Jordan the Country Essay - 1025 Words

Part 1: Jordan | | Jordan is a moderately small country that is located at the junction of the Levantine and Arabian areas of the Middle East. It is surrounded by the deserts of the Middle East. The Jordanian country is bordered with Saudi Arabia to the southeast, with Iraq to the east with Syria to the north and with the occupied West Bank and Israel to the west. However, Jordan, West Bank and Israel are sharing control of the Dead Sea. Although, Jordan’s only opening to the Red Sea, is through the Gulf of Aqaba, which is to the south. The only coastline that Jordan has is about 16 miles/26 kilometers in length and this is located on the Gulf of Aqaba. Jordan occupies an area of approximately 96,188 square kilometers/37.138394†¦show more content†¦The winter months start from November and end in April, this period of time can be very cold, especially in Amman, with snow, rain and winds, but there is little rainfall in the desert regions and in Aqaba, which makes a p leasant wintertime resort. Moreover, the Jordans agriculture suffered a severe drop after the 1967 Israeli occupation of the West Bank. This area contained almost half of the Jordanians agricultural land. Prior to the war with Israel, the West Bank produced about 25 percent of Jordans grain, 40 percent of its vegetables and 70 percent of its fruits. The proportion of the work force employed in agriculture took a server declined from 37 percent in 1965 to 7 percent in 1987. Just about 5 percent of Jordans remaining land is fit for the growing of crops and irrigation is often a crisis because the entire area is dependent on a rainfall. The major grain crops are wheat and barley, however these need to be seriously supplemented by overseas imports. A number of fruit crops are grown for export and these include olives, almonds, figs, grapes and apricots. The main vegetable plants are cucumber and tomatoes. In addition, the major livestock is the sheep, however, cattle, goats and poultry are also raised but not as much as sheep. On the other hand, Jordans economy also suffered a harsh setback with the loss of the West Bank in 1967. The West Bank was the nations richest, most productive area in Jordan. It contained roughly 50Show MoreRelatedHigh School Enrollment in the Country of Jordan1192 Words   |  5 PagesWhat would be the next step for Jordan after reaching a 99% of school enrollment (World Bank, 2014)? No matter what it decides to do, it has to take globalization and knowledge into account. Globalization is a foreseeable phenomenon in human history which has been bringing the world together through the exchange of goods and products, information, knowledge and culture (World Bank, 2013). Governments may decide to avoid it or accept it, but in either ways they cannot overlook the extensive impactRead MoreComparing Canada Economic System Of Canada1000 Words   |  4 Pages Comparing Canada Economic system to Jordan Muhannad hadi Forest heights Collegiate Institrute   Comparing Canada Economic system to Jordan 2 In this report you will know all about Canada and Jordan economic overview, natural resources where do they stand in the economic freedom rankings and what type of governmets they have and finally where Canada falls on the of spectrum economics systems. Economic Overview CanadaRead MoreLet s Make A Deal : Middle East Mosaic Essay1121 Words   |  5 Pages The case study opens with describing how the country of Jordan recently acquired trading rights with the United States and Europe because King Abdullah wished to reform to a democratic society and gain rights for its women. Thus the business ExportJordan was created so the women of Jordan could manufacture and export their products and utilize this new trade agreement. ExportJordan hired an American women named Anne Burns who would assist the Jordan women who wished to produce and export their productsRead MoreEssay about Geography: Customs, Culture and Government of Jordan1646 Words   |  7 Pages Introduction Jordan is located in the center of the Middle East and it shares borders with Syria, Iraq, Saudi Arabia, and Israel. It is also next to the Dead Sea and the Jordan River. Jordan has a terrain of about 35,475 square miles (Advameg, Inc., 2014). Jordan is unique because it has sand mountains and colorful rocks, plus it has barren deserts and fertile valleys. The main language of Jordan is Arabic but English is also taught and spoken. The capital of Jordan is Amman (Advameg, Inc., 2014)Read MoreThe Jordanian Healthcare System Essay1085 Words   |  5 PagesIntroduction Jordan is an Arab country, situated in the Middle East, bordered by Syria, Saudi Arabia, Iraq and Israel. Located at the crossing point of a number of major highways which connect the Middle East, the country is strategically important, but also the destination for successive waves of immigrants. Jordan’s large immigrant population has created an significant and lasting impact upon the nature of the country’s health care system. History of Health Care in Jordan The Hashemite KingdomRead MoreWater Scarcity Of Water Pollution1215 Words   |  5 Pagesregion. Although the scarcity water is not a problem to every country, but many people around the world lack access to clean drinking water, as our climate changes, more attention is being given to environmental issues such as water scarcity. This problem has been present most especially in the Middle East for over ten years, which one of the countries is Jordan. These problems begin to increase rapidly, due to the population increase in Jordan and more consumer requirement, which requires large amountRead MoreEssay on Jordan Is a Land Loaded with History725 Words   |  3 PagesThesis: Jordan is a country with great complexity that includes location and geography, demography, communication, morale, laws and any other capabilities and habits as acquired by man and woman in the Jordanian society. The land is commonly known for its desert land but the history and the consideration therein when it comes to its people, society, culture, language and power and authority rests on its ancient and preserved sayings from Mohammed. I. Jordan is a land loaded with history.Read MoreDisarmament, Demobilization, And Reintegration Of Rebel Groups1729 Words   |  7 Pages26,000 have gone missing (Morris). Jordan recognizes that a significant portion of the homicides in Latin America stem from the actions of rebel groups and, as a firm supporter of peace, urges the international community to address the issue through Disarmament, Demobilization, and Reintegration (DDR). To do so, the global community must shape the effectiveness and improvement of DDR, as well as specific types of rebel groups such as gangs and drug cartels. Jordan believes that by addressing theseRead MoreEssay On Jordans Cultural Awareness1006 Words   |  5 PagesJordan’s Cultural Awareness For over decades and decades, we have seen catastrophic events dismantle countries. With a population of approximately seven million people with the average life expectancy of 72 years of age. These citizens’ and or aliens that are located within the country of Jordan, which lies within the continent of Asia, has endured a lot over the years. The Syrian war was a catastrophic event that would alter ones view of the country’s, political standpoint, economic eraRead MoreEssay on The Impact of Michael Jordan1016 Words   |  5 Pagestouch a basketball; he is Michael Jordan. Michael Jordan was born on February 17, 1963 in Brooklyn, New York. Jordans family moved to moved to Wilmington, North Carolina while he was young along with his three siblings. He attended Ogden Elementary School, and later Trask Junior High School. Jordan attended Emsley A. Laney High School, where he anchored his athletic career by playing baseball, football, and basketball (Michael Jordan Wikipedia). When jordan was twelve, he played with his local

Forms of Discipline Punishment is too Aggressive - 805 Words

In recent studies, researchers have found that ninety percent of parents spank their children; yet, seventy-three percent of mothers report that their child will continue to repeat their behavior they were disciplined for (Ogilvie). Based of this information, the effectiveness of this form of discipline seems to be incredibly low. Now consider another fact: how harmful is this to children physically and mentally? Would this affect them as they grow up and even continue to affect them into their adulthood? If it fails to do anything beneficial, obviously, unforeseen consequences will be the result. Spanking children is not effective as a punishment and should be replaced with different methods to punish with lesser negative effects on young†¦show more content†¦So the more a child sees someone resolving conflict with aggression, the more aggressive they become. (Rochman) Teaching a child to not behave negatively by disciplining them with a negative action is incredibly ironic, it works in the short-term but leaves the long-term consequence of aggression in the child’s mindset (Rochman). Children that have been victims to spanking may feel devalued, their self-worth gone, and turn to lying to avoid spankings (Rochman). Several studies have proven that the more often a parent strikes at a child, the more likely the chance of the child striking back (Ogilvie). Unfortunately, spanking is a never-ending cycle in the case that parents who have been disciplined in this way when they were kids find that spanking is the only way of punishing (Rochman). Unsurprisingly, out of over eighty different studies conducted on the effects of physical punishment, not one has come back with results that show any positive associations to this form of discipline (Rochman). The guidance parents need to learn should be verbal and show that the child has understanding of how to fix their mistakes. The line between spanking and abuse is very thin, and parents sometimes can go overboard and be extremely violent instead of just using simple discipline. This form of discipline we know as spanking can easily go from discipline to violence fueled by anger (Toth). ChildrenShow MoreRelatedBeaten Black and Blue1086 Words   |  4 PagesBeaten Black and Blue Bad choices call for discipline, but spanking won’t do the trick. This method of discipline, also called corporal punishment, is commonly used in the southern states, such as the following: Alabama, Arizona, Arkansas, Colorado, Florida, Georgia, Idaho, Indiana, Kansas, Kentucky, Louisiana, Missouri, Mississippi, North Carolina, New Mexico, Ohio, Oklahoma, South Carolina, Tennessee, Texas, and Wyoming (â€Å"The Center†). Discipline is supposed to teach children right from wrongRead More Discipline in Childhood Essay865 Words   |  4 PagesDiscipline in Childhood Children require freedom to grow and to learn, but they will not thrive on unlimited freedom. The aim of discipline is to set reasonable limits which protect children from harm and teach them what is safe and what is not. If children are to grow up into responsible, conscientious, and dependable adults, they must learn the social, moral, and ethical standards that are considered acceptable in our society. They must also learn to respect the rightsRead MoreEvaluation of the Statement that Hitting Children is Wrong Essays1479 Words   |  6 Pagesin the form of an advisory paper to a relevant Government department, onthe need (or otherwise) to bring in legislation to ban the physical punishment of children. The current law in place in the UK, with respect to smacking children, is known as the law of reasonable chastisement. This law permits, the use by parents of reasonable chastisement when disciplining their children. That is, a parent is permitted to hit a child as a way of enforcing discipline providingRead MoreSmacking Essay863 Words   |  4 Pageschildren, in our modern society, is nothing but an ineffective form of discipline. It is actually a violation of the human rights of the child. Furthermore it has potential to cause intellectual and physiological harm towards the child. My first argument towards making smacking illegal is the fact that smacking is simply not an effective form of punishment. Many parents see smacking as the only method to convey there message and discipline. But the reality is that after recent research in the UnitedRead MoreCorporal Punishment And Its Effect On Children1617 Words   |  7 Pages Discipline Styles Parenting styles in the onset of any child’s life is a huge determinate of what their future will turn out to be. Parenting styles are the normative prototypes that parents utilize to socialize and manage their children. Different parents employ different styles of discipline to ensure that their children develop to be all-rounded adults. Children who have been nurtured well by their parents turn up as self-regulated with disciplined behavior. Child discipline is thus a key parentingRead MoreCorporal Punishment Is A Used Form Of Discipline Around The World1516 Words   |  7 Pages Corporal punishment is a commonly used form of discipline around the world. Author Dobson, J. (2013) defines corporal punishment as the use of physical force without causing harm with the intention of disciplining or modifying behavior in children. Pain, but not injury is how corporal punishment is distinguished from physical abuse. Many ask, when does corporal punishment become physical abuse? Acc ording to The Federal Child Abuse Prevention and Treatment Act of 2010, child abuse is when Any recentRead MoreEssay on Proven Methods Of Child Discipline1465 Words   |  6 Pagesapproach this task correctly? Using proven methods of discipline through reasoning, positive and negative reinforcement, and observational learning one can effectively discipline their children without risking damage to the child’s social and moral development. Research has shown that using reasoning as a method for discipline more often helps develop a child’s ability to conform to the standards of what is considered right or just behaviour. Discipline derives from the Latin word â€Å"disciplinare† meaningRead MoreWhen Does Discipline Cross the Line to Child Abuse?1486 Words   |  6 PagesWhen Does Discipline Cross the Line to Child Abuse? In this report, I concentrated my research on the fine line between physical discipline and child abuse, with emphasis on spanking vs. not spanking and its effects on children. Included are research from statistics, opposing views and arguments, advocates’ and Department of Children and Families’ position. The use of corporal punishment, or spanking, as a form of parental discipline is a controversial topic. Adults who remember being spankingRead MoreSpanking as a Disciplinary Method642 Words   |  3 Pagesa child is 70% of America adults agreed that it is sometimes necessary to discipline a child with spanking (Petts, 2002). Spanking helps the child fit into the real world happily and effectively. It is the foundation for the development of the child’s own self-discipline (Tobias, 1999). Discipline such as spanking is about teaching and guiding children, not just forcing them to obey. When using spanking to discipline, the child should always know that the parent loves and supports him or herRead MoreIs It Child Abuse Or Discipline?1436 Words   |  6 PagesIs It Child Abuse or Discipline? Child abuse viewed in the form of discipline is a growing epidemic that affects both the child in the present and can also damage them emotionally or physically in the future. The line between child abuse and discipline may seem obvious to most people, but where is the line actually drawn? Child abuse is anything that emotionally or physically endangers/impairs a child’s well-being, whereas discipline is correcting a behavior in a manner that helps the child’s growth

From The Cradle free essay sample

From the Cradle, Eric Claptons first all blues album since his work with the Bluesbreakers in the 60s, proves that he still has his touch. Throughout the album Clapton plays with the aggressiveness of a younger man, but with the perfection that only a man with experience can possess. Every note of every song is a pure expression of Claptons powerful emotions. From The Cradle stands out from any other album recently released for a number of reasons. True Clapton fans, as well as blues fans in general, have been awaiting the release of this album for over 20 years. Finally Clapton chose to release this album at the pinnacle of his career, following up his all-time best-selling album Unplugged. From The Cradle demonstrates perfect live-in-the-studio blues playing with almost no editing. If youre looking for intensely felt solos, songs like Five Long Years and Groaning The Blues are exactly what youre looking for. We will write a custom essay sample on From The Cradle or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The best part of the album is that Clapton does all cover songs, but all have a unique Clapton sound. On the two Freddie King covers, Im Tore Down and Someday After a While, Clapton does not alter his style to match Kings style. This gives the album its own distinct Clapton sound. Eric Clapton has clearly put together one of the best blues albums recently released, which is a nice change from the alternative scene C which has become mainstream

The trench warfare of WW1 was ... free essay sample

The trench warfare of WW1 was a nasty and horrible place that left the soldiers with scars that transcended the physical plane. Disease, mud, lice and boredom were some of the worst things soldiers recount about the life in the trenches on the Western Front. Mud is the chief enemy and the chief misery of the soldierIt clings to mens bodies and cracks their skins and the slimy horror of it soaks their souls and sucks their courage.-Sergeant P Boyd, Salvage, Australian War Memorial Facsimile Editions ,Canberra, 1918 is one account of the horror of the mud in the trenches on the Western Front that was in North Eastern France and Belgium, an area that receives frequent rain mixed with constant military bombardments and the clay of the trenches resulted in mud. Men and horses were at constant risk of being stuck in a quicksand of slime. Weighed down by equipment, getting stuck in the mud would lead to death. We will write a custom essay sample on The trench warfare of WW1 was or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The mud would dry on the soldiers skin and crack it, causing oozing blisters that would get quickly infected by the rampant disease slime that had decaying bodies, human waste and lice. The thigh high muddy sludge that soldiers on both sides lived in lead to trench foot.Trench foot is painful swelling of the feet caused by the constant immersion in the filthy muddy sludge. It would lead to the toes rotting off and would lead to gangrene, which would require amputation though it didnt always work. Diarrhea and dysentery were common among the soldiers and the floating corpses in summer would attract flies creating an area perfect for bacteria and lice.Lice is another factor that made life in the trenches hell. They would latch onto mens uniforms and lay eggs. They would torment them day and night which would lead to men breaking their skin leading to infection. Men would go crazy over the itchiness that plagued them all hours of the day, in fact australian soldiers in Gallipoli would risk death by running into the ocean in the middle of the night to find any relief from the lice. Rats had a nasty habit of entering the trenches and nibbling on soldiers fingers, toes and noses. It wasnt uncommon to wake up and find one eating your toes.Another horror faced in the trenches in the shell shock. It would greatly disturb all around and and it wasnt uncommon for victims to forget the whole war that they have experienced so far.

Free Essays on A Bum Rap

A Bum Rap It’s interesting how most people tend to categorize others into groups by certain personality traits. At one time or another, everyone is guilty of this kind of stereotyping as a means to describe someone else. In many instances, the person being evaluated is not even known. Who are only being judged on appearance, or by a quick glance from across the room. In these cases, the shy person is typically evaluated unfairly, compared to the outgoing person, who gives others the opportunity to make accurate impressions of them. Curiously, the shy person is generally branded with an unflattering reputation, even though they are quiet and well-mannered individuals. Shy people are very attentive and trustworthy listeners. A person can tell them anything, even their deepest secrets. They will give their undivided attention to a person, revealing nothing of what is spoken. However, a outgoing loudmouth will interrupt at any given chance to repeatedly force their uniformed opinions on anyone who will listen. They cannot be trusted. The urge to gossip is too tantalizing for them to pass up. The shy person is wrongfully bestowed with the title of snob, simply because they value other’s privacy, as well as their own. The shy person always minds their own business as well. Shy people do not have to be surrounded by a crowd to show they are well liked. They enjoy the ability to attain their personal space. At times, they even are said to be antisocial, which is far from the truth. This is a label put on them out of spite, by the ongoing nuisance. The outgoing person thrived on being the center of attention at any cost, or degradation to someone else. They believe they are always in the right, no matter what the situation may be. Even if they’re consciously aware they are wrong, they are still right. Shy, people are always able to admit when they are wrong. I school, the shy person is commonly misconstrued as an ... Free Essays on A Bum Rap Free Essays on A Bum Rap A Bum Rap It’s interesting how most people tend to categorize others into groups by certain personality traits. At one time or another, everyone is guilty of this kind of stereotyping as a means to describe someone else. In many instances, the person being evaluated is not even known. Who are only being judged on appearance, or by a quick glance from across the room. In these cases, the shy person is typically evaluated unfairly, compared to the outgoing person, who gives others the opportunity to make accurate impressions of them. Curiously, the shy person is generally branded with an unflattering reputation, even though they are quiet and well-mannered individuals. Shy people are very attentive and trustworthy listeners. A person can tell them anything, even their deepest secrets. They will give their undivided attention to a person, revealing nothing of what is spoken. However, a outgoing loudmouth will interrupt at any given chance to repeatedly force their uniformed opinions on anyone who will listen. They cannot be trusted. The urge to gossip is too tantalizing for them to pass up. The shy person is wrongfully bestowed with the title of snob, simply because they value other’s privacy, as well as their own. The shy person always minds their own business as well. Shy people do not have to be surrounded by a crowd to show they are well liked. They enjoy the ability to attain their personal space. At times, they even are said to be antisocial, which is far from the truth. This is a label put on them out of spite, by the ongoing nuisance. The outgoing person thrived on being the center of attention at any cost, or degradation to someone else. They believe they are always in the right, no matter what the situation may be. Even if they’re consciously aware they are wrong, they are still right. Shy, people are always able to admit when they are wrong. I school, the shy person is commonly misconstrued as an ...

Son Tay Raid During the Vietnam War

Son Tay Raid During the Vietnam War The raid on Son Tay prison camp occurred during the Vietnam War.  Colonel Simons and his men captured Son Tay on November 21, 1970. Armies Commanders United States Colonel Arthur D. Bull SimonsLieutenant Colonel Elliot Bud Sydnor56 Special Forces soldiers, 92 airmen, 29 aircraft North Vietnam Leaders: UnknownNumbers: Unknown Son Tay Raid Background In 1970, the US had identified the names of over 500 American POWs who were being held by the North Vietnamese. Sources reported that these prisoners were being held in atrocious conditions and were being cruelly treated by their captors. That June, the Chairman of the Joint Chiefs of Staff, General Earle G. Wheeler, authorized the formation a fifteen-member planning group to address the issue. Operating under the codename Polar Circle, this group studied the possibility of conducting a night raid on a North Vietnamese POW camp and found that an attack on the camp at Son Tay was feasible and should be attempted. Son Tay Raid Training Two months later, Operation Ivory Coast commenced to organize, plan, and train for the mission. Overall command was given to Air Force Brigadier General LeRoy J. Manor, with Special Forces Colonel Arthur Bull Simons leading the raid itself. While Manor assembled a planning staff, Simons recruited 103 volunteers from the 6th and 7th Special Forces Groups. Based at Eglin Air Force Base, FL, and working under the name Joint Contingency Task Group, Simons men began studying models of the camp and rehearsing the attack on a full-size replica. While Simons men were training, the planners identified two windows, October 21 to 25 and November 21 to 25, which possessed the ideal moonlight and weather conditions for the raid. Manor and Simons also met with Admiral Fred Bardshar to set up a diversionary mission to be flown by naval aircraft. After 170 rehearsals at Eglin, Manor informed the Secretary of Defense, Melvin Laird, that all was ready for the October attack window. Following a meeting at the White House with National Security Advisor Henry Kissinger, the raid was delayed until November. Son Tay Raid Planning After using the extra time for further training, JCTG moved to its forward bases in Thailand. For the raid, Simons selected 56 Green Berets from his pool of 103. These men were divided into three groups each with a different mission. The first was the 14-man assault group, Blueboy, which was to land inside the camp compound. This would be supported by the 22-man command group, Greenleaf, which would land outside, then blow a hole in the compound wall and support Blueboy. These were supported by the 20-man Redwine which was to provide security against North Vietnamese reaction forces. Son Tay Raid Execution The raiders were to approach the camp by air aboard helicopters with fighter cover above to deal with any North Vietnamese MiGs. All told, 29 aircraft played a direct role in the mission. Due to the impending approach of Typhoon Patsy, the mission was moved up one day to November 20. Departing their base in Thailand at 11:25 PM on November 20, the raiders had an uneventful flight to the camp as the Navys diversionary raid had achieved its purpose. At 2:18 AM, the helicopter carrying Blueboy successfully crash landed inside the compound at Son Tay. Racing from the helicopter, Captain Richard J. Meadows led the assault team in eliminating the guards and securing the compound. Three minutes later, Col. Simons landed with Greenleaf approximately a quarter mile from their intended LZ. After attacking a nearby North Vietnamese barracks and killing between 100 to 200, Greenleaf re-embarked and flew to the compound. In Greenleafs absence, Redwine, led by Lieutenant Colonel Elliott P. â€Å"Bud† Sydnor, landed outside Son Tay and executed Greenleafs mission as per the operations contingency plans. After conducting a thorough search of the camp, Meadows radioed Negative Items to the command group signaling that no POWs were present. At 2:36, the first group departed by helicopter, followed by the second nine minutes later. The raiders arrived back in Thailand at 4:28, approximately five hours after departing, having spent a total of twenty-seven minutes on the ground. Son Tay Raid Aftermath Brilliantly executed, American casualties for the raid were one wounded. This occurred when a helicopter crewman broke his ankle during the insertion of Blueboy. In addition, two aircraft were lost in the operation. North Vietnamese casualties were estimated at between 100 to 200 killed. Intelligence later revealed that the POWs at Son Tay had been moved to a camp fifteen miles away in July. While some intelligence indicated this immediately prior to the raid, there was not the time to change the target. Despite this intelligence failure, the raid was deemed a tactical success due to its nearly flawless execution. For their actions during the raid, the members of the task force were awarded six Distinguished Service Crosses, five Air Force Crosses, and eighty-three Silver Stars. Resources and Further Reading The Son Tay Raid: A Study in Presidental PolicySon Tay Raider Association

Environmental Economics Assignment Example | Topics and Well Written Essays - 2250 words

Environmental Economics - Assignment Example People have associated natural resources as the basic elements for the production of basic commodities such as mineral products, fishing and forestry. For this reason, there is a greater need to value these resources in a bid to limit their use and bring sustainability in their utilization (Elibrary.worldbank.org, 2015). Environmental economics brings about a myriad of concepts that include green economy and green growth. A green economy is one that aims at bettering the lives of human beings, bringing about social equity while reducing environmental risks significantly. This entails the need to facilitate growth that is driven by private and public investments that serve the purpose of reducing pollution and carbon emissions, enhancing the efficiency of national resource utilization and prevention of ecosystem loss and biodiversity. It is also important to note that a green economy serves to support the concept of sustainability (Kettunen and ten Brink, 2012). Green growth on the other hand entails the overall strategies that serve the purpose to describe a way in which growth in the economy integrates the use of natural resources sustainably (Publishing, 2014). To make the concept of green economy a reality, it is paramount that we inculcate important aspects and conditions. This includes national regulations, policies, incentives and subsidies, international markets, trade and aid protocols. In this paper, we discuss one of the distinctive issues where providing public environmental goods represents a priority. The Main focus is on the need to provide natural capital and resources. This is a delicate matter because when it comes to dealing with natural resources such as forests, there is need to ensure that while utilizing the resource, we should put into consideration its overall implications and thus be at a position of dealing with issues as they arise, either positive or negative

Instructional leadership and Curriculum Assignment

Instructional leadership and Curriculum - Assignment Example The comparison holds true both for the student in the same school and in different schools. The implication of this fact may be lack of proper access to relevant resources by the poor students. The race of student also affects the curriculum and schooling. There is an observation that the African-American and the Latin America students performs poorly than the Native American students. The white students technically shows higher comprehension of science subject, have a higher comprehension ability and are basically brighter than both African and Latin America students The social class is also major factor in schooling and curriculum. For instance, different teachers, specifically music teachers holds themselves in a higher social class than the other teacher. They view the subject as already standard and thus no need to further standardize it (Carnoy, Elmore, & Siskin, 2003). In comparison of the Urban District Schools and other school, the urban schools have raised test scores as compared to the other schools. The effect is increase in the number of school drop outs in such schools. The consequence of such is evident, for example, in New York and Texas. In order to contribute to the positive and upward achievement of all students, the districts should embrace and fully comply with the standard based accountability policy that takes into consideration the potential of students from secondary schools (Porter, Polikoff & Smithson, 2009). Porter, A. C., Polikoff, M. S., & Smithson, J. (2009). Is there a de facto national intended curriculum? Evidence from state content standards. Educational Evaluation and Policy Analysis, 31(3),

There Are Black Essay Example for Free

There Are Black Essay The blacks are considered by the white society as worthless slaves who have no choice but to be a housemaid or slave. Racism has been a popular issue for many years, and has caused many blacks to suffer because of their outward appearance. Aibileen faces as a victim to racial comments in the movie â€Å"The Help† directed by Tate Taylor which took place in the 1960’s in Jackson, Mississippi. Aibileen is a maid. African American housemaid who has just experienced the loss of her son and has raised about 17 children as a maid. Blacks did not have the equal rights like the white society caused many to have education for money. This essay will show to a large extent the struggles Aibileen goes through, and through camera angles, dialogue, it will provide in detail why Tate Taylor used Aibileen to communicate to the viewers the problem of racism has on our society. Racism has caused blacks to differ from the white society. The impact of racism back in 1960s Jackson, Mississippi provides the struggle of an individual name Aibileen an African American house maid through a white society. Aibileen in scene one talks about how she lost her only son and was left laying dead in front of a white hospital. As a mother their responsibility is to protect and ensure the child’s safety is their first priority. Tate Taylor uses a point of view shot on the wall in scene one which sows the picture of her son and a frame of Jesus Christ to enable the viewers to see how severe the issue about racism can lead to. The blacks are treated unfairly and the white society takes advantage of the situation by ensuring blacks would be their maid to do their dirty work. In scene two you see a mid and long shot was used on Aibileen and Mae Mobley. It allows the viewers to see the foreshadow between scene one and scene two when she loses her son, and comforting the baby girl she looks after. Tate Taylor suggests by using a long shot on them shows the sense of loss Aibileen has experienced ascertain the idea of sympathy towards Aibileen. When problems become piled up one by one you start to realize the only way through it is standing up for yourself. In the get together party in scene three a few girls all had a reunion which we see Skeeter joining in. Hilly makes a racist remark on black people carrying diseases which Aibileen can clearly hear from a distance. A point of view shot was used from Skeeter to Aibileen to see her reaction towards Hilly’s comment. This camera angle was used clearly to express the disappointment on Aibileen’s face and how racism can hurt others mentally and emotionally. As the scene went on the maids are at first reluctant to talk to Skeeter because the result of them losing their jobs and violence can affect their families. Aibileen was first to tell her stories which foreshadowed their way out to starting a new life. By the end of the film when Skeeter books are finally Alvin. S published, Aibileen loses her job and walks off. Tate Taylor uses an establishing shot while Aibileen walks off to indicate to the viewers that while she is leaving she is also starting a new life. This angle was used effectively to deliberately allow the viewers to see that a fresh new start is what Aibileen really needs. Dialogue gives the viewers a vital idea of decisions made by Aibileen. Dialogue is crucial because it provides us with tension and suspense to what is going to happen. Aibileen from the beginning in scene one knew she would become a maid. She saws â€Å"my mama was a maid; my grandmamma was a house slave†. Back in 1960’s in Jackson, Mississippi the blacks ever want was fair treatment towards their society. Skeeter is used by Tate Taylor to provide the viewers the perspective of Aibileen as a black house maid. For many, blacks are afraid to stand up for what they believe in but Aibileen says to Hilly â€Å"All you do scare and lie to dry and get what you want: Hilly is used by the director to be the antagonist of the film and this quote by Aibileen shows the tension and anger that was bottled up inside Aibileen. â€Å"I aint never had no white person in my house† shows the contrast between both the white and the black society. Dialogue is very crucial for communication which allows the viewers to understand and critically know the situation in the film â€Å"The Help†. At the last scene of the film Hilly persuades Elizabeth to fire Aibileen as her housemaid. The quotes â€Å"My boy Trelaw said we gonna have a writer in the family on day, I guess it’s gonna be me† This establishes the struggles of Aibileen and portrays the idea that maybe one day she could retell the painful she experience she encountered as a housemaid. Dialogues show many views and angles and establish conflict and tension to effectively show a critical issue between Aibileen and the white society that surrounds her. In conclusion: Racism is an issue that still happens to this very day and is something most people all have witnessed. Like the Film â€Å"The Help† racism has a big influence on people in our society we live in today and through dialogue and camera techniques, Tate Taylor uses it effectively to help communicate the struggles of Aibileen as an individual but with support and faith she overcomes the obstacles that society throws at her.

Essay --

Suicide is a permanent solution to what is often a temporary problem. Suicide not only affects the individual but it also affects all the people that surround that one person who committed suicide. When a person decides he/she wants to die they commit this act. But, when a person attempts suicide and is unsuccessful this can lead to that individual to be in more pain to include: broken bones to brain damage. An unsuccessful, suicide attempt can cause the person to sink further into depression as well. There are many contributing factors when dealing with someone who wants to commit suicide but there are also a few myths that are associated with suicide as well. When people talk about committing suicide to another person this does not necessarily mean that they want to kill themselves, but it just might be that they are reaching out or crying for help. There are many different myths associated with suicide. Myths like: people who talk about suicide are just trying to get attention; f rom suicide occurring without warning; and suicidal people not wanting to die. To identify theses myths one must understand why someone would want to end their life. With over 38,000 suicides in 2010 The Center for Disease Control and Prevention claims that is an average of 105 each day. â€Å"There is one suicide for every 25 attempted suicides and suicide results in an estimated $34.6 billion in combined medical and work-loss costs†. (States News Service) People who want to commit suicide can attribute these thoughts to many factors. Factors like family history of suicide, attempted suicide and depression, alcohol and drug problems also contribute to the thoughts of suicide. Warning signs are identified in many different ways and they also change with age... ... Did he want to die? His mind was not yet matured as most teenagers minds are. He just wanted the feeling of loss to stop. That was his cry for help. Luckily, it was only for a short time. â€Å"According to the Mayo Clinic, information was released relating to debunking certain myths about suicide. â€Å"The majority of people contemplating suicide don't really want to die. They are seeking an end to intense mental and/or physical pain. Most have a treatable mental illness. Interventions can save lives.† (â€Å"States News Service†) Suicide is a very serious condition that affects the lives of not only the individual who commits suicide, but it affects all the people who are involved with that individual. When we can separate the facts from the myths about suicide, we could possibly prevent a suicide and save someone’s life. Everyone should know the facts, it can save a life.

Mexican Immigrant Life and Americanization in the 1920’s

In his book, Major Problems in Mexican American History, Zaragosa Vargas describes the Mexican Immigrant experience from 1917-1928. He begins by assessing the Protestant religious experience for a Mexican in the early 1920’s, and then describes Mexican life in both Colorado in 1924 and Chicago in 1928. After defending Mexican Immigrants in 1929, he includes an outline of an Americanization program, followed by an anecdote of a Mexican immigrant in the 1920’s. Vargas uses these documents to show the evolvement of Americanization of Mexicans from a community goal to a societal demand. Vargas begins with the Mexican Immigrant experience in the early 1920’s, and describes it mostly as a community project spearheaded by the Church and called for the aid of volunteers. The children learned and studied English in school, so the programs focused mostly on courses in English for the wives and mothers of the community. These English courses consisted mostly of vocabulary for familiar and most frequently seen objects. Sunday schools resulted from this process, and in turn made way for the development of night schools, clinics, an employment bureau, and a boys and girl’s club. In Colorado in 1924, Mexicans played a respectable role in society as not only a decent part of the population, but also the labor force. Spanish-Americans took a notable part in politics, and were involved in many occupations that included mostly agriculture, mining, and steel works. The recreation was also important to Spanish-American life in Colorado; the somewhat newly developed buildings were a source of community for many. Mexicans in Chicago in 1928, Vargas argues, lived a very different lifestyle and endured different hardships than the Mexicans in the Southwest. They were a much smaller part of the community, consisting of small, well-defined neighborhoods and several smaller less defined colonies. These Mexicans lived in the poorest houses in these neighborhoods, and most buildings guaranteed poor living conditions for these families. Employment only came certain times during the year when demand for labor was high, and it was the Mexicans who suffered most when certain industries reduced labor. In the words of Anita Edgar Jones, â€Å"They are the last to arrive and the first to be laid off† (Vargas). Mexican Life in Chicago during this time period served as a temporary solution for many families as they moved from recent arrivals to a more desirable place with better opportunity as they became more established and stabilized. Some neighborhoods were poorly organized for recreation, and even lacked Spanish-speaking employees at their community or recreation centers. Communities also lacked a Spanish-speaking priest, which is evidently different from early Americanization programs implemented in the Southwest in the early 1920’s. After addressing and defending most of the problems of Mexican Immigration in 1929, Vargas moves on to an outline of a typical Americanization program in 1931, where the Mexican Immigrant experience evolved from a community project that supported and encouraged Mexican assimilation, to a list of demands and requirements for Mexican and Spanish Americans to be acceptable members of society. Vargas uses these documents to show the progression of assimilation of Spanish Americans and Mexican immigrants into American society in the 1920’s. The life of a Mexican Immigrant during this time was very taxing, and these Americanization programs were used as a tool to attempt to create a society that operated under certain ideologies and values. As a result, this created an even stronger division between cultures, and prevented assimilation of the two groups.

Understand Your Fats and Fibers

Dr. Joseph F. Robare Bad tats are saturated and trans tats. Saturated tats are mostly in meats, dairy products and tropical oils. Saturated fat raises both bad cholesterol and good cholesterol, while trans-fat only raises bad cholesterol. This makes trans fats technically worse than saturated fats. The better fats would be monounsaturated and polyunsaturated. Monounsaturated will lower your cholesterol, and unlike polyunsaturated they do not lower your good cholesterol.Your best fats would be the omega-3s (fish oil). This fat has shown to protect people from sudden cardiac death (Schardt,2002). Before you can understand the difference between good and bad fats, you need to some information about them. There are four major types of fats: monounsaturated fats, polyunsaturated fats, saturated fats, and trans-fats. Monounsaturated fats and polyunsaturated fats are known as good fats because they are good for your heart, your cholesterol, and your overall health. These fats are found in o live, soybean, canola, and corn oils, avocados, fatty fish, and soymilk.Saturated fats and trans-fats are known as bad fats because they increase your risk of disease and elevate cholesterol. These bad fats can be found in high-fat cuts of meat, packaged snack foods, butter, cheese, vegetable shortening, fried foods, and candy bars. Foods containing trans-fats, or trans fatty acids, are harmful because they are known to increase the risk of heart disease, increase total cholesterol levels, and cause your healthy HDL (good) cholesterol levels to drop. They are also responsible for clogging arteries and causing obesity.Saturated fat is a fat that contains only saturated fatty acids, is solid at room temperature, and comes mainly from animal food products. Some examples of saturated fat are butter, lard, meat fat, solid shortening, palm oil, and coconut oil. Saturated fat tends to raise the level of cholesterol in the blood. Unsaturated fat is a fat that is liquid at room temperature a nd comes from a plant, such as olive, peanut, corn, cottonseed, sunflower, safflower, or soybean oil. Unsaturated fat does not to raise the level of LDL (‘bad') cholesterol in the blood.Trans-fatty acids are an unhealthy substance that is made through the chemical process of hydrogenation of oils. Hydrogenation solidifies liquid oils and increases the shelf life and the flavor stability of oils and foods that contain them. Trans-fatty are acids found in vegetable shortening and in some margarine, crackers, cookies, and snack foods. Trans-fatty acids are also found in many deep-fried foods. Trans-fatty acids raise the ‘bad' (LDL) cholesterol and lower the ‘good' (HDL) cholesterol levels in blood, increasing the risk of heart disease.Trans-fatty acids are also known as trans-fat. Hydrogenated fats are saturated-like fats made from plant oils and fats that have been heated and pressure-processed. Hydrogenated fats are created when oil that is largely unsaturated, such as corn oil, has hydrogen added to it, causing fat to become more solid at room temperature. Lipids include such compounds as fats, fatty acids and cholesterol. Their most prominent function is providing energy for the body. Fiber and lipids are two different kinds of carbohydrates that are very important parts ofa human's diet.Fiber is what carries fats and cholesterol out of the body. It also helps in having a healthy diet and will help in managing your weight. Fiber is considered to be in the soluble and insoluble. Soluble fiber is a type of fiber in which the dissolves in the water to form a gel like material. This process can help lowering cholesterol and the levels of glucose in the human digestion. Soluble ?ber is tound in oats, peas, beans, apples, citrus, truits carrots, barley and psyllium. (Mayo Clinic Staff, 2010).Insoluble fiber cannot be bsorbed as well as dissolved in the water; in its original form, it will pass the digestive tract. Insoluble fiber has benefits in t he digestive system. Insoluble fiber offers many benefits to intestinal health, including a reduction in the risk and occurrence of colorectal cancer, hemorrhoids, and constipation (My Food Diary). Some good sources of insoluble fiber and they are whole wheat in bread, rice, nuts as well as some vegetables.

Changes In The American Family Example

Changes In The American Family Example Changes In The American Family – Article Example CHANGES IN THE AMERICAN FAMILY The family structure that existed in the United s five decades ago was more traditional with the father considered full time laborer to provide for the family while the mother remained housewife. In the context of social theories of family structure and functions, things have taken a new shape. In the recent time there has been a significant influence of socio-economic and political factors in the working of the family (Wiseman, 2008). To begin with the marriage institutions, there are several social and political changes that explain increased divorce, separation which has seen unprecedented percentage of single parenting. This culture is a complete turn of events as compared to the previous stable and complete family of father, mother and children. Family in the past decade was centrally hinged on heterosexual relations between married couples with significant harsh punishment for deviants like gay and lesbians. This has changed in the United States s ociety where human rights groups lobby for legalization of such family structures (Wiseman, 2008). It is therefore evident that political environment may provide undesirable legal structures that has seen homosexual marriage relationships. This is one of the worst changes in the family structure as it evidently works outside the ordinary social limits and even ungodly.From the economic perspective, the changing socio-economic and political trend has made provision for the family a critical issue. There is a significant shift from keeping women home to take care of children to engaging them in labor market for additional income to supplement that of the man (Wiseman, 2008). This has seen children now being taken to daycare as both parents work. This has a positive result as it helps women to realize their potential and prove their worth to the society. The modern woman now helps in the overall welfare of the society through improved productivity to the economy and finds her way into politics to address the issue of women.ReferenceWiseman, D. (2008). The American family: Understanding its changing dynamics and place in society. Springfield, Ill: Charles C. Thomas, Publisher.

What happened when we left an error in an email to 7,000 people - Emphasis

What happened when we left an error in an email to 7,000 people What happened when we left an error in an email to 7,000 people I love my job, on most days. We help people with a task that millions find very stressful and problematic. So its incredibly rewarding to be able to relieve that pain. For me, its the best job in the world. Most days. Then there are the other (thankfully) much rarer days, when things don’t quite go according to plan. I had one of those days last Tuesday. That was the day we sent out our e-bulletin, complete with a howling typo, to seven thousand subscribers. Now, dear reader, if you’re ever looking for a guaranteed way to show up every mistake in a piece of writing, that method takes some beating. I can’t honestly say its one Id recommend though. We spotted the mistake in the email as soon as we’d sent it (and before we sent it, in fact – see below). You probably did, too. But in case you missed it, here it is again (because we’re nothing if not gluttons for punishment): While your on that page, don’t forget to sign up to Jacob’s free, seven-part grammar and punctuation course. I know: it’s awful. So awful that I could barely bring myself to type those words. (It should, of course, have read you’re.) Other people may be able to get away with a slip of the fingers, but not us. We obviously need to be squeaky clean in these matters, simply because of what we do. Nor was the irony of such a basic mistake in a sentence advertising a grammar course lost on us. Believe me, a typo like that really is the stuff of nightmares for us. The response from our enthusiastic subscriber base was as swift and uncompromising as it was understandable. My email inbox quickly filled up with messages from loyal readers wondering what on earth we were playing at. Initially, I was blissfully unaware of the grammar firestorm that had erupted back at Emphasis HQ. I was on a half-term holiday with my family, and my WiFi connection was relaxed at best. When I did finally get a connection, I almost wished I’d stayed offline a little longer. The first thing that came through was an instant message from one of my team, warning me of the error. I spent the next hour on the phone to them, trying to piece together just how the mistake had slipped through the net. Then I started working my way through sending a personal email of apology and explanation to every person who’d emailed me. (It was the digital equivalent of putting on a hair shirt.) I also promised them free access to our new e-learning course, Writing better email, to thank them for their trouble. (If you were one of those people, Ill be emailing you a link today.) Ill tell you how they reacted in a minute. But first, what exactly did go wrong? Well, as I mentioned, my initial slip of the fingers had been spotted during our proofreading process and duly corrected. But the correction had been made in the HTML code. Then, somehow, it was an older version of the code that our mailing system sent out. Now, our proofreading methods are pretty good (as you would hope). But any process is only as good as its weakest link, which in this case was making the final corrections in the code. Needless to say, we won’t be doing that again. (We’ve since changed mailing systems, so that we don’t have to.) Im sorry, and I hope you can forgive us this one. Please rest assured that, whatever effect it’s had on your view of us, it’s nothing compared with the soul-searching that’s still going on at Emphasis HQ. However, there is what may be a helpful postscript to this story: the reactions I received to my emails of apology. More than two-thirds of the people I personally emailed took the trouble to write back (in most cases immediately) to say that no harm had been done and that, if anything, our reaction to what were already calling Yourgate had enhanced their view of Emphasis. Im not so vain or naà ¯ve to think that leaving in the error was a good thing. But that feedback suggests that, should you ever mess up, you could do worse than adopt a similar approach. As one correspondent put it, ‘These things happen in business. But, as you’ve proved, it’s how you respond to them that counts.’ That was from the MD of a large investment bank, no less, who took time out from his evening to write me that email. (I was – and still am – so grateful for his response and the many others I got over the next few days.) Unfortunately, the only certain way to avoid mistakes in what you write is never to write anything at all. Weve got no intention of doing that and well continue to provide our free advice for as long as we can. Realistically, at some point, another error will eventually slip through the net, no matter how hard we try to stop that happening. For us, its a terrifying prospect. So, the next time you have writer’s block, perhaps you can draw comfort from the fact that you don’t have to put ‘business-writing adviser’ at the end of every email. Because, believe me, that is the best way I know to paralyse even the most fluent of writers. Image credit: Guilhem Vellut

Contemporary leadership issues Assignment Example | Topics and Well Written Essays - 250 words

Contemporary leadership issues - Assignment Example The third issue is difference between what science knows and what business does, in which he concludes that organizations make decisions that are based on assumptions that are outdate, unexamined, and rooted more in folklore that in science (Pink). A fourth issue is brought out by another speaker, Sir Ken Robinson. The issue is that schools are killing creativity by stigmatizing mistakes, which learners have to make in order to be ultimately accomplished. The fifth issue is schools train people to be what they want them to be, as opposed allowing them to learn to become what they wish to become, which kills they creative capacity (Robinson). Sixthly, modern education systems brought to meet the needs of industrialism, have brought academic inflation – better leadership through education should be focused on the diversity of talent. Seventh is that modern leadership does not appreciate the dynamism of intelligence. The eighth, coming from Simon Sinek, is outside-in organizational communication (guided by â€Å"what†), as opposed to inside-out communication (guided by â€Å"why† or purpose) (Sinek). Pursue the purpose, not the result. The ninth point is about hiring people who believe in the same thing as the organization, not because they need money. Finally, it is the understanding that driving potential is more important financial

The Religious Elements of Christian Traditions and Catholic Sacraments Research Paper

The Religious Elements of Christian Traditions and Catholic Sacraments in Dracula - Research Paper Example The religious significance of the crucifixes and other Christian elements in Dracula reflects the protective power of Christianity against the intervention of the Muslim religion to Europe. According to Fierobe, Dracula is the representative figure of the Ottoman influence on the European continent and his fleeing from the country marks the new stage in the expansion of the Christian religion across Europe. In Dracula we read: â€Å"When the count saw my face, his eyes blazed with a sort of demoniac fury, and he suddenly made a grab at my throat. I drew away and his hand touched the string of beads which held the crucifix. It made an instant change in him, for the fury passed so quickly that I could hardly believe that it was ever there†. The implications of this quotation are two-fold: on the one hand, Stoker once again supports the significance of the Christian symbols against the satanic evil; on the other hand, Dracula reinforces the sense of inevitability in the eternal c onflict between the Islamic and Christian religions. However, whether Dracula really symbolizes the broad fight between the Ottoman Empire and Europe is difficult to define. To a large extent, the claim about the broader religious implications of Dracula’s role in the story is at least ambiguous and doubtful.

Crisis Awareness and Organizational Audit Essay Example | Topics and Well Written Essays - 750 words

Crisis Awareness and Organizational Audit - Essay Example The companies however must be aware of the underlying danger due to competition from other companies, especially the international ones. The companies reduced reputation may also mean loss of market and sales. The company must take caution on the arising effects of mortgage closers and move ahead to repair the damage by restoring trust among the clients. The companies need good and aggressive leadership to be able to forecast on what to do the arising crisis. Enough time and cash is also needed to be able to remunerate its workers well, plan and carry out research on available methods of dealing with every crisis. The companies also need creditors to be able to supply enough cash to sustain it during the crisis e.g. low sales. Legal and business advisers are also necessary to help the company come up with viable changes that are befitting and reverting the crisis. (See http://www.nationmultimedia.com/worldhotnews/read.phpnewsid=3008276

Manage Resistance to Change Proactively Essay Example for Free

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 AM 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.