’t just run, we would sprint, we would carry each other about 100 yards and then switch and we also run up and down stairs. When that was all over, if the coach felt that we didn’t give it our all, we would run some more however he saw fit. Once we were done with this, we would continue with our warm ups which was a five to ten minutes of a â€Å"light† workout, but it didn’t feel like an easy workout after all the conditioning we had just done. After this we started to stretch out parts of our body that I have never stretched before like our necks, our back, and even our wrists.While we were stretching our necks we were basically forcing our backs to get into an angle where we could stretch our necks and funny enough it also stretched out our wrists as well. After stretching, our coach went over the rules of wrestling which took about ten to twenty minutes. The way he was describing it was short, simple, but very confusing to someone new. Next, we got into pairs and he showed us a couple of moves, which he expected us to know after several minutes of practicing with one another. After several more new moves and several more attempts to learn the moves with our partner, we were moving on toward the end of practice which meant live wrestling. Live wrestling is when we get in groups of four with people that are closest to your weight where two people are wrestling and two people are coaching and making sure the two people that are wrestling aren’t crashing into other groups. Yet, my experience wasn’t the best because the people in my group were all varsity players and had a lot more experience than I did. So when it was my turn to wrestle, I was basically taking a beating every single time. I was also told by Danny, one of the varsity wrestlers, that I was very â€Å"passive and not aggressive enough.† Which I later took into consideration. When live wrestling was over, we would do another ten to fifteen minutes of conditioning, which included different types of pushups, sit-ups, burpees, and other types of exercises that were extremely hard. After my first day of practice, I felt good in a way but I also very exhausted. From that point forward I would continue doing wrestling and continue to grow with my teammates, even though my coach thought I was going to quit because for the first few weeks he would always ask me â€Å"Are you going to come back tomorrow?† After a couple weeks of off-season practice, we would finally hit the regular wrestling season, which meant I would be practicing with the junior varsity coach and junior varsity wrestlers. This practice started at 5:45 p.m. when it was basically almost night time. When it first started, we did the regular warm ups we did during the off-season but we ended up doing more conditioning than the varsity players. We also practice with the varsity girls which was very awkward but we adapted pretty quickly. After weeks of non-stop practice and extra conditioning, I finally get to have my first wrestling match which was during a dual wrestling tournament. This is where two schools would line up all their best wrestlers and match them by weight with the other schools wrestlers and the way it worked out is with whoevers wrestlers would win, that team would gain a point and whoever gets the most points is the team that will win the tournament. Our very first team dual was against Big Bear and they had a full-sized team just like ours. We started the dual with the lighter weights and then moved on to the heavy weights, which gave me time to take in the experience that I was wrestling with my team. Not only was I soaking in the experience, but it also gave me another reason to do my best seeing that everyone before me gave it their all so I didnt want to disappoint them. When it came time for me to wrestle, since I was the very last one, I was hiped and full of energy until I was informed that I was wrestling a girl. She was a few inches taller than me and looked more muscular than I did. It was one of the most uncomfortable experiences I have ever had. Yet since I already wrestled varsity girls on our team, it wasn’t too bad but it was still weird because I was wrestling in front of an audience and my team. I didn’t want to hurt her but at the same time, I couldn’t let my team down. So I dragged out the match because I was trying to find a way to win by not using too much force. In the third period I finally pinned her in the last couple of seconds. After this match I had several more matches and I did not hold anything back and was able to pin my opponents in the first period. Wrestling has been a big part of my life since and has changed me physically and mentally. I started off at 5 feet 9 inches tall, weighing around 240 pounds and after three years of wrestling I grew two inches and lost a couple of pounds. Now I stand at 5 feet 11 inches and weigh about 200 pounds. But my physique is not the only thing that has changed. My stamina, strength, flexibility, and durability has also changed for the better. Because of wrestling, I have become more humble of how I act and treat others. I’m much more respectful now than I was before and I’m also a bit more outgoing. Wrestling has made me a better person and has also made me continue to workout consistently, which helps me manage my everyday life.

The Right Way to Stake a Tree

The Right Way to Stake a Tree Tree staking is never done with the intention of harming a tree. On the contrary, staking a tree reflects a desire to promote root and trunk growth and may protect a young tree from severe weather damage.  But improper staking can hurt a tree. Fast Facts The three cardinal sins of tree staking:Staking too highStaking too tightlyStaking too long Risks of Staking Some tree planters dont understand that rather than help a trees root and trunk growth, improper tree staking can have negative consequences and could undermine a supportive trunk and root system. When an artificial supporting system is attached to a sapling, it prevents the wind-bending exercise needed to make trunk cells more flexible and to encourage spreading root support. The tree will put most of its resources into growing taller but discourage growth in trunk diameter and root spread. When the stakes are removed, a lack of trunk and root development could make the tree a prime candidate to be broken or blown down in the first good windstorm. It would have lost the supportive protection of natural development. Improper Staking Although trees staked improperly will grow  taller, trunk caliper or diameter will decrease, a loss that will result in a weakness the tree cannot overcome during  stressful  weather  conditions. Related to trunk diameter is taper, the reduction in trunk diameter from the butt to the top. A tree grown under natural conditions develops a genetically coded taper or trunk form that serves for a lifetime. Staking a tree causes less trunk taper and possibly even a reverse taper. Under this restricted condition, a trees xylem, the woody vascular tissue that carries water and minerals throughout the tree, will grow unevenly and yield a smaller root system, resulting in problems with water and nutrient uptake. The same thing can happen if the tree rubs on or is girdled by overly tight stake ties. Then, after the stakes are removed, the tree will be more likely to snap in high winds. When to Stake Most correctly dug balled and burlaped trees or container-grown  tree seedlings and saplings dont need staking. If youre planting bare-root seedlings  on a questionable site, you might consider staking them for a short time. If trees must be staked, attach  the stakes to the tree as low as possible but no higher than two-thirds the height of the tree. Materials used to tie the tree to the stakes should be flexible and allow for movement all the way down to the ground so that trunk taper develops correctly. Remove all staking material after roots have established. This can be as early as a few months  after planting but should be no longer than one growing season. Notes From a Horticulture Expert Linda Chalker-Scott, who has a doctorate in horticulture from Washington State University, says there are several reasons why people improperly stake trees: Containerized nursery trees often are staked for stability, and many consumers don’t understand that the staking material should be removed upon transplanting.Oral and written information from some retail nurseries instructs customers to stake their trees, whether or not they should. These instructions are sometimes incorrect and unnecessary.Some landscape architect specs describe outdated staking procedures that are followed by landscape installation companies.Little to no aftercare is provided for many tree installations. Without a management plan as part of an installation agreement, staking materials wont be removed at the appropriate time, if ever. According to Chalker-Scot: The first two practices are probably responsible for most incorrect staking in home landscapes, while the last two factors are probably responsible for most incorrect staking in public and commercial landscapes.

A Scandal in Bohemia by Arthur Conan Doyle Essay - 1

A Scandal in Bohemia by Arthur Conan Doyle - Essay Example The narrative discourse is distinct from the story because the events are arranged in a chronological manner. Instead of arranging the information of the story in a manner that makes sense, the author switches the story between the characters or moves the reader through flashbacks and flash-forwards. Although narratives of all genres are ubiquitous in the day-to-day life, Doyle’s narrative does not leverage the aspects that separate narrative from expository discourse. In the narrative discourse, Doyle employs varied approaches that include the solution to the narrative. For example, the dialogue between Watson and Holmes provides a clear understanding of the story. For instance, â€Å"was there a secret marriage?† also reveals the way the Holmes condescends the views of women in the story. One of the approaches employed in the story is the conversational approach, which the author included in the fiction work as the key aspect of the narrative discourse. The second app roach on narrative discourse provides a new genre of literary texts that represent a certain meaning. Doyle also uses suspense in the mystery story that leaves the reader to keep thinking about what happens next in the story. The author creates suspense in the story through explaining the atmosphere of the narrative in order to enable the reader to understand what is around him or her or what the people around the reader are doing. Suspense is used in narratives in order to enable the reader to think or focus on the insight of the story.

Marine Corps O&M Assignment Example | Topics and Well Written Essays - 750 words

Marine Corps O&M - Assignment Example In addition, funds are provided to assist landing force training, marine detachments afloat and security forces given the duty to guard the naval and other government activities ashore, Norway prepositioning and maritime prepositioning ships. Some of the shore facilities that get support from this appropriation include; one Marine Corps system command, eleven air installations, one Marine Corps combat development, two expeditionary warfare training groups and one Marine Corps air ground combat. These shore facilities are maintained at high level of standards to ensure that there is effective utilization of resources and avoidance of major replacement costs while at the same time allowing for operations and maintenance of Marine Corps on an effective and economical basis. Furthermore, this Marine Corps appropriation endorses other activities such as second destination transportation of things, special training of personnel, overhaul of equipment and repair, and other expenses that might be incurred. This appropriation uses the Marine Corps supply system that offers Marine units with relevant and proper equipment and material in quantity, time, condition and place required. It is also important to note that this appropriation provides support programs to Marine Corps such as quality of life which includes services such as child care, youth development, and procurement of relatively cheap equipments needed to outfit new military development projects at Marine Corps camps and compensation for injuries incurred while on duty. The Marine operation and maintenance budget request of $ 4,961.4 million shows an increase in budgetary allocation to maintain and sustain the operation of Marine Corps. Budget for operating forces is made up of two tasks, USMC propositioning and Expeditionary Forces. In this case, the expeditionary forces activity

Heald College Dress Code Essay Example for Free

Heald College Dress Code Essay Heald College in Fresno, California has rules that change and get stricter every quarter. Dress code is one of those rules that are constantly changing at the Fresno’s campuses. Students are required to dress professional Monday through Thursday, and Friday through Saturday is allowed to wear a Heald t-shirt, jeans, and sneakers. Before the rules were changed, students were allowed to wear a Heald t-shirt on Thursday’s also. It would be nice to get that Thursday back, instead of it changing due to the rates of dress code being higher on that day than any other days. Students should be allowed to wear a Heald t-shirt on Thursday again because we need a day where we could dress comfortable, it’s not fair to students who go to school form Mondays through Thursdays can’t have a Heald spirit day, and it’s not fair to keep changing rules and punishing those who follow the dress code. Heald College requires us to wear professional attire because it is to make us more prepared for our career we are trying to pursue. I know at a job were not required to wear sweats or unnecessary clothing but we’re at school and it is one place we want to dress comfortably at. I always used to look forward to Thursdays because I knew it was t-shirt day. Students need at least one little break from dressing in tight slacks, shirts that are tight around our neck, and shoes that hurt our feet! One comfortable day at Heald is what students need especially if we have a long week of learning. Most students at Heald are attending school only from Mondays through Thursdays. The rules for dress code states students are allowed to wear Heald Spirit only on Fridays and Saturdays. It is not fair that students who go to school from Monday to Thursday for 10 weeks don’t get a day to wear a Heald t-shirt to school. Before the rules changed many students liked the idea that Thursday was a day that they can relax and just wear casual clothes and shoes that they feel more comfortable in. To students who have been here before the rules have changed were very unhappy that Thursday’s spirit day was taken away from them. I asked a Student named Jessica, who’s in her fourth Quarter, â€Å"If you could change the dress code what would you change? † She responded â€Å"The Heald Spirit Day on Thursdays should be allowed again. I just like the fact that it was not so hard to pick out an outfit for school on Thursdays. † It’s just not fair to students. Not all students are at campus Friday and Saturday. They should at least make Heald Spirit day on a Thursday where most of the students go to school and not days where most class rooms are empty. There are students at Heald who obey the rules well and there are students who don’t. The dress code at Heald changed at the end of January 2013 quarter. Students were sent emails stating the dress code violations were higher on Thursdays than any other days and there will be no more Heald spirit day on Thursdays. All the students were punished because other students who are supposed to be adults couldn’t follow a simple dress code for Thursdays. It is not fair to other students who obey the dress code to get punished for other student’s mistakes. Taking the Heald Spirit day on Thursdays is not all the students fault. Violations should be given to students who are out of dress code on Heald Spirit day, so they’re the ones who get in trouble not the whole campus. Were adults and those who obey the dress code for Heald Spirit should be treated like an adult and be allowed to wear the t-shirt spirit day attire on Thursdays again. All students shouldn’t be punished for simple rules adults can’t follow. Students want to get treated like adults not high school or elementary school kids. Heald College in Fresno has a strict dress code that Students are supposed to follow. Heald Spirit on Thursdays should be given back to the students as a reward for coming to school and having to get an expensive school loan to learn. Students should be allowed to wear a Heald T-shirt on Thursdays because students want to go to school comfortable at least once throughout their week, Friday and Saturday are days Heald is less busy, and It’s not other students fault who obey the dress code to be punished for other students faults.

The Importance of Hospitality in Ancient Greece versus The Dark Ages Es

In ancient Greek society, the mistreatment of strangers was considered to be a serious offence. Hellenic culture was encouraged to cultivate ethics, an attitude of welcome, and was very proud of its hospitality to strangers. The Greek word for hospitality, philoxenia, literally means â€Å"love of strangers†. Homer might have had such a definition in mind while introducing the theme of hospitality in his epic poem, The Odyssey. His idea correlates with those of his time. I realized in the sixth episode (The Princess and the Stranger) that the reason for such a prominent position on this theme made by the author was due to the importance of this subject in society at a time of strong belief in divinity and superstition. However, in a similar story that takes place in another part of the world, in another period of time, we once again come across the same theme of hospitality. This is the story of Tristan and Isolde, a sweeping tale of love and loss, based on a timeless Celtic myth of star-crossed passion. In both of these timeless classic stories, the main storyline begins when a young, beautiful princess finds a lost, foreign stranger in desperate need of help. Whether it is by providing vital medication for a poisoned wound, or simply providing the necessary tools for bathing and clothing, both these princesses greet these strangers with unquestionable hospitality and generosity, and eventually fall in love with them. After hearing of Odysseus’ bold and courageous adventures, the Phaecian princess, Nausicaa feels compelled to provide him with everything and anything he needs. â€Å"But now, seeing you’ve reached our city and our land, / you’ll never lack for clothing or any other gift†¦Ã¢â‚¬  (Book 6, line 210) She then takes him b... ... In terms of storyline, hospitality also plays as a big role on the turn of events and on the direction in which the story takes its main characters. In both tales, it is hospitality that at first invites suffering and predicament, and later concludes the story in irony, the basis of tragic storytelling. Without conflict, a love story is just that, plain and dull. It is the struggle and hardships of others that comforts and entertains us, enabling us to escape the harsh reality that is our lives. Whatever the reason for hospitality, be it a socially acceptable norm due to the circumstances of the times, or for the sake of protection against gods or invaders, hospitality plays a very important role in the two stories The Odyssey and Tristan and Isolde. It portrays the vital aspect in ancient Greek culture, as well as the importance of random acts of kindness.

Family and Death Essay

Loss can be described as many things; the misplacement of tangible items, the ending of a close relationship with a friend, a goal not achieved or the death of a loved one. Through the readings, posts and responses of this course we have seen that individuals each respond to their loss in ways that are unique to them, yet there is a common thread amid it all – everyone grieves and mourns their losses and their lives are forever changed. While reviewing the losses that I have experience, I at first attempted to define which would be the most significant and there for most deserving of further thought and ultimately inclusion in this lossography. What I realized was that significant does not always mean huge or all encompassing, that some losses are smaller and maybe only seen as a loss to the person directly experiencing them. Focusing on death, the first recollection I have is that of a beloved pet, Henrietta an orange and black guinea pig. I am not exactly sure how long we had her or how old I was when she died (although from the room in my memory I would have to guess 9 or 10) I just remember thinking of her as a great pet, she never bit, she did not try to run away, and always seemed to be listening when I talked to her. I remember going into my bedroom and realizing she had not issued her usual welcoming whistle, I walked up to her cage – a large square made of welded together refrigerator shelves with a solid metal bottom that the sides could be lifted out of – and seeing her lying on her side, not moving. I think I knew immediately that she had died, because I uncharacteristically stepped inside the cage and bent down to pick her up, she was large and I always used to hands, this time she was limp and cold. I do not really remember what I did after that, I am sure I told my mom and we buried her, I also do not remember how my younger siblings reacted, but I do know that in that memory I was not crying. Having grown up spending a great deal of time on my grandparents farm the death of animals was not a new concept, but I think Henrietta’s death stands out to me because it was the first time my pet had died, the first I found dead. I am sure I missed having her, but we always had so many pets that perhaps the void was filled right away. Oddly the next childhood death that stands out is again of a pet and I think it stands out because at the time I felt relief and then guilt. It was my brother’s white rat. I hated that thing – he should have named it Houdini because it did not matter what kind of cage or how well the lid/doors were secured that nasty little thing could get out and inevitably would find its way to my room and climb up on my bed! I was not afraid of it – we had had plenty of mice and hamsters and guinea pigs – I just hated the way it would climb up everything and the way it’s scaly tail would scrape across your skin if you gave it a chance. Anyway, I remember Malcolm being very upset and crying when he found it dead, as soon as I knew what was going on I felt relieved I would not have to deal with its escapes anymore, but I still hugged my little brother and tried to make him feel better. I did feel bad for him and knew he felt like he was losing a friend and as much as I felt bad for him and would have done anything to take away his pain, I just could not feel bad that rat was dead which made me feel a guilty. I knew of course it was not my fault the rat was dead, but I did think my being glad it was dead made me a bad sister. I know now that my feelings were perfectly normal and not those of a bad sister, just those of a thirteen year old who loved her brother but hated his choice of pets. I know there have been other deaths that have touched my life; pets, a great aunt I barely knew whose funeral was the first open casket I had attended (I do not remember seeing her up close – I think my mother kept us back), a good friend who died in accident at the end of our freshman year in high school, one of my favorite uncles and my grandparents, the loss of a baby 16 weeks into the pregnancy, but the death that has colored my world the most was one that I did not experience, it occurred eight days before I was born when my father was killed in a car crash. I do not mean to diminish the impact the other losses had, certainly seeing the affect my grandfathers death had on my grandmother shaped some of my ideas not only of grief, she was never the same, she did not laugh as much and the light in her eyes was not as bright, but it also shaped some of my ideals about romantic love. To the day she died – 28 years after my grandfather – my grandmother kept all of her checks and official documents titled â€Å"Mrs. Willis Goodrich†, and she never removed her wedding ring. The death of my Uncle Forest was the first time I associated anger with death, my Aunt seemed so numb at first and then for months she was so angry at him for not taking better care of himself, for continuing to smoke when she asked him repeatedly to try to stop and for not asking for help moving the ice house he was pushing when he had a massive heart attack and died. She told me later that it was not until she not only recognized but believed that he had not been trying to die, that he had not wanted to leave her any more than she wanted him to leave, that she was finally able to forgive him for dying and move on with her life. My grandmothers death was different from my grandfathers not only because it was not entirely unexpected, she was almost 90 and had advanced Parkinson’s disease, but more in how I reacted to it. As a teenager when my grand father died it almost felt like being an observer, I was to young to be included in any of the decisions, I obviously felt horrible and could see the pain and sadness in my grandma, aunts and uncles but I do not think I really understood how affected they were by everyones pain. Even knowing my grandmother was no longer in pain and believing she was where she had wanted to be for the last 28 years – back in my grandfathers arms – her dying made me then and still at times makes sad that I can not have tea with her or bake cookies with her or just talk to her. Her passing was also different for me in that this time I was one of the adults and as such as I could see, feel and worry about the pain of my mom, aunts, uncles and cousins but also that of all of the great grandchildren. I know that I said the death of my father had the biggest impact on my life but that is only because it is something that has always been part of my life, something I have always known, but it is a different kind of loss than that of someone I actually knew or in the case of the baby I lost, of someone I wanted to know, someone that was to be part of my future. Losing that baby was more painful than anything I have experienced. He was to be our second child, I say he only because that is what I had already pictured in my mind, a blue eyed, dimpled smile, curly haired boy. But a few days before what would have been our 16 week check up I began spotting. I was at work, as a bank teller, and immediately called my doctor who told me to come to her office right away. At that time we lived in a fairly small town in Montana so I was ushered right into an exam room when I arrived, which really only served to make my feelings of dread worse. I knew it was bad when my doctor looked grim as she searched all over my abdomen for any trace of a heartbeat. I remember feeling like everything was turning gray. I remember the doctor trying to sound hopeful when she said that not finding a heartbeat yet could be from multiple causes and that we should get an ultrasound. But as she called the hospital next door to the clinic, the look in her eyes did not match her voice. Again being in a small town made things quicker, I had a very short wait, during which I called work to tell my supervisor, who happened to be my best friend, that I would not be back as soon as I thought. She sounded so concerned I could not help but blurt out â€Å"they can’t find a heartbeat†, her voice sounded like it was a thousand miles away down a dark tunnel when she answered â€Å"I’ll be right there†. She knew my husband was due to be out of town for several more hours. Somehow I managed to remain calm as the ultrasound started, but the minute Staci walked into the room I started to cry. The poor ultrasound operator got kinda flustered and started searching for tissues. After several minutes of his moving the wand across my stomach, not speaking and with their eyes glued to the screen, he finally said what I already knew, the baby had died. In the span of an hour, I’d gone from happily planning for a new person to enter my life, to having that life ripped away from me, to having to figure out how I was going to tell my husband and our four year old daughter. I felt like a gaping hole had just ripped open in my chest and all of the air had been sucked from the room. The cramping started the next day, it was seriously more painful than labor, I felt like my body had betrayed me and that I had failed myself and my husband. I realize now of course that some of that pain was psychological and I do know that nothing I did caused it nor could have prevented it, but during the months between the miscarriage and when I was pregnant again, my heart just ached when I saw a baby. I know that I hugged my daughter a lot more and was reminded just what a gift she really is, when our second daughter was born nearly a year later, I know I hardly put that baby down. I would not trade her for the world, and it does not escape me that if I had not lost the one I did, I would not have her, but I still think about him and wonder what he would have been like, I believe I will see him again someday, but in the mean time I know that the three children I have with me (our youngest is a boy – no curls no dimples but amazing in his own right) are truly gifts and I cherish my time with them. I also believe my loss has made me better equipped to help and more compassionate towards patients that are in the process of losing a baby. While I could describe each of the losses I have have written about here in much more detail and with enough emotion and reflection to fill many more pages, it is very hard to describe how I feel about the loss of my father. I think the only people who can truly understand are those that have a similar experience and then it is an understanding that does not require words. As I said previously, his death is something that I have always known, something that has been a part of me. I do not remember a specific time that my mother told me about him being dead, I do vaguely remember her explaining to my younger sister (well technically my half sister) that I had a different daddy who had died. I know that he died in a car crash in which, fortunately, my mother was not involved. I know that they had been married barely a year and that he was very excited that I was on the way. She remarried when I was about three so I had a step father that filled his role early on, but when their bad marriage ended I think it made me that much more aware of what it really meant that my father was gone. As I got older I tried to believe that I could not miss what I never had, but when I would see friends with their dads I knew that I was missing out. I had a multiple imaginary reunions with him he had not really died, he had been in a coma, he was in witness protection, he was forced into the french foreign legion (I read a lot as a child), in my mind he was always so sorry he had been away, he missed me terribly and would promised to never leave again. I did not ask my mom questions about my father very often, I could see it made er sad. His being gone was just something I accepted; I had a dad and he had died. He loved to play the guitar, had a great voice and loved singing in little bars and worked during the day as a mechanic. He had a glass eye from a boyhood accident and drove like a â€Å"wild man†. I was fortunate to have a great mother who tried her best to fill his shoes, but I missed him or more accurately the idea of him the most at things like graduation, my wedding, the birth of my children. Sometimes I still see people with their fathers (sometimes even TV commercials) and I feel that little pang of loss and even some jealousy. I think its the not having the chance to know him that is what I mourn. After he died my mother lost contact with his family, so I have never really known them either. It is like a whole part of myself is a blank space, so much unknown. I know that this loss of him, of family, of a part of myself, is what makes me so determined to make sure my children are very involved with both my and my husbands families. They have been â€Å"dragged† to numerous family events, less so since we have moved to Minnesota and they have gotten older, but even at my grandmother funeral two years ago I knew they would never have that blank space when I heard them â€Å"reminiscing† and laughing with cousins they had not physically seen in a couple years and how they talked with their aunts and uncles like it had only been a day or two since they had been together last. I may not have had a father, but I do have a great extended family. If I have learned anything from the loss in my life, it is that loss is survivable, it can make you stronger, it can make you more understanding and compassionate and it can make you appreciate what you have not lost.

Manage Resistance to Change Proactively Essay

Register for this journal is available at http://www. emeraldinsight. com/researchregister The current issue and full text archive of this journal is available at http://www. emeraldinsight. com/0262-1711. htm Managing diversity using a strategic planned change approach Earnest Friday Management in the College of Business Administration, Florida International University, Miami, Florida, USA, and Managing diversity 863 Received October 2002 Revised February 2003 Accepted February 2003 Shawnta S. Friday School of Business and Industry at Florida A&M University, Tallahassee, Florida, USA Keywords Diversity management, Strategic management, Change management Abstract Many organizations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing vinculum (link) between how an organization deals with diversity and its impact on the bottomline is a corporate diversity strategy that is executed using a planned change approach to systemically manage diversity. While many organizations have implemented a corporate diversity strategy, most have not used a â€Å"planned change-corporate diversity strategy†. The lack of a â€Å"planned change-corporate diversity strategy† is quite likely to inhibit managing diversity from becoming systemic to an organization’s culture and its way of doing business, thus tending to disallow the potential bene? ts of diversity to be maximized. Hence, this paper offers a framework for using a â€Å"planned change-corporate diversity strategy† to: progress along the â€Å"diversity continuum† starting with acknowledging to valuing, and ultimately to managing diversity; and systemically managing diversity using a eight-step â€Å"managing diversity process†. Introduction Over the past few decades, academicians, practitioners and organizational researchers have recognized that diversity is a phenomenon that has a wide array of affects within the workplace, and society in general (Koonce, 2001; Stark, 2001; Williams and O’Reilly, 1997). In this paper, diversity refers to any attribute that happens to be salient to an individual that makes him/her perceive that he/she is different from another individual (Williams and O’Reilly, 1997). Some widely accepted differentiating attributes include racioethnicity (which encompasses race and ethnicity), gender, nationality, religion, functional expertise, and age. Even though racioethnic and gender diversity tend to receive the majority of the attention in the organizational diversity literature (Stark, 2001; Williams and O’Reilly, 1997), this de? ition allows for the frameworks offered to be applied to any type of organizational diversity salient to members. Diversity programs have been implemented in many multinational organizations, primarily, in an effort to improve working relationships Journal of Management Development Vol. 22 No. 10, 2003 pp. 863-880 q MCB UP Limited 0262-1711 DOI 10. 1108/02621710310505467 JMD 22,10 864 between white males, whose relative numbers continue to decrease, and demographically different individuals, whose numbers continue to increase in the workplace (Friedman and DiTomaso, 1996). While many multinational organizations have a corporate diversity strategy, most have not implemented it using the suggested planned changed approach posited in this paper. Given the intensifying â€Å"war for talent† in today’s competitive, global business environment, it is imperative that the execution and evaluation of a corporate diversity strategy use a planned changed approach to not only acknowledge and value diversity, but to also systemically manage and inculcate diversity into an organization’s corporate culture. This type of approach can contribute immensely to an organization’s ability to use all of its human capital as a strategic means to gain and maintain a competitive advantage in today’s dynamic, global marketplace (Richard, 2000). It has been purported that if diversity can be effectively managed in an organization, some potential bene? ts to the organization include greater creativity and innovation, and improved decision-making (Cox, 1991). Conversely, if diversity is not managed effectively, some potential major costs to the organization include, at a minimum, breakdowns in communication, interpersonal con? ict, and higher turnover (Cox, 1991). While there may not be much empirical evidence to substantiate claims that effectively managed diversity directly leads to bottomline increases (Chatman et al. , 1998; Richard, 2000; Stark, 2001), there is real-world evidence (e. g. Coca-Cola, Denny’s, Publix, and Texaco settlements) to suggest that not effectively managing gender and racioethnic diversity has been, and can be, detrimental to organizations and their bottomlines. Thus, it is a logical extrapolation that an organization’s ability or inability to create a culture in which diversity is systemically acknowledged, valued, and effectively managed is more likely to determine the affects diversity will have on it’s bottomline. Many organizations have implemented various diversity initiatives as a part of their corporate diversity strategy (Koonce, 2001), but most have not used a planned change approach to strategically align their initiatives with their long-term objectives and strategic positioning. It is highly probable that this lack of planned strategic alignment contributes immensely to the purported ineffectiveness of many diversity initiatives (Stark, 2001). Consequently, an organization that seeks to maximize the potential bene? s of diversity should devise a â€Å"planned change-corporate diversity strategy† prior to implementing diversity initiatives. The purpose of the planned change-corporate diversity strategy is to align the organization’s diversity initiatives (designed to manage diversity) with the organization’s strategic goals, and ultimately make managing diversity an integral part of the organization’s culture. An aligned planned change-corporate diversity st rategy will contribute immensely to the long-term effectiveness of diversity initiatives aimed at better managing all of he organization’s human resources. This is especially signi? cant for organizations with a highly diversi? ed workforce. With a planned change-corporate diversity strategy, diversity initiatives are aligned with organizational policies, procedures, and systems. Such alignment is desired to systemically reinforce an organizational culture that encourages the effective management of all employees in order to garner diversity’s purported bene? ts, including the end goal of increasing the bottomline. Thus, frameworks are presented for using a planned change-corporate diversity strategy to: advance from the initial passive states of acknowledging and valuing diversity to the ? nal active state of managing diversity on the â€Å"diversity continuum†; and systemically manage diversity using the speci? c eight-step â€Å"managing diversity process†. The diversity continuum and the planned change approach Valuing diversity and managing diversity as distinct phenomena Over the last few decades, a myriad of articles have been written on the subjects of valuing diversity and managing diversity (Wanguri, 1996). In some cases, valuing diversity and managing diversity have been considered, and sometimes used, interchangeable when, in fact, they are two different phenomena (Jenner, 1994). By the very nature of their de? nitions, valuing and managing diversity are distinctly different. Valuing refers to the relative worth, importance, or signi? cance of something, whereas managing refers to taking charge or coordinating and supervising situations. Given these de? nitions, valuing diversity should be considered a more passive phenomenon, where importance or signi? ance is given to individuals’ differences, which does not automatically lead to visible actions or reactions on the part of the individuals valuing the diversity or differences. Managing diversity, on the other hand, should be considered an active phenomenon, which involves supervising or coordinating and directing the diversity or differences individuals bring to the organization to ensure the organization’s strategic go als are being fully and effectively met. In other words, it refers to successfully organizing the organizational inputs of individuals with diverse backgrounds. This de? nition is consistent with the managing diversity de? nition given by Thomas’ (1991): â€Å"a ‘way of thinking’ toward the objective of creating an environment that will enable all employees to reach their full potential in pursuit of organizational objectives†. The diversity continuum As a result of the confusion in the literature between the two phenomena, valuing diversity and managing diversity, it is not dif? cult to understand why consensus does not exist on the claims of bottomline bene? s as a result of the attempts organizations have made to value and/or manage diversity. In addition to the confusion, lack of consensus could also be a function of the Managing diversity 865 JMD 22,10 866 complexity of the diversity concept in the organizational context. Given the complexity of diversity within an organizational setting, it is possible that perceiving it in terms of a set of three elements that delineates what to do with diversity may serve t o simplify or clarify the confusion in the diversity literature. Therefore, a diversity continuum is offered to guide researchers and practitioners in moving from the more passive states of acknowledging diversity and valuing diversity, on through to the more active state of managing diversity. As individuals ? nd themselves in situations with diverse individuals, they are likely to take one of two courses of action: avoid dealing with the diversity, or recognize that the diversity exists. In the case where individuals avoid diversity, they do not face the fact that diversity is an issue. It is likely that these individuals do not accept the idea that they are likely to be biased in their interactions with others that they perceive to be different from themselves. Although avoiding diversity is viewed as a possible response to diversity, it is not included in the diversity continuum. The diversity continuum is based on the assumption that individuals take the second course of action and recognize diversity. Once diversity is recognized, as previously stated, the diversity continuum serves as a framework to delineate the three potential states of dealing with diversity: acknowledging, valuing, and managing diversity. The three sequential components of the diversity continuum are: acknowledging diversity; valuing diversity; and managing diversity (see Figure 1). Acknowledging diversity, the ? rst component, refers to recognizing the existence of diversity or the individual differences individuals bring with them to a particular setting. In order for individuals to truly acknowledge diversity, they must be exposed to it, experience it, acquire knowledge about it, and they must develop an understanding of diversity. The second component of the diversity continuum is valuing diversity. Valuing diversity, as de? ed above, refers to the signi? cance or importance being given to the diversity or differences individuals bring with them to a particular setting. Having an appreciation for, as well as respect for, the differences that diverse individuals bring with them to the work setting can lead to the last component. The last component of the diversity continuum is managing diversity. As stated above, m anaging diversity refers to the planning, organizing, leading of individuals with differences or diversity in a particular setting, such that their inputs are used to accomplish the organization’s strategic goals. Even in racioethnically homogeneous organizational settings, organizations make large investments to ensure an appropriate organizational culture is fostered. An appropriate organizational culture is desirous, such that individuals are systemically managed to perform and accomplish its goals, not just hoping that their performance will somehow lead to the accomplishment of the organizations’ desired goals. Thus, similar systemic efforts are necessary in order to manage Managing diversity 867 Figure 1. The strategic management process emographically diverse individuals such that the organization can gain the maximum synergistic bene? ts from their contributions as well. The planned change approach Rather than being reactive and waiting for a â€Å"diversity crisis† to take place before a change is made (i. e. Coca-Cola, Denny’s, Publix, and Texaco settlements), an organization should be proactive in systemically Managing Diversity. Hence, an organization and its m embers should make the necessary changes to proactively move from just settling for the ? rst stage of acknowledging diversity to the ? al stage of managing diversity. The Lewin-Schein change model is offered as the theoretical framework to proactively and systemically facilitate the management of diversity in organizations. This planned change model is based on the premise that the organizational forces propelling change must subdue the forces resisting change for highly effective change to occur. Therefore, it is posited in this paper that the Lewin-Schein change model is a framework that can assist organizations and individuals in moving through the sequential elements of the diversity continuum. It is also posited that this model can be applicable at JMD 22,10 868 both the organizational and individual level for managing diversity. While Allen and Montgomery (2001) offered the Lewin-Schein change model as a framework for creating diversity, the model is offered in this paper as a framework for Managing Diversity. The Lewin-Schein change model involves three stages: unfreezing, change (moving), and refreezing (Lewin, 1951; Schein, 1992). For the organization or individual to experience successful change, the three stages need to be addressed in succession. Unfreezing using a planned change-corporate diversity strategy In the unfreezing stage, the organization’s or individual’s present culture (which includes perceptions, attitudes, and behaviors) toward diversity, needs to be unfrozen. This means there needs to be enough motivation within the organization or individual to want to change from its present state to the new desired state. Thus, in moving from one end of the diversity continuum to the other end, with managing diversity being the desired outcome, management must desire that its members move from just acknowledging and valuing diversity to managing diversity. As presented previously, managing diversity refers to systemically organizing and directing the inputs of all organizational members (including diverse individuals) to ensure the organization’s strategic goals are met. Likewise, the individual must want to move from just acknowledging and/or valuing diversity to the ? nal phase of managing diversity. At the individual level, this movement involves governing one’s actions toward diverse individuals in a way that allows for healthy, productive interaction with those diverse others. Therefore, to unfreeze the organization’s culture and its members’ current state of mind toward diversity, a planned change-corporate diversity strategy should be devised and aligned with the organization’s strategic positioning to reduce the forces that are striving to maintain the status quo (Dobbs, 1998). A ? rm’s strategic positioning The strategic management process is employed by many organizations in order to distinguish themselves from their competitors in the marketplace (David, 2001; Porter, 1985; Steiner, 1997). Although there are several schools of thought in the strategic management ? ld, the generally accepted components of the strategic management process are: strategy formulation, strategy implementation, and strategy evaluation as explained in Figure 2 (David, 2001; Hill and Jones, 1998). Strategy formulation is comprised of developing or reviewing the organization’s mission, vision, and long-term goals; conducting internal and exte rnal assessments to identify the organization’s strengths, weaknesses, opportunities, and threats (SWOT); setting selection criteria and selecting the strategies that will afford the organization the best strategic positioning relative to its competitors (David, 2001; Steiner, 1997). Strategy implementation entails allocating the appropriate resources to ensure the Managing diversity 869 Figure 2. The three levels of organizational strategy selected strategies are properly executed (David, 2001; Steiner, 1997). Strategy evaluation involves setting control processes to continuously review, evaluate, and provide feedback concerning the implemented strategies to determine if the desired results are being accomplished, such that corrective measures may be taken if warranted (Hill and Jones, 1998; Steiner, 1997). As illustrated in Figure 3, there are usually three levels of strategy associated with large-scale organizations. The corporate level strategy de? nes the organization’s purpose and the lines of businesses in which it plans to operate, thereby providing the overarching direction for the organization. If an organization only operates in one line of business, its corporate level strategy and business level strategy are effectively one in the same (David, 2001; Hill and Jones, 1998). A business level strategy is the blueprint that should enable an organization to leverage its resources in order to differentiate itself from the competition within a particular line of business (David, 2001; Hill and Jones, 1998). The functional-level strategies serve to support the organization’s business-level strategy by providing direction for the appropriate short-term activities required by each functional area to meet the goals established in the business-level strategy (David, 2001; Hill and Jones, 1998). Consequently, having properly aligned corporate, business, and functional level strategies aid an organization in its efforts to accomplish its goals, thereby strategically positioning itself to successfully compete within the marketplace (David, 2001; Hill and Jones, 1998; Porter, 1985). Combining highly differentiated and ef? cient human capital with clearly delineated corporate, business, and functional level strategies can prove to be a competitive advantage for an organization (Barney, 1991, 1997; Wright et al. , 1995). An organization must view strategies for developing and managing its employees JMD 22,10 870 Figure 3. Alignment between corporate strategy and planned change-corporate diversity strategy as a part of its overarching corporate level strategy if it desires to have highly differentiated and ef? ient human capital in today’s competitive, global environment. Therefore, one argument of this paper is that any organization seeking to realize the maximum bene? t from having a diversi? ed workforce should have a planned change-corporate diversity strategy that is aligned with the organization’s overall strategic positioning. Developing a planned change-corporate diversity strategy The organization â€Å"wishing to create an environment that enables all employees to reach their full potential will have to . . . change organizational practices as necessary† (Thomas, 1991). However, prior to changing any organizational practice, a comprehensive strategy for how to accomplish that change should be devised based on an in-depth understanding of relevant organizational dynamics (i. e. culture, structure, ? nancial position, strategic initiatives, etc). Theoretically, a strategy should precede the structure of an organization. Consequently, a planned change-corporate diversity strategy should be devised to align with the organization’s corporate strategy before structuring diversity initiatives (as illustrated in Figure 4), and reinforced using a planned change approach. Organizations that have elevated their diversity strategist to executive-level management are likely to have an overarching corporate diversity strategy in place. But, it is not as likely that the diversity strategist is using a corporate-wide planned change approach to systemically reinforce the proposed changes in the corporate diversity strategy throughout all of the Managing diversity 871 Figure 4. The diversity continuum organization’s policies, procedures, and systems. Regardless of whether an organization has a corporate diversity strategy or not, it may be necessary to superimpose a planned change-corporate diversity strategy over existing disjointed diversity strategies and initiatives. At the onset of such an endeavor or superimposition, corporate diversity mission statement, vision, and goals must be formulated to articulate the purpose diversity initiatives will serve within the organization and the desired outcomes to be achieved from such initiatives. The delineated desired outcome should be designed to systemically manage diversity. Conducting internal and external assessments are essential steps in devising a planned change-corporate diversity strategy. An internal assessment will allow the diversity strategist to decide how to position diversity strategies and initiatives within the organization’s structure, and to align them with all of the organization’s policies, procedures, and systems. To assess the external environment, the diversity strategist should use environmental scanning tools to extract best practices based on benchmarked diversity strategies and initiatives at other leading organizations. Through the internal assessment, the diversity strategist should become intimately familiar with the organization’s values, vision, mission, strategies, goals, and initiatives, all of which constitute a sound basis for understanding the organization’s culture, policies, procedures, systems, and overall strategic positioning. The diversity strategist must become equally familiar with the bene? ts and shortfalls of various diversity initiatives. The strategist must conduct an analysis to determine the most appropriate linkages between the organization’s overall strategic positioning, policies, procedures, systems, and its diversity initiatives. Before proceeding, the diversity strategist must recognize and effectively articulate a clear strategic ? t and alignment amongst the organization’s overall strategic positioning, policies, procedures, systems, JMD 22,10 872 and diversity. Both strategic ? t and strategic alignment are necessary to strengthen the business case for allocating resources to support the planned change-corporate diversity strategy. In order to realize the maximum bene? ts from diversity, the planned change-corporate diversity strategy needs to be properly executed, evaluated and refrozen to ensure that the stated goals are being met, and that the organization’s culture and members are moving toward and sustaining the desired state of systemically managing diversity. Moving to systemically managing diversity Once the present state is unfrozen, the move that will allow the organization’s culture and members to advance to the desired state should be put in place. In this case, the move is to culturally reengineer the organization and its members to the true state of managing diversity by implementing the managing diversity process. The social learning theory (Bandura, 1977) is offered as the theoretical framework for the managing diversity process. It has also been offered as the theoretical framework for developing training programs in the cross-cultural and expatriate literature (Black and Mendenhall, 1989; Harrison, 1994). There are four major tenets of social learning theory: motivation, attention, retention, and reproduction (Bandura, 1977). These tenets are re? ected in the eight steps of the managing diversity process. In an effort to truly manage diversity, a change in the attitudes and behaviors of individuals, and in organizations’ systemic and institutional ways of doing business is required. Therefore, it is posited that utilizing the tenets of social learning theory can aid in the acquisition of the learning that is necessary for organizations to maximize the inputs of all of its diverse members. The planned change-corporate diversity strategy serves as the motivation for the learning of new behaviors and attitudes. Hence, once the planned change-corporate diversity strategy is articulated, the move through the eight steps of the managing diversity process should be instituted to assist individuals and organizations in culturally reengineering and moving to the desired state of managing diversity. The eight sequential steps of the managing diversity process include: (1) exposure; (2) experience; (3) knowledge; (4) understanding; (5) appreciate; (6) respect; (7) modify attitudes and behavior; and (8) healthy interaction. All of these are undergirded by tolerance (see Figure 5). The acknowledging diversity component of the diversity continuum is composed of steps (1)-(4), and they re? ect the â€Å"attention tenet† of social learning theory. The valuing diversity component of the diversity continuum is comprised of steps (5) and (6), and is re? ective of the â€Å"retention tenet† of social learning theory. Steps (7) and (8) constitute the managing diversity component of the diversity continuum and the â€Å"reproduction tenet† of social learning theory. The movement through each of the eight steps requires individuals to progressively develop appropriate skills to enable them to manage how they deal with individuals whom they consider different from themselves. Therefore, executing the eight steps in the managing diversity process serve as the necessary movement required to progress from acknowledging and valuing diversity to managing diversity. The true movement through the eight steps from acknowledging diversity to managing diversity is a paradigm shift, in that it entails a change in the treatment of diverse individuals (Fitzpatrick, 1997). Managing diversity 873 Diversity training In order for an organization to realize the potential bene? ts that can be afforded by employing diverse individuals, there needs to be a paradigm shift in which the inputs of diverse individuals are systemically managed within an organization to enable the successful accomplishment of its strategic goals. Training of individuals is viewed as a necessary tool to facilitate the organization in achieving its goals. Diversity training should be viewed no differently than any other type of training in which an organization invests. Therefore, it should also be viewed as a necessary tool to manage members’ behaviors and their ability to work productively with diverse individuals. After canvassing the literature, it has been noted that most diversity training programs merely raise individuals’ awareness of or sensitivity to diversity (Grubb, 1995; Jenner, 1994). Some few diversity training programs go as far as attempting to change individuals’ perceptions of diversity and how they communicate with people different from themselves (Grubb, 1995). However, these programs tend to be offered to only select employees, and they tend to be short in duration, ranging from a one-hour session to a series of one-day sessions several times a year (Koonce, 2001). The major drawbacks to most existing diversity training programs are that: . they do not build skills to facilitate individuals’ ability to actually manage their interactions with individuals different from themselves; . they are not rigorous nor time-intensive enough to create a paradigm shift in individuals’ treatment toward individuals different from themselves; and JMD 22,10 874 Figure 5. The continuous managing diversity process . there are no enduring reinforcement mechanisms embedded in the organization’s culture to ensure all individuals’ inputs are successfully managed to met the organization’s strategic goals. Managing diversity As a result, most (if not all) existing diversity programs have not been successful in creating enduring change in the way individuals interact with individuals different from themselves, nor have they been successful in changing their organization’s culture to one that systemically manages diversity. In order to create enduring change in individuals and the organization’s culture, members of the organization at all levels need to participate in diversity training that encapsulates the comprehensive managing diversity process. The outcomes that should be expected from participation include, but are not limited to, skill building in the following areas: the ability to clearly articulate their ideas and feelings; con? ict management skills; effective giving and receiving of feedback; effective listening; group observation skills; and group decision-making skills, all of which will facilitate modi? d attitudes and behaviors, and healthy interaction with diverse individuals. Individuals have to come to grips with their feelings, thoughts, attitudes, and behaviors toward diversity and others with whom they are different. In the ? rst step of Exposure, individuals provide public notice of where they are at that point. They do this by: laying open who they are; divulging where the y are; unmasking themselves; and receiving others’ culture. Step (2), experience, involves gathering information through personal involvement, encountering, seeing ? rst-hand, and living through events. In the third step of Knowledge, individuals become well informed, thus able to be conversant because they become familiar or acquainted with the culture of others. Knowledge serves as the basis for step (4), understanding. Because of their grasp of cultural realities, individuals are able to comprehend (understanding) relevant cultural dynamics, which leads them to be sensitive, and enables them to share unique insights and perceptions. In step (5), appreciate, individuals’ acceptance of the worth of a person’s culture and values makes it easier for them to welcome and â€Å"justly† estimate diverse individuals. Resultantly, individuals are able to respect (step (6)) diverse individuals; thus, they are able to pay attention, pay deference, and pay tribute to the values, worth, and culture of diverse others, as well as give personal consideration to the diverse individuals. Successful movement through the ? rst six steps, along with tolerance underpinning each step, should lead to modi? cations in individuals’ attitudes and behaviors toward diverse individuals, which is step (7), modify attitudes and behaviors. This change in attitudes and behaviors, again, along with tolerance should lead to healthy interaction (step (8)) with and amongst diverse individuals. Step (8) is a function of continuous acceptance and execution of steps (1)-(7). Therefore, this is a ? uid (not static) process that must be recognized for its ever-changing and 875 JMD 22,10 876 evolving nature. The requirements for successful execution of the managing diversity process are strenuous and time intensive because it requires individuals to modify their attitudes and behaviors. Thus, they must modify the way they interact with individuals different from themselves, and not just expect that they either avoid, acknowledge, or value those individuals that are different. Given that all individuals in today’s global business environment are likely to encounter others that are different from themselves on a frequent basis, the managing diversity process should be viewed as analogous to the open systems approach – it is a continuous process that maintains a constant reciprocal relationship with the environment. Refreezing the systemic management of diversity Successful movement through the managing diversity process requires individuals to change. Resistance to change is inherent in any change process, and it will be no different in this process (Harrison, 1994). Therefore, the managing diversity process is a ? uid, continuous process that needs to be systematically reinforced and embedded in the organization’s culture and individuals’ interactions, such that the organization’s culture and its members do not revert back to just acknowledging or valuing diversity. Hence, refreezing the desired state of managing diversity requires reinforcing the new perceptions, attitudes, and behaviors with emphasis on the modi? ed behaviors and healthy interactions individuals have adopted as a result of going through the managing diversity process. In order for individuals and organizations not to revert back to their previous states, the new desired state must go through the refreezing stage to be institutionalized. This should be accomplished through systemic, on-going training and daily interactions at the individual level, and through revised policies, procedures, and systems at the organizational level. At the individual level, the systemic, on-going training should not be just periodic training that merely exposes individuals to diversity. A great deal of time is necessary to cement these newly adopted attitudes, behaviors, and skills for healthy interaction. This kind of cementation is required for these newly acquired attitudes, behaviors, and skills to become totally embedded in the individuals’ natural way of interacting with diverse individuals. The systemic, on-going training needs to be skill-based and experiential in nature to promote long-term changes in the way individuals work with individuals different from themselves. This type of reinforcement at the individual level will contribute to the cultural reengineering that also must take place at the organizational level. To reinforce the desired state of managing diversity at the organizational level, revised recruiting, appraisal, development, and reward systems, as well as an enforceable diversity policy need to be implemented (Allen and Montgomery, 2001; Hemphill and Haines, 1998; Miller, 1998). The revised policies, procedures, and recruiting, appraisal, development, and reward systems need to re? ct the organization’s position on how the inputs of diverse individuals will be managed, such that their contributions fully aid the organization in meeting its strategic goals. A written, enforceable diversity policy, stating the systemic action steps and behaviors expected by all employees is a must as it relates to effectively managing the organizational inputs of all individuals. Everyone’s inputs should be effectively managed to contri bute to the achievement of the organization’s strategic goals. The revised policies, procedures, and systems should also align with the planned change-corporate diversity strategy. Given the resources and time required to revise and initiate implementation of the revised organizational policies, procedures, and systems, individuals are likely to resist these changes initially. Therefore, it is quite likely to be a dif? cult and time-consuming process to make the appropriate and necessary revisions to the organization’s policies, procedures, and systems. This is an essential and critical step necessary to ensure the organization and its members do not revert back to their previous attitudinal and behavioral states. It is paramount that revised policies, procedures, systems, and planned change-corporate diversity strategy are clearly communicated to all members of the organization to ensure that it can be appropriately recognized, executed, evaluated, and reinforced. To reinforce this cultural reengineering effort, management needs to initiate and actively participate in the refreezing stage, the same as they must genuinely participate at the unfreezing and moving stages. Potential limitations As with any theoretical model, there are limitations. One potential limitation of this notional model is that no matter how well it is implemented, there are likely to be some individuals whose attitudes may never change or they may continue to consciously or unconsciously show favoritism toward those whom they consider to be similar to themselves (Gilbert and Ivancevich, 2000; Miller, 1998). Another potential limitation is that subtle forms of biases against diverse individuals may still exist informally within the organization and/or outside of the work environment; thus, highly impacting individuals within the organization. Backlash is also a potential limitation; members of the majority are likely to perceived that they are being excluded at the expense of including diverse individuals (Hemphill and Haines, 1998). Additionally, if the training initiated to implement the managing diversity process is perceived as a bad experience, the organization’s leadership may abandon the initial implementation, hence dooming all future diversity efforts. However, by using the suggested planned change approach along with well enforced diversity policies and disciplinary procedures for violations of the diversity policy, it is more likely that individuals’ behaviors can be altered to be more tolerant of others whom they consider to be Managing diversity 877 JMD 22,10 different (Gilbert and Ivancevich, 2000). This will allow the talents, skills, and abilities of all individuals in the work setting to be used to meet organizational objectives. Conclusion Given that individuals are less willing to leave their differences outside the doors of the workplace (Thomas, 1991), an organization’s ability to systemically manage diversity will become more important, in years yet to come, if it wants to ensure its ability to compete successfully in the global marketplace. This paper suggests that, ? rst, a planned change approach should be used to systemically manage diversity, by developing and implementing a planned change-corporate diversity strategy. Second, organizations should execute their cultural reengineering efforts to move individuals and the organizational culture along the diversity continuum from the states of acknowledging and valuing diversity to the desired state of managing diversity. Movement to the desired state of managing diversity can be achieved by using the managing diversity process. It is also suggested that the organization needs to provide on-going training, and needs to institute new policies and procedures. Additionally, it must engage in appropriately different recruiting, appraisal, development, and reward systems that systemically reinforce the cultural reengineering of moving to the state of managing diversity. These new undertakings will ensure that the newly reengineered culture of managing diversity is inculcated into the organization’s culture, and its way of conducting business domestically and abroad. By adopting and executing the frameworks offered in this paper for ystemically managing diversity through a strategic planned change approach, managers will have created an organizational environment where they will be able to enjoy healthy, innovative, and productive interactions amongst diverse members of the organization. The following is a list of other potential bene? ts that may be derived from using the offered frameworks: . in general, individuals will develop an increased knowledge of and appreciation for other cultures; . individuals will learn to value and respect the cultural norms, behaviors, and attitudes of others; . here is likely to be a greater receptivity to necessary organizational changes; . there is likely to be a lessening of workplace anxieties; . a reduction in organizational con? ict; . a more pleasant work environment; and . increased performance and productivity. 878 In conclusion, the proactive management of diverse human resources will aid organizations in gaining and sustaining a competitive advantage in today’s dynamic global marketplace.