About 'account manager definition'|...and warmly remembered. I’ve read accounts of those who saw Captains...ours, but Liberty owner Ivan Anderson and his manager Colonel Roy Forehand weren’t kidding...

Ｆｒａｎｋｌｉｎ               Ｄ.

Ｒａｉｎｅｓ,               ｃｈａｉｒｍａｎ               ａｎｄ               ＣＥＯ               ｏｆ               Ｆａｎｎｉｅ               Ｍａｅ,               ｓｔａｔｅｓ               ｔｈａｔ,               "ｔｈｅ               ｗａｙ               Ａｍｅｒｉｃａ               ｗｉｌｌ               ｂｅ               ａｂｌｅ               ｔｏ               ｅｘｃｅｌ               ｉｎ               ｔｈｅ               ｉｎｃｒｅａｓｉｎｇｌｙ               ｃｏｍｐｅｔｉｔｉｖｅ               ｗｏｒｌｄ               ｍａｒｋｅｔ               ｏｆ               ｔｈｅ               ｔｗｅｎｔｙ-ｆｉｒｓｔ               ｃｅｎｔｕｒｙ               ｉｓ               ｔｏ               ｕｔｉｌｉｚｅ               ｔｈｅ               ｉｎｃｒｅｄｉｂｌｅ               ｗｅａｌｔｈ               ｏｆ               ｕｎｔａｐｐｅｄ,               ｄｉｖｅｒｓｅ               ｔａｌｅｎｔ               ｉｎ               ｔｈｉｓ               ｃｏｕｎｔｒｙ.

Ｔｈｏｓｅ               ｃｏｍｐａｎｉｅｓ               ｔｈａｔ               ｍａｘｉｍｉｚｅ               ｔｈｅｉｒ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｏｕｒ               ｇｒｅａｔｅｓｔ               ｎａｔｕｒａｌ               ｒｅｓｏｕｒｃｅ               ｗｉｌｌ               ｂｅ               ｔｈｅ               ｏｎｅｓ               ｗｈｏ               ｅｍｅｒｇｅ               ａｓ               ｔｈｅ               ｇｌｏｂａｌ               ｌｅａｄｅｒｓ               ｏｆ               ｔｈｅ               ｎｅｘｔ               ｍｉｌｌｅｎｎｉｕｍ"               (ｑｔｄ.

ｉｎ               Ｂｕｃｈｅｒ               ｘ).

Ｗｉｔｈ               ｃｈａｎｇｅｓ               ｉｎ               ｄｅｍｏｇｒａｐｈｉｃｓ               ｔｒｅｎｄｉｎｇ               ｔｏｗａｒｄ               ａｎ               ｉｎｃｒｅａｓｉｎｇｌｙ               ｄｉｖｅｒｓｅ               ｗｏｒｋｆｏｒｃｅ               ａｎｄ               ｃｏｎｓｕｍｅｒ-ｂａｓｅ,               ｉｔ               ｉｓ               ｏｆ               ｕｔｍｏｓｔ               ｉｍｐｏｒｔａｎｃｅ               ｆｏｒ               ｌｅａｄｉｎｇ               ｅｄｇｅ               ｃｏｍｐａｎｉｅｓ               ｔｏ               ｇａｉｎ               ａ               ｓｔｒａｔｅｇｉｃ               ｃｏｍｐｅｔｉｔｉｖｅ               ａｄｖａｎｔａｇｅ               ｔｈｒｏｕｇｈ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ.

Ｗｈｅｎ               ｍａｎａｇｅｍｅｎｔ               ｄｏｅｓ               ｎｏｔ               ｕｎｄｅｒｓｔａｎｄ               ｈｏｗ               ｄｉｖｅｒｓｉｔｙ               ｃａｎ               ｂｅ               ｐｒｏｆｉｔａｂｌｅ,               ａｎｄ               ｄｏｅｓ               ｎｏｔ               ｕｎｄｅｒｓｔａｎｄ               ａｎｄ               ｉｍｐｌｅｍｅｎｔ               ｓｔｒａｔｅｇｉｅｓ               ｆｏｒ               ｕｔｉｌｉｚｉｎｇ               ｉｔ,               ｔｈｅ               ｅｃｏｎｏｍｉｃ               ｂｅｎｅｆｉｔｓ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｇｏ               ｕｎｒｅａｌｉｚｅｄ               ａｎｄ               ｃｏｍｐａｎｉｅｓ               ｍｉｓｓ               ｏｐｐｏｒｔｕｎｉｔｉｅｓ               ｔｏ               ｉｎｃｒｅａｓｅ               ｔｈｅｉｒ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ.

Ａｓｓｕｍｉｎｇ               ｍａｎａｇｅｒｓ               ｈａｖｅ               ｔｈｅ               ｐｒｅｒｅｑｕｉｓｉｔｅ               ｓｋｉｌｌｓ               ｆｏｒ               ｍａｎａｇｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｔｈａｔ               ｔｈｅｙ               ｕｎｄｅｒｓｔａｎｄ               ｗｈｙ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｏｆ               ｉｍｐｏｒｔａｎｃｅ               ｔｏ               ｔｈｅｉｒ               ｏｒｇａｎｉｚａｔｉｏｎ,               ｈｏｗ               ａｎｄ               ｗｈｅｎ               ｉｔ               ｉｓ               ｐｒｏｆｉｔａｂｌｅ,               ａｎｄ               ｗｈａｔ               ｓｔｒａｔｅｇｉｅｓ               ｔｈｅｙ               ｃａｎ               ｉｍｐｌｅｍｅｎｔ               ｔｏ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｔｏ               ｉｎｃｒｅａｓｅ               ｔｈｅｉｒ               ｐｒｏｆｉｔ               ｍａｒｇｉｎｓ.

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｅｆｆｅｃｔｉｖｅｌｙ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｆｏｒ               ｐｒｏｆｉｔａｂｉｌｉｔｙ,               ｏｎｅ               ｍｕｓｔ               ｄｅｆｉｎｅ               ｄｉｖｅｒｓｉｔｙ               ａｎｄ               ｕｔｉｌｉｚａｔｉｏｎ,               ａｎｄ               ｔａｋｅ               ｉｎｔｏ               ａｃｃｏｕｎｔ               ｔｈｅ               ｅｆｆｅｃｔｓ               ｏｆ               ｃｏｎｔｅｘｔ               ｏｎ               ｔｈｅ               ｕｓｅ               ｏｆ               ｉｔ.

Ｍａｎａｇｅｍｅｎｔ'ｓ               ｒｏｌｅ               ｉｎ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｋｅｙ               ｔｏ               ｔｈｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｆ               ｉｔ,               ａｎｄ               ｒｅｑｕｉｒｅｓ               ｐｒｅｒｅｑｕｉｓｉｔｅ               ｓｋｉｌｌｓ               ｉｎ               ｌｅａｄｅｒｓｈｉｐ               ａｎｄ               ｍａｎａｇｅｍｅｎｔ,               ｃｏｎｆｌｉｃｔ               ｍａｎａｇｅｍｅｎｔ,               ａｎｄ               ａ               ｐｒｏｆｏｕｎｄ               ｄｅｄｉｃａｔｉｏｎ               ｔｏ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ.
               Ｉｎ               ｇｅｎｅｒａｌ,               ｄｉｖｅｒｓｉｔｙ               ｃａｎ               ｂｅ               ｕｔｉｌｉｚｅｄ               ｆｏｒ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｔｈｒｏｕｇｈ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ｂａｓｅ,               ｃｏｎｓｕｍｅｒ               ｂａｓｅ,               ａｎｄ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｓｔｒｕｃｔｕｒｅ.

Ｕｎｄｅｒ               ｅａｃｈ               ｏｆ               ｔｈｅｓｅ               ｃａｔｅｇｏｒｉｅｓ,               ｅｘａｍｐｌｅｓ               ａｎｄ               ｓｔｒａｔｅｇｉｅｓ               ｆｏｒ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｗｉｌｌ               ｂｅ               ｅｘａｍｉｎｅｄ               ｆｏｒｔｈｃｏｍｉｎｇ,               ａｓ               ｗｉｌｌ               ｔｈｅ               ｃｏｓｔｓ               ｏｆ               ｎｏｔ               ｍａｎａｇｉｎｇ/ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ.

Ａｄｄｉｔｉｏｎａｌｌｙ,               ｓｏｌｕｔｉｏｎｓ               ａｎｄ               ｓｕｇｇｅｓｔｉｏｎｓ               ｆｏｒ               ｕｔｉｌｉｚｉｎｇ               "ｈｉｄｄｅｎ"               ｄｉｖｅｒｓｉｔｙ               ｗｉｌｌ               ｂｅ               ｄｉｓｃｕｓｓｅｄ               ｉｎｃｌｕｄｉｎｇ:               ｍｅａｓｕｒｅｍｅｎｔ,               ａｓｓｅｓｓｍｅｎｔ,               ａｎｄ               ｍａｎａｇｅｍｅｎｔ               ａｃｃｏｕｎｔａｂｉｌｉｔｙ,               ｗｉｔｈ               ａｎ               ｅｍｐｈａｓｉｓ               ｏｎ               ｔｈｅ               ｉｍｐｏｒｔａｎｃｅ               ｏｆ               ａｎ               ｉｎｔｅｇｒａｔｉｖｅ               ａｐｐｒｏａｃｈ.

Ｍａｎａｇｅｒｓ               ｗｈｏ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｗｉｔｈｉｎ               ｔｈｅｉｒ               ｏｒｇａｎｉｚａｔｉｏｎｓ               ｃａｎ               ｐｏｔｅｎｔｉａｌｌｙ               ｉｎｃｒｅａｓｅ               ｔｈｅ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ               ｏｆ               ｔｈｅｉｒ               ｃｏｍｐａｎｙ;               ｔｈｅｒｅｂｙ               ｇａｉｎｉｎｇ               ａ               ｓｔｒａｔｅｇｉｃ               ｃｏｍｐｅｔｉｔｉｖｅ               ａｄｖａｎｔａｇｅ               ｏｖｅｒ               ｏｔｈｅｒ               ｃｏｍｐａｎｉｅｓ.
               Ｄｉｖｅｒｓｉｔｙ               ｈａｓ               ｍａｎｙ               ｄｅｆｉｎｉｔｉｏｎｓ               ａｎｄ               ｉｓ               ｕｓｅｄ               ｉｎ               ｍａｎｙ               ｄｉｆｆｅｒｅｎｔ               ｃｏｎｔｅｘｔｓ.

Ｇｅｎｅｒａｌｌｙ               ｓｐｅａｋｉｎｇ,               ｄｉｖｅｒｓｉｔｙ               ｍｅａｎｓ               ａ               ｒａｎｇｅ               ｏｆ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ.

Ｗｈｅｎ               ｍｏｓｔ               ｐｅｏｐｌｅ               ｒｅｆｅｒ               ｔｏ               ｄｉｖｅｒｓｉｔｙ,               ｏｒ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ,               ｔｈｅｙ               ａｒｅ               ｃｏｍｍｏｎｌｙ               ｒｅｆｅｒｒｉｎｇ               ｔｏ               ａｇｅ,               ｅｔｈｎｉｃｉｔｙ,               ａｎｄ               ｇｅｎｄｅｒ.

Ｈｏｗｅｖｅｒ,               ｄｉｖｅｒｓｉｔｙ               ａｎｄ               ｃｕｌｔｕｒｅ               ｉｎｃｌｕｄｅ               ａ               ｖｅｒｙ               ｗｉｄｅ               ｓｐｅｃｔｒｕｍ               ｏｆ               ｄｉｆｆｅｒｅｎｃｅｓ               ｒａｎｇｉｎｇ               ｆｒｏｍ               ａ               ｍａｃｒｏ-ｌｅｖｅｌ               ｔｏ               ａ               ｍｉｃｒｏ-ｌｅｖｅｌ.

Ａｎ               ｅｘａｍｐｌｅ               ｏｆ               ａ               ｍｏｒｅ               ｍａｃｒｏ-ｌｅｖｅｌ               ｄｉｆｆｅｒｅｎｃｅ               ｉｓ               ｔｈａｔ               ｏｆ               ａ               ｆｏｒｅｉｇｎ               ｃｏｕｎｔｒｙ'ｓ               "ｎａｔｉｏｎａｌ"               ｃｕｌｔｕｒｅ.

Ｐｈｉｌｉｐ               Ｒ.

Ｈａｒｒｉｓ               ａｎｄ               Ｒｏｂｅｒｔ               Ｔ.

Ｍｏｒａｎ,               ｓｕｍｍａｒｉｚｅ               Ｇｅｅｒｔ               Ｈｏｆｓｔｅｄｅ'ｓ               ｗｏｒｋ               ｉｎ               ｉｄｅｎｔｉｆｙｉｎｇ               ｆｏｕｒ               ｂａｓｉｃ               ｄｉｍｅｎｓｉｏｎｓ               ｏｆ               "ｎａｔｉｏｎａｌ"               ｃｕｌｔｕｒｅ:
               Ｐｏｗｅｒ               ｄｉｓｔａｎｃｅ               -               ｔｈｅ               ｅｘｔｅｎｔ               ｔｏ               ｗｈｉｃｈ               ａ               ｓｏｃｉｅｔｙ               ａｃｃｅｐｔｓ               ｔｈａｔ               ｐｏｗｅｒ               ｉｎ               ｉｎｓｔｉｔｕｔｉｏｎｓ               ａｎｄ               ｏｒｇａｎｉｚａｔｉｏｎｓ               ｉｓ               ｄｉｓｔｒｉｂｕｔｅｄ               ｕｎｅｑｕａｌｌｙ…Ｕｎｃｅｒｔａｉｎｔｙ               ａｖｏｉｄａｎｃｅ               -ｔｈｅ               ｅｘｔｅｎｔ               ｔｏ               ｗｈｉｃｈ               ａ               ｓｏｃｉｅｔｙ               ｆｅｅｌｓ               ｔｈｒｅａｔｅｎｅｄ               ｂｙ               ｕｎｃｅｒｔａｉｎ               ｏｒ               ａｍｂｉｇｕｏｕｓ               ｓｉｔｕａｔｉｏｎｓ…Ｉｎｄｉｖｉｄｕａｌｉｓｍ               -               ａ               ｌｏｏｓｅｌｙ               ｋｎｉｔ               ｓｏｃｉａｌ               ｆｒａｍｅｗｏｒｋ               ｉｎ               ａ               ｓｏｃｉｅｔｙ               ｉｎ               ｗｈｉｃｈ               ｐｅｏｐｌｅ               ａｒｅ               ｓｕｐｐｏｓｅｄ               ｔｏ               ｔａｋｅ               ｃａｒｅ               ｏｆ               ｔｈｅｍｓｅｌｖｅｓ               ａｎｄ               ｏｆ               ｔｈｅｉｒ               ｉｍｍｅｄｉａｔｅ               ｆａｍｉｌｉｅｓ               ｏｎｌｙ…Ｍａｓｃｕｌｉｎｉｔｙ               ｗｉｔｈ               ｉｔｓ               ｏｐｐｏｓｉｔｅ               ｐｏｌｅ,               ｆｅｍｉｎｉｎｉｔｙ               -Ｔｈｉｓ               ｄｉｍｅｎｓｉｏｎ               ｅｘｐｒｅｓｓｅｓ               (53)               'ｔｈｅ               ｅｘｔｅｎｔ               ｔｏ               ｗｈｉｃｈ               ｔｈｅ               ｄｏｍｉｎａｎｔ               ｖａｌｕｅｓ               ｉｎ               ｓｏｃｉｅｔｙ               ａｒｅ               ａｓｓｅｒｔｉｖｅｎｅｓｓ,               ｍｏｎｅｙ               ａｎｄ               ｍａｔｅｒｉａｌ               ｔｈｉｎｇｓ,               ｎｏｔ               ｃａｒｉｎｇ               ｆｏｒ               ｏｔｈｅｒｓ,               ｑｕａｌｉｔｙ               ｏｆ               ｌｉｆｅ               ａｎｄ               ｐｅｏｐｌｅ'.

(ｑｔｄ.

ｉｎ               Ｈａｒｒｉｓ               ａｎｄ               Ｍｏｒａｎ)               53
               Ｔｈｅｓｅ               ｌａｒｇｅ-ｓｃａｌｅ               ｃａｔｅｇｏｒｉｅｓ               ｏｆ               ｄｉｆｆｅｒｅｎｃｅ               ｍａｋｅ               ｕｐ               ｏｎｅ               ａｓｐｅｃｔ               ｏｆ               ｆｏｒｅｉｇｎ               ｃｕｌｔｕｒｅ.
               Ａｎ               ｅｘａｍｐｌｅ               ｏｆ               ａ               ｍｏｒｅ               ｍｉｃｒｏ-ｌｅｖｅｌ               ｄｉｆｆｅｒｅｎｃｅ               ｉｓ               ｉｌｌｕｓｔｒａｔｅｄ               ｂｙ               ｔｈｅ               ｓｕｂ-ｃｕｌｔｕｒｅ               ｏｆ               "ｗｏｒｋ".

Ｔｈｅ               ｗｏｒｋ               ｃｕｌｔｕｒｅ               ｃａｎ               ｉｎｃｌｕｄｅ               ｓｕｂ-ｃａｔｅｇｏｒｉｅｓ               ｏｆ               ｐｅｒｓｏｎｎｅｌ,               ｗｏｒｋ               ｒｏｌｅ,               ｗｏｒｋ               ｓｃｈｅｄｕｌｅ,               ａｎｄ               ｗｏｒｋｐｌａｃｅ               (Ｈａｒｒｉｓ               ａｎｄ               Ｍｏｒａｎ               168).

Ｔｈｅｓｅ               ｓｍａｌｌ-ｓｃａｌｅ               ｄｉｆｆｅｒｅｎｃｅｓ               ｃａｎ               ｂｅ               ｖｅｒｙ               ｍｉｎｕｓｃｕｌｅ.

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｔｏ               ｉｔ'ｓ               ｆｕｌｌｅｓｔ               ｐｏｔｅｎｔｉａｌ               ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｔｈａｔ               ｍａｎａｇｅｍｅｎｔ               ｒｅｃｏｇｎｉｚｅｓ               ｔｈａｔ               ｔｈｅ               ｄｅｆｉｎｉｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｗｉｄｅｒ               ｒａｎｇｉｎｇ               ｔｈａｎ               ｍｏｓｔ               ｐｅｏｐｌｅ               ｃｏｍｍｏｎｌｙ               ｄｅｆｉｎｅ               ｉｔ               ａｓ.

Ｔｈｅｒｅｆｏｒｅ,               ｄｅｆｉｎｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｉｎｃｌｕｓｉｖｅｌｙ               ｐｒｏｖｉｄｅｓ               ｍｏｒｅ               ｏｐｐｏｒｔｕｎｉｔｉｅｓ               ｆｏｒ               ｍａｎａｇｅｍｅｎｔ               ｔｏ               ｔａｐ               ｉｎｔｏ               ｔｈｅ               ｐｒｏｆｉｔａｂｌｅ               ｂｅｎｅｆｉｔｓ               ｏｆ               ｍａｎｙ               ｔｙｐｅｓ               ｏｆ               ｄｉｖｅｒｓｉｔｙ.
               Ｔｈｅ               ｃｏｎｔｅｘｔ               ｉｎ               ｗｈｉｃｈ               ｄｉｖｅｒｓｉｔｙ               ｅｘｉｓｔｓ               ｍａｋｅｓ               ａ               ｄｉｆｆｅｒｅｎｃｅ               ｉｎ               ｈｏｗ               ｉｔ               ｉｓ               ｔｏ               ｂｅ               ｕｔｉｌｉｚｅｄ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               Ｏｒｌａｎｄｏ               Ｃ.

Ｒｉｃｈａｒｄ               ｄｉｓｃｕｓｓｅｓ               ｔｈｅ               ｉｍｐｏｒｔａｎｃｅ               ｏｆ               ｃｏｎｔｅｘｔ               ｉｎ               ｔｈｅ               ｏｕｔｃｏｍｅ               ｏｆ               ａ               ｓｔｕｄｙ               ｏｆ               ｔｈｅ               ｒｅｌａｔｉｏｎｓｈｉｐ               ｂｅｔｗｅｅｎ               ｃｕｌｔｕｒａｌ               ｒａｃｉａｌ               ｄｉｖｅｒｓｉｔｙ               ａｎｄ               ｆｉｒｍ               ｐｅｒｆｏｒｍａｎｃｅ,               ａｎｄ               ｂｕｓｉｎｅｓｓ               ｓｔｒａｔｅｇｙ               ｗｉｔｈｉｎ               ｔｈｅ               ｂａｎｋｉｎｇ               ｉｎｄｕｓｔｒｙ.

Ｒｉｃｈａｒｄ               ｓｔａｔｅｓ,               "Ｔｈｅ               ｒｅｓｕｌｔｓ               ｄｅｍｏｎｓｔｒａｔｅ               ｔｈａｔ               ｔｈｅ               ｐｏｓｉｔｉｖｅ               ｉｍｐａｃｔ               ｏｆ               ｒａｃｉａｌ               ｄｉｖｅｒｓｉｔｙ               ｏｎ               ｆｉｒｍ               ｐｅｒｆｏｒｍａｎｃｅ               ｈａｓ               ｔｏ               ｄｏ               ｗｉｔｈ               ｃｏｎｔｅｘｔ.

Ｉｎ               ｓｕｍ,               ｔｈｅ               ｓａｍｅ               [ｄｉｖｅｒｓｅ]               ｒｅｓｏｕｒｃｅｓ               ｔｈａｔ               ｏｆｆｅｒ               ｓｏｍｅ               ｆｉｒｍｓ               ｃｏｍｐｅｔｉｔｉｖｅ               ａｄｖａｎｔａｇｅ               ｃａｎ               ｂｅ               ａ               ｐｅｒｆｏｒｍａｎｃｅ               ｄｅｔｒｉｍｅｎｔ               ｔｏ               ｏｔｈｅｒｓ"               (ｐａｒ               50).

Ｔｈｅ               ｃｏｎｔｅｘｔ               ｏｆ               ａ               ｂｕｓｉｎｅｓｓ               ｏｒｇａｎｉｚａｔｉｏｎ               ｃａｎ               ｉｎｃｌｕｄｅ               ｃｏｒｐｏｒａｔｅ               ｌｉｆｅ               ｃｙｃｌｅ,               ｆｉｎａｎｃｉａｌ               ｓｔａｔｕｓ,               ｓｉｚｅ,               ａｎｄ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｓｔｒｕｃｔｕｒｅ.

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｏｂｔａｉｎ               ｔｈｅ               ｍｏｓｔ               ｐｒｏｆｉｔａｂｌｅ               ｒｅｓｕｌｔｓ               ｆｒｏｍ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ,               ｍａｎａｇｅｍｅｎｔ               ｍｕｓｔ               ｔａｋｅ               ｍａｎｙ               ｃｏｎｔｅｘｔｕａｌ               ｖａｒｉａｂｌｅｓ               ｉｎｔｏ               ｃｏｎｓｉｄｅｒａｔｉｏｎ.
               Ｉｔ               ｉｓ               ｅａｓｙ               ｔｏ               ｓｅｅ               ｆｒｏｍ               ｐｅｏｐｌｅ               ｗｈｏ               ｓｕｒｒｏｕｎｄ               ｕｓ               ｉｎ               ｏｕｒ               ｄａｉｌｙ               ａｃｔｉｖｉｔｉｅｓ               ｔｈａｔ               ｔｈｅ               ｗｏｒｌｄ               ｉｓ               ｂｅｃｏｍｉｎｇ               ｉｎｃｒｅａｓｉｎｇｌｙ               ｄｉｖｅｒｓｅ.

Ｄｉｖｅｒｓｉｔｙ               ｐｅｒｍｅａｔｅｓ               ａｌｌ               ａｒｅａｓ               ｏｆ               ｌｉｆｅ               ｆｒｏｍ               ｃｏｍｍｕｎｉｔｉｅｓ               ｔｏ               ｓｃｈｏｏｌｓ,               ｆｒｏｍ               ｃｈｕｒｃｈ               ｔｏ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ,               ｅｖｅｎ               ｉｎｓｉｄｅ               ｏｕｒ               ｈｏｍｅｓ               (ｅ.ｇ.

ｉｎｔｅｒｃｕｌｔｕｒａｌ               ｍａｒｒｉａｇｅｓ               ａｎｄ               ｉｎｔｅｒｎａｔｉｏｎａｌ               ａｄｏｐｔｉｏｎ).

Ｔｈｅ               ｃｈａｎｇｉｎｇ               ｄｅｍｏｇｒａｐｈｉｃｓ               ｏｆ               ｔｈｅ               ｗｏｒｌｄ,               ｅｓｐｅｃｉａｌｌｙ               ｔｈｅ               Ｕｎｉｔｅｄ               Ｓｔａｔｅｓ,               ｉｌｌｕｓｔｒａｔｅ               ｈｏｗ               ｉｎｃｒｅａｓｅｓ               ｉｎ               ｄｉｖｅｒｓｉｔｙ               ｈａｓ               ｉｍｐａｃｔｅｄ               ｔｈｅ               ｗｏｒｋ-ｗｏｒｌｄ.

Ｒｉｃｈａｒｄ               Ｄ.

Ｂｕｃｈｅｒ               ｓｔａｔｅｓ,               "ｔｈｅ               Ｕ.Ｓ.

Ｃｅｎｓｕｓ               Ｂｕｒｅａｕ               ｅｓｔｉｍａｔｅｓ               ｔｈａｔ               ｂｙ               ｔｈｅ               ｙｅａｒ               2050,               ｒａｃｉａｌ               ａｎｄ               ｅｔｈｎｉｃ               ｍｉｎｏｒｉｔｉｅｓ               ｗｉｌｌ               ａｃｃｏｕｎｔ               ｆｏｒ               47               ｐｅｒｃｅｎｔ               ｏｆ               ｔｈｅ               ｎａｔｉｏｎ'ｓ               ｐｏｐｕｌａｔｉｏｎｓ…"               (3).

Ｔｈｅｒｅ               ａｒｅ               ｍａｎｙ               ｒｅａｓｏｎｓ               ｔｈｅ               ｐｏｐｕｌａｔｉｏｎ               ｈａｓ               ｂｅｃｏｍｅ               ｍｏｒｅ               ｄｉｖｅｒｓｅ,               ｉｎｃｌｕｄｉｎｇ               ｉｍｐｒｏｖｅｍｅｎｔｓ               ｉｎ               ｃｏｍｍｕｎｉｃａｔｉｏｎ,               ｔｒａｖｅｌ               ｔｅｃｈｎｏｌｏｇｙ,               ａｎｄ               ｔｈｅ               ｇｌｏｂａｌｉｚａｔｉｏｎ               ｏｆ               ｂｕｓｉｎｅｓｓ.
               Ｉｍｐｒｏｖｅｍｅｎｔ               ｉｎ               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ｔｅｃｈｎｏｌｏｇｙ               ｈａｓ               ｅｎａｂｌｅｄ               ｐｅｏｐｌｅ               ｆｒｏｍ               ａｒｏｕｎｄ               ｔｈｅ               ｗｏｒｌｄ               ｔｏ               ｃｏｎｖｅｒｓｅ               ｍｏｒｅ               ｏｆｔｅｎ,               ｍｏｒｅ               ｃｏｎｖｅｎｉｅｎｔｌｙ,               ａｎｄ               ｗｉｔｈ               ｌｅｓｓ               ｅｘｐｅｎｓｅ               (ｅ.ｇ.

ｉｎｔｅｒｎｅｔ               ａｎｄ               ｃｅｌｌｕｌａｒ               ｐｈｏｎｅｓ).

Ａｄｄｉｔｉｏｎａｌｌｙ,               ｔｅｃｈｎｏｌｏｇｉｃａｌ               ｉｍｐｒｏｖｅｍｅｎｔｓ               ｉｎ               ｔｒａｖｅｌ               ｈａｖｅ               ｄｅｃｒｅａｓｅｄ               ｔｒａｖｅｌ               ｔｉｍｅ               ａｎｄ               ｅｘｐｅｎｓｅ,               ｔｈｅｒｅｆｏｒｅ               ｅｎａｂｌｉｎｇ               ｐｅｏｐｌｅ               ｔｏ               ｔｒａｖｅｌ               ｆａｒｔｈｅｒ               ａｎｄ               ｍｏｒｅ               ｏｆｔｅｎ               ａｒｏｕｎｄ               ｔｈｅ               ｗｏｒｌｄ.

Ｒｅｇａｒｄｉｎｇ               ｔｈｅ               ｉｎｆｌｕｅｎｃｅ               ｏｆ               ｇｌｏｂａｌｉｚａｔｉｏｎ               ｉｎ               ｂｕｓｉｎｅｓｓ,               Ｔａｙｌｏｒ               Ｃｏｘ               Ｊｒ.,               ｎｏｔｅｓ               ｔｈａｔ               ｍａｎｙ               ｂｕｓｉｎｅｓｓｅｓ               ｉｎ               ｔｈｅ               Ｕｎｉｔｅｄ               Ｓｔａｔｅｓ               "ｄｅｒｉｖｅ               ｍｏｒｅ               ｔｈａｎ               ｈａｌｆ               ｔｈｅｉｒ               ｒｅｖｅｎｕｅｓ               ｆｒｏｍ               ｏｖｅｒｓｅａｓ               ｍａｒｋｅｔｓ.

Ｔｈｉｓ               ｔｒｅｎｄ               ｉｓ               ｅｖｅｎ               ｂｅｇｉｎｎｉｎｇ               ｔｏ               ｅｘｔｅｎｄ               ｔｏ               ｐｒｅｄｏｍｉｎａｔｅｌｙ               ｓｅｒｖｉｃｅ               ｏｐｅｒａｔｉｏｎｓ…"               (5).

Ｔｈｅｓｅ               ｔｅｃｈｎｏｌｏｇｉｃａｌ               ａｎｄ               ｂｕｓｉｎｅｓｓ               ｃｈａｎｇｅｓ               ｈａｖｅ               ｐｌａｙｅｄ               ａ               ｓｉｇｎｉｆｉｃａｎｔ               ｒｏｌｅ               ｉｎ               ｉｎｆｌｕｅｎｃｉｎｇ               ｄｅｍｏｇｒａｐｈｉｃｓ,               ａｎｄ               ｔｈｅｒｅｆｏｒｅ               ｄｉｖｅｒｓｉｔｙ.
               Ｕｎｄｅｒｓｔａｎｄｉｎｇ               ｔｈｅ               ｉｍｐａｃｔ               ｏｆ               ｄｅｍｏｇｒａｐｈｉｃ               ｔｒｅｎｄｓ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｔｏ               ｍａｎａｇｅｒｓ               ｏｆ               ｉｎｔｅｒｎａｔｉｏｎａｌ               ａｎｄ               ｎａｔｉｏｎａｌ               ｃｏｒｐｏｒａｔｉｏｎｓ               ａｌｉｋｅ,               ｂｅｃａｕｓｅ               ｉｔ               ｉｓ               ａｎ               ｉｎｄｉｃａｔｏｒ               ｔｈａｔ               ｔｈｅ               ｄｅｍｏｇｒａｐｈｉｃｓ               ｏｆ               ｔｈｅ               ｌａｂｏｒ               ｆｏｒｃｅ               ａｎｄ               ｃｏｎｓｕｍｅｒ-ｂａｓｅ               ａｒｅ               ｂｅｃｏｍｉｎｇ               ｍｏｒｅ               ｄｉｖｅｒｓｅ               ａｓ               ｗｅｌｌ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               Ｃｏｘ               Ｊｒ.

ｓｔａｔｅｓ               ｔｈａｔ               ｗｉｔｈｉｎ               ｉｎｄｕｓｔｒｉａｌ               ｎａｔｉｏｎｓ,               ｉｎｃｌｕｄｉｎｇ               ｔｈｅ               Ｕｎｉｔｅｄ               Ｓｔａｔｅｓ,               "ｇｒｏｗｔｈ               ｏｆ               ｔｈｅ               ｌａｂｏｒ               ｆｏｒｃｅｓ…               ｍｕｓｔ               ｃｏｍｅ               ｆｒｏｍ               ｉｍｍｉｇｒａｔｉｏｎ               ｏｒ               ｆｒｏｍ               ｉｎｃｒｅａｓｉｎｇ               ｌａｂｏｒ-ｆｏｒｃｅ               ｐａｒｔｉｃｉｐａｔｉｏｎ               ｂｙ               ｇｒｏｕｐｓ               ｔｈａｔ               ａｒｅ               ｐｒｅｓｅｎｔｌｙ               ｕｎｄｅｒｒｅｐｒｅｓｅｎｔｅｄ"               (3).

Ｃｏｘ               Ｊｒ.

ａｌｓｏ               ｎｏｔｅｓ               ｔｈａｔ               ｗｉｔｈｉｎ               ｔｈｅ               Ｕｎｉｔｅｄ               Ｓｔａｔｅｓ,               "Ａｓｉａｎｓ,               Ｂｌａｃｋｓ,               ａｎｄ               Ｈｉｓｐａｎｉｃｓ               ｎｏｗ               ｃｏｌｌｅｃｔｉｖｅｌｙ               ｒｅｐｒｅｓｅｎｔ               ｎｅａｒｌｙ               $500               ｂｉｌｌｉｏｎ               ａｎｎｕａｌｌｙ               ｉｎ               ｃｏｎｓｕｍｅｒ               ｓｐｅｎｄｉｎｇ.

Ｔｈｅ               Ａｓｉａｎ               ｓｅｇｍｅｎｔ               ｏｆ               ｔｈｅ               ｐｏｐｕｌａｔｉｏｎ               ｉｓ               ｇｒｏｗｉｎｇ               ａｔ               ａ               ｒａｔｅ               ｔｈａｔ               ｉｓ               ｔｅｎ               ｔｉｍｅｓ               ｔｈａｔ               ｏｆ               ｔｈｅ               ｏｖｅｒａｌｌ               ｐｏｐｕｌａｔｉｏｎ"               (28-29).

Ａｓ               ｔｈｅ               ｄｅｍｏｇｒａｐｈｉｃｓ               ｏｆ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ａｎｄ               ｃｏｎｓｕｍｅｒ               ｂａｓｅｓ               ｃｈａｎｇｅ,               ｍａｎａｇｅｒｓ               ｍｕｓｔ               ａｄａｐｔ               ｔｈｅｉｒ               ｂｕｓｉｎｅｓｓ               ｓｔｒａｔｅｇｉｅｓ,               ｍａｎａｇｅｍｅｎｔ               ｓｋｉｌｌｓ,               ａｎｄ               ｅｓｐｅｃｉａｌｌｙ               ｔｈｅｉｒ               ｃｏｒｐｏｒａｔｅ               ｃｕｌｔｕｒｅ,               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｆｏｒ               ｉｎｃｒｅａｓｅｄ               ｐｒｏｆｉｔａｂｉｌｉｔｙ.

Ｈａｒｒｉｓ               ａｎｄ               Ｍｏｒａｎ               ａｇｒｅｅ               ｔｈａｔ,               "Ｆｏｒ               ｌｅａｄｉｎｇ-ｅｄｇｅ               ｏｒｇａｎｉｚａｔｉｏｎｓ,               ｇｌｏｂａｌｉｓｍ               ｍｅａｎｓ               ｔｈｅ               ｃｒｅａｔｉｏｎ               ｏｆ               ａ               ｃｕｌｔｕｒｅ               ｔｈａｔ               ｅｍｂｒａｃｅｓ               ｄｉｖｅｒｓｉｔｙ               ｔｏ               ｍａｘｉｍｉｚｅ               ｔｈｅ               ｐｏｔｅｎｔｉａｌ               ｏｆ               ｐｅｒｓｏｎｎｅｌ…"               (171).

Ｔｈｅ               ａｂｉｌｉｔｙ               ｔｏ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｔｏ               ｉｎｃｒｅａｓｅ               ｔｈｅ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ               ｉｎ               ａｎｙ               ｏｒｇａｎｉｚａｔｉｏｎ,               ｉｓ               ｄｅｐｅｎｄｅｎｔ               ｕｐｏｎ               ｍａｎａｇｅｍｅｎｔｓ'               ａｂｉｌｉｔｙ               ｔｏ               ａｄａｐｔ               ｔｏ               ｉｎｃｒｅａｓｉｎｇ               ｄｉｖｅｒｓｉｔｙ.
               Ｗｈａｔ               ｄｏｅｓ               ｉｔ               ｍｅａｎ               ｔｏ               "ｕｔｉｌｉｚｅ"               ｄｉｖｅｒｓｉｔｙ?

Ｉｎ               ｔｈｅ               ｃｏｎｔｅｘｔ               ｏｆ               ｔｈｉｓ               ｐａｐｅｒ,               ｉｔ               ｍｅａｎｓ               ｔｏ               ｐｒｏａｃｔｉｖｅｌｙ               ｓｅｅｋ               ｏｕｔ               ａ               ｗｉｄｅ               ｖａｒｉｅｔｙ               ｏｆ               ｗａｙｓ               ｔｏ               ｒｅｖｅａｌ               ａｎｄ               ｕｓｅ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｄｉｆｆｅｒｅｎｃｅｓ               ｅｘｐｌｉｃｉｔｌｙ               ｆｏｒ               ｔｈｅ               ｐｕｒｐｏｓｅ               ｏｆ               ｉｎｃｒｅａｓｉｎｇ               ｔｈｅ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ.

Ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｔｏ               ｎｏｔｅ               ｔｈａｔ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ,               ｗｉｔｈｉｎ               ｔｈｉｓ               ｐａｐｅｒ,               ｄｏｅｓ               ｎｏｔ               ｒｅｆｅｒ               ｓｏｌｅｌｙ               ｔｏ               ｔｈｅ               ｑｕａｎｔｉｔｙ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｗｉｔｈｉｎ               ａｎ               ｏｒｇａｎｉｚａｔｉｏｎ.

Ａｌｔｈｏｕｇｈ               ｑｕａｎｔｉｔｙ               ｉｓ               ａｎ               ｅｌｅｍｅｎｔ               ｏｆ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｑｕａｎｔｉｔａｔｉｖｅ               ａｐｐｒｏａｃｈｅｓ               ａｒｅ               ｕｓｕａｌｌｙ               ｍｏｒｅ               ｆｏｃｕｓｅｄ               ｏｎ               ｍａｎａｇｉｎｇ               ｏｒ               ｍｏｎｉｔｏｒｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｗｈｅｒｅａｓ,               ｑｕａｌｉｔａｔｉｖｅ               ａｐｐｒｏａｃｈｅｓ               ｔｏ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｆｏｃｕｓ               ｍｏｒｅ               ｏｎ               ｐｒｏａｃｔｉｖｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ.

Ａｌｔｈｏｕｇｈ               ｂｏｔｈ               ａｐｐｒｏａｃｈｅｓ               ａｒｅ               ｎｅｃｅｓｓａｒｙ               ｔｏ               ｅｆｆｅｃｔｉｖｅｌｙ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ,               ｍｏｖｉｎｇ               ｂｅｙｏｎｄ               ｑｕａｎｔｉｔａｔｉｖｅ               ａｐｐｒｏａｃｈｅｓ,               ｔｏ               ｑｕａｌｉｔａｔｉｖｅ               ａｐｐｒｏａｃｈｅｓ               ｆｏｒ               ｄｉｖｅｒｓｉｔｙ               ｕｔｉｌｉｚａｔｉｏｎ               ｉｓ               ｐｒｅｆｅｒａｂｌｅ               ａｎｄ               ｕｓｕａｌｌｙ               ｍｏｒｅ               ｅｆｆｅｃｔｉｖｅ.
               Ｔｈｅ               ｒｅｓｐｏｎｓｉｂｉｌｉｔｙ               ｏｆ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｂｅｌｏｎｇｓ               ｔｏ               ｔｈｅ               ｌｅａｄｅｒｓ               ｏｆ               ｏｒｇａｎｉｚａｔｉｏｎｓ,               ｔｈｅ               ｍａｎａｇｅｒｓ.

Ｈｏｗｅｖｅｒ,               ｉｎ               ｏｒｄｅｒ               ｆｏｒ               ａ               ｍａｎａｇｅｒ               ｔｏ               ｕｔｉｌｉｚｅ               ｉｔ               ｉｎ               ｔｈｅ               ｆｉｒｓｔ               ｐｌａｃｅ,               ｔｈｉｓ               ｅｎｄｅａｖｏｒ               ｐｒｅｓｕｐｐｏｓｅｓ               ｓｅｖｅｒａｌ               ｔｈｉｎｇｓ               ａｂｏｕｔ               ｔｈｅ               ｍａｎａｇｅｒ               (ａｎｄ               ｔｈｅｒｅｆｏｒｅ               ｔｈｅ               ｃｏｒｐｏｒａｔｅ               ｃｕｌｔｕｒｅ).

Ｍａｎａｇｅｍｅｎｔ               ｍｕｓｔ               ｈａｖｅ               ｇｏｏｄ               ｌｅａｄｅｒｓｈｉｐ               ａｎｄ               ｍａｎａｇｅｍｅｎｔ               ｓｋｉｌｌｓ,               ｖｉｅｗ               ｃｏｎｆｌｉｃｔ               ｉｎ               ａ               ｐｏｓｉｔｉｖｅ               ｌｉｇｈｔ,               ａｎｄ               ｈａｖｅ               ｐｒｏｆｏｕｎｄ               ｄｅｄｉｃａｔｉｏｎ               ｔｏ               ｏｂｔａｉｎｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｔｒａｉｎｉｎｇ               ａｎｄ               ｅｄｕｃａｔｉｏｎ               ｆｏｒ               ｔｈｅ               ｅｎｔｉｒｅ               ｃｏｒｐｏｒａｔｉｏｎ.

Ｓｉｎｃｅ               ｉｔ               ｉｓ               ｔｈｅ               ｍａｎａｇｅｍｅｎｔ               ｔｈａｔ               ｅｓｔａｂｌｉｓｈｅｓ               ａｎｄ               ｓｕｓｔａｉｎｓ               ｔｈｅ               ｃｏｒｐｏｒａｔｅ               ｃｕｌｔｕｒｅ,               ｉｔ               ｉｓ               ｏｆ               ｕｔｍｏｓｔ               ｉｍｐｏｒｔａｎｃｅ               ｔｈａｔ               ｍａｎａｇｅｒｓ               ｗｏｒｋ               ｔｏ               ｃｒｅａｔｅ               ａ               ｃｏｒｐｏｒａｔｅ               ｃｕｌｔｕｒｅ               ｔｈａｔ               ｆｏｓｔｅｒｓ               ａｎｄ               ｕｔｉｌｉｚｅｓ               ｄｉｖｅｒｓｉｔｙ.
               Ｃｏｘ               Ｊｒ.

ｄｉｓｃｕｓｓｅｓ               ｈｏｗ               "ｔｈｅ               ｄｅｇｒｅｅ               ｏｆ               ｃｏｎｇｒｕｅｎｃｅ               ｏｒ               ｆｉｔ               ｂｅｔｗｅｅｎ               ｏｒｇａｎｉｚａｔｉｏｎ               ａｎｄ               ｉｎｄｉｖｉｄｕａｌ               ｃｕｌｔｕｒｅ               ｉｓ               ｏｆ               ｐｏｔｅｎｔｉａｌ               ｉｍｐｏｒｔａｎｃｅ               ｔｏ               ｖａｒｉｏｕｓ               ｃａｒｅｅｒ               ｏｕｔｃｏｍｅｓ               ｏｆ               ｉｎｄｉｖｉｄｕａｌｓ"               (21).

Ｃｏｘ               Ｊｒ.

ｃｉｔｅｓ               ｅｍｐｉｒｉｃａｌ               ｔｅｓｔｓ               ｃｏｍｐｌｅｔｅｄ               ｂｙ               Ｏ'Ｒｅｉｌｌｙ,               Ｃｈａｔｍａｎ,               &               Ｃａｌｄｗｅｌｌ               ｗｈｉｃｈ               "ｈａｖｅ               ｓｈｏｗｎ               ｔｈａｔ               ｖａｌｕｅ               ｃｏｎｇｒｕｅｎｃｅ               ｂｅｔｗｅｅｎ               ｅｍｐｌｏｙｅｅｓ               ａｎｄ               ｔｈｅｉｒ               ｆｉｒｍｓ               ｈａｓ               ａ               ｓｉｇｎｉｆｉｃａｎｔ               ｅｆｆｅｃｔ               ｏｎ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｃｏｍｍｉｔｍｅｎｔ,               ｅｍｐｌｏｙｍｅｎｔ               ｓａｔｉｓｆａｃｔｉｏｎ,               ｌｉｋｅｌｉｈｏｏｄ               ｔｏ               ｑｕｉｔ,               ａｎｄ               ａｃｔｕａｌ               ｔｕｒｎｏｖｅｒ"               (21).

Ｗｈａｔ               ｉｓ               ｓｉｇｎｉｆｉｃａｎｔ               ａｂｏｕｔ               ｔｈｅｓｅ               ｒｅｓｕｌｔｓ               ｉｓ               ｔｈａｔ               ｔｈｅ               ｄｉｖｅｒｓｅ               ｗｏｒｋｆｏｒｃｅ               ｔｈｒｉｖｅｓ               ｂｅｓｔ               ｉｎ               ａ               ｃｏｒｐｏｒａｔｅ               ｃｕｌｔｕｒｅ               ｔｈａｔ               ｒｅｓｐｅｃｔｓ               ａｎｄ               ｕｔｉｌｉｚｅｓ               ｄｉｖｅｒｓｉｔｙ.
               Ｒｅｇａｒｄｉｎｇ               ｌｅａｄｅｒｓｈｉｐ,               ａ               ｇｏｏｄ               ｌｅａｄｅｒ               ｉｓ               ａｂｌｅ               ｔｏ               ｉｎｓｐｉｒｅ               ａ               ｕｎｉｆｉｅｄ               ｖｉｓｉｏｎ               ａｎｄ               ｌｅａｄ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｔｏ               ａ               ｃｏｍｍｏｎ               ｇｏａｌ,               ａｓ               ｗｅｌｌ               ａｓ               ｂｅ               ｆｕｌｌｙ               ｒｅｓｐｏｎｓｉｂｌｅ               ｆｏｒ               ｅｓｔａｂｌｉｓｈｉｎｇ               ａｎｄ               ｓｕｓｔａｉｎｉｎｇ               ｃｏｒｐｏｒａｔｅ               ｃｕｌｔｕｒｅ.

Ｔｈｅｒｅｆｏｒｅ,               ｔｈｅ               ｌｅａｄｅｒｓ               ｏｆ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｍｕｓｔ               ｂｅ               ａｂｌｅ               ｔｏ               ｃｏｍｍｕｎｉｃａｔｅ               ａ               ｐｌａｎ               ｆｏｒ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ａｎｄ               ｕｎｉｆｙ               ａｎｄ               ｌｅａｄ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｔｏ               ｔｈｉｓ               ｃｏｍｍｏｎ               ｇｏａｌ.

Ａｌｌ               ｌｅａｄｅｒｓ               ｍｕｓｔ               ｂｅ               ｃｏｈｅｓｉｖｅ               ｉｎ               ｔｈｉｓ               ｕｎｄｅｒｓｔａｎｄｉｎｇ               ａｎｄ               ｍｕｓｔ               ｃｏｍｍｕｎｉｃａｔｅ               ｔｈｅ               ｓａｍｅ               ｍｅｓｓａｇｅ               ｉｎ               ｏｒｄｅｒ               ｆｏｒ               ｉｔ               ｔｏ               ｂｅ               ｅｆｆｅｃｔｉｖｅ.

Ｄａｖｉｄ               Ａ.

Ｔｈｏｍａｓ               ａｎｄ               Ｒｏｂｉｎ               Ｊ.

Ｅｌｙ               ｃｏｎｃｕｒ               ｔｈａｔ               "ｏｎｅ               ｃａｒｄｉｎａｌ               ｌｉｍｉｔａｔｉｏｎ               ｉｓ               ａｔ               ｔｈｅ               ｒｏｏｔ               ｏｆ               ｃｏｍｐａｎｉｅｓ'               ｉｎａｂｉｌｉｔｙ               ｔｏ               ａｔｔａｉｎ               ｔｈｅ               ｅｘｐｅｃｔｅｄ               ｐｅｒｆｏｒｍａｎｃｅ               ｂｅｎｅｆｉｔｓ               ｏｆ               ｈｉｇｈｅｒ               ｌｅｖｅｌｓ               ｏｆ               ｄｉｖｅｒｓｉｔｙ:               ｔｈｅ               ｌｅａｄｅｒｓｈｉｐ'ｓ               ｖｉｓｉｏｎ               ｏｆ               ｔｈｅ               ｐｕｒｐｏｓｅ               ｏｆ               ａ               ｄｉｖｅｒｓｉｆｉｅｄ               ｗｏｒｋｆｏｒｃｅ"               (ｐａｒ               76).

Ｇｏｏｄ               ｌｅａｄｅｒｓｈｉｐ               ｓｋｉｌｌｓ               ａｒｅ               ａ               ｖｅｒｙ               ｉｍｐｏｒｔａｎｔ               ｐｒｅｒｅｑｕｉｓｉｔｅ               ｔｏ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｆｏｒ               ｐｒｏｆｉｔａｂｌｅ               ｅｎｄｓ.
               Ｇｏｏｄ               ｍａｎａｇｅｍｅｎｔ               ｓｋｉｌｌｓ               ａｒｅ               ｅｑｕａｌｌｙ               ｉｍｐｏｒｔａｎｔ               ｉｎ               ｅｎｓｕｒｉｎｇ               ｔｈａｔ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｍａｎａｇｅｄ               ｗｅｌｌ.

Ｃｏｘ               Ｊｒ.,               ｄｉｓｃｕｓｓｅｓ               ｆｉｎｄｉｎｇｓ               ｔｈａｔ               ｉｎｄｉｃａｔｅ
               ｓｏｍｅ               ｏｆ               ｔｈｅ               ｈｅｔｅｒｏｇｅｎｅｏｕｓ               ｔｅａｍｓ               ｗｅｒｅ               ｍｏｒｅ               ｐｒｏｄｕｃｔｉｖｅ               ｔｈａｎ               ｔｈｅ               ｈｏｍｏｇｅｎｅｏｕｓ               ｔｅａｍｓ               ａｎｄ               ｓｏｍｅ               ｗｅｒｅ               ｌｅｓｓ               ｐｒｏｄｕｃｔｉｖｅ               ｔｈａｎ               ｔｈｅ               ｈｏｍｏｇｅｎｅｏｕｓ               ｔｅａｍｓ.

Ｔｈｉｓ               ｒｅｓｅａｒｃｈ               ｗａｓ               ｉｎｔｅｒｐｒｅｔｅｄ               ｔｏ               ｓｈｏｗ               ｔｈａｔ               ｉｆ               ｗｏｒｋ               ｔｅａｍｓ               ｍａｎａｇｅ               ｔｈｅ               ｄｉｖｅｒｓｉｔｙ               ｗｅｌｌ               (ｆｏｒ               ｅｘａｍｐｌｅ,               ｂｙ               ｅｎｓｕｒｉｎｇ               ｔｈａｔ               ａｌｌ               ｍｅｍｂｅｒｓ               ｈａｖｅ               ａｍｐｌｅ               ｏｐｐｏｒｔｕｎｉｔｙ               ｔｏ               ｃｏｎｔｒｉｂｕｔｅ               ａｎｄ               ｂｙ               ｄｅａｌｉｎｇ               ｓｕｃｃｅｓｓｆｕｌｌｙ               ｗｉｔｈ               ｐｏｔｅｎｔｉａｌ               ｃｏｍｍｕｎｉｃａｔｉｏｎｓ,               ｇｒｏｕｐ               ｃｏｈｅｓｉｖｅｎｅｓｓ,               ａｎｄ               ｉｎｔｅｒｐｅｒｓｏｎａｌ               ｃｏｎｆｌｉｃｔ               ｉｓｓｕｅｓ               ｐｒｅｓｅｎｔｅｄ               ｂｙ               ｃｕｌｔｕｒａｌ               ｄｉｖｅｒｓｉｔｙ),               ｔｈｅｙ               ｗｉｌｌ               ｂｅ               ａｂｌｅ               ｔｏ               ｍａｋｅ               ｄｉｖｅｒｓｉｔｙ               ａｎ               ａｓｓｅｔ               ｔｏ               ｐｅｒｆｏｒｍａｎｃｅ.

(26)
               Ｃｏｘ               Ｊｒ.

ａｄｄｓ,               "Ａｌｔｅｒｎａｔｉｖｅｌｙ,               ｉｆ               ｔｈｅ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｉｇｎｏｒｅｄ               ｏｒ               ｍｉｓｈａｎｄｌｅｄ               [ｂｙ               ｍａｎａｇｅｍｅｎｔ],               ｉｔ               ｍａｙ               ｂｅｃｏｍｅ               ａ               ｄｅｔｒａｃｔｏｒ               ｆｒｏｍ               ｇｏｏｄ               ｐｅｒｆｏｒｍａｎｃｅ"               (26).

Ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｔｈａｔ               ｍａｎａｇｅｒｓ               ｈａｖｅ               ｇｏｏｄ               ｍａｎａｇｅｍｅｎｔ               ｓｋｉｌｌｓ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｉｎｃｒｅａｓｅ               ｔｈｅ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ               ｂｙ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ.
               Ｗｈｅｒｅ               ｔｈｅｒｅ               ｉｓ               ａ               ｈｉｇｈｅｒ               ｄｅｇｒｅｅ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｔｈｅｒｅ               ｗｉｌｌ               ｂｅ               ｈｉｇｈｅｒ               ｄｅｇｒｅｅｓ               ｏｆ               ｃｏｎｆｌｉｃｔ               ｄｕｅ               ｔｏ               ｍｏｒｅ               ｆｒｅｑｕｅｎｔ               ｉｎｃｏｍｐａｔｉｂｉｌｉｔｉｅｓ               ｂｅｔｗｅｅｎ               ｇｏａｌｓ,               ｒｅｓｏｕｒｃｅｓ,               ｖａｌｕｅｓ,               ａｎｄ               ｉｎｔｅｒｅｓｔｓ.

Ｓｉｎｃｅ               ｃｏｎｆｌｉｃｔ               ｍａｎａｇｅｍｅｎｔ               ｓｋｉｌｌｓ               ｅｎａｂｌｅ               ｔｗｏ               ｐａｒｔｉｅｓ               ｔｏ               ｅｆｆｅｃｔｉｖｅｌｙ               ｒｅｓｏｌｖｅ               ｔｈｅｓｅ               ｉｎｃｏｍｐａｔｉｂｉｌｉｔｉｅｓ,               ｃｏｎｆｌｉｃｔ               ｍａｎａｇｅｍｅｎｔ               ｓｋｉｌｌｓ               ａｒｅ               ｅｓｓｅｎｔｉａｌ               ｆｏｒ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｆｏｒ               ｐｒｏｆｉｔａｂｌｅ               ｅｎｄｓ.

Ｕｎｒｅｓｏｌｖｅｄ               ｃｏｎｆｌｉｃｔ               ｄｉｓｒｕｐｔｓ               ｐｒｏｄｕｃｔｉｖｉｔｙ,               ｗｈｉｃｈ               ｉｍｐａｃｔｓ               ｐｒｏｆｉｔａｂｉｌｉｔｙ.

Ａ               ｐａｒａｄｉｇｍ               ｓｈｉｆｔ               ｒｅｃｏｇｎｉｚｉｎｇ               ｔｈａｔ               ｃｏｎｆｌｉｃｔ               ｉｓ               ｎｏｔ               ｉｎｈｅｒｅｎｔｌｙ               ｎｅｇａｔｉｖｅ,               (ｗｈｉｃｈ               ｉｓ               ａ               ｃｏｍｍｏｎ               ｃｕｌｔｕｒａｌ               ａｓｓｕｍｐｔｉｏｎ               ｉｎ               Ａｍｅｒｉｃａｎ               ｍａｎａｇｅｍｅｎｔ),               ｉｓ               ｎｅｃｅｓｓａｒｙ               ｆｏｒ               ｍａｎａｇｅｍｅｎｔ               ｔｏ               ｅｆｆｅｃｔｉｖｅｌｙ               ｄｅａｌ               ｗｉｔｈ               ｃｏｎｆｌｉｃｔ.
               Ｌｉｋｅ               ｍａｎａｇｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｔｈｅ               ｒｅｓｕｌｔ               ｏｆ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ               ｄｅｐｅｎｄｓ               ｏｎ               ｈｏｗ               ｔｈｅ               ｃｏｎｆｌｉｃｔ               ｉｓ               ｍａｎａｇｅｄ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               Ｂｕｃｈｅｒ               ｌｉｓｔｓ               ｓｏｍｅ               ｂｅｎｅｆｉｔｓ               ｏｆ               ｍａｎａｇｉｎｇ               ｃｏｎｆｌｉｃｔ               ｗｅｌｌ,               ｓｕｃｈ               ａｓ,               ｓｔｉｍｕｌａｔｉｎｇ               ｃｒｅａｔｉｖｉｔｙ,               ｓｉｇｎａｌｉｎｇ               ａ               ｎｅｅｄ               ｆｏｒ               ｃｈａｎｇｅ,               ａｎｄ               ｃｒｅａｔｉｎｇ               ｐｅｒｓｏｎａｌ               ａｎｄ               ｐｒｏｆｅｓｓｉｏｎａｌ               ｇｒｏｗｔｈ               (179).

Ｃｏｎｆｌｉｃｔ               ｍａｎａｇｅｍｅｎｔ               ｓｋｉｌｌｓ               ａｒｅ               ａｂｓｏｌｕｔｅｌｙ               ｅｓｓｅｎｔｉａｌ               ｗｈｅｎ               ｄｅａｌｉｎｇ               ｗｉｔｈ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ａｎｄ               ｓｈｏｕｌｄ               ｐｒｏｖｉｄｅ               ｍａｎａｇｅｍｅｎｔ               ｗｉｔｈ               ｍｏｓｔ               ｏｆ               ｔｈｅ               ｓｋｉｌｌｓ               ｎｅｃｅｓｓａｒｙ               ｔｏ               ｄｅａｌ               ｗｉｔｈ               ｉｔ               ａｔ               ｍｏｓｔ               ｌｅｖｅｌｓ               ａｎｄ               ｗｉｔｈｉｎ               ｍｏｓｔ               ｃｏｎｔｅｘｔｓ.
               Ｒｅｇａｒｄｉｎｇ               ｐｒｏｆｏｕｎｄ               ｄｅｄｉｃａｔｉｏｎ,               ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｔｈａｔ               ｍａｎａｇｅｍｅｎｔ               ｔａｋｅ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｓｅｒｉｏｕｓｌｙ               ｂｙ               ｂｅｃｏｍｉｎｇ               ｉｍｍｅｒｓｅｄ               ｉｎ               ｄｉｖｅｒｓｉｔｙ               ｅｄｕｃａｔｉｏｎ               ａｎｄ               ｔｒａｉｎｉｎｇ               ｏｎ               ａ               ｒｅｇｕｌａｒ               ｂａｓｉｓ               ａｎｄ               ｂｙ               ｐｕｒｐｏｓｅｆｕｌｌｙ               ｅｘｐｏｓｉｎｇ               ｏｎｅｓｅｌｆ               ｔｏ               ｃｈａｎｇｅ.

Ｔｈｉｓ               ｌｅｖｅｌ               ｏｆ               ｄｅｄｉｃａｔｉｏｎ               ｉｓ               ｑｕｉｔｅ               ｔｈｏｒｏｕｇｈ               ａｎｄ               ｔｈｅ               ｏｎｌｙ               ｔｒｕｅ               ｗａｙ               ｔｏ               ｓｕｃｃｅｓｓｆｕｌｌｙ               ｉｍｐｌｅｍｅｎｔ               ｉｎｉｔｉａｔｉｖｅｓ               ａｉｍｅｄ               ａｔ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｉｎ               ｔｈｅ               ｎａｍｅ               ｏｆ               ｐｒｏｆｉｔ.

Ｓｔｅｐｈｅｎ               Ｃｏｖｅｙ               ｉｎｓｉｓｔｓ               ｔｈａｔ               ｒｅａｌ               ｃｈａｎｇｅ               "ｄｏｅｓｎ'ｔ               ｃｏｍｅ               ｆｒｏｍ               ｈａｃｋｉｎｇ               ａｔ               ｔｈｅ               ｌｅａｖｅｓ               ｏｆ               ａｔｔｉｔｕｄｅ               ａｎｄ               ｂｅｈａｖｉｏｒ               ｗｉｔｈ               ｑｕｉｃｋ               ｆｉｘ               ｐｅｒｓｏｎａｌｉｔｙ               ｅｔｈｉｃ               ｔｅｃｈｎｉｑｕｅｓ.

Ｉｔ               ｃｏｍｅｓ               ｆｒｏｍ               ｓｔｒｉｋｉｎｇ               ａｔ               ｔｈｅ               ｒｏｏｔ-ｔｈｅ               ｆａｂｒｉｃ               ｏｆ               ｏｕｒ               ｔｈｏｕｇｈｔ,               ｔｈｅ               ｆｕｎｄａｍｅｎｔａｌ               ｅｓｓｅｎｔｉａｌ               ｐａｒａｄｉｇｍｓ               ｗｈｉｃｈ               ｇｉｖｅ               ｄｅｆｉｎｉｔｉｏｎ               ｔｏ               ｏｕｒ               ｃｈａｒａｃｔｅｒ               ａｎｄ               ｃｒｅａｔｅ               ｔｈｅ               ｌｅｎｓ               ｔｈｒｏｕｇｈ               ｗｈｉｃｈ               ｗｅ               ｓｅｅ               ｔｈｅ               ｗｏｒｌｄ"               (ｑｔｄ               ｉｎ               Ｂｕｃｈｅｒ               23).

Ｔｈｉｓ               ｉｓ               ａ               ｖｅｒｙ               ｐｅｒｔｉｎｅｎｔ               ｐｏｉｎｔ               ｔｈａｔ               ｉｓ               ｋｅｙ               ｔｏ               ｍａｎａｇｅｍｅｎｔ'ｓ               ａｂｉｌｉｔｙ               ｔｏ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ.

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｕｔｉｌｉｚｅ               ｉｔ,               ｏｎｅ               ｍｕｓｔ               ｔａｋｅ               ｉｔ               ｓｅｒｉｏｕｓｌｙ,               ｎｏｔ               ａｓ               ｓｏｍｅ               ｐａｓｓｉｎｇ               ｆａｄ,               ｂｕｔ               ｉｎｔｅｇｒａｔｅ               ｉｔ               ｉｎｔｏ               ｔｈｅ               ｆｏｕｎｄａｔｉｏｎ               ｏｆ               ｏｎｅ'ｓ               ｔｈｏｕｇｈｔｓ               ａｎｄ               ａｃｔｉｏｎｓ.

Ｔｈｉｓ               ｉｍｍｅｒｓｉｏｎ               ｗｉｌｌ               ａｌｓｏ               ｂｅｔｔｅｒ               ｅｎａｂｌｅ               ｔｈｅ               ｍａｎａｇｅｒ               ｔｏ               ｆｏｓｔｅｒ               ｃｏｒｐｏｒａｔｅ               ｃｕｌｔｕｒｅ               ａｌｏｎｇ               ｔｈｅ               ｓａｍｅ               ｖｅｉｎ.
               Ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｔｏ               ｎｏｔｅ               ｔｈａｔ               ｔｈｅ               ｐｒｏｆｉｔａｂｌｅ               ｒｅｓｕｌｔｓ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ａｒｅ               ｕｓｕａｌｌｙ               ｉｎｄｉｒｅｃｔｌｙ               ｏｂｔａｉｎｅｄ,               ａｓ               ｏｐｐｏｓｅｄ               ｔｏ               ｄｉｒｅｃｔｌｙ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               ｗｈｅｎ               ｍａｎａｇｅｍｅｎｔ               ｅｘｐｌｏｉｔｓ               ｉｎｄｉｖｉｄｕａｌ               ｓｋｉｌｌｓ               ａｎｄ               ｔａｌｅｎｔｓ               ｔｏ               ｔｈｅｉｒ               ｆｕｌｌｅｓｔ               ｐｏｔｅｎｔｉａｌ,               ｅｍｐｌｏｙｅｅ               ｍｏｒａｌｅ               ｉｎｃｒｅａｓｅｓ.

Ｅｍｐｌｏｙｅｅｓ               ｗｈｏ               ｅｘｐｅｒｉｅｎｃｅ               ｈｉｇｈｅｒ               ｍｏｒａｌｅ               ａｒｅ               ｇｅｎｅｒａｌｌｙ               ｍｏｒｅ               ｐｒｏｄｕｃｔｉｖｅ.

Ｅｍｐｌｏｙｅｅｓ               ｗｈｏ               ａｒｅ               ｍｏｒｅ               ｐｒｏｄｕｃｔｉｖｅ               ｉｎｃｒｅａｓｅ               ｔｈｅ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ.

Ｔｈｅｒｅｆｏｒｅ,               ｕｓｉｎｇ               ｔｈｉｓ               ｌｏｇｉｃ,               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｉｎｃｒｅａｓｅｓ               ｔｈｅ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ.

Ｔｈｅ               ｆｏｒｔｈｃｏｍｉｎｇ               ｅｘａｍｐｌｅｓ               ｗｉｌｌ               ｏｆｔｅｎ               ｉｍｐｌｅｍｅｎｔ               ｔｈｉｓ               ｌｏｇｉｃ,               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｈｅｌｐ               ｕｎｄｅｒｓｔａｎｄ               ｈｏｗ               ｄｉｖｅｒｓｉｔｙ               ｐｏｓｉｔｉｖｅｌｙ               ａｆｆｅｃｔｓ               ｔｈｅ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ.
               Ａｓｓｕｍｉｎｇ               ｔｈａｔ               ｍａｎａｇｅｒｓ               ｆｕｌｆｉｌｌ               ｔｈｅ               ｎｅｃｅｓｓａｒｙ               ｐｒｅｒｅｑｕｉｓｉｔｅｓ               ｆｏｒ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｔｈｅ               ｎｅｘｔ               ｑｕｅｓｔｉｏｎ               ｂｅｃｏｍｅｓ,               "ｉｎ               ｗｈａｔ               ｗａｙ               ｄｏｅｓ               ｉｔ               ｐｏｓｉｔｉｖｅｌｙ               ａｆｆｅｃｔ               ｔｈｅ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ"?

Ｔｈｅ               ｂａｓｉｃ               ａｒｅａｓ               ｏｆ               ｏｒｇａｎｉｚａｔｉｏｎｓ               ｉｎ               ｗｈｉｃｈ               ｄｉｖｅｒｓｉｔｙ               ｃａｎ               ｂｅ               ｕｔｉｌｉｚｅｄ               ｆｏｒ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｉｎｃｌｕｄｅ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ｂａｓｅ,               ｃｏｎｓｕｍｅｒ               ｂａｓｅ,               ａｎｄ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｓｔｒｕｃｔｕｒｅ.

Ｗｉｔｈｉｎ               ｔｈｅｓｅ               ａｒｅａｓ,               ｉｔ               ｃａｎ               ｂｅ               ｕｔｉｌｉｚｅｄ               ｑｕａｎｔｉｔａｔｉｖｅｌｙ               ｏｒ               ｑｕａｌｉｔａｔｉｖｅｌｙ.
               Ａｎ               ｅｘａｍｐｌｅ               ｏｆ               ａ               ｑｕａｎｔｉｔａｔｉｖｅ               ｗａｙ               ｏｆ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｔｏ               ｉｎｔｅｎｔｉｏｎａｌｌｙ               ｗｉｄｅｎ               ｔｈｅ               ｓｐｅｃｔｒｕｍ               ｏｆ               ｄｉｆｆｅｒｅｎｃｅｓ               ｒｅｇａｒｄｉｎｇ               ｐｅｒｓｏｎｎｅｌ               ａｎｄ/ｏｒ               ｍａｒｋｅｔ               ｓｅｇｍｅｎｔｓ               ａｎｄ/ｏｒ               ｐｒｏｄｕｃｔｓ               ａｎｄ               ｓｅｒｖｉｃｅｓ               (ｅ.ｇ.

ａｆｆｉｒｍａｔｉｖｅ               ａｃｔｉｏｎ).

Ａｎ               ｅｘａｍｐｌｅ               ｏｆ               ａ               ｑｕａｌｉｔａｔｉｖｅ               ｗａｙ               ｔｏ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｔｏ               ｃｒｅａｔｅ               ａ               ｐｏｓｉｔｉｏｎ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｍａｔｃｈ               ａｎ               ｅｍｐｌｏｙｅｅ'ｓ               ｄｉｓｔｉｎｃｔｉｖｅ               ｓｋｉｌｌｓ               ａｎｄ               ｔａｌｅｎｔｓ.

Ｂｏｔｈ               ｑｕａｎｔｉｔａｔｉｖｅ               ａｎｄ               ｑｕａｌｉｔａｔｉｖｅ               ｅｘａｍｐｌｅｓ               ｅｘｉｓｔ               ｗｉｔｈｉｎ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ｂａｓｅ,               ｃｕｓｔｏｍｅｒ               ｂａｓｅ,               ａｎｄ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｓｔｒｕｃｔｕｒｅ               ｏｆ               ａｎ               ｏｒｇａｎｉｚａｔｉｏｎ.
               Ｗｉｔｈｉｎ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ｂａｓｅ,               ｔｈｅ               ｐｒｏｆｉｔａｂｌｅ               ｕｓｅｓ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｉｎｃｌｕｄｅ               ｉｎｎｏｖａｔｉｏｎ,               ｃｒｅａｔｉｖｉｔｙ,               ａｎｄ               ｐｒｏｂｌｅｍ               ｓｏｌｖｉｎｇ,               ａｓ               ｗｅｌｌ               ａｓ               ａｃｃｏｍｍｏｄａｔｉｏｎ               ｏｆ               ｔｈｅ               ｄｉｖｅｒｓｅ               ｎｅｅｄｓ               ｏｆ               ｅｍｐｌｏｙｅｅｓ.

Ｉｎ               ｔｏｄａｙ'ｓ               ｂｕｓｉｎｅｓｓ-ｗｏｒｌｄ,               ｔｈｅ               ｔｒｅｎｄ               ｉｓ               ｔｕｒｎｉｎｇ               ｆｒｏｍ               ｐｒｏｆｉｔｉｎｇ               ｆｒｏｍ               ｔａｎｇｉｂｌｅ               ｐｒｏｄｕｃｔｓ               ｔｏ               ｉｎｔａｎｇｉｂｌｅ               ｓｅｒｖｉｃｅｓ               ｔｈａｔ               ａｒｅ               ｃｒｅａｔｅｄ               ｂｙ               ｐｅｏｐｌｅ.

Ｔｈｅ               ａｂｉｌｉｔｙ               ｔｏ               ｉｎｎｏｖａｔｅ,               ｃｒｅａｔｅ,               ａｎｄ               ｐｒｏｂｌｅｍ-ｓｏｌｖｅ               ｉｓ               ｋｅｙ               ｔｏ               ｂｅｃｏｍｉｎｇ               ａ               ｃｕｔｔｉｎｇ-ｅｄｇｅ               ｃｏｍｐａｎｙ               ｂｅｃａｕｓｅ               ｏｆ               ｔｈｅ               ｉｎｃｒｅａｓｅｄ               ｃａｐａｃｉｔｙ               ｔｏ               ｉｎｖｅｎｔ               ｎｅｗ               ｐｒｏｄｕｃｔｓ               ａｎｄ               ｓｅｒｖｉｃｅｓ,               ａｎｄ               ｔｏ               ｃｏｍｅ               ｕｐ               ｗｉｔｈ               ｍｏｒｅ               ｆｒｅｑｕｅｎｔ               ａｎｄ               ｃｒｅａｔｉｖｅ               ｓｏｌｕｔｉｏｎｓ,               ａｌｌ               ｏｆ               ｗｈｉｃｈ               ｉｎｃｒｅａｓｅｓ               ｔｈｅ               ｃｏｍｐａｎｉｅｓ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ               ｂｙ               ｍａｋｉｎｇ               ｔｈｅ               ｃｏｍｐａｎｙ               ｍｏｒｅ               ｃｏｍｐｅｔｉｔｉｖｅ.

Ａｄｄｉｔｉｏｎａｌｌｙ,               ｔｈｅ               ｂｅｔｔｅｒ               ｅｍｐｌｏｙｅｅｓ'               ｎｅｅｄｓ               ａｒｅ               ａｃｃｏｍｍｏｄａｔｅｄ,               ｔｈｅ               ｍｏｒｅ               ｌｉｋｅｌｙ               ｔｈｅｙ               ａｒｅ               ｔｏ               ｍｉｓｓ               ｆｅｗｅｒ               ｄａｙｓ               ａｎｄ               ｂｅ               ｍｏｒｅ               ｐｒｏｄｕｃｔｉｖｅ,               ｗｈｉｃｈ               ｉｎ               ｔｕｒｎ               ｄｅｃｒｅａｓｅｓ               ｅｍｐｌｏｙｅｒ               ｃｏｓｔｓ,               ａｎｄ               ｉｎｃｒｅａｓｅｓ               ｐｒｏｆｉｔａｂｉｌｉｔｙ.
               Ａｎ               ｅｘａｍｐｌｅ               ｏｆ               ｐｒｏｆｉｔａｂｌｅ               ｉｎｎｏｖａｔｉｏｎ,               ｄｕｅ               ｔｏ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ａ               ｄｉｖｅｒｓｅ               ｅｍｐｌｏｙｅｅ               ｂａｓｅ,               ｉｓ               ｒｅｃｏｕｎｔｅｄ               ｂｙ               Ｂｕｃｈｅｒ,               ｗｈｏ               ｃｉｔｅｓ               ｔｈｅ               ｆｏｌｌｏｗｉｎｇ               ｅｘａｍｐｌｅ               ｆｒｏｍ               Ｆｏｒｄ               Ｍｏｔｏｒ               Ｃｏｍｐａｎｙ:               "Ｆｏｒｄ               ｄｅｃｉｄｅｄ               ｔｈａｔ               ｉｔ               ｎｅｅｄｅｄ               ｔｏ               ｔａｋｅ               ａ               ｄｉｆｆｅｒｅｎｔ               ａｐｐｒｏａｃｈ               ｔｏ               ｃｒｅａｔｅ               ａ               ｎｅｗ               ａｎｄ               ｃｏｍｐｅｔｉｔｉｖｅ               ｍｉｄｓｉｚｅｄ               ｃａｒ.

Ｔｈｅｙ               ｐｕｔ               ｔｈｅ               ｄｅｓｉｇｎｅｒｓ,               ｍａｎｕｆａｃｔｕｒｅｒｓ,               ａｎｄ               ｓａｌｅｓｐｅｏｐｌｅ               ｏｎ               ｏｎｅ               ｔｅａｍ.

Ｅａｃｈ               ｐｅｒｓｏｎ               ｗａｓ               ａｓｋｅｄ               ｔｏ               ｄｅｓｃｒｉｂｅ               ｈｉｓ               ｏｒ               ｈｅｒ               ｉｄｅａｌ               ｃａｒｅ               ａｎｄ               ｓｕｂｍｉｔ               ａ               "ｗｉｓｈ               ｌｉｓｔ."               Ｔｈｅ               ｅｎｄ               ｐｒｏｄｕｃｔ               ｏｆ               ｔｈｉｓ               ｔｅａｍ               ｅｆｆｏｒｔ               ｗａｓ               ｔｈｅ               Ｔａｕｒｕｓ,               ｏｎｅ               ｏｆ               Ｆｏｒｄ'ｓ               ｂｅｓｔ-ｓｅｌｌｉｎｇ               ｍｏｄｅｌｓ"               (165).

Ｆｏｒｄ'ｓ               ｅｘａｍｐｌｅ               ｉｓ               ａ               ｑｕａｌｉｔａｔｉｖｅ               ａｐｐｒｏａｃｈ               ｔｏ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｉｎ               ｔｈａｔ               ｍａｎａｇｅｍｅｎｔ               ｉｎｔｅｎｔｉｏｎａｌｌｙ               ｐｌａｃｅｄ               ｄｉｖｅｒｓｅ               ｐｏｓｉｔｉｏｎｓ               ｔｏｇｅｔｈｅｒ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｃｒｅａｔｅ               ａ               ｇｒｏｕｐ               ｄｙｎａｍｉｃ               ｔｈａｔ               ｓｐｕｒｎｅｄ               ｉｎｎｏｖａｔｉｏｎ.

Ｉｎ               ａｎｏｔｈｅｒ               ｅｘａｍｐｌｅ,               Ｃｏｘ               Ｊｒ.

ｄｉｓｃｕｓｓｅｓ               ｈｏｗ               Ｋａｎｔｅｒ'ｓ               ｓｔｕｄｉｅｓ               ｏｆ               ｐｉｏｎｅｅｒｉｎｇ               ｃｏｍｐａｎｉｅｓ               ｄｉｓｃｌｏｓｅ               ｔｈａｔ               ｔｈｅｓｅ               ｏｒｇａｎｉｚａｔｉｏｎｓ               ｐｕｒｐｏｓｅｆｕｌｌｙ               ｃｒｅａｔｅ               ｄｉｖｅｒｓｅ               ｗｏｒｋ-ｔｅａｍｓ               ｉｎ               ｏｒｄｅｒ               ｔｏ               "ｃｒｅａｔｅ               ａ               ｍａｒｋｅｔｐｌａｃｅ               ｏｆ               ｉｄｅａｓ,               ｒｅｃｏｇｎｉｚｉｎｇ               ｔｈａｔ               ａ               ｍｕｌｔｉｐｌｉｃｉｔｙ               ｏｆ               ｐｏｉｎｔｓ               ｏｆ               ｖｉｅｗ               ｎｅｅｄ               ｔｏ               ｂｅ               ｂｒｏｕｇｈｔ               ｔｏ               ｂｅａｒ               ｏｎ               ａ               ｐｒｏｂｌｅｍ"               (ｑｔｄ               ｉｎ               Ｃｏｘ               Ｊｒ.

32).

Ｉｎｎｏｖａｔｉｏｎ               ｃａｎ               ｂｅ               ａ               ｖｅｒｙ               ｐｒｏｆｉｔａｂｌｅ               ｏｕｔｃｏｍｅ               ｏｆ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ.
               Ｎｅｘｔ               ｗｅ               ｗｉｌｌ               ｅｘａｍｉｎｅ               ｈｏｗ               ｐｒｏｆｉｔａｂｌｅ               ｃｒｅａｔｉｖｉｔｙ               ｃａｎ               ｂｅ               ｕｔｉｌｉｚｅｄ               ｆｒｏｍ               ｄｉｖｅｒｓｉｔｙ               ｗｉｔｈｉｎ               ｔｈｅ               ｅｍｐｌｏｙｅｅ-ｂａｓｅ.

Ｔｈｅ               ｍｏｒｅ               ｃｒｅａｔｉｖｅ               ｔｈｅ               ｃｏｍｐａｎｙ               ｉｓ,               ｔｈｅ               ｍｏｒｅ               ｐｒｏｇｒｅｓｓｉｖｅ               ｔｈｅ               ｃｏｍｐａｎｙ               ｂｅｃｏｍｅｓ.

Ｔｈｅ               ｍｏｒｅ               ｐｒｏｇｒｅｓｓｉｖｅ               ｔｈｅ               ｃｏｍｐａｎｙ               ｉｓ,               ｔｈｅ               ｍｏｒｅ               ｌｉｋｅｌｙ               ｔｈｅｙ               ａｒｅ               ｔｏ               ｂｅ               ｐｒｏｆｉｔａｂｌｅ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               Ｃｏｘ               Ｊｒ.

ｃｉｔｅｓ               ｔｈｅ               ｒｅｓｅａｒｃｈ               ｏｆ               Ｃｈａｒｌｅｎｅ               Ｎｅｍｅｔｈ               ｗｈｏ               "ｆｏｕｎｄ               ｔｈａｔ               ｔｈｅ               ｍｉｎｏｒｉｔｙ               ｇｒｏｕｐｓ               ａｄｏｐｔｅｄ               ｍｕｌｔｉｐｌｅ               ｓｔｒａｔｅｇｉｅｓ               ａｎｄ               ｉｄｅｎｔｉｆｉｅｄ               ｍｏｒｅ               ｓｏｌｕｔｉｏｎｓ               ｔｈａｎ               ｔｈｅ               ｍａｊｏｒｉｔｙ               ｇｒｏｕｐｓ               [ａｎｄ               ｓｈｅ]               ｃｏｎｃｌｕｄｅｄ               ｔｈａｔ               ｔｈｅ               ｇｒｏｕｐｓ               ｅｘｐｏｓｅｄ               ｔｏ               ｍｉｎｏｒｉｔｙ               ｖｉｅｗｓ               ｗｅｒｅ               ｍｏｒｅ               ｃｒｅａｔｉｖｅ               ｔｈａｎ               ｔｈｅ               ｍｏｒｅ               ｈｏｍｏｇｅｎｅｏｕｓ,               ｍａｊｏｒｉｔｙ               ｇｒｏｕｐｓ.

Ｓｈｅ               ｆｕｒｔｈｅｒ               ｃｏｎｃｌｕｄｅｄ               ｔｈａｔ               ｐｅｒｓｉｓｔｅｎｔ               ｅｘｐｏｓｕｒｅ               ｔｏ               ｍｉｎｏｒｉｔｙ               ｖｉｅｗｐｏｉｎｔｓ               ｓｔｉｍｕｌａｔｅｓ               ｃｒｅａｔｉｖｅ               ｔｈｏｕｇｈｔ               ｐｒｏｃｅｓｓｅｓ               (32).

Ｃｏｘ               Ｊｒ.

ａｌｓｏ               ｒｅｐｏｒｔｅｄ               ｔｈｅ               ｒｅｓｕｌｔｓ               ｏｆ               ａ               ｓｅｒｉｅｓ               ｏｆ               ｅｘｐｅｒｉｍｅｎｔｓ               ｐｅｒｆｏｒｍｅｄ               ｂｙ               Ｔｒｉａｎｄｉｓ,               Ｈａｌｌ,               ａｎｄ               Ｅｗｅｎ,               ｔｏ               ｔｅｓｔ               ｔｈｅ               ｅｆｆｅｃｔｓ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｏｎ               ｃｒｅａｔｉｖｉｔｙ.

Ｔｈｅ               ｒｅｓｕｌｔｓ               ｗｅｒｅ               ｊｕｄｇｅｄ               ｏｎ               "ｏｒｉｇｉｎａｌｉｔｙ               ａｎｄ               ｐｒａｃｔｉｃａｌｉｔｙ"               ａｎｄ               "ｉｎｄｉｃａｔｅｄ               ｔｈａｔ               ａｓ               ｌｏｎｇ               ａｓ               ｔｈｅ               ｔｅａｍ               ｍｅｍｂｅｒｓ               ｈａｄ               ｓｉｍｉｌａｒ               ａｂｉｌｉｔｙ               ｌｅｖｅｌｓ,               ｔｈｅ               ｈｅｔｅｒｏｇｅｎｅｏｕｓ               ｔｅａｍｓ               ｗｅｒｅ               ｍｏｒｅ               ｃｒｅａｔｉｖｅ               ｔｈａｎ               ｔｈｅ               ｈｏｍｏｇｅｎｅｏｕｓ               ｏｎｅｓ…"               (32-33).

Ｃｒｅａｔｉｖｉｔｙ               ｉｓ               ｋｅｙ               ｔｏ               ｂｅｃｏｍｉｎｇ               ａ               ｌｅａｄｉｎｇ               ｅｄｇｅ               ｃｏｍｐａｎｙ               ａｎｄ               ｉｎｃｒｅａｓｉｎｇ               ｐｒｏｆｉｔａｂｉｌｉｔｙ.
               Ｒｅｇａｒｄｉｎｇ               ｐｒｏｂｌｅｍ-ｓｏｌｖｉｎｇ,               Ｃｏｘ               Ｊｒ.

ｃｉｔｅｓ               ｒｅｓｅａｒｃｈ               ｓｔｕｄｉｅｓ               ｃｏｎｄｕｃｔｅｄ               ａｔ               ｔｈｅ               Ｕｎｉｖｅｒｓｉｔｙ               ｏｆ               Ｍｉｃｈｉｇａｎ               ｉｎ               ｔｈｅ               1960ｓ               ｔｈａｔ               "ｆｏｕｎｄ               ｔｈａｔ               ｈｅｔｅｒｏｇｅｎｅｏｕｓ               ｇｒｏｕｐｓ               ｐｒｏｄｕｃｅｄ               ｂｅｔｔｅｒ-ｑｕａｌｉｔｙ               ｓｏｌｕｔｉｏｎｓ               ｔｏ               ｐｒｏｂｌｅｍｓ               ｔｈａｎ               ｄｉｄ               ｈｏｍｏｇｅｎｏｕｓ               ｇｒｏｕｐｓ"               (33-34).

Ｓｐｅｃｉｆｉｃａｌｌｙ,               Ｃｏｘ               Ｊｒ.

ｃｉｔｅｓ               ｓｔｕｄｉｅｓ               ｂｙ               Ｎｅｍｅｔｈ               ａｎｄ,               Ｎｅｍｅｔｈ               ａｎｄ               Ｗａｃｈｔｅｒ,               ｗｈｏ
               ｆｏｕｎｄ               ｔｈａｔ               ｔｈｅ               ｌｅｖｅｌ               ｏｆ               ｃｒｉｔｉｃａｌ               ａｎａｌｙｓｉｓ               ｏｆ               ｄｅｃｉｓｉｏｎ               ｉｓｓｕｅｓ               ａｎｄ               ａｌｔｅｒｎａｔｉｖｅｓ               ｗａｓ               ｈｉｇｈｅｒ               ｉｎ               ｇｒｏｕｐｓ               ｓｕｂｊｅｃｔｅｄ               ｔｏ               ｍｉｎｏｒｉｔｙ               ｖｉｅｗｓ               ｔｈａｎ               ｉｎ               ｔｈｏｓｅ               ｔｈａｔ               ｗｅｒｅ               ｎｏｔ.

Ｔｈｅ               ｐｒｅｓｅｎｃｅ               ｏｆ               ｍｉｎｏｒｉｔｙ               ｖｉｅｗｓ               ｉｍｐｒｏｖｅｄ               ｔｈｅ               ｑｕａｌｉｔｙ               ｏｆ               ｔｈｅ               ｄｅｃｉｓｉｏｎ               ｐｒｏｃｅｓｓ               ｒｅｇａｒｄｌｅｓｓ               ｏｆ               ｗｈｅｔｈｅｒ               ｔｈｅ               ｍｉｎｏｒｉｔｙ               ｖｉｅｗ               ｕｌｔｉｍａｔｅｌｙ               ｐｒｅｖａｉｌｅｄ.

Ａｍｏｎｇ               ｔｈｅ               ｓｐｅｃｉｆｉｃ               ｄｉｆｆｅｒｅｎｃｅｓ               ｉｎ               ｐｒｏｂｌｅｍ               ｓｏｌｖｉｎｇ               ｐｒｏｃｅｓｓｅｓ               ｔｈｅｙ               ｆｏｕｎｄ               ｗｅｒｅ               (1)               ａ               ｌａｒｇｅｒ               ｎｕｍｂｅｒ               ｏｆ               ａｌｔｅｒｎａｔｉｖｅｓ               ｃｏｎｓｉｄｅｒｅｄ,               ａｎｄ               (2)               ａ               ｍｏｒｅ               ｔｈｏｒｏｕｇｈ               ｅｘａｍｉｎａｔｉｏｎ               ｏｆ               ａｓｓｕｍｐｔｉｏｎｓ               ａｎｄ               ｉｍｐｌｉｃａｔｉｏｎｓ               ｏｆ               ａｌｔｅｒｎａｔｉｖｅ               ｓｃｅｎａｒｉｏｓ.

(34)
               Ｔｈｅ               ｐｒｅｃｅｄｉｎｇ               ｄａｔａ               ｉｎｄｉｃａｔｅｓ               ｔｈａｔ               ｔｈｅ               ｅｆｆｅｃｔｓ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｏｎ               ｐｒｏｂｌｅｍ               ｓｏｌｖｉｎｇ               ａｒｅ               ｂｏｔｈ               ｑｕａｎｔｉｔａｔｉｖｅ               ａｎｄ               ｑｕａｌｉｔａｔｉｖｅ               ｉｎ               ｔｈａｔ               ｉｔ               ｉｎｃｒｅａｓｅｓ               ｔｈｅ               ｑｕａｎｔｉｔｙ               ａｎｄ               ｑｕａｌｉｔｙ               ｏｆ               ｐｒｏｂｌｅｍ               ｓｏｌｖｉｎｇ.

Ｍａｎｙ               ｃｏｍｐａｎｉｅｓ               ｉｎｉｔｉａｌｌｙ               ｔａｋｅ               ｏｎｌｙ               ａ               ｑｕａｎｔｉｔａｔｉｖｅ               ａｐｐｒｏａｃｈ               ｔｏ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｉｎ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ｂａｓｅ,               ｂｙ               ｒｅｃｒｕｉｔｉｎｇ               ａ               ｗｉｄｅ               ｖａｒｉｅｔｙ               ｏｆ               ｅｍｐｌｏｙｅｅｓ.

Ａｌｔｈｏｕｇｈ               ｔｈｉｓ               ｉｓ               ａ               ｎｅｃｅｓｓａｒｙ               ｆｉｒｓｔ               ｓｔｅｐ,               ｉｔ               ｉｓ               ｎｏｔ               ｕｎｔｉｌ               ｍａｎａｇｅｍｅｎｔ               ｐｕｒｐｏｓｅｆｕｌｌｙ               ｃｒｅａｔｅｓ               ｖａｒｉｏｕｓ               ｗｏｒｋ-ｇｒｏｕｐ               ｄｙｎａｍｉｃｓ               ｆｏｒ               ｔｈｅ               ｉｎｔｅｎｔｉｏｎａｌ               ｐｕｒｐｏｓｅ               ｏｆ               ｃｒｅａｔｉｎｇ               ｉｎｎｏｖａｔｉｏｎ,               ｃｒｅａｔｉｖｉｔｙ,               ａｎｄ               ｐｒｏｂｌｅｍ               ｓｏｌｖｉｎｇ,               ｔｈａｔ               ｔｈｅ               ｆｕｌｌ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｆ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｃａｎ               ｂｅ               ｒｅａｌｉｚｅｄ.
               Ａｃｃｏｍｍｏｄａｔｉｎｇ               ｄｉｖｅｒｓｅ               ｎｅｅｄｓ               ｗｉｔｈｉｎ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ｂａｓｅ               ｃａｎ               ａｌｓｏ               ｉｎｃｒｅａｓｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ.

Ａｃｃｏｍｍｏｄａｔｉｎｇ               ｅｍｐｌｏｙｅｅｓ'               ｄｉｖｅｒｓｅ               ｎｅｅｄｓ               ｔｏ               ｔｈｅ               ｆｕｌｌｅｓｔ               ｅｘｔｅｎｔ               ｐｏｓｓｉｂｌｅ               ｗｉｌｌ               ｉｎｃｒｅａｓｅ               ｅｍｐｌｏｙｅｅ               ｓａｔｉｓｆａｃｔｉｏｎ,               ｗｈｉｃｈ               ｗｉｌｌ               ｔｈｅｎ               ｉｍｐｒｏｖｅ               ｗｏｒｋ               ｐｅｒｆｏｒｍａｎｃｅ.

Ｉｍｐｒｏｖｅｍｅｎｔｓ               ｉｎ               ｗｏｒｋ               ｐｅｒｆｏｒｍａｎｃｅ               ｗｉｌｌ               ｒｅｓｕｌｔ               ｉｎ               ｉｎｃｒｅａｓｅｄ               ｐｒｏｆｉｔａｂｉｌｉｔｙ.

Ｃｏｘ               Ｊｒ.

ｒｅｃｏｕｎｔｓ               ｓｅｖｅｒａｌ               ｓｔｕｄｉｅｓ,               ｗｈｉｃｈ               ｅｘａｍｉｎｅ               ｔｈｅ               ｅｘｔｅｎｔ               ｏｆ               ｅｍｐｌｏｙｅｒ               ａｃｃｏｍｍｏｄａｔｉｏｎ               ｔｏ               ａ               ｒａｎｇｅ               ｏｆ               ｄｉｖｅｒｓｅ               ｅｍｐｌｏｙｅｅ               ｎｅｅｄｓ,               ｉｎ               ｒｅｌａｔｉｏｎ               ｔｏ               ｔｈｅ               ｅｆｆｅｃｔ               ｏｎ               ｅｍｐｌｏｙｅｅ               ｐｅｒｆｏｒｍａｎｃｅ.
               Ｃｏｘ               Ｊｒ.

ｄｉｓｃｕｓｓｅｓ               ａ               ｓｔｕｄｙ               ｃｉｔｅｄ               ｉｎ               "Ｈｅｌｐｉｎｇ               Ｐｒｅｇｎａｎｔ               Ｗｏｒｋｅｒｓ"               ｉｎ               ｗｈｉｃｈ               "ｃｏｍｐａｎｉｅｓ               ｗｅｒｅ               ａｓｓｉｇｎｅｄ               ａｎ               "ａｃｃｏｍｍｏｄａｔｉｏｎ               ｓｃｏｒｅ"               ｏｎ               ｔｈｅ               ｂａｓｉｓ               ｏｆ               ｔｈｅ               ａｄｏｐｔｉｏｎ               ｏｆ               ｆｏｕｒ               ｂｅｎｅｆｉｔ-ｌｉｂｅｒａｌｉｚａｔｉｏｎ               ｃｈａｎｇｅｓ               ａｓｓｏｃｉａｔｅｄ               ｗｉｔｈ               ｐｒｅｇｎａｎｔ               ｗｏｒｋｅｒｓ.

Ｔｈｅ               ｈｉｇｈｅｒ               ａ               ｃｏｍｐａｎｙ'ｓ               ａｃｃｏｍｍｏｄａｔｉｏｎ               ｓｃｏｒｅ,               ｔｈｅ               ｌｏｗｅｒ               ｔｈｅ               ｎｕｍｂｅｒ               ｏｆ               ｓｉｃｋ               ｄａｙｓ               ｔａｋｅｎ               ｂｙ               ｐｒｅｇｎａｎｔ               ｗｏｒｋｅｒｓ               ａｎｄ               ｔｈｅ               ｍｏｒｅ               ｗｉｌｌｉｎｇ               ｔｈｅｙ               ｗｅｒｅ               ｔｏ               ｗｏｒｋ               ｏｖｅｒｔｉｍｅ               ｄｕｒｉｎｇ               ｐｒｅｇｎａｎｃｙ"               (Ｃｏｘ               Ｊｒ.

24-25).

Ｃｏｘ               Ｊｒ.

ａｌｓｏ               ｄｉｓｃｕｓｓｅｓ               ａｎｏｔｈｅｒ               ｅｘａｍｐｌｅ,               ｗｈｉｃｈ               ｃｏｍｐａｒｅｄ               ｔｈｅ               ａｂｓｅｎｔｅｅｉｓｍ               ａｎｄ               ｔｕｒｎｏｖｅｒ               ｒａｔｅｓ               ｏｆ               ｍｏｔｈｅｒｓ               ｗｈｏ               ｗｏｒｋｅｄ               ａｎｄ               ｕｓｅｄ               ｃｏｍｐａｎｙ-ｓｐｏｎｓｏｒｅｄ               ｄａｙ               ｃａｒｅ,               ｖｅｒｓｕｓ               ｔｈｏｓｅ               ｗｈｏ               ｗｏｒｋｅｄ               ａｎｄ               ｗｅｒｅ               ｎｏｔ               ｕｔｉｌｉｚｉｎｇ               ｃｏｍｐａｎｙ               ｓｐｏｎｓｏｒｅｄ               ｄａｙ               ｃａｒｅ               (25).

Ｔｈｅ               ｒｅｓｕｌｔｓ               ｓｈｏｗｅｄ               ｔｈａｔ               "ｔｈｅ               ａｂｓｅｎｔｅｅｉｓｍ               ｒａｔｅ               ｆｏｒ               ｔｈｅ               ｄａｙ-ｃａｒｅ               ｕｓｅｒｓ               ｗａｓ               38               ｐｅｒｃｅｎｔ               ｌｏｗｅｒ               ｔｈａｎ               ｔｈａｔ               ｏｆ               ｔｈｅ               ｏｔｈｅｒ               ｇｒｏｕｐｓ,               ａｎｄ               ｔｈａｔ               ｔｈｅｙ               ｈａｄ               ａ               ｔｕｒｎｏｖｅｒ               ｒａｔｅ               ｏｆ               ｌｅｓｓ               ｔｈａｎ               2               ｐｅｒｃｅｎｔ               ｃｏｍｐａｒｅｄ               ｔｏ               ｏｖｅｒ               6               ｐｅｒｃｅｎｔ               ｆｏｒ               ｔｈｅ               ｎｏｎｂｅｎｅｆｉｔ               ｇｒｏｕｐｓ"               (Ｃｏｘ               Ｊｒ.

25).

Ｃｏｘ               Ｊｒ.

ｃｉｔｅｄ               ｙｅｔ               ａｎｏｔｈｅｒ               ｓｔｕｄｙ               ｂｙ               Ｙｏｕｎｇｂｌｏｏｄ               ａｎｄ               Ｃｈａｍｂｅｒｓ-Ｃｏｏｋ,               ｗｈｉｃｈ               ｉｎｄｉｃａｔｅｄ               ｔｈａｔ               ｔｈｅ               ｉｍｐｌｅｍｅｎｔａｔｉｏｎ               ｏｆ               ａｎ               ｏｎ-ｓｉｔｅ               ｃｈｉｌｄ-ｃａｒｅ               ｆａｃｉｌｉｔｙ               "ｉｍｐｒｏｖｅｄ               ｗｏｒｋｅｒ               ａｔｔｉｔｕｄｅｓ               ｉｍｐｒｏｖｅｄ               ｏｎ               ｓｉｘ               ｍｅａｓｕｒｅｓ,               ｉｎｃｌｕｄｉｎｇ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｃｏｍｍｉｔｍｅｎｔ               ａｎｄ               ｊｏｂ               ｓａｔｉｓｆａｃｔｉｏｎ,               ａｎｄ               ｔｈａｔ               ｔｕｒｎｏｖｅｒ               ｄｅｃｌｉｎｅｄ               63               ｐｅｒｃｅｎｔ"               (25).

Ｆｉｎａｌｌｙ,               Ｃｏｘ               Ｊｒ.

ｒｅｃｏｕｎｔｓ               ａ               ｆｉｅｌｄ               ｓｔｕｄｙ               ｂｙ               Ｋｉｍ               ａｎｄ               Ｃａｍｐａｇｎａ,               ｔｈａｔ               ａｓｓｅｓｓｅｄ               ｔｈｅ               ｅｆｆｅｃｔｓ               ｏｆ               ｔｈｅ               ｉｍｐｌｅｍｅｎｔａｔｉｏｎ               ｏｆ               ｆｌｅｘｔｉｍｅ               ｏｎ               ｗｏｒｋｅｒ               ｐｅｒｆｏｒｍａｎｃｅ               ａｎｄ               ｗｈｉｃｈ               ｆｏｕｎｄ,               "ｔｈａｔ               ｂｏｔｈ               ｓｈｏｒｔ-ｔｅｒｍ               ａｎｄ               ｌｏｎｇ-ｔｅｒｍ               ａｂｓｅｎｃｅｓ               ｄｅｃｌｉｎｅｄ               ｓｉｇｎｉｆｉｃａｎｔｌｙ               ａｎｄ               ｔｈａｔ               ｔｈｒｅｅ               ｏｆ               ｆｏｕｒ               ｗｏｒｋｅｒ-ｅｆｆｉｃｉｅｎｃｙ               ｍｅａｓｕｒｅｓ               ｉｎｃｒｅａｓｅｄ               ｓｉｇｎｉｆｉｃａｎｔｌｙ               ｕｎｄｅｒ               ｆｌｅｘｔｉｍｅ"               (25-26).

Ｉｔ               ｉｓ               ａｐｐａｒｅｎｔ               ｂｙ               ｔｈｅ               ａｆｏｒｅｍｅｎｔｉｏｎｅｄ               ｓｔｕｄｉｅｓ               ｔｈａｔ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｔｈｒｏｕｇｈ               ｍａｎａｇｅｍｅｎｔｓ'               ａｃｃｏｍｍｏｄａｔｉｏｎ               ｏｆ               ｔｈｅ               ｄｉｖｅｒｓｅ               ｎｅｅｄｓ               ｏｆ               ｅｍｐｌｏｙｅｅｓ,               ｄｅｃｒｅａｓｅｓ               ａｂｓｅｎｔｅｅｉｓｍ               ａｎｄ               ｔｕｒｎｏｖｅｒ,               ａｎｄ               ｉｎｃｒｅａｓｅｓ               ｅｍｐｌｏｙｅｅ               ｍｏｒａｌｅ               ａｎｄ               ｊｏｂ               ｓａｔｉｓｆａｃｔｉｏｎ,               ｔｈｅｒｅｂｙ               ｉｎｃｒｅａｓｉｎｇ               ｔｈｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ.
               Ｎｅｘｔ               ｗｅ               ｗｉｌｌ               ｅｘａｍｉｎｅ               ｈｏｗ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｗｉｔｈｉｎ               ｔｈｅ               ｃｏｎｓｕｍｅｒ               ｂａｓｅ               ｐｏｔｅｎｔｉａｌｌｙ               ｉｎｃｒｅａｓｅｓ               ｐｒｏｆｉｔａｂｉｌｉｔｙ.

Ｗｉｔｈｉｎ               ｔｈｅ               ｃｏｎｓｕｍｅｒ               ｂａｓｅ,               ｔｈｅ               ｐｒｏｆｉｔａｂｌｅ               ｕｓｅｓ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｂｅｇｉｎ               ｗｉｔｈ               ｕｎｄｅｒｓｔａｎｄｉｎｇ               ｈｏｗ               ｃｏｎｓｕｍｅｒｉｓｍ               ｄｉｆｆｅｒｓ               ｗｉｔｈｉｎ               ａ               ｄｉｖｅｒｓｅ               ｍａｒｋｅｔ.

Ｏｎｃｅ               ｍａｎａｇｅｍｅｎｔ               ｏｂｔａｉｎｓ               ｔｈｉｓ               ｕｎｄｅｒｓｔａｎｄｉｎｇ,               ｔｈｅ               ｎｅｘｔ               ｓｔｅｐ               ｉｓ               ｔｏ               ｉｍｐｌｅｍｅｎｔ               ｓｔｒａｔｅｇｉｅｓ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｂｅｔｔｅｒ               ｒｅｌａｔｅ               ｔｏ,               ｉｄｅｎｔｉｆｙ               ｗｉｔｈ,               ａｎｄ               ｒｅｐｒｅｓｅｎｔ               ｔｈｅｓｅ               ｃｏｎｓｕｍｅｒ               ｄｉｆｆｅｒｅｎｃｅｓ.

Ｔｈｅｓｅ               ｓｔｒａｔｅｇｉｅｓ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｗｉｔｈｉｎ               ｔｈｅ               ｃｕｓｔｏｍｅｒ               ｂａｓｅ               ａｎｄ,               ｔｈｅｒｅｆｏｒｅ,               ｂｅｔｔｅｒ               ｓｅｒｖｅ               ｔｈｅ               ｃｏｎｓｕｍｅｒｓ'               ｎｅｅｄｓ.

Ａｓ               ａ               ｒｅｓｕｌｔ,               ｃｕｓｔｏｍｅｒ               ｓａｔｉｓｆａｃｔｉｏｎ               ｉｎｃｒｅａｓｅｓ,               ａｓ               ｄｏ               ｃｕｓｔｏｍｅｒｓ,               ｔｈｅｒｅｂｙ               ｍａｋｉｎｇ               ｔｈｅ               ｃｏｍｐａｎｙ               ｍｏｒｅ               ｐｒｏｆｉｔａｂｌｅ.
               Ｃｏｘ               Ｊｒ.

ｄｉｓｃｕｓｓｅｓ               ｅｘａｍｐｌｅｓ               ｏｆ               ｒｅｓｅａｒｃｈ               ｏｎ               ｃｏｎｓｕｍｅｒ               ｂｅｈａｖｉｏｒ               ｔｈａｔ               ｄｅｍｏｎｓｔｒａｔｅｓ               ｈｏｗ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ               ａｔ               ｂｏｔｈ               ａ               ｍａｃｒｏ               ａｎｄ               ｍｉｃｒｏ               ｌｅｖｅｌ               ｉｍｐａｃｔ               ｃｏｎｓｕｍｅｒｉｓｍ.

Ｒｅｇａｒｄｉｎｇ               ｍａｃｒｏ               ｌｅｖｅｌ               ｃｏｎｓｕｍｅｒ               ｄｉｆｆｅｒｅｎｃｅｓ,               Ｃｏｘ               Ｊｒ.

ｃｉｔｅｓ               ｒｅｓｅａｒｃｈ               ｂｙ               Ｔｓｅ,               Ｌｅｅ,               Ｖｅｒｔｉｎｓｋｙ,               ａｎｄ               Ｗｅｈｒｕｎｇ               ｗｈｏ               ｓｔｕｄｉｅｄ               ｂｕｙｉｎｇ               ｂｅｈａｖｉｏｒ               ｄｉｓｔｉｎｃｔｉｏｎｓ               "ａｍｏｎｇ               145               ｍａｉｎｌａｎｄ               Ｃｈｉｎｅｓｅ,               Ｈｏｎｇ               Ｋｏｎｇ,               ａｎｄ               Ｃａｎａｄｉａｎ               ｅｘｅｃｕｔｉｖｅｓ               ａｎｄ               ｆｏｕｎｄ               ｔｈａｔ               ｃｕｌｔｕｒｅ               ｈａｄ               ｐｒｅｄｉｃｔａｂｌｅ               ｅｆｆｅｃｔｓ               ｏｎ               ｄｅｃｉｓｉｏｎ-ｍａｋｉｎｇ               ｂｅｈａｖｉｏｒ.

Ａｍｏｎｇ               ｔｈｅｉｒ               ｓｐｅｃｉｆｉｃ               ｃｏｎｃｌｕｓｉｏｎｓ               ｗａｓ               ｔｈａｔ               ｃｕｌｔｕｒｅ               ａｆｆｅｃｔｓ               ｐｒｏｂｌｅｍ               ｉｄｅｎｔｉｆｉｃａｔｉｏｎ               ａｎｄ               ｔｈｅ               ｏｂｊｅｃｔｉｖｅｓ               ｍｏｔｉｖａｔｉｎｇ               ｃｈｏｉｃｅ               ｉｎ               ｄｅｃｉｓｉｏｎ               ｓｉｔｕａｔｉｏｎｓ"               (29).

Ｆｕｒｔｈｅｒｍｏｒｅ,               Ｃｏｘ               Ｊｒ.

ｐｏｉｎｔｓ               ｏｕｔ               ｔｈａｔ               "ｔｈｅ               ｅｖｉｄｅｎｃｅ               ｏｎ               ａｃｃｕｌｔｕｒａｔｉｏｎ               ｐａｔｔｅｒｎｓ               ａｍｏｎｇ               Ａｓｉａｎｓ               ａｎｄ               Ｌａｔｉｎｏｓ               ｉｎ               ｔｈｅ               Ｕｎｉｔｅｄ               Ｓｔａｔｅｓ               ｉｎｄｉｃａｔｅｓ               ｔｈａｔ               ｓｕｂｓｔａｎｔｉａｌ               ｉｄｅｎｔｉｔｙ               ｗｉｔｈ               ｔｈｅ               ｒｏｏｔ               ｎａｔｉｏｎａｌ               ｃｕｌｔｕｒｅ               ｒｅｍａｉｎｓ               ｅｖｅｎ               ａｆｔｅｒ               ｔｈｒｅｅ               ｏｒ               ｍｏｒｅ               ｇｅｎｅｒａｔｉｏｎｓ               ｏｆ               ｃｉｔｉｚｅｎｓｈｉｐ"               (29-30).

Ｔｈｉｓ               ｄａｔａ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｆｏｒ               ｍａｎａｇｅｍｅｎｔ               ｔｏ               ｕｓｅ               ｉｎ               ａｓｓｉｓｔｉｎｇ               ｗｉｔｈ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ,               ｗｉｔｈｉｎ               ｔｈｅ               ｃｕｓｔｏｍｅｒ-ｂａｓｅ.
               Ｒｅｇａｒｄｉｎｇ               ｃｏｎｓｕｍｅｒ               ｄｉｆｆｅｒｅｎｃｅｓ               ａｔ               ａ               ｍｏｒｅ               ｍｉｃｒｏ-ｌｅｖｅｌ,               Ｃｏｘ               Ｊｒ.

ｃｉｔｅｓ               ｒｅｓｅａｒｃｈ               ｂｙ               Ｄｅｓｈｐａｎｄｅ,               Ｈｏｙｅｒ,               &               Ｄｏｎｔｈｕ,               ｗｈｉｃｈ               ｈａｓ               ｓｈｏｗｎ               ｔｈａｔ               "ｃｏｎｓｕｍｅｒ               ｂｅｈａｖｉｏｒ               ｏｆ               Ｈｉｓｐａｎｉｃ-Ａｍｅｒｉｃａｎｓ               ｉｓ               ｉｎｆｌｕｅｎｃｅｄ               ｂｙ               ｔｈｅ               ｓｔｒｅｎｇｔｈ               ｏｆ               ｉｄｅｎｔｉｆｉｃａｔｉｏｎ               ｗｉｔｈ               ｔｈｅｉｒ               ｅｔｈｎｉｃ               ｇｒｏｕｐ"               (30).

Ｃｏｘ               Ｊｒ.

ａｌｓｏ               ｓｕｍｍａｒｉｚｅｓ               ｔｈｅ               ｆｏｒｍｅｒ               ｐｒｅｓｉｄｅｎｔ               ｏｆ               ＵＳＡ               ｔｏｄａｙ,               Ｎａｎｃｙ               Ｗｏｏｄｈｕｌｌ,               ｗｈｏ               ｉｎｄｉｃａｔｅｄ               ｔｈａｔ;               "ｔｈｅ               ｅａｒｌｙ               ｍａｒｋｅｔｉｎｇ               ｓｕｃｃｅｓｓ               ｏｆ               ｔｈｅ               ＵＳＡ               ＴＯＤＡＹ               ｎｅｗｓｐａｐｅｒ               ｗａｓ               ｌａｒｇｅｌｙ               ａｔｔｒｉｂｕｔａｂｌｅ               ｔｏ               ｔｈｅ               ｐｒｅｓｅｎｃｅ               ｏｆ               ｐｅｏｐｌｅ               ｆｒｏｍ               ａ               ｗｉｄｅ               ｖａｒｉｅｔｙ               ｏｆ               ｃｕｌｔｕｒａｌ               ｂａｃｋｇｒｏｕｎｄｓ               ｉｎ               ｄａｉｌｙ               ｎｅｗｓ               ｍｅｅｔｉｎｇｓ.

Ｄｉｖｅｒｓｉｔｙ               ｉｎ               ｇｒｏｕｐ               ｃｏｍｐｏｓｉｔｉｏｎ               ｗａｓ               ｄｅｌｉｂｅｒａｔｅｌｙ               ｐｌａｎｎｅｄ               ａｎｄ               ｌｅｄ               ｔｏ               ａ               ｎａｔｕｒａｌ               ｒｅｐｒｅｓｅｎｔａｔｉｏｎ               ｏｆ               ｄｉｆｆｅｒｅｎｔ               ｐｏｉｎｔｓ               ｏｆ               ｖｉｅｗ…"               (30).

Ｏｎｃｅ               ｍａｎｇｅｒｓ               ｈａｖｅ               ａ               ｇｏｏｄ               ｕｎｄｅｒｓｔａｎｄｉｎｇ               ｏｆ               ｈｏｗ               ｄｉｖｅｒｓｉｔｙ               ａｆｆｅｃｔｓ               ｃｏｎｓｕｍｅｒｉｓｍ               ａｔ               ｂｏｔｈ               ｍａｃｒｏ               ａｎｄ               ｍｉｃｒｏ               ｌｅｖｅｌｓ,               ｔｈｅｙ               ｃａｎ               ｂｅｔｔｅｒ               ｉｍｐｌｅｍｅｎｔ               ｓｔｒａｔｅｇｉｅｓ               ｔｏ               ｂｅｔｔｅｒ               ｒｅｐｒｅｓｅｎｔ               ａｎｄ               ａｃｃｏｍｍｏｄａｔｅ               ｔｈｅｓｅ               ｃｏｎｓｕｍｅｒ               ｄｉｆｆｅｒｅｎｃｅｓ.
               Ｓｔｒａｔｅｇｉｅｓ               ｆｏｒ               ｕｔｉｌｉｚｉｎｇ               ｔｈｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｗｉｔｈｉｎ               ｔｈｅ               ｃｏｎｓｕｍｅｒ               ｂａｓｅ               ｉｎｃｌｕｄｅ               ａｃｃｏｍｍｏｄａｔｉｎｇ               ｄｉｖｅｒｓｅ               ｃｕｓｔｏｍｅｒ               ｎｅｅｄｓ               ｂｙ               ｉｍｐｒｏｖｉｎｇ               ｃｕｓｔｏｍｅｒ               ｒｅｌａｔｉｏｎｓ,               ｃｕｓｔｏｍｅｒ               ｉｄｅｎｔｉｆｉｃａｔｉｏｎ,               ａｎｄ               ｃｕｓｔｏｍｅｒ               ｒｅｐｒｅｓｅｎｔａｔｉｏｎ.

Ｔｈｅｓｅ               ｓｔｒａｔｅｇｉｅｓ               ａｒｅ               ｂｅｓｔ               ｉｌｌｕｓｔｒａｔｅｄ               ｂｙ               Ａｌｌｓｔａｔｅ               ｉｎｓｕｒａｎｃｅ               ｃｏｍｐａｎｙ,               ｗｈｉｃｈ               Ｌｏｕｉｓａ               Ｗａｈ               ｓｔａｔｅｓ,               ｄｅｓｉｇｎａｔｅｓ               ｌｏｃａｌ               ａｇｅｎｔｓ               ｔｏ               ｉｎｔｅｒａｃｔ               ｗｉｔｈ               ｌｏｃａｌ               ｃｏｍｍｕｎｉｔｉｅｓ               ｉｎ               ａｎ               ｅｆｆｏｒｔ               ｔｏ               ｕｎｄｅｒｓｔａｎｄ               ｔｈｅｉｒ               ｓｐｅｃｉｆｉｃ               ｎｅｅｄｓ               ａｎｄ               ｂｅｔｔｅｒ               ｓｅｒｖｅ               ｔｈｅｍ               (ｐａｒ               39).

Ａｌｓｏ,               Ａｌｌｓｔａｔｅ               "ｒｅｃｒｕｉｔｓ               ｅｍｐｌｏｙｅｅｓ               ｗｉｔｈ               ｄｉｖｅｒｓｅ               ｂａｃｋｇｒｏｕｎｄｓ"               (Ｗａｈ               ｐａｒ               15)               ｉｎｃｌｕｄｉｎｇ               ｉｔｓ               ｐｏｔｅｎｔｉａｌ               ｃｕｓｔｏｍｅｒｓ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｂｅｔｔｅｒ               ｒｅｐｒｅｓｅｎｔ               ｔｈｅ               ｍａｒｋｅｔ               ｓｅｇｍｅｎｔｓ               ｔｈｅｙ               ａｒｅ               ｉｎｔｅｒｅｓｔｅｄ               ｉｎ"               (Ｗａｈ               ｐａｒ               18).
               Ｉｎ               ａｎｏｔｈｅｒ               ｅｘａｍｐｌｅ,               Ｗａｈ               ｄｉｓｃｕｓｓｅｓ               ｈｏｗ               Ｐｅｎｎｙ               Ｗｅｌｌｓ-Ｓｉｍｓ,               ｗｈｏ               ｉｓ               ｉｎ               ｃｈａｒｇｅ               ｏｆ               ｔｈｅ               ｎｏｒｔｈｗｅｓｔｅｒｎ               Ａｒｋａｎｓａｓ               Ａｌｌｓｔａｔｅ               ｏｆｆｉｃｅ,               ｈａｓ               ｆｏｃｕｓｅｄ               ｏｎ               ｔａｐｐｉｎｇ               ｉｎｔｏ               ｓｅｒｖｉｎｇ               ｔｈｅ               ｄｉｖｅｒｓｅ               ｎｅｅｄｓ               ｏｆ               ｔｈｅ               ｓｅｎｉｏｒ               ｍａｒｋｅｔ               (ｐａｒ               54-55).

Ｗａｈ               ｎｏｔｅｓ               ｔｈａｔ               Ｗｅｌｌｓ-Ｓｉｍｓ               ｂｅｌｉｅｖｅｓ               ｔｈａｔ               ｈｅｒ               ｅｘｐｅｒｉｅｎｃｅ               ｗｉｔｈ               ｔｈｅ               ｓｅｎｉｏｒ               ｍａｒｋｅｔ               "ｈｅｌｐｓ               ｇｉｖｅ               ｈｅｒ               ａ               ｃｏｍｐｅｔｉｔｉｖｅ               ｅｄｇｅ",               ｂｅｃａｕｓｅ               ｓｈｅ               ｗｉｌｌ               ａｌｒｅａｄｙ               ｈａｖｅ               ｅｘｐｅｒｉｅｎｃｅ               ｗｉｔｈ               ｏｎｅ               ｄｉｖｅｒｓｅ               ｓｅｇｍｅｎｔ               ｏｆ               ｔｈｅ               ｍａｒｋｅｔ               (ｐａｒ               57).

Ａｌｓｏ,               Ｒｏｎ               ＭｃＮｅｉｌ,               ｓｅｎｉｏｒ               ｖｉｃｅ               ｐｒｅｓｉｄｅｎｔ               ｆｏｒ               ｐｒｏｄｕｃｔ               ｏｐｅｒａｔｉｏｎｓ               ａｔ               Ａｌｌｓｔａｔｅ,               ｄｉｓｃｕｓｓｅｓ               ｈｏｗ               ｔｈｅｓｅ               ｓｔｒａｔｅｇｉｅｓ               ｈａｖｅ               ｂｅｅｎ               ｐｒｏｆｉｔａｂｌｅ,               ｓｔａｔｉｎｇ,               "Ｏｕｒ               ｄｉｖｅｒｓｅ               ｗｏｒｋｆｏｒｃｅ               ｈａｓ               ａｌｌｏｗｅｄ               ｕｓ               ｔｏ               ｅｓｔａｂｌｉｓｈ               ｒｅｌａｔｉｏｎｓｈｉｐｓ               ｉｎ               ｃｏｍｍｕｎｉｔｉｅｓ               ａｎｄ               ａｌｌｏｗｅｄ               ｕｓ               ｔｏ               ｓｈｏｒｔｅｎ               ｔｈｅ               ａｃｑｕｉｓｉｔｉｏｎ               ｃｕｒｖｅｓ               ｆｏｒ               ｎｅｗ               ｃｕｓｔｏｍｅｒｓ"               (ｑｔｄ               ｉｎ               Ｗａｈ               43).

Ｗａｈ               ａｌｓｏ               ｎｏｔｅｓ               ｔｈａｔ               "ｔｈｅ               ｐａｒｔｎｅｒｓｈｉｐ               [ｂｅｔｗｅｅｎ               Ａｌｌｓｔａｔｅ               ａｎｄ               ｔｈｅ               ｌｏｃａｌ               ｃｏｍｍｕｎｉｔｙ]               ｐｒｏｇｒａｍ               ｉｎ               Ｐｈｉｌａｄｅｌｐｈｉａ…ｂｏｏｓｔｅｄ               Ａｌｌｓｔａｔｅ'ｓ               ｍａｒｋｅｔ               ｓｈａｒｅ               ｉｎ               ｔｈｅ               ｃｉｔｙ               ｆｒｏｍ               7.3               ｐｅｒｃｅｎｔ               ｉｎ               1993               ｔｏ               33               ｐｅｒｃｅｎｔ               ｉｎ               1997"               (43).
               Ｃｏｘ               Ｊｒ.

ｐｒｏｖｉｄｅｓ               ａｎｏｔｈｅｒ               ｉｌｌｕｓｔｒａｔｉｏｎ               ｏｆ               ｈｏｗ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｔｈｒｏｕｇｈ               ｒｅｐｒｅｓｅｎｔａｔｉｏｎ               ｗｉｔｈｉｎ               ｔｈｅ               ｃｕｓｔｏｍｅｒ               ｂａｓｅ,               ｉｍｐｒｏｖｅｄ               ｔｈｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｆ               Ａｖｏｎ               Ｃｏｒｐｏｒａｔｉｏｎ               ｗｉｔｈｉｎ               Ｕ.Ｓ.

ｉｎｎｅｒ               ｃｉｔｙ               ｍａｒｋｅｔｓ:               "Ａｆｔｅｒ               ｔｈｅ               ｃｏｍｐａｎｙ               ｍａｄｅ               ｐｅｒｓｏｎｎｅｌ               ｃｈａｎｇｅｓ               ｔｏ               ｇｉｖｅ               ｓｕｂｓｔａｎｔｉａｌ               ａｕｔｈｏｒｉｔｙ               ｏｖｅｒ               ｔｈｅｓｅ               ｍａｒｋｅｔｓ               ｔｏ               Ｂｌａｃｋ               ａｎｄ               Ｈｉｓｐａｎｉｃ               ｍａｎａｇｅｒｓ,               ｒｅｓｕｌｔｓ               ｉｎ               ｔｈｅｓｅ               ｆｏｒｍｅｒｌｙ               ｕｎｐｒｏｆｉｔａｂｌｅ               ｓｅｃｔｏｒｓ               ｉｍｐｒｏｖｅｄ               ｔｏ               ｔｈｅ               ｐｏｉｎｔ               ｗｈｅｒｅ               ｔｈｅｙ               ａｒｅ               ｎｏｗ               ａｍｏｎｇ               ｔｈｅ               ｍｏｓｔ               ｐｒｏｄｕｃｔｉｖｅ               ｏｆ               Ａｖｏｎ'ｓ               Ｕ.

Ｓ.

ｍａｒｋｅｔｓ"               (30).

Ａｎｏｔｈｅｒ               ｅｘａｍｐｌｅ               ｂｙ               Ｃｏｘ               Ｊｒ.

ａｓｓｅｒｔｓ,               "Ａｖｏｎ               ｐｒｅｓｉｄｅｎｔ               Ｊｉｍ               Ｐｒｅｓｔｏｎ               ｈａｓ               ｃｏｍｍｅｎｔｅｄ               ｔｈａｔ               ｍｅｍｂｅｒｓ               ｏｆ               ａ               ｇｉｖｅｎ               ｃｕｌｔｕｒａｌ               ｇｒｏｕｐ               ａｒｅ               ｕｎｉｑｕｅｌｙ               ｑｕａｌｉｆｉｅｄ               ｔｏ               ｕｎｄｅｒｓｔａｎｄ               ｃｅｒｔａｉｎ               ａｓｐｅｃｔｓ               ｏｆ               ｔｈｅ               ｗｏｒｌｄ               ｖｉｅｗ               ｏｆ               ｐｅｒｓｏｎｓ               ｆｒｏｍ               ｔｈａｔ               ｇｒｏｕｐ"               (30).

Ｃｏｘ               Ｊｒ.

ｐｒｏｖｉｄｅｓ               ａｎｏｔｈｅｒ               ｅｘａｍｐｌｅ               ｏｆ               ｈｏｗ               Ｍａｙｂｅｌｌｉｎｅ               ａｃｃｏｍｍｏｄａｔｅｄ               ｔｈｅ               ｎｅｅｄｓ               ｏｆ               ａ               ｄｉｖｅｒｓｅ               ｍａｒｋｅｔ               ｂｙ               ｉｎｔｒｏｄｕｃｉｎｇ               ａ               ｌｉｎｅ               ｏｆ               ｃｏｓｍｅｔｉｃｓ               ｅｓｐｅｃｉａｌｌｙ               ｍａｄｅ               ｆｏｒ               ｄａｒｋｅｒ               ｓｋｉｎｎｅｄ               ｗｏｍｅｎ               (31).

Ｔｈｅ               ｆｉｒｓｔ               ｙｅａｒ               ｔｈｅ               ｐｒｏｄｕｃｔ               ｗａｓ               ｉｎｔｒｏｄｕｃｅｄ               ｉｔ               "ｄｉｄ               $15               ｍｉｌｌｉｏｎ               ｏｆ               ｓａｌｅｓ,               ｂｅａｔｉｎｇ               ｔｈｅ               ｉｎｄｕｓｔｒｙ               ｓｔａｎｄａｒｄ               ｆｏｒ               ａ               ｍａｊｏｒ               ｆｉｒｓｔ-ｙｅａｒ               ｓｕｃｃｅｓｓ               ｂｙ               50               ｐｅｒｃｅｎｔ"               (Ｃｏｘ               Ｊｒ.

31).

Ｗｈｅｎ               ｍａｎａｇｅｍｅｎｔ               ｕｎｄｅｒｓｔａｎｄｓ               ｈｏｗ               ｄｉｖｅｒｓｉｔｙ               ｉｍｐａｃｔｓ               ｔｈｅ               ｃｏｎｓｕｍｅｒ               ｂａｓｅ,               ｔｈｅｙ               ａｒｅ               ｂｅｔｔｅｒ               ａｂｌｅ               ｔｏ               ｉｍｐｌｅｍｅｎｔ               ｓｔｒａｔｅｇｉｅｓ               ｔｈａｔ               ｉｍｐｒｏｖｅ               ｃｕｓｔｏｍｅｒ               ｒｅｌａｔｉｏｎｓ.

Ｕｓｉｎｇ               ｉｍｐｒｏｖｅｄ               ｃｕｓｔｏｍｅｒ               ｉｄｅｎｔｉｆｉｃａｔｉｏｎ               ａｎｄ               ｒｅｐｒｅｓｅｎｔａｔｉｏｎ               ｓｔｒａｔｅｇｉｅｓ,               ｃｏｍｐａｎｉｅｓ               ｃａｎ               ｂｅｔｔｅｒ               ｓｅｒｖｅ               ｔｈｅ               ｄｉｖｅｒｓｅ               ｎｅｅｄｓ               ｏｆ               ｔｈｅｉｒ               ｃｏｎｓｕｍｅｒ               ｂａｓｅ               ｂｙ               ｉｎｃｒｅａｓｉｎｇ               ｃｕｓｔｏｍｅｒｓ               ａｎｄ               ｃｕｓｔｏｍｅｒ               ｓａｔｉｓｆａｃｔｉｏｎ,               ｔｈｅｒｅｂｙ               ｉｎｃｒｅａｓｉｎｇ               ｐｒｏｆｉｔａｂｉｌｉｔｙ.
               Ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｓｔｒｕｃｔｕｒｅ               ｃａｎ               ｂｅ               ｕｓｅｄ               ｔｏ               ｕｔｉｌｉｚｅｄ               ｄｉｖｅｒｓｉｔｙ               ｆｏｒ               ｐｒｏｆｉｔａｂｌｅ               ｅｎｄｓ.

Ｏｒｇａｎｉｚａｔｉｏｎｓ               ｃａｎ               ｂｅ               ｓｔｒｕｃｔｕｒｅｄ               ｉｎ               ｓｕｃｈ               ａ               ｗａｙ               ａｓ               ｔｏ               ｅｉｔｈｅｒ               ｉｎｃｒｅａｓｅ               ｏｒ               ｄｅｃｒｅａｓｅ               ｏｐｐｏｒｔｕｎｉｔｉｅｓ               ｆｏｒ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ.

Ｔｈｅ               ｓｔｒｕｃｔｕｒａｌ               ｃｏｍｐｏｎｅｎｔｓ               ｏｆ               ａｎ               ｏｒｇａｎｉｚａｔｉｏｎ               ｃａｎ               ｉｎｃｌｕｄｅ               ｍａｒｋｅｔｉｎｇ,               ｓａｌｅｓ,               ｒｅｓｅａｒｃｈ               ａｎｄ               ｄｅｖｅｌｏｐｍｅｎｔ,               ｐｒｏｄｕｃｔｉｏｎ,               ｍａｎａｇｅｍｅｎｔ,               ｈｕｍａｎ               ｒｅｓｏｕｒｃｅｓ.
               Ａｎ               ｅｘａｍｐｌｅ               ｏｆ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｓｔｒｕｃｔｕｒａｌ               ｓｔｒａｔｅｇｉｅｓ               ｔｈａｔ               ｍｕｌｔｉｎａｔｉｏｎａｌ               ｃｏｒｐｏｒａｔｉｏｎｓ               ｃａｎ               ｕｓｅ               ｔｏ               ｉｎｃｒｅａｓｅ               ｐｒｏｆｉｔ               ｆｒｏｍ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ,               ａｒｅ               ｄｉｓｃｕｓｓｅｄ               ｂｙ               Ｌｅｓｌｉｅ               Ｐａｌｉｃｈ,               Ｇｏｍｅｚ-Ｍｅｊｉａ,               ａｎｄ               Ｒ.

Ｌｕｉｓ.

Ｔｈｅ               ａｕｔｈｏｒｓ               ｃｏｎｔｅｎｄ               ｔｈａｔ,               "ｆｉｒｍｓ               ｃａｎ               ｍａｎａｇｅ               ｉｎｔｅｒｎａｔｉｏｎａｌ               ｂｕｓｉｎｅｓｓ               ｕｎｉｔｓ               ｍｏｒｅ               ｅｆｆｉｃｉｅｎｔｌｙ               ｗｈｅｎ               ｔｈｏｓｅ               ｂｕｓｉｎｅｓｓｅｓ               ａｒｅ               ｅｓｔａｂｌｉｓｈｅｄ               ｉｎ               ｃｏｕｎｔｒｉｅｓ               ｔｈａｔ               ａｒｅ               ｒｅｌａｔｅｄ               ｉｎ               ｔｅｒｍｓ               ｏｆ               ｎａｔｉｏｎａｌ               ｃｕｌｔｕｒｅ               (ｉ.ｅ.,               ｗｈｅｎ               ｔｈｅ               ｃｕｌｔｕｒａｌ               ｄｉｖｅｒｓｉｔｙ               ａｍｏｎｇ               ｔｈｅ               ｆｉｒｍｓ               ｉｎｔｅｒｎａｔｉｏｎａｌ               ｄｉｖｉｓｉｏｎ               ｉｓ               ｍａｎａｇｅａｂｌｅ)"               (Ｐａｌｉｃｈ,               Ｇｏｍｅｚ-Ｍｅｊｉａ,               ａｎｄ               Ｌｕｉｓ,               ｐａｒ               8).

Ａｃｃｏｒｄｉｎｇ               ｔｏ               ｔｈｅ               ａｕｔｈｏｒｓ,               ｓｉｍｉｌａｒｉｔｉｅｓ               ｉｎ               ｎａｔｉｏｎａｌ               ｃｕｌｔｕｒｅ,               ｐｏｓｉｔｉｖｅｌｙ               ａｆｆｅｃｔｓ               ｔｈｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｆ               ｍａｒｋｅｔｉｎｇ,               ｐｒｏｄｕｃｔｉｏｎ,               ａｎｄ               ｒｅｓｅａｒｃｈ               ａｎｄ               ｄｅｖｅｌｏｐｍｅｎｔ,               ａｓ               ｗｅｌｌ               ａｓ               ｔｈｅ               ｅｘｃｈａｎｇｅ               ｏｆ               ｍａｎａｇｅｍｅｎｔ               ｋｎｏｗｌｅｄｇｅ,               ｉｎ               ｓｕｃｈ               ｏｒｇａｎｉｚａｔｉｏｎｓ               (Ｐａｌｉｃｈ,               Ｇｏｍｅｚ-Ｍｅｊｉａ,               ａｎｄ               Ｌｕｉｓ,               ｐａｒ               36).
               Ｐａｌｉｃｈ,               Ｇｏｍｅｚ-Ｍｅｊｉａ,               ａｎｄ               Ｌｕｉｓ,               ａｓｓｅｒｔ               ｔｈａｔ               ｂｅｃａｕｓｅ               "ｐｅｏｐｌｅ               ｆｒｏｍ               ｓｉｍｉｌａｒ               ｃｕｌｔｕｒｅｓ               ａｒｅ               ｌｉｋｅｌｙ               ｔｏ               ｖａｌｕｅ               ａｎｄ,               ｔｈｅｒｅｆｏｒｅ,               ｐｕｒｃｈａｓｅ               ｓｉｍｉｌａｒ               ｐｒｏｄｕｃｔｓ…ｏｐｅｒａｔｉｏｎｓ               ｓｅｒｖｉｎｇ               ｓｉｍｉｌａｒ               ｃｕｌｔｕｒｅｓ               ｃａｎ               ａｃｈｉｅｖｅ               ｅｃｏｎｏｍｉｅｓ               ｏｆ               ｓｃａｌｅ               ｔｈｒｏｕｇｈ               ｃｏｍｂｉｎｅｄ               ｆａｃｉｌｉｔｉｅｓ…"               (ｐａｒ               14).

Ｔｈｅ               ａｕｔｈｏｒｓ               ａｌｓｏ               ｄｉｓｃｕｓｓ               ｈｏｗ               ｃｕｌｔｕｒａｌ               ｓｉｍｉｌａｒｉｔｙ               ｍａｙ               ｅｎｃｏｕｒａｇｅ               ｔｈｅ               ｅｘｃｈａｎｇｅ               ｏｆ               ｔｅｃｈｎｏｌｏｇｙ               ｔｒａｎｓｆｅｒ,               ｗｈｉｃｈ               ｍａｙ               ｒｅｓｕｌｔ               ｉｎ               ｔｈｅ               ｆｏｌｌｏｗｉｎｇ               ｐｒｏｆｉｔａｂｌｅ               ｂｅｎｅｆｉｔｓ:               "ｍｅｒｇｅｄ               Ｒ               &               Ｄ               ｆｕｎｃｔｉｏｎ",               "ｓｈｏｒｔｅｎ[ｅｄ]               ｄｅｓｉｇｎ               ｔｉｍｅ",               ａｎｄ               "ｓｕｃｃｅｓｓｆｕｌ               ｔｒａｎｓｆｅｒ               ｏｆ               Ｒ               &               Ｄ",               ｗｈｉｃｈ               "ａｌｌｏｗｓ               [ｆｏｒ]               ｅａｒｌｙ               ｅｎｔｒｙ               ｉｎｔｏ               ｎｅｗ               ｔｅｃｈｎｏｌｏｇｉｅｓ               ｆｏｒ               ｍｕｌｔｉｐｌｅ               ｂｕｓｉｎｅｓｓ               ｕｎｉｔｓ"               (Ｐａｌｉｃｈ,               Ｇｏｍｅｚ-Ｍｅｊｉａ,               ａｎｄ               Ｌｕｉｓ,               ｐａｒ               19).

Ｂｅｃａｕｓｅ               ｐｅｏｐｌｅ               ｆｒｏｍ               ｓｉｍｉｌａｒ               ｃｕｌｔｕｒｅｓ               ｈａｖｅ               ｓｉｍｉｌａｒ               "ｓｃｈｅｍａｓ",               ｔｈｅ               ａｕｔｈｏｒｓ               ｃｏｎｔｅｎｄ               ｔｈａｔ,               "ｃｕｌｔｕｒａｌｌｙ               ｒｅｌａｔｅｄ               ＭＮＥｓ               ａｒｅ               ａｂｌｅ               ｔｏ               ｅｘｐｌｏｉｔ               ｍａｎａｇｅｍｅｎｔ               ｋｎｏｗｌｅｄｇｅ               ｂｅｃａｕｓｅ               ｏｆ               ｃｏｍｐａｔｉｂｌｅ               ｔｈｉｎｋｉｎｇ               ｂｅｔｗｅｅｎ               ｉｎｔｅｒｎａｔｉｏｎａｌ               ｄｉｖｉｓｉｏｎｓ"               (Ｐａｌｉｃｈ,               Ｇｏｍｅｚ-Ｍｅｊｉａ,               ａｎｄ               Ｌｕｉｓ,               ｐａｒ               24).
               Ｔｈｅ               ａｕｔｈｏｒｓ               ａｌｓｏ               ａｓｓｅｒｔ               ｔｈａｔ               ｅｆｆｉｃｉｅｎｃｙ               ｉｓ               ｌｉｋｅｌｙ               ｔｏ               ｂｅ               ｐｒｏｍｏｔｅｄ               ｔｈｒｏｕｇｈ               ｃｕｌｔｕｒａｌ               ｒｅｌａｔｅｄｎｅｓｓ               ｗｉｔｈｉｎ               ｓｔｒａｔｅｇｙ               ｆｏｒｍｕｌａｔｉｏｎ,               ｉｍｐｌｅｍｅｎｔａｔｉｏｎ,               ａｎｄ               ｃｏｎｔｒｏｌ,               ａｎｄ               ｔｈｅｒｅｆｏｒｅ,               ｉｎｃｒｅａｓｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               (Ｐａｌｉｃｈ,               Ｇｏｍｅｚ-Ｍｅｊｉａ,               ａｎｄ               Ｌｕｉｓ               ｐａｒ               25).

Ｆｏｒ               ｅｘａｍｐｌｅ,               ｔｈｅ               ａｕｔｈｏｒｓ               ｄｉｓｃｕｓｓ               ｈｏｗ               "ｃｕｌｔｕｒａｌｌｙ               ｓｉｍｉｌａｒ               ｕｎｉｔｓ               ａｒｅ               ｅａｓｉｅｒ               ｔｏ               ｕｎｄｅｒｓｔａｎｄ               ａｎｄ               ｍａｎａｇｅ               ｆｒｏｍ               ｔｈｅ               ｃｏｒｐｏｒａｔｅ               ｃｅｎｔｅｒ,               ｔｈｅｒｅｂｙ               ｒｅｄｕｃｉｎｇ               ｔｈｅ               ｆｉｒｍ'ｓ               ｔｒａｎｓａｃｔｉｏｎ               ｃｏｓｔｓ"               (Ｐａｌｉｃｈ,               Ｇｏｍｅｚ-Ｍｅｊｉａ,               Ｌｕｉｓ,               ｐａｒ               34).

Ａｄｄｉｔｉｏｎａｌｌｙ,               ｔｈｅ               ａｕｔｈｏｒｓ               ｎｏｔｅ,               ｄｉｆｆｅｒｅｎｔ               ｃｕｌｔｕｒｅｓ               ｐｒｅｆｅｒ               ｄｉｆｆｅｒｅｎｔ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｓｔｒｕｃｔｕｒｅｓ               ａｎｄ,               ｔｈｅｒｅｆｏｒｅ,               "ｍｏｄｅｌｓ               ｏｆ               ｅｘｐｅｒｔｉｓｅ               ｉｎ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｓｔｒｕｃｔｕｒｅ               ｍａｙ               ｂｅ               ｍｏｒｅ               ｕｓｅｆｕｌｌｙ               ａｄａｐｔｅｄ               ｂｅｔｗｅｅｎ               ｃｕｌｔｕｒａｌｌｙ               ｒｅｌａｔｅｄ               ｄｉｖｉｓｉｏｎｓ               ｖｉｓ-à-ｖｉｓ               ｃｕｌｔｕｒａｌｌｙ               ｕｎｒｅｌａｔｅｄ               ｄｉｖｉｓｉｏｎｓ"               (Ｐａｌｉｃｈ,               Ｇｏｍｅｚ-Ｍｅｊｉａ,               ａｎｄ               Ｌｕｉｓ,               ｐａｒ               30).

Ａｌｔｈｏｕｇｈ               ｉｎ               ｔｈｅ               ａｆｏｒｅｍｅｎｔｉｏｎｅｄ               ｅｘａｍｐｌｅｓ,               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｉｎｖｏｌｖｅｄ               ｄｅｃｒｅａｓｉｎｇ               ｉｔ               ｗｉｔｈｉｎ               ｄｉｖｉｓｉｏｎｓ               ｏｆ               ａｎ               ｏｒｇａｎｉｚａｔｉｏｎ,               ｉｔ               ｉｓ               ｓｔｉｌｌ               ａ               ｗａｙ               ｏｆ               ｕｓｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｆｏｒ               ｐｒｏｆｉｔａｂｌｅ               ｅｎｄｓ.

Ａ               ｍｕｌｔｉｎａｔｉｏｎａｌ               ｃｏｒｐｏｒａｔｉｏｎ               ｍａｙ,               ｉｎ               ｉｔｓ               ｅｎｔｉｒｅｔｙ,               ｈａｖｅ               ａ               ｗｉｄｅ               ｒａｎｇｅ               ｏｆ               ｄｉｖｅｒｓｅ               ｄｉｖｉｓｉｏｎｓ               ａｓ               ｗｅｌｌ               ａｓ               ｗｉｄｅ               ｒａｎｇｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｗｉｔｈｉｎ               ｔｈｏｓｅ               ｄｉｖｉｓｉｏｎｓ.

Ｈｏｗｅｖｅｒ,               ｔｈｅ               ｓｔｒｕｃｔｕｒｅ               ｏｆ               ｔｈｅ               ｍｕｌｔｉｎａｔｉｏｎａｌ               ｃｏｒｐｏｒａｔｉｏｎ               ｃａｎ               ｂｅ               ｏｒｇａｎｉｚｅｄ               ｔｏ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｆｏｒ               ｐｒｏｆｉｔａｂｌｅ               ｅｎｄｓ.
               Ｉｎ               ａｄｄｉｔｉｏｎ               ｔｏ               ｌｏｏｋｉｎｇ               ａｔ               ｔｈｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｆ               ｍａｎａｇｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｉｔ               ｉｓ               ｊｕｓｔ               ａｓ               ｉｍｐｏｒｔａｎｔ               ｔｏ               ｒｅａｌｉｚｅ               ｗｈａｔ               ｔｈｅ               ｃｏｓｔｓ               ｏｆ               ｎｏｔ               ｕｔｉｌｉｚｉｎｇ               ｉｔ               ａｒｅ,               ｓｉｎｃｅ               ｃｏｓｔｓ               ｄｉｒｅｃｔｌｙ               ａｆｆｅｃｔ               ｔｈｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ.

Ｔｈｅ               ｃｏｓｔｓ               ｏｆ               ｎｏｔ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｉｎｃｌｕｄｅ               ｉｎｃｒｅａｓｅｄ               ｅｍｐｌｏｙｅｅ               ｔｕｒｎｏｖｅｒ               ａｎｄ               ａｂｓｅｎｔｅｅｉｓｍ,               ｄｉｓｃｒｉｍｉｎａｔｉｏｎ               ｌａｗｓｕｉｔｓ,               ａｎｄ               ｔｈｅ               ｌｏｓｓ               ｏｆ               ｐｏｔｅｎｔｉａｌ               ａｎｄ               ｅｘｉｓｔｉｎｇ               ｃｕｓｔｏｍｅｒｓ.

Ｗｈｅｎ               ｄｉｖｅｒｓｅ               ｐｅｏｐｌｅ               (ｅｓｐｅｃｉａｌｌｙ               ｔｈｏｓｅ               ｉｎ               ｔｈｅ               ｍｉｎｏｒｉｔｙ)               ｄｏ               ｎｏｔ               ｆｅｅｌ               ｔｈａｔ               ｔｈｅｉｒ               ｄｉｖｅｒｓｅ               ｓｋｉｌｌｓ               ａｒｅ               ｒｅｓｐｅｃｔｅｄ               ａｎｄ               ｕｔｉｌｉｚｅｄ,               ｏｎｅ               ｏｆ               ｔｈｅ               ｒｅｓｕｌｔｓ               ｉｓ               ｄｅｃｒｅａｓｅｄ               ｅｍｐｌｏｙｅｅ               ｍｏｒａｌｅ,               ｗｈｉｃｈ               ｔｅｎｄｓ               ｔｏ               ｎｅｇａｔｉｖｅｌｙ               ｉｎｆｌｕｅｎｃｅｓ               ｅｍｐｌｏｙｅｅ               ｔｕｒｎｏｖｅｒ               ｒａｔｅｓ               ａｎｄ               ａｂｓｅｎｔｅｅｉｓｍ,               ａｎｄ               ｉｎｃｒｅａｓｉｎｇ               ｔｈｅ               ｃｈａｎｃｅｓ               ｏｆ               ｄｉｓｃｒｉｍｉｎａｔｉｏｎ               ｌａｗｓｕｉｔｓ,               ｒｅｓｕｌｔｉｎｇ               ｉｎ               ｃｏｓｔｓ               ｔｏ               ｔｈｅ               ｅｍｐｌｏｙｅｒ.
               Ｃｏｘ               Ｊｒ.

ｐｒｏｖｉｄｅｓ               ｅｘａｍｐｌｅｓ               ｆｒｏｍ               ｖａｒｉｏｕｓ               ｓｔｕｄｉｅｓ               ｏｆ               ｈｏｗ               ｃｏｍｐａｎｉｅｓ               ｓｕｆｆｅｒ               ｃｏｓｔｓ               ｗｈｅｎ               ｔｈｅｙ               ｄｏ               ｎｏｔ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｗｉｔｈｉｎ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ｂａｓｅ:               "ｄａｔａ               ｆｒｏｍ               ｔｈｅ               Ｕ.Ｓ.

ｗｏｒｋｆｏｒｃｅ               ｉｎｄｉｃａｔｅ               ｔｈａｔ               ｔｕｒｎｏｖｅｒ               ａｎｄ               ａｂｓｅｎｔｅｅｉｓｍ               ａｒｅ               ｏｆｔｅｎ               ｈｉｇｈｅｒ               ａｍｏｎｇ               ｗｏｍｅｎ               ａｎｄ               ｎｏｎ-Ｗｈｉｔｅ               ｍｅｎ               ｔｈａｎ               ｔｈｅｙ               ａｒｅ               ｆｏｒ               Ｗｈｉｔｅ               ｍａｌｅｓ"               (23).

Ｃｏｘ               Ｊｒ.

ｃｉｔｅｓ               ｓｔｕｄｉｅｓ               ｂｙ               Ｂｅｒｇｍａｎｎ               ａｎｄ               Ｋｒａｕｓｅ,               ｗｈｉｃｈ               ｉｎｄｉｃａｔｅ               "ｔｈｅ               ｏｖｅｒａｌｌ               ｔｕｒｎｏｖｅｒ               ｒａｔｅ               ｆｏｒ               Ｂｌａｃｋｓ               ｉｎ               ｔｈｅ               Ｕ.Ｓ.

ｗｏｒｋｆｏｒｃｅ               ｉｓ               40               ｐｅｒｃｅｎｔ               ｈｉｇｈｅｒ               ｔｈａｎ               ｔｈｅ               ｒａｔｅｓ               ｆｏｒ               Ｗｈｉｔｅｓ,"               (Ｃｏｘ               Ｊｒ.

30).

Ａｄｄｉｔｉｏｎａｌｌｙ,               Ｃｏｘ               Ｊｒ.

ｄｉｓｃｕｓｓｅｓ               ｓｔｕｄｉｅｓ               ｂｙ               Ｈｙｍｏｗｉｔｚ,               ｗｈｉｃｈ               ｉｎｄｉｃａｔｅ,               "Ｃｏｒｎｉｎｇ               Ｇｌａｓｓ               ｒｅｃｅｎｔｌｙ               ｒｅｐｏｒｔｅｄ               ｔｈａｔ               ｄｕｒｉｎｇ               ｔｈｅ               ｐｅｒｉｏｄ               1980-1987               ｔｕｒｎｏｖｅｒ               ａｍｏｎｇ               ｗｏｍｅｎ               ｉｎ               ｐｒｏｆｅｓｓｉｏｎａｌ               ｊｏｂｓ               ｗａｓ               ｄｏｕｂｌｅ               ｔｈａｔ               ｏｆ               ｍｅｎ,               ａｎｄ               ｔｈｅ               ｒａｔｅｓ               ｆｏｒ               Ｂｌａｃｋｓ               ｗｅｒｅ               2.5               ｔｉｍｅｓ               ｔｈｏｓｅ               ｏｆ               Ｗｈｉｔｅｓ"               (Ｃｏｘ               Ｊｒ.

23).

Ｆｕｒｔｈｅｒｍｏｒｅ,               Ｃｏｘ               Ｊｒ.

ｃｉｔｅｓ               ｓｔｕｄｉｅｓ               ｂｙ               Ｓｃｈｗａｒｔｚ               ｔｈａｔ               ｉｎｄｉｃａｔｅ,               "ａ               ｔｗｏ-ｔｏ-ｏｎｅ               ｒａｔｉｏ               ｉｎ               ｔｈｅ               ｔｕｒｎｏｖｅｒ               ｏｆ               ｗｏｍｅｎ               ａｎｄ               ｍｅｎ…"               ｒｅｇａｒｄｉｎｇ               ｗｏｍｅｎ               ｉｎ               ｍａｎａｇｅｍｅｎｔ               (Ｃｏｘ               Ｊｒ.

23).

Ｆｉｎａｌｌｙ,               Ｃｏｘ               ｃｉｔｅｓ               ｓｔｕｄｉｅｓ               ｂｙ               Ｍｅｉｓｅｎｈｅｉｍｅｒ               ｔｈａｔ               ｓｈｏｗ               ｔｈａｔ               ａ               "ｓｔｕｄｙ               ｏｆ               ａｂｓｅｎｃｅ               ｒａｔｅｓ               ｉｎ               ｔｈｅ               Ｕ.Ｓ.

ｗｏｒｋｆｏｒｃｅ               ｓｈｏｗｓ               ｔｈａｔ               ｒａｔｅｓ               ｆｏｒ               ｗｏｍｅｎ               ａｒｅ               58               ｐｅｒｃｅｎｔ               ｈｉｇｈｅｒ               ｔｈａｎ               ｆｏｒ               ｍｅｎ"               (Ｃｏｘ               Ｊｒ.

23).
               Ｔｈｅ               ｃｏｓｔｓ               ｏｆ               ｔｕｒｎｏｖｅｒ               ａｎｄ               ａｂｓｅｎｔｅｅｉｓｍ               ｃａｎ               ｂｅ               ａ               ｓｉｇｎｉｆｉｃａｎｔ               ａｍｏｕｎｔ               ｔｏ               ｔｈｅ               ｅｍｐｌｏｙｅｒ,               ａｎｄ               Ｃｏｘ               Ｊｒ.

ｐｒｏｖｉｄｅｓ               ｔｗｏ               ｓｐｅｃｉｆｉｃ               ｈｙｐｏｔｈｅｔｉｃａｌ               ｂｒｅａｋｄｏｗｎｓ               ｏｆ               ｃｏｓｔｓ               ｔｏ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ:               Ｆｉｒｓｔ,               Ｃｏｘ               ｅｓｔｉｍａｔｅｓ               ｔｈａｔ               ｉｎ               ａ               ｈｙｐｏｔｈｅｔｉｃａｌ               ｆｉｒｍ               ｏｆ               10,000               ｅｍｐｌｏｙｅｅｓ               ｉｎ               ｗｈｉｃｈ               ｈａｌｆ               ｏｆ               ｔｈｅ               ｗｏｒｋｆｏｒｃｅ               ｉｓ               ｃｏｍｐｏｓｅｄ               ｏｆ               ｍｉｎｏｒｉｔｉｅｓ               (ｇｅｎｄｅｒ               ａｎｄ               ｅｔｈｎｉｃａｌｌｙ               ｓｐｅａｋｉｎｇ)               ａｎｄ               ｗｉｔｈ               ｔａｋｉｎｇ               ｔｈｅ               ａｂｏｖｅ               ｓｔａｔｉｓｔｉｃｓ               ｉｎｔｏ               ａｃｃｏｕｎｔ,               ｔｈａｔ               "ｔｈｅ               ｄｉｆｆｅｒｅｎｔｉａｌ               ｔｕｒｎｏｖｅｒ               ｒａｔｅｓ               ｗｏｕｌｄ               ｐｒｏｄｕｃｅ               ａｎ               ａｄｄｉｔｉｏｎａｌ               250               ｌｏｓｓｅｓ               ａｎｎｕａｌｌｙ               [ａｎｄ]               …ａ               ｃｏｎｓｅｒｖａｔｉｖｅ               ｆｉｇｕｒｅ               ｆｏｒ               ｒｅｐｌａｃｅｍｅｎｔ               ｃｏｓｔｓ               ｆｏｒ               ｅａｃｈ               ｌｏｓｓ               ｗｏｕｌｄ               ｂｅ               $15,000…"               (Ｃｏｘ               Ｊｒ.

23).

Ｔｈｅｒｅｆｏｒｅ,               Ｃｏｘ               Ｊｒ.'ｓ               ｆｉｎａｌ               ｃａｌｃｕｌａｔｉｏｎ               ｆｏｒ               ｔｕｒｎｏｖｅｒ               ｃｏｓｔｓ               ｉｎ               ｔｈｉｓ               ｈｙｐｏｔｈｅｔｉｃａｌ               ｏｒｇａｎｉｚａｔｉｏｎ               ｉｓ               "3.8               ｍｉｌｌｉｏｎ"               (23).

Ｃｏｘ               Ｊｒ.

ｓｕｇｇｅｓｔｓ               ａ               ｓｅｃｏｎｄ               ｈｙｐｏｔｈｅｔｉｃａｌ               ｓｃｅｎａｒｉｏ               ｉｎ               ｗｈｉｃｈ               ｔｈｅ               ｓａｍｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｈａｓ               ｉｎｖｅｓｔｅｄ               $40,000               ｉｎ               ｂｅｎｅｆｉｔｓ               ａｎｄ               ｓａｌａｒｙ               ｐｅｒ               ｙｅａｒ,               ｐｅｒ               ｅｍｐｌｏｙｅｅ               (23).

Ｒｅｇａｒｄｉｎｇ               ｔｈｅ               ａｂｏｖｅ               ｓｔａｔｉｓｔｉｃｓ               ｏｎ               ａｂｓｅｎｔｅｅｉｓｍ               ｒａｔｅｓ,               ａｎｄ               ｐｒｅｓｕｍｉｎｇ               ｗｏｍｅｎ               ｍａｋｅ               ｕｐ               35%               ｏｆ               ｔｈｅ               ｗｏｒｋｆｏｒｃｅ,               Ｃｏｘ               Ｊｒ.

ｅｓｔｉｍａｔｅｓ               ｔｈａｔ               "ｔｈｅ               ａｄｄｉｔｉｏｎａｌ               1.74               ｐｅｒｃｅｎｔ               ｉｎ               ｌｏｓｔ               ｐａｉｄ               ｔｉｍｅ               ｒｅｐｒｅｓｅｎｔｓ               ａ               ｐｒｏｄｕｃｔｉｖｉｔｙ               ｌｏｓｓ               ｏｆ               $2.4               ｍｉｌｌｉｏｎ               ａｎｎｕａｌｌｙ"               (23-24).

Ｉｔ               ｉｓ               ｃｌｅａｒ               ｂｙ               ｔｈｅ               ａｆｏｒｅｍｅｎｔｉｏｎｅｄ               ｈｙｐｏｔｈｅｔｉｃａｌ               ｃａｌｃｕｌａｔｉｏｎ,               ｔｈａｔ               ｎｏｔ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｃａｎ               ｂｅ               ｑｕｉｔｅ               ｃｏｓｔｌｙ               ｔｏ               ｏｒｇａｎｉｚａｔｉｏｎｓ.
               Ａｎｏｔｈｅｒ               ｃｏｓｔ               ｏｆ               ｎｏｔ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｃａｎ               ｂｅ               ｔｈａｔ               ｏｆ               ｄｉｓｃｒｉｍｉｎａｔｉｏｎ               ｌａｗｓｕｉｔｓ,               ｉｎ               ｗｈｉｃｈ               ｎｏｔ               ｏｎｌｙ               ｉｓ               ｉｔ               ｃｏｍｍｏｎｌｙ               ｎｏｔ               ｕｔｉｌｉｚｅｄ               ａｔ               ａｌｌ,               ｂｕｔ               ａｌｓｏ               ｄｉｓｒｅｓｐｅｃｔｅｄ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               Ｂｕｃｈｅｒ               ｃｉｔｅｓ               ｔｈｅ               ｆｏｌｌｏｗｉｎｇ               ａｓ               ａｎ               ｅｘａｍｐｌｅ               ｏｆ               ｃｏｓｔｌｙ               ｌａｗｓｕｉｔｓ               ｒｅｖｏｌｖｉｎｇ               ａｒｏｕｎｄ               ｄｉｓｃｒｉｍｉｎａｔｉｏｎ:               "Ｉｎ               1994,               Ｄｅｎｎｙ'ｓ               ｒｅｓｔａｕｒａｎｔｓ               ｐａｉｄ               $45               ｍｉｌｌｉｏｎ               ｔｏ               ｓｅｔｔｌｅ               ｃｌａｓｓ-ａｃｔｉｏｎ               ｓｕｉｔｓ.

Ａｆｒｉｃａｎ-Ａｍｅｒｉｃａｎ               ｃｕｓｔｏｍｅｒｓ               ｃｈａｒｇｅｄ               ｔｈａｔ               ｔｈｅｙ               ｗｅｒｅ               ｔｒｅａｔｅｄ               ｄｉｆｆｅｒｅｎｔｌｙ               ｂｙ               ｔｈｅ               ｃｈａｉｎ'ｓ               ｗａｉｔｅｒｓ               ａｎｄ               ｍａｎａｇｅｒｓ"               (52).

Ａｓｉｄｅ               ｆｒｏｍ               ｔｈｅ               ｄｉｒｅｃｔ               ｃｏｓｔｓ               ｏｆ               ｔｈｉｓ               ｌａｗｓｕｉｔ,               ｕｎｄｏｕｂｔｅｄｌｙ,               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ'ｓ               ｒｅｐｕｔａｔｉｏｎ               ｗａｓ               ａｌｓｏ               ａｔ               ｓｔａｋｅ               ａｎｄ               ｃｏｕｌｄ               ｈａｖｅ               ｅａｓｉｌｙ               ｒｅｓｕｌｔｅｄ               ｉｎ               ｌｏｓｓ               ｏｆ               ｅｍｐｌｏｙｅｅｓ               ａｎｄ               ｃｕｓｔｏｍｅｒｓ,               ｗｈｉｃｈ               ａｌｓｏ               ｃｏｓｔｓ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ.
               Ｉｎ               ａｄｄｉｔｉｏｎ               ｔｏ               ｔｈｅ               ｃｏｓｔｓ               ｏｆ               ｎｏｔ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｉｔ               ｉｓ               ａｌｓｏ               ｉｍｐｏｒｔａｎｔ               ｔｏ               ｎｏｔｅ               ｔｈａｔ               ｔｈｅｒｅ               ａｒｅ               ｃｏｓｔｓ               ａｓｓｏｃｉａｔｅｄ               ｗｉｔｈ               ｉｍｐｌｅｍｅｎｔｉｎｇ               ｉｎｉｔｉａｔｉｖｅｓ               ｔｏ               ｕｔｉｌｉｚｅ               ｉｔ.

Ｅａｃｈ               ｃｏｍｐａｎｙ               ｍｕｓｔ               ｐｅｒｆｏｒｍ               ａ               ｃｏｍｐｒｅｈｅｎｓｉｖｅ               ｃｏｓｔ-ｂｅｎｅｆｉｔ               ａｎａｌｙｓｉｓ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｄｅｔｅｒｍｉｎｅ               ｉｆ               ｔｈｅｙ               ａｒｅ               ｉｎ               ａ               ｐｏｓｉｔｉｏｎ               ｔｏ               ｐｒｏｆｉｔ               ｆｒｏｍ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ.

Ｔｈｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｉｎ               ｉｔｓ               ｅｎｔｉｒｅｔｙ               ｃａｎ               ｏｎｌｙ               ｂｅ               ｒｅａｌｉｚｅｄ               ｂｙ               ｃｏｍｐａｎｉｅｓ               ｔｈａｔ               ａｒｅ               ｅｉｔｈｅｒ               ａｌｒｅａｄｙ               ｐｒｏｆｉｔａｂｌｅ,               ｏｒ               ｗｈｏ               ａｒｅ               ｒｅａｄｙ               ｔｏ               ｍａｋｅ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ａ               ｃｏｎｔｉｎｕｏｕｓ               ｐｒｉｏｒｉｔｙ               ｗｈａｔｅｖｅｒ               ｔｈｅｉｒ               ｂｕｄｇｅｔ.
               Ｓｏ,               ｗｈａｔ               ｃａｎ               ｍａｎａｇｅｍｅｎｔ               ｄｏ               ｔｏ               ｂｅｔｔｅｒ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｆｏｒ               ｐｒｏｆｉｔａｂｌｅ               ｅｎｄｓ?

Ｆｉｒｓｔ,               ｍａｎａｇｅｍｅｎｔ               ｍｕｓｔ               ｒｅａｌｉｚｅ               ｔｈａｔ               ｔｈｅｙ               ｗｉｌｌ               ｎｅｅｄ               ｔｏ               ｅｍｐｌｏｙ               ｓｔｒａｔｅｇｉｅｓ               ｆｏｒ               ｐｒｏａｃｔｉｖｅｌｙ               ｓｅｅｋｉｎｇ               ｏｕｔ               ｗｈａｔ               Ｉ               ｗｉｌｌ               ｃａｌｌ               "ｈｉｄｄｅｎ"               ｄｉｖｅｒｓｉｔｙ.

Ｂｕｃｈｅｒ               ｄｉｓｃｕｓｓｅｓ               ｈｏｗ               "ｏｎｌｙ               ａｂｏｕｔ               10               ｐｅｒｃｅｎｔ               ｏｆ               [ｄｉｖｅｒｓｉｔｙ]               ｉｓ               ｖｉｓｉｂｌｅ,"               ｗｈｉｃｈ               ｍｅａｎｓ               ｔｈｅ               ｒｅｍａｉｎｉｎｇ               90%               ｉｓ               ｎｏｔ               ｏｖｅｒｔｌｙ               ｋｎｏｗｎ               ｔｏ               ｍａｎａｇｅｒｓ               (15).
               Ａ               ｇｏｏｄ               ｅｘａｍｐｌｅ               ｏｆ               "ｈｉｄｄｅｎ               ｄｉｖｅｒｓｉｔｙ"               ｉｓ               ｉｌｌｕｓｔｒａｔｅｄ               ｉｎ               Ｄａｖｉｄ               Ａ               Ｔｈｏｍａｓ,               ａｎｄ               Ｒｏｂｉｎ               Ｊ.

Ｅｌｙ               ｗｈｏ               ｇｉｖｅ               ａｎ               ｅｘａｍｐｌｅ               ｏｆ               ａ               ｃｏｍｐａｎｙ               ｉｎ               ｗｈｉｃｈ               ａ               ｍａｎａｇｅｒ               ｈｉｒｅｄ               ａ               ｍｉｎｏｒｉｔｙ               ｆｅｍａｌｅ               ｏｎ               ｔｈｅ               ｂａｓｉｓ               ｏｆ               ｔｈｅ               ｌｅａｄｅｒｓｈｉｐ               ｓｋｉｌｌｓ               ｈｅ               ｈａｄ               ｋｎｏｗｎ               ｓｈｅ               ｐｏｓｓｅｓｓｅｄ               ｆｒｏｍ               ｏｂｓｅｒｖｉｎｇ               ｈｅｒ               ｉｎ               ｃｈｕｒｃｈ               (ｐａｒ               60-63).

Ｗｈｅｎ               ｔｈｅ               ｍａｎａｇｅｒ               ｈｉｒｅｄ               ｈｅｒ,               ｈｅ               ｓｏｏｎ               ｂｅｃａｍｅ               ｄｉｓａｐｐｏｉｎｔｅｄ               ｂｅｃａｕｓｅ               ｔｈｅ               ｗｏｍａｎ               ｄｉｄ               ｎｏｔ               ｅｘｈｉｂｉｔ               ｔｈｅ               ｓａｍｅ               ｌｅａｄｅｒｓｈｉｐ               ｂｅｈａｖｉｏｒ               ｉｎｓｉｄｅ               ｔｈｅ               ｃｏｍｐａｎｙ               ａｓ               ｓｈｅ               ｈａｄ               ｅｘｈｉｂｉｔｅｄ               ｏｕｔｓｉｄｅ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ               (Ｅｌｙ,               Ｔｈｏｍａｓ               ｐａｒ               60-63).

Ｗｈｅｎ               ａｐｐｒｏａｃｈｅｄ               ａｂｏｕｔ               ｈｅｒ               ｌａｃｋ               ｏｆ               ｅｘｐｅｃｔｅｄ               ｐｅｒｆｏｒｍａｎｃｅ,               ｉｔ               ｔｕｒｎｅｄ               ｏｕｔ               ｔｈａｔ               ｔｈｅ               ｗｏｍｅｎ               ｄｉｄ               ｎｏｔ               ｆｅｅｌ               ｔｈａｔ               ｉｔ               ｗｏｕｌｄ               ｂｅ               ａｃｃｅｐｔａｂｌｅ               ｔｏ               ｐｏｒｔｒａｙ               ｔｈａｔ               ｔａｌｅｎｔ               ｗｉｔｈｉｎ               ｔｈｅ               ｃｏｍｐａｎｙ               (Ｅｌｙ,               Ｔｈｏｍａｓ,               ｐａｒ               64).
               Ｎｏｔ               ｏｎｌｙ               ｄｏｅｓ               ｔｈｉｓ               ｅｘａｍｐｌｅ               ｉｌｌｕｓｔｒａｔｅ               ｈｏｗ               ｃｏｒｐｏｒａｔｅ               ｃｕｌｔｕｒｅ               ａｆｆｅｃｔｓ               ｔｈｅ               ｕｓｅ               ｏｆ               ｄｉｖｅｒｓｉｔｙ,               ｂｕｔ,               ｍｏｒｅ               ｉｍｐｏｒｔａｎｔ               ｉｓ               ｔｈａｔ               ｔｈｅ               ｏｎｌｙ               ｒｅａｓｏｎ               ｔｈｅ               ｈｉｒｉｎｇ               ｍａｎａｇｅｒ               ｋｎｅｗ               ａｂｏｕｔ               ｔｈｉｓ               ｗｏｍａｎ'ｓ               "ｈｉｄｄｅｎ"               ｔａｌｅｎｔｓ               ｉｓ               ｂｅｃａｕｓｅ               ｈｅ               ｈａｄ               ｔｈｅ               ｏｐｐｏｒｔｕｎｉｔｙ               ｔｏ               ｗｉｔｎｅｓｓ               ｈｅｒ               ｏｕｔｓｉｄｅ               ｏｆ               ｗｏｒｋ.

Ｔｈｉｓ               ｅｘａｍｐｌｅ               ｉｌｌｕｓｔｒａｔｅｓ               ｔｈａｔ               ｉｔ               ｉｓ               ｎｏｔ               ｅｎｏｕｇｈ               ｆｏｒ               ｍａｎａｇｅｒｓ               ｔｏ               ｂｅ               ｓｉｍｐｌｙ               ｂｅ               ｏｐｅｎ               ｔｏ               ｔｈｅ               ｐｒｏｆｉｔａｂｌｅ               ｏｐｐｏｒｔｕｎｉｔｉｅｓ               ｄｉｖｅｒｓｅ               ｅｍｐｌｏｙｅｅｓ               ｍａｙ               ｏｖｅｒｔｌｙ               ｄｉｓｐｌａｙ,               ｂｕｔ               ｔｈｅ               ｍａｎａｇｅｒｓ               ｓｈｏｕｌｄ               ａｃｔｕａｌｌｙ               ｂｅ               ｔｒａｉｎｅｄ               ｔｏ               ｕｎｃｏｖｅｒ               ｃｏｖｅｒｔ               ｔｙｐｅｓ               ｏｆ               ｄｉｖｅｒｓｅ               ｏｐｐｏｒｔｕｎｉｔｉｅｓ               ａｓ               ｗｅｌｌ.

Ｏｆｔｅｎｔｉｍｅｓ,               ｅｍｐｌｏｙｅｅｓ'               ｓｋｉｌｌｓ               ａｎｄ               ｔａｌｅｎｔｓ               ａｒｅ               ｏｖｅｒｌｏｏｋｅｄ               ｂｅｃａｕｓｅ               ｎｏ               ｏｎｅ               ｗａｓ               ａｂｌｅ               ｔｏ               ｕｎｃｏｖｅｒ               ｔｈｅｉｒ               ｈｉｄｄｅｎ               ｄｉｖｅｒｓｅ               ｔａｌｅｎｔｓ,               ｔｈｅｒｅｆｏｒｅ,               ｉｔ               ｇｏｅｓ               ｔｏ               ｗａｓｔｅ,               ａｎｄ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｇｏｅｓ               ｕｎｒｅａｌｉｚｅｄ.

Ｔｈｅｒｅｆｏｒｅ,               ｔｈｅ               ｍｏｓｔ               ｉｍｐｏｒｔａｎｔ               ｓｏｌｕｔｉｏｎ               ｔｏ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｆｏｒ               ｐｒｏｆｉｔａｂｌｅ               ｍｅａｎｓ               ｉｓ               ｆｏｒ               ｍａｎａｇｅｒｓ               ｔｏ               ｄｅｖｅｌｏｐ               ｓｋｉｌｌｓ               ｉｎ               ｕｎｃｏｖｅｒｉｎｇ               ｔｈｅ               ｈｉｄｄｅｎ               90%               ｏｆ               ｉｔ.
               Ｈｏｗ               ａ               ｍａｎａｇｅｒ               ｍａｙ               ｇｏ               ａｂｏｕｔ               ｒｅｖｅａｌｉｎｇ               ｔｈｅ               ｈｉｄｄｅｎ               90%               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｍａｙ               ｂｅ               ｔｈｅ               ｓａｍｅ               ｆｏｒ               ｈｏｗ               ｔｅｃｈｎｉｃａｌ               ｗｏｒｋ               ｓｋｉｌｌｓ               ａｒｅ               ｒｅｖｅａｌｅｄ:               ｔｈｒｏｕｇｈ               ｑｕｅｓｔｉｏｎｎａｉｒｅｓ               ａｎｄ               ｓｋｉｌｌ               ｔｅｓｔｓ               (ｗｈｉｃｈ               ｍａｙ               ｂｅ               ｄｅｌｅｇａｔｅｄ               ｔｏ               ｔｈｅ               Ｈｕｍａｎ               Ｒｅｓｏｕｒｃｅ               Ｄｅｐａｒｔｍｅｎｔ).

Ｔｈｅｓｅ               ｑｕｅｓｔｉｏｎｎａｉｒｅｓ               ａｎｄ               ｔｅｓｔｓ               ｗｏｕｌｄ               ｈａｖｅ               ｔｏ               ｂｅ               ｏｒｉｅｎｔｅｄ               ｓｐｅｃｉｆｉｃａｌｌｙ               ｔｏ               ｄｉｖｅｒｓｉｔｙ               ａｎｄ               ｂｅ               ｅｘｐａｎｓｉｖｅ               ｉｎ               ｇｏｉｎｇ               ｂｅｙｏｎｄ               ｔｈｅ               ｓｃｏｐｅ               ｏｆ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               ｒｅｇａｒｄｉｎｇ               ｍａｃｒｏ-ｄｉｖｅｒｓｉｔｙ,               ｔｈｅ               ｑｕｅｓｔｉｏｎｓ               ｗｏｕｌｄ               ｐｒｉｍａｒｉｌｙ               ｒｅｖｏｌｖｅ               ａｒｏｕｎｄ               ｎａｔｉｏｎａｌ               ｃｕｌｔｕｒｅ,               ｅｔｈｎｉｃｉｔｙ,               ｒｅｌｉｇｉｏｎ,               ｇｅｎｄｅｒ,               ｃｕｌｔｕｒｅ,               ｈｅｒｉｔａｇｅ,               ｅｔｃ.

Ｒｅｇａｒｄｉｎｇ               ｍｉｃｒｏ-ｄｉｖｅｒｓｉｔｙ,               ｔｈｅ               ｑｕｅｓｔｉｏｎｓ               ｗｏｕｌｄ               ｒｅｖｏｌｖｅ               ａｒｏｕｎｄ               ｔｈｅｉｒ               ｈｏｂｂｉｅｓ,               ｔｈｅｉｒ               ｅｄｕｃａｔｉｏｎ,               ｔｈｅｉｒ               ｐｅｒｓｏｎａｌｉｔｉｅｓ,               ｗｈａｔ               ｒｏｌｅｓ               ｔｈｅｙ               ｐｌａｙ               ｏｕｔｓｉｄｅ               ｏｆ               ｗｏｒｋ               ａｎｄ               ｗｈａｔ               ｓｋｉｌｌｓ               ｔｈｅｙ               ｕｔｉｌｉｚｅ               ｆｏｒ               ｔｈｅｓｅ               ｒｏｌｅｓ               ｔｈａｔ               ａｒｅｎ'ｔ               ｎｅｃｅｓｓａｒｉｌｙ               ｕｔｉｌｉｚｅｄ               ａｔ               ｗｏｒｋ               (ｂｕｔ               ｔｈａｔ               ｃｏｕｌｄ               ｂｅ).

Ｔｈｅｒｅ               ａｒｅ               ｍａｎｙ               ｑｕｅｓｔｉｏｎｓ               ｉｎ               ｂｅｔｗｅｅｎ               ｔｈｅｓｅ               ｔｗｏ               ｅｘｔｒｅｍｅｓ,               ｂｕｔ               ｔｈｅ               ｇｏａｌ               ｏｆ               ｔｈｅ               ｑｕｅｓｔｉｏｎｉｎｇ               ｉｓ               ｔｏ               ｒｅｖｅａｌ               ａｓ               ｍｕｃｈ               ｏｆ               ｔｈｅ               ｈｉｄｄｅｎ               ｄｉｖｅｒｓｉｔｙ               ａｓ               ｐｏｓｓｉｂｌｅ.

Ｒｅｖｅａｌｉｎｇ               ｔｈｅ               ｆｕｌｌｅｓｔ               ｓｐｅｃｔｒｕｍ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｋｅｙ               ｔｏ               ｏｂｔａｉｎｉｎｇ               ｔｈｅ               ｍｏｓｔ               ｐｒｏｆｉｔａｂｌｅ               ｒｅｓｕｌｔｓ               ｆｒｏｍ               ｕｔｉｌｉｚｉｎｇ               ｉｔ.
               Ｏｎｃｅ,               ａｓ               ｍｕｃｈ               ｏｆ               ｔｈｅ               90%               ｏｆ               ｔｈｅ               ｈｉｄｄｅｎ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｒｅｖｅａｌｅｄ               ａｓ               ｉｓ               ｐｏｓｓｉｂｌｅ,               ｔｈｅ               ｎｅｘｔ               ｓｔｅｐ               ｉｓ               ｔｏ               ｒｅｓｅａｒｃｈ               ｔｈｅ               ｂａｃｋｇｒｏｕｎｄ               ｔｏ               ｓｕｃｈ               ｄｉｆｆｅｒｅｎｃｅｓ.

Ｔｈｉｓ               ｉｓ               ｗｈｅｒｅ               ｔｈｅ               ｐｒｏｆｏｕｎｄ               ｄｅｄｉｃａｔｉｏｎ               ｔｏ               ｄｉｖｅｒｓｉｔｙ               ｅｄｕｃａｔｉｏｎ               ａｎｄ               ｔｒａｉｎｉｎｇ               ｃｏｍｅｓ               ｉｎｔｏ               ｐｌａｙ.

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｋｎｏｗ               ｈｏｗ               ｔｏ               ｂｅｓｔ               ｕｔｉｌｉｚｅ               ｄｉｆｆｅｒｅｎｃｅｓ,               ｏｎｅ               ｍｕｓｔ               ｕｎｄｅｒｓｔａｎｄ               ｗｈｙ               ｔｈｅｓｅ               ｄｉｆｆｅｒｅｎｃｅｓ               ｅｘｉｓｔ,               ａｎｄ               ｔｈａｔ               ｏｆｔｅｎ               ｒｅｑｕｉｒｅｓ               ｒｅｓｅａｒｃｈｉｎｇ               ｔｈｅ               ｄｉｆｆｅｒｅｎｃｅｓ               (ｉ.ｅ.

ｓｔｕｄｙｉｎｇ               ｔｈｅ               ｎａｔｉｏｎａｌ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ).

Ｔｈｉｓ               ｐｒｏｆｏｕｎｄ               ｕｎｄｅｒｓｔａｎｄｉｎｇ               ｏｆ               ｔｈｅ               ｐｅｒｓｏｎ'ｓ               ｓｐｅｃｉｆｉｃ               ｄｉｖｅｒｓｉｔｙ               ｅｎａｂｌｅｓ               ｔｈｅ               ｐｌａｃｅｍｅｎｔ               ｏｆ               ｔｈｅ               ｅｍｐｌｏｙｅｅｓ               ｔｏ               ｂｅ               ｍｏｒｅ               ｐｒｏｆｉｔａｂｌｅ.
               Ｔｈｉｓ               ｐｒｅｌｉｍｉｎａｒｙ               ｒｅｓｅａｒｃｈ               ｓｈｏｕｌｄ               ｂｅ               ｆｏｌｌｏｗｅｄ               ｂｙ               ａｎ               ａｎａｌｙｓｉｓ               ｏｆ               ｔｈｅ               ｄｉｖｅｒｓｅ               ｆｉｎｄｉｎｇｓ               ｉｎ               ｒｅｌａｔｉｏｎ               ｔｏ               ｃｏｍｐａｎｙ               ｏｂｊｅｃｔｉｖｅｓ.

Ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｔｏ               ｎｏｔｅ,               ｔｈａｔ               ｏｎｅ               ｓｈｏｕｌｄ               ｎｏｔ               ａｔｔｅｍｐｔ               ｔｏ               ｆｉｔ               ｔｈｅ               ｐｅｒｓｏｎ               ｉｎｔｏ               ａｎ               ａｌｒｅａｄｙ               ｅｘｉｓｔｉｎｇ               ｊｏｂ               ｐｏｓｉｔｉｏｎ,               ｂｅｃａｕｓｅ               ｏｐｐｏｒｔｕｎｉｔｉｅｓ               ｆｏｒ               ｍａｘｉｍｉｚｉｎｇ               ｔｈｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｆ               ｔｈｅ               ｄｉｖｅｒｓｉｔｙ,               ｍａｙ               ｂｅ               ｏｂｓｃｕｒｅｄ               ｂｙ               ｔｈｅ               ｌｉｍｉｔａｔｉｏｎｓ               ｏｆ               ａｎ               ａｌｒｅａｄｙ               ｅｘｉｓｔｉｎｇ               ｊｏｂ               ｄｅｓｃｒｉｐｔｉｏｎ.

Ｗｈａｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ,               ｈｏｗｅｖｅｒ,               ｉｓ               ｔｈａｔ               ｗｈｅｎ               ｐｏｓｉｔｉｏｎｓ               ａｒｅ               ｃｒｅａｔｅｄ,               ｏｒ               ｅｘｐａｎｄｅｄ,               ｓｐｅｃｉｆｉｃａｌｌｙ               ｔｏ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｅ               ｔａｌｅｎｔｓ,               ｔｈｉｓ               ｄｉｖｅｒｓｉｔｙ               ｍｕｓｔ               ｓｔｉｌｌ               ａｌｉｇｎ               ｗｉｔｈ               ｔｈｅ               ｃｏｍｐａｎｙ'ｓ               ｏｂｊｅｃｔｉｖｅｓ.

Ｓｉｎｃｅ               ｃｏｍｐａｎｙ               ｏｂｊｅｃｔｉｖｅｓ               ａｒｅ               ｔｉｅｄ               ｔｏ               ｐｒｏｆｉｔａｂｉｌｉｔｙ,               ｔｈｅ               ｄｉｖｅｒｓｉｔｙ               ｔｈａｔ               ｔｈｅ               ｐｏｓｉｔｉｏｎ               ｕｔｉｌｉｚｅｓ               ｗｉｌｌ               ｂｅ               ａｌｉｇｎｅｄ               ｗｉｔｈ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ａｓ               ｗｅｌｌ.

Ｔｈｉｓ               ｔｙｐｅ               ｏｆ               ａｓｓｅｓｓｍｅｎｔ               ａｎｄ               ａｎａｌｙｓｉｓ               ｎｅｅｄｓ               ｔｏ               ｂｅ               ｄｏｎｅ               ｆｏｒ               ｅｍｐｌｏｙｅｅｓ               ａｔ               ａｌｌ               ｌｅｖｅｌｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ,               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｂｅ               ｔｈｅ               ｍｏｓｔ               ｅｆｆｅｃｔｉｖｅ.
               Ｏｎｃｅ               ｅｍｐｌｏｙｅｅｓ               ａｒｅ               ｐｌａｃｅｄ               ｉｎｔｏ               ａ               ｐｏｓｉｔｉｏｎ               ｉｎ               ｗｈｉｃｈ               ｔｈｅｉｒ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｍａｘｉｍｉｚｅｄ               ｆｏｒ               ｐｒｏｆｉｔａｂｉｌｉｔｙ,               ｉｔ               ｉｓ               ｕｐ               ｔｏ               ｍａｎａｇｅｍｅｎｔ               ｔｏ               ｅｎｓｕｒｅ               ｔｈａｔ               ｔｈｉｓ               ｄｉｖｅｒｓｉｔｙ               ｉｓ,               ａｎｄ               ｒｅｍａｉｎｓ,               ｐｒｏｆｉｔａｂｌｅ.

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｄｅｔｅｒｍｉｎｅ               ｔｈｉｓ,               ｉｔ               ｉｓ               ｏｆ               ｕｔｍｏｓｔ               ｉｍｐｏｒｔａｎｃｅ               ｔｏ               ｍｅａｓｕｒｅ               ｔｈｅ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｆ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｅｎｓｕｒｅ               ｍａｎａｇｅｍｅｎｔ               ｉｓ               ｈｅｌｄ               ａｃｃｏｕｎｔａｂｌｅ               ｆｏｒ               ｅｎｓｕｒｉｎｇ               ｔｈｅｓｅ               ｉｎｉｔｉａｔｉｖｅｓ               ａｒｅ               ｗｏｒｋｉｎｇ,               ａｎｄ               ｔｏ               ｅｍｐｌｏｙ               ｓｔｒａｔｅｇｉｅｓ               ｆｏｒ               ｍａｉｎｔａｉｎｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｉｎｉｔｉａｔｉｖｅｓ.

Ｗｉｔｈｏｕｔ               ｍｅａｓｕｒｉｎｇ               ｄｅｖｉｃｅｓ               (ｆｅｅｄｂａｃｋ               ｓｙｓｔｅｍｓ),               ｉｔ               ｉｓ               ｄｉｆｆｉｃｕｌｔ,               ｉｆ               ｎｏｔ               ｉｍｐｏｓｓｉｂｌｅ,               ｔｏ               ｄｅｔｅｒｍｉｎｅ               ｔｈｅ               ｓｕｃｃｅｓｓ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｉｎｉｔｉａｔｉｖｅｓ               ｉｎ               ｒｅｌａｔｉｏｎ               ｔｏ               ｐｒｏｆｉｔａｂｉｌｉｔｙ,               ａｎｄ               ｔｈｅｒｅｆｏｒｅ,               ｄｉｆｆｉｃｕｌｔ               ｔｏ               ｄｅｔｅｒｍｉｎｅ               ｗｈｅｎ               ｔｈｅｙ               ｎｅｅｄ               ｉｍｐｒｏｖｅｍｅｎｔｓ               ｏｒ               ｒｅｎｏｖａｔｉｏｎ,               ｏｒ               ｉｍｐｌｅｍｅｎｔａｔｉｏｎ               (ｉｎ               ｔｈｅ               ｃａｓｅ               ｏｆ               ｃｏｍｐａｎｉｅｓ               ｔｈａｔ               ｄｏ               ｎｏｔ               ｈａｖｅ               ｄｉｖｅｒｓｉｔｙ               ｉｎｉｔｉａｔｉｖｅｓ,               ｔｈｅｙ               ｗｏｕｌｄ               ｄｅｔｅｒｍｉｎｅ               ｉｆ               ｉｍｐｌｅｍｅｎｔａｔｉｏｎ               ｉｓ               ｎｅｃｅｓｓａｒｙ               ｔｈｒｏｕｇｈ               ａ               ｃｏｓｔ-ｂｅｎｅｆｉｔ               ａｎａｌｙｓｉｓ               ｏｆ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ).

Ｗｉｔｈｏｕｔ               ａｃｃｏｕｎｔａｂｉｌｉｔｙ,               ｔｈｅｒｅ               ｉｓ               ｎｏ               ｏｎｅ               ｒｅｓｐｏｎｓｉｂｌｅ               ｆｏｒ               ｅｓｔａｂｌｉｓｈｉｎｇ               ａｎｄ               ｍａｉｎｔａｉｎｉｎｇ               ｔｈｅ               ｄｉｖｅｒｓｉｔｙ               ｉｎｉｔｉａｔｉｖｅｓ.

Ｗｉｔｈｏｕｔ               ｍａｉｎｔｅｎａｎｃｅ               ｓｙｓｔｅｍｓ               ｉｎ               ｐｌａｃｅ,               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｍａｙ               ｂｅｃｏｍｅ               ｌｏｓｔ               ｏｖｅｒ               ｔｉｍｅ.
               Ａｌｌｓｔａｔｅ               ｅｘｅｍｐｌｉｆｉｅｓ               ｓｅｖｅｒａｌ               ｓｔｒａｔｅｇｉｅｓ               ｆｏｒ               ｍｅａｓｕｒｉｎｇ               ｔｈｅ               ｓｕｃｃｅｓｓ               (ｍｅａｎｉｎｇ               ｔｈｅ               ｉｎｃｒｅａｓｅ               ｉｎ               ｐｒｏｆｉｔａｂｉｌｉｔｙ)               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｉｎｉｔｉａｔｉｖｅｓ,               ｅｎｓｕｒｉｎｇ               ｍａｎａｇｅｍｅｎｔ               ａｃｃｏｕｎｔａｂｉｌｉｔｙ               ｆｏｒ               ｄｉｖｅｒｓｉｔｙ               ｉｎｉｔｉａｔｉｖｅｓ,               ａｓ               ｗｅｌｌ               ａｓ               ｍａｉｎｔａｉｎｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｉｎｉｔｉａｔｉｖｅｓ.

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｍｅａｓｕｒｅ               ｄｉｖｅｒｓｉｔｙ               ｉｎｉｔｉａｔｉｖｅｓ,               Ｗａｈ               ｄｉｓｃｕｓｓｅｓ               ｈｏｗ               Ａｌｌｓｔａｔｅ               ｓｕｒｖｅｙｓ               ａｌｌ               ｏｆ               ｉｔｓ               ｅｍｐｌｏｙｅｅｓ               ｔｗｉｃｅ               ａ               ｙｅａｒ               ｒｅｇａｒｄｉｎｇ               ｄｉｖｅｒｓｉｔｙ               ｉｎ               ｒｅｌａｔｉｏｎ               ｔｏ               ｌｅａｄｅｒｓｈｉｐ               (ｐａｒ               29).

Ｔｈｅｎ,               ｔｈｅ               ｒｅｓｕｌｔｓ               ｏｆ               ｔｈｅｓｅ               ｓｕｒｖｅｙｓ               ａｒｅ               ｐｌａｃｅｄ               ｉｎ               ａｎ               ｉｎｄｅｘ               ｆｏｒ               ｌｅａｄｅｒｓｈｉｐ,               ａｎｄ               ａｎｏｔｈｅｒ               ｉｎｄｅｘ               ｆｏｒ               ｄｉｖｅｒｓｉｔｙ               (Ｗａｈ               ｐａｒ               30).

Ｔｈｅｎ               ｍａｎａｇｅｍｅｎｔ               ｃｏｍｐａｒｅｓ               ｔｈｅ               ｔｗｏ               ｉｎｄｅｘｅｓ               ａｎｄ               ｈａｓ               ｂｅｅｎ               ａｂｌｅ               ｔｏ               ｄｒａｗ               ａ               ｃｏｒｒｅｌａｔｉｏｎ               ｂｅｔｗｅｅｎ               ｔｈｅ               ｔｗｏ               (Ｗａｈ               ｐａｒ               30)               ａｎｄ,               ａｃｃｏｒｄｉｎｇ               ｔｏ               ｄｉｒｅｃｔｏｒ               ｏｆ               ｄｉｖｅｒｓｉｔｙ,               Ｃａｒｌｔｏｎ               Ｙｅａｒｗｏｏｄ,               "ｔｈｅ               ｂｅｔｔｅｒ               ｅｍｐｌｏｙｅｅｓ               ｐｅｒｃｅｉｖｅ               ｔｈｅｉｒ               ｍａｎａｇｅｒ'ｓ               ｅｆｆｏｒｔ               ｔｏ               ｐｒｏｄｕｃｅ               ａ               ｄｉｖｅｒｓｅ               ｗｏｒｋ               ｅｎｖｉｒｏｎｍｅｎｔ,               ｔｈｅ               ｍｏｒｅ               ｓａｔｉｓｆｉｅｄ               ｔｈｅｙ               ａｒｅ"               (Ｗａｈ               ｐａｒ               31).

Ｔｈｉｓ               ｓａｍｅ               ｃｏｒｒｅｌａｔｉｏｎ               ａｌｓｏ               ｓｕｇｇｅｓｔｓ               ｔｈａｔ,               ａｃｃｏｒｄｉｎｇ               ｔｏ               Ｙｅａｒｗｏｏｄ,               "ｔｈｅ               ｈｉｇｈｅｒ               ｔｈｅ               ｌｅａｄｅｒｓｈｉｐ               ａｎｄ               ｄｉｖｅｒｓｉｔｙ               ｉｎｄｅｘｅｓ,               ｔｈｅ               ｍｏｒｅ               ｌｉｋｅｌｙ               ｉｔ               ｉｓ               ｆｏｒ               ｃｕｓｔｏｍｅｒｓ               ｔｏ               ｒｅｎｅｗ               [ｔｈｅｉｒ               ｉｎｓｕｒａｎｃｅ               ｐｏｌｉｃｉｅｓ]"               (ｑｔｄ               ｉｎ               Ｗａｈ               ｐａｒ               31).
               Ａｄｄｉｔｉｏｎａｌｌｙ,               Ａｌｌｓｔａｔｅ               ｈａｓ               ｐｕｒｐｏｓｅｆｕｌｌｙ               ｃｏｒｒｅｌａｔｅｄ               ｔｈｅ               ｇｏａｌ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｔｏ               ｃｏｍｐｅｎｓａｔｉｏｎ               ｂｙ               ａｓｓｏｃｉａｔｉｎｇ               ｍｅｒｉｔ               ｐａｙ               ａｎｄ               ｂｏｎｕｓｅｓ               ｔｏ               ｔｈｅ               ｓｕｃｃｅｓｓｆｕｌ               ｉｍｐｌｅｍｅｎｔａｔｉｏｎ               ａｎｄ               ｍａｉｎｔｅｎａｎｃｅ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｉｎｉｔｉａｔｉｖｅｓ               (Ｗａｈ               ｐａｒ               35).

Ｒｅｇａｒｄｉｎｇ               ｍａｉｎｔｅｎａｎｃｅ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ｉｎｉｔｉａｔｉｖｅｓ,               Ａｌｌｓｔａｔｅ               ｈａｓ               ｔａｋｅｎ               ｉｔ               ｕｐｏｎ               ｔｈｅｍｓｅｌｖｅｓ               ｔｏ               ｅｎｓｕｒｅ               ｔｈａｔ               ｅｖｅｒｙ               ｎｅｗ               ｅｍｐｌｏｙｅｅ               ｒｅｃｅｉｖｅｓ               ｄｉｖｅｒｓｉｔｙ               ｔｒａｉｎｉｎｇ               ｗｉｔｈｉｎ               ｔｈｅｉｒ               ｆｉｒｓｔ               ｓｉｘ               ｍｏｎｔｈｓ               ｏｆ               ｅｍｐｌｏｙｍｅｎｔ               (Ｗａｈ               ｐａｒ               60).

Ｔｈｉｓ               ｔｒａｉｎｉｎｇ               ｓｈｏｗｓ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ｈｏｗ               ｄｉｖｅｒｓｉｔｙ               ｐｏｓｉｔｉｖｅｌｙ               ａｆｆｅｃｔｓ               ｔｈｅ               ｂｏｔｔｏｍ               ｌｉｎｅ               (Ｗａｈ               ｐａｒ               62).

Ａｄｄｉｔｉｏｎａｌｌｙ,               Ａｌｌｓｔａｔｅ               "ｐｒｏｖｉｄｅｓ               ａｄｄｉｔｉｏｎａｌ               ｓｕｐｐｏｒｔ               ｔｏ               ｍａｎａｇｅｒｓ               ｏｎ               ｈｏｗ               ｔｏ               ｓｕｓｔａｉｎ               ａ               ｄｉｖｅｒｓｅ               ａｎｄ               ｔｒｕｓｔｆｕｌ               ｅｎｖｉｒｏｎｍｅｎｔ"               (Ｗａｈ,               ｐａｒ               64).

Ｔｈｅ               ｓｔｒａｔｅｇｉｅｓ               ｕｔｉｌｉｚｅｄ               ｂｙ               Ａｌｌｓｔａｔｅ               ｅｘｅｍｐｌｉｆｙ               ｈｏｗ               ｍｅａｓｕｒｅｍｅｎｔ,               ａｃｃｏｕｎｔａｂｉｌｉｔｙ,               ａｎｄ               ｍａｉｎｔｅｎａｎｃｅ,               ａｒｅ               ｉｍｐｏｒｔａｎｔ               ｔｏ               ｔｈｅ               ｐｒｏｆｉｔａｂｌｅ               ｓｕｃｃｅｓｓ               ｏｆ               ｔｈｅ               ｉｍｐｌｅｍｅｎｔａｔｉｏｎ               ｏｆ               ｉｎｉｔｉａｔｉｖｅｓ               ｔｏ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ.
               Ｃｏｘ               Ｊｒ.

ｓｔａｔｅｓ               ｔｈａｔ,               "…ｏｒｇａｎｉｚａｔｉｏｎｓ               ｔｈａｔ               ａｒｅ               ａｂｌｅ               ｔｏ               ｐｒｅｅｍｐｔ               ｃｏｍｐｅｔｉｔｏｒｓ               ｉｎ               ｃｒｅａｔｉｎｇ               ａ               ｃｌｉｍａｔｅ               ｗｈｅｒｅ               ａｌｌ               ｐｅｒｓｏｎｎｅｌ               ｈａｖｅ               ｅｑｕａｌ               ｏｐｐｏｒｔｕｎｉｔｙ               ａｎｄ               ｍｏｔｉｖａｔｉｏｎ               ｔｏ               ｃｏｎｔｒｉｂｕｔｅ               ｓｈｏｕｌｄ               ｇａｉｎ               ａ               ｃｏｍｐｅｔｉｔｉｖｅ               ｃｏｓｔ               ａｄｖａｎｔａｇｅ"               (26-27).

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｆｕｌｌｙ               ｕｔｉｌｉｚｅ               ｔｈｅ               ｄｉｖｅｒｓｉｔｙ               ｆｏｒ               ｐｒｏｆｉｔａｂｌｅ               ｅｎｄｓ,               ｍａｎａｇｅｍｅｎｔ               ｍｕｓｔ               ｈａｖｅ               ｇｏｏｄ               ｌｅａｄｅｒｓｈｉｐ               ａｎｄ               ｍａｎａｇｅｍｅｎｔ               ｓｋｉｌｌｓ,               ｇｏｏｄ               ｃｏｎｆｌｉｃｔ               ｍａｎａｇｅｍｅｎｔ               ｓｋｉｌｌｓ,               ａｎｄ               ｐｒｏｆｏｕｎｄ               ｄｅｄｉｃａｔｉｏｎ               ｔｏ               ｔｈｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ.

Ｍａｎａｇｅｍｅｎｔ               ｓｈｏｕｌｄ               ｉｍｐｌｅｍｅｎｔ               ａ               ｖａｒｉｅｔｙ               ｏｆ               ｓｔｒａｔｅｇｉｅｓ               ｆｏｒ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｂｅｇｉｎｎｉｎｇ               ｗｉｔｈ               ｐｒｏａｃｔｉｖｅｌｙ               ｔａｐｐｉｎｇ               ｉｎｔｏ               ｔｈｅ               "ｈｉｄｄｅｎ"               90%               ｏｆ               ｉｔ.

Ｉｎ               ａｎ               ｉｎｃｒｅａｓｉｎｇｌｙ               ｄｉｖｅｒｓｅ               ｗｏｒｌｄ,               ｍａｎａｇｅｍｅｎｔ               ｃａｎ               ｕｔｉｌｉｚｅ               ｄｉｖｅｒｓｉｔｙ               ｗｉｔｈｉｎ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ｂａｓｅ,               ｃｏｎｓｕｍｅｒ               ｂａｓｅ,               ａｎｄ               ｔｈｒｏｕｇｈ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｓｔｒｕｃｔｕｒｅ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ,               ｔｈｅｒｅｂｙ               ｉｎｃｒｅａｓｉｎｇ               ｔｈｅｉｒ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ.
               Ｂｅｙｏｎｄ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｉｓ               ｔｈｅ               ｕｌｔｉｍａｔｅ               ｇｏａｌ               ｏｆ               ｌｅａｒｎｉｎｇ               ｆｒｏｍ               ｉｔ,               ｗｈｉｃｈ               ｏｃｃｕｒｓ               ｗｈｅｎ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｂｅｇｉｎｓ               ｔｏ               ｉｎｔｅｇｒａｔｅ               ｗｈａｔ               ｔｈｅｙ               ｈａｖｅ               ｌｅａｒｎｅｄ               ｆｒｏｍ               ｄｉｖｅｒｓｉｔｙ               ｉｎｔｏ               ｔｈｅｉｒ               ｍｏｄｅ               ｏｆ               ｏｐｅｒａｔｉｏｎ.

Ｔｈｏｍａｓ               ａｎｄ               Ｅｌｙ               ｄｉｓｃｕｓｓ               ｔｈｅ               ｉｄｅａ               ｏｆ               ｌｅａｒｎｉｎｇ               ｆｒｏｍ               ｄｉｖｅｒｓｉｔｙ               ｂｙ               ｃｒｅａｔｉｎｇ               ａ               ｐａｒａｄｉｇｍ               ｔｈａｔ               "ｐｒｏｍｏｔｅｓ               ｅｑｕａｌ               ｏｐｐｏｒｔｕｎｉｔｙ               ｆｏｒ               ａｌｌ               ｉｎｄｉｖｉｄｕａｌｓ…[ａｎｄ]               ａｃｋｎｏｗｌｅｄｇｅｓ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ               ａｍｏｎｇ               ｐｅｏｐｌｅ               ａｎｄ               ｒｅｃｏｇｎｉｚｅｓ               ｔｈｅ               ｖａｌｕｅ               ｉｎ               ｔｈｏｓｅ               ｄｉｆｆｅｒｅｎｃｅｓ…[ｙｅｔ]               ｌｅｔｓ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｉｎｔｅｒｎａｌｉｚｅ               ｄｉｆｆｅｒｅｎｃｅｓ               ａｍｏｎｇ               ｅｍｐｌｏｙｅｅｓ               ｓｏ               ｔｈａｔ               ｉｔ               ｌｅａｒｎｓ               ａｎｄ               ｇｒｏｗｓ               ｂｅｃａｕｓｅ               ｏｆ               ｔｈｅｍ"               (ｐａｒ               40).

Ａｓ               ａｎ               ｅｘｔｅｎｓｉｏｎ               ｏｆ               ｉｎｃｒｅａｓｉｎｇ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｂｙ               ｕｔｉｌｉｚｉｎｇ               ｄｉｖｅｒｓｉｔｙ,               ｉｔ               ｗｏｕｌｄ               ｐｒｏｖｅ               ｂｅｎｅｆｉｃｉａｌ               ｔｏ               ｒｅｓｅａｒｃｈ               ｓｐｅｃｉｆｉｃ               ｓｔｒａｔｅｇｉｅｓ               ｆｏｒ               ｌｅａｒｎｉｎｇ               ｆｒｏｍ               ｄｉｖｅｒｓｉｔｙ.

Ａｓ               Ｂｕｃｈｅｒ               ｎｏｔｅｓ,               "Ｍａｎｙ               ａｓｓｕｍｅ               ｔｈａｔ               ｏｕｒ               ｓｏｃｉｅｔｙ               ｉｓ               ｄｉｖｉｄｅｄ               ｂｅｃａｕｓｅ               ｏｆ               ｏｕｒ               ｄｉｆｆｅｒｅｎｃｅｓ.

Ｄｏｅｓ               ｔｈｅ               ｐｒｏｂｌｅｍ               ｌｉｅ               ｗｉｔｈ               ｏｕｒ               ｄｉｆｆｅｒｅｎｃｅｓ               ｏｒ               ｏｕｒ               ｉｎａｂｉｌｉｔｙ               ｔｏ               ｒｅｓｐｅｃｔ               ａｎｄ               ｌｅａｒｎ               ｆｒｏｍ               ｔｈｅｓｅ               ｄｉｆｆｅｒｅｎｃｅｓ?"               (14).

Ｔｈｉｓ               ｉｓ               ａｎ               ｉｍｐｏｒｔａｎｔ               ｑｕｅｓｔｉｏｎ,               ｗｈｏｓｅ               ａｎｓｗｅｒ               ｉｓ               ｔｈｅ               ｋｅｙ               ｔｏ               ｔｈｅ               ｕｌｔｉｍａｔｅ               ｕｔｉｌｉｚａｔｉｏｎ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               -ｌｅａｒｎｉｎｇ.

               Ｗｏｒｋｓ               Ｃｉｔｅｄ
               Ｂｕｃｈｅｒ,               Ｒｉｃｈａｒｄ               Ｄ.

Ｄｉｖｅｒｓｉｔｙ               Ｃｏｎｓｃｉｏｕｓｎｅｓｓ.

Ｅｄ.

Ｍａｒｙ               Ｃａｒｎｉｓ.

Ｎｅｗ               Ｊｅｒｓｅｙ:               Ｐｒｅｎｔｉｃｅ               Ｈａｌｌ,               2000.
               Ｃｏｘ,               Ｔａｙｌｏｒ               Ｊｒ.,               Ｃｕｌｔｕｒａｌ               Ｄｉｖｅｒｓｉｔｙ               ｉｎ               Ｏｒｇａｎｉｚａｔｉｏｎｓ.

Ｓａｎ               Ｆｒａｎｃｉｓｃｏ:               Ｂｅｒｒｅｔｔ               Ｋｏｅｈｌｅｒ,               1993.
               Ｈａｒｒｉｓ,               Ｐｈｉｌｉｐ               Ｒ.,               ａｎｄ               Ｒｏｂｅｒｔ               Ｔ.

Ｍｏｒａｎ.

Ｍａｎａｇｉｎｇ               Ｃｕｌｔｕｒａｌ               Ｄｉｆｆｅｒｅｎｃｅｓ.

4ｔｈ               ｅｄ.

Ｈｏｕｓｔｏｎ:               Ｇｕｌｆ,               1996.
               Ｐａｌｉｃｈ,               Ｌｅｓｌｉｅ,               Ｇｏｍｅｚ-Ｍｅｊｉａ,               ａｎｄ               Ｒ.

Ｌｕｉｓ.

"Ａ               Ｔｈｅｏｒｙ               ｏｆ               Ｇｌｏｂａｌ               ａｎｄ               Ｆｉｒｍ               Ｅｆｆｉｃｉｅｎｃｉｅｓ:               Ｃｏｎｓｉｄｅｒｉｎｇ               ｔｈｅ               Ｅｆｆｅｃｔｓ               ｏｆ               Ｃｕｌｔｕｒａｌ               Ｄｉｖｅｒｓｉｔｙ."
               Ｊｏｕｒｎａｌ               ｏｆ               Ｍａｎａｇｅｍｅｎｔ.

25               (1999):               587-606.

23               Ｊｕｌｙ               2000.
               Ｒａｉｎｅｓ,               Ｆｒａｎｋｌｉｎ               Ｄ.

Ｆｏｒｗａｒｄ.

Ｄｉｖｅｒｓｉｔｙ               Ｃｏｎｓｃｉｏｕｓｎｅｓｓ.

Ｂｙ               Ｒｉｃｈａｒｄ               Ｄ.

Ｂｕｃｈｅｒ.

Ｅｄ.

Ｍａｒｙ               Ｃａｒｎｉｓ.

Ｎｅｗ               Ｊｅｒｓｅｙ:               Ｐｒｅｎｔｉｃｅ               Ｈａｌｌ,               2000.

ｉｘ-ｘ.
               Ｒｉｃｈａｒｄ,               Ｏｒｌａｎｄｏ               Ｃ.

"Ｒａｃｉａｌ               Ｄｉｖｅｒｓｉｔｙ,               Ｂｕｓｉｎｅｓｓ               Ｓｔｒａｔｅｇｙ,               ａｎｄ               Ｆｉｒｍ               Ｐｅｒｆｏｒｍａｎｃｅ:               Ａ               Ｒｅｓｏｕｒｃｅ-Ｂａｓｅｄ               Ｖｉｅｗ."               Ａｃａｄｅｍｙ               ｏｆ               Ｍａｎａｇｅｍｅｎｔ               Ｊｏｕｒｎａｌ.

2               (2000):               164               (14ｐ).

16               Ｊｕｌｙ,               2000.
               Ｔｈｏｍａｓ,               Ｄａｖｉｄ               Ａ.

ａｎｄ               Ｒｏｂｉｎ               Ｊ.

Ｅｌｙ.

"Ｍａｋｉｎｇ               Ｄｉｆｆｅｒｅｎｃｅｓ               Ｍａｔｔｅｒ:               Ａ               Ｎｅｗ               Ｐａｒａｄｉｇｍ               ｆｏｒ               Ｍａｎａｇｉｎｇ               Ｄｉｖｅｒｓｉｔｙ."               Ｈａｒｖａｒｄ               Ｂｕｓｉｎｅｓｓ               Ｒｅｖｉｅｗ.

5               (1996):               79               (12ｐ).

23               Ｊｕｌｙ               2000.
               Ｗａｈ,               Ｌｏｕｉｓａ.

"Ｄｉｖｅｒｓｉｔｙ               ａｔ               Ａｌｌｓｔａｔｅ."               Ｍａｎａｇｅｍｅｎｔ               Ｒｅｖｉｅｗ.

7               (1999):               24               (7ｐ).

22               Ｊｕｌｙ               2000.

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...correspondence directed his way? If you find my account of the corruption taking place was...way justifiable, then we do not share the same definition of criminal behaviour. *shrugs...
wretchedtoad.blogspot.com/ 08/14/2011
...correspondence directed his way? If you find my account of the corruption taking place was...way justifiable, then we do not share the same definition of criminal behaviour. *shrugs...
... both Public Enemy and Little Caesar for on-demand viewing in high-definition.
greenbriarpictureshows.blogspot.com/ 01/06/2011
... both Public Enemy and Little Caesar for on-demand viewing in high-definition.
... brokers and the wrong kind of accounts you are not only opening yourself...idUSN15253920070530 This link provides the definition of fiduciary responsibility as defined...
investingessentials.blogspot.com/ 02/15/2006
... brokers and the wrong kind of accounts you are not only opening yourself...idUSN15253920070530 This link provides the definition of fiduciary responsibility as defined...
...worldwide peak magnitude earthquakes significantly follow the India monsoon rainfall on account of the surge waves of water moments exerted by the rapidly...
predictingquakes.blogspot.com/ 08/30/2006
...worldwide peak magnitude earthquakes significantly follow the India monsoon rainfall on account of the surge waves of water moments exerted by the rapidly...
... sense of solidity or self-evidence of the discursive interpretation or translation of accounts that conditions their reception as compelling, confusing, contentious...
sakumantere.blogspot.com/ 04/06/2008
... sense of solidity or self-evidence of the discursive interpretation or translation of accounts that conditions their reception as compelling, confusing, contentious...
...don't suggest he is not an oil man. He's an investor and loosely a manager. A PR guy.) All I've ever suggested is Bush is a knowing...
fearmongering.blogspot.com/ 11/13/2006
...don't suggest he is not an oil man. He's an investor and loosely a manager. A PR guy.) All I've ever suggested is Bush is a knowing...
...and warmly remembered. I’ve read accounts of those who saw Captains...ours, but Liberty owner Ivan Anderson and his manager Colonel Roy Forehand weren’t kidding...
greenbriarpictureshows.blogspot.com/ 10/30/2006
...and warmly remembered. I’ve read accounts of those who saw Captains...ours, but Liberty owner Ivan Anderson and his manager Colonel Roy Forehand weren’t kidding...
LDAP Account Manager and OpenDJ
marginnotes2.wordpress.com/ 04/26/2011
...lam.conf. So sudo vi /usr/share/ldap-account-manager/config/lam.conf and I was...a number of standard schema definitions are missing in OpenDJ...
Offshore Account Manager
pragmaticoutsourcing.com/ 08/26/2009
...Job Description ). As a matter of fact Account Manager (AM) is an exceptionally...Outsourcing world. There are several definitions / understandings of the...

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2013년 11월 24일 일요일

About 'account manager definition'|...and warmly remembered. I’ve read accounts of those who saw Captains...ours, but Liberty owner Ivan Anderson and his manager Colonel Roy Forehand weren’t kidding...

About 'account manager definition'|...and warmly remembered. I’ve read accounts of those who saw Captains...ours, but Liberty owner Ivan Anderson and his manager Colonel Roy Forehand weren’t kidding...

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... as excellence. So with my definition of culture let me disclose something... that arm each sales person & account manager with the tools they need to effectively...

...correspondence directed his way? If you find my account of the corruption taking place was...way justifiable, then we do not share the same definition of criminal behaviour. *shrugs...

... both Public Enemy and Little Caesar for on-demand viewing in high-definition.

... brokers and the wrong kind of accounts you are not only opening yourself...idUSN15253920070530 This link provides the definition of fiduciary responsibility as defined...

...worldwide peak magnitude earthquakes significantly follow the India monsoon rainfall on account of the surge waves of water moments exerted by the rapidly...

... sense of solidity or self-evidence of the discursive interpretation or translation of accounts that conditions their reception as compelling, confusing, contentious...

...don't suggest he is not an oil man. He's an investor and loosely a manager. A PR guy.) All I've ever suggested is Bush is a knowing...

...and warmly remembered. I’ve read accounts of those who saw Captains...ours, but Liberty owner Ivan Anderson and his manager Colonel Roy Forehand weren’t kidding...

LDAP Account Manager and OpenDJ

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