Pilot Fatigue and its role in Aviation Safety Essay Example for Free

Pilot Fatigue and its role in Aviation Safety EssayABSTRACTThe aim of this paper is to observe the growing concern of buffer zone fatigue and the role it plays in aviation safety. A brief assessment of the effects and possible solvent to this fuss will be carried by. A mention of some of the incidents from the past will also understand its place in this paper.Introduction Aviation industry is on a growing spree and in the times to come in that respect are going to be much and more airlines filling the sky. As we move steps further towards globalization we are going to need this service more ofttimes which further increases the pressure on our airlines. To tackle with this situation, especially when the availability of trained pilots is less(prenominal) than require, the pilots are oblige to fly more frequently and for lengthy hours. This parkways physical as well as mental strain to buildup as a result of which the efficiency of pilots decreases. This non-pathologic state resulting in physical and mental stress is cognise as Fatigue.Human corpse is always in need of comfort, especially in the stress of sleep, after regular intervals of time. Any lack in the mandatory rest wooings fatigue to be genuine in ones body. Due to fatigue in that location can be a quality of sleeplessness, tiredness or exhaustion in a soul. This feeling if effective during relief valve of steps hours can be really dangerous non solely for the pilot moreover also for the lives of the riders traveling with him and can pull back along accidents. The only solution to this problem that has been cognise so far and will ever be cognise in the times to come is sufficient amount of sleep. This unfortunately is what the pilots are not getting these age and are not expected to get at least in the near future. The findings from the past gestate shown that fatigue was responsible for a large number of aviation accidents. According to a study carried out by the N ational Transportation Safety Board (NTSB) of flight accidents related to flight crew in US from 1978 to 1990, one of the findings related the accidents to fatigue by stating that Half the captains for whom data were available had been vigilant for more than 12 hours former to their accidents. Half the first officers had been awake for more than 11 hours. Crews comprising captains and first officers whose time since awake was above the median for their crew position made more errors overall, and significantly more procedural and tactical decision errors. (Strauss, n.d.).Sleep and Sleep Loss It is essential for a human body to get the required amount of sleep. Sleep is considered to be an essential ingredient of our life without which it is not possible to survive. Whenever a person does not get enough sleep a signal is sent by brain to the body which results in Sleepiness. Eyelids start to get heavier and on that point is fatigue in the whole body. A person starts to complimenta ry concentration and may even go to sleep while he is on a job. If there is a deficiency in sleeping hours of a person and suppose every day a person looses 1 hour of sleep known as Sleep Loss, then it goes on accumulating over days and results in what is known as Sleep Debt.This debt if not cleared can cause serious problems ultimately resulting in fatigue. It has been found in researches that before fast(a) a plane it is unavoidable to have sufficient amount of sleep (about 8 hours) for the pilots. If they are allowed to fly continuously without getting the required amount of rest (or sleeping hours) in between their flying schedules, then fatigue is most presumable to develop in them resulting in, loss of concentration, memory and alertness, slow reaction time, reduced decision power, and bad mood. all told these factors are basic ingredients of making mistakes and thus causing accidents.Crew rest Fatigue starts to build up from the time one gets out of sleep. Development of fatigue also depends on the amount of time a person was awake before the actual flight operation. some(prenominal) times there are delays in flight timings callable to several reasons ranging from weather conditions to mechanical problems. This heart that a pilot has been on trading for a long time before boarding in the plane.Although he may be flying the plane for the normal length of time but delay in flight timing has resulted in him being involved in the activities for much longer, which also results in the pilot being fatigued. Similarly there may be a case of airport congestion as a result of which a pilot cannot land and has to hover in the air for a long time or due to bad whether the plane needs to be redirected to some other destination causing him to fly for longer duration than normal. These instances also cause fatigue to be developed. Overall the fact is that ample amount of rest is essentially required by the human body to keep it fit and fatigue free. A brief r eview of US Federal Aviation Administration (FAA) flight time and rest rules for scheduled interior(prenominal) commercial carriers (US Code Title 14, part 121.471) are as follows (Strauss, n.d.).Crewmember total flying time maximal of1000 hours in any calendar year.100 hours in any calendar month.30 hours in any 7 consecutive days.8 hours between required rest periods.Rest for scheduled flight during the 24 hours preceding the completion of any flight segment9 consecutive of hours rest for less than 8 hours scheduled flight time.10 hours rest for 8 hours or more, but less than 9 hours scheduled flight time.11 hours rest for 9 hours or more scheduled flight time. food and nutrition People all over the world use coffee as a comment to remain awake for longer periods of time. Same is the case with pilots. To remain alert they normally consume coffee. The problem with coffee is that although it keeps a person alert, it cannot prevent body from getting tired and thus fatigued. The bod y hushed is in working condition for all these hours and hence the effect of coffee is temporary alertness and not a solution to fatigue. Also coffee is diuretic which means that it discharges more fluids than what it takes in and hence results in dehydration which is a cause of fatigue. It is always good to keep your body fit by exercising but there should be a sufficient amount of rest and consumption of water followed by it as uses cause a lot of dehydration.However dehydration can also be caused by the fact that inside the cockpit humidity is very. at that place is always a balanced diet recommended for not only pilots but everyone. A pilot should always ensure a healthy diet which provides sufficient muscularity as well as nutrients for his body. Hypoglycemia, which is caused by low blood sugar levels, is a major cause of feeling sleepiness. A healthy diet ensures sufficient levels of blood sugar and thus energy, preventing hypoglycemia. Finally, alcohol is known to disrup t sleep dramatically and therefore contributes to the poor quantity and quality of sleep obtained on get off nights. Alternative approaches to the use of alcohol to unwind after duty and promote sleep should be set and offered (e.g., relaxation skills) (Rosekind, 1994).Other causes of fatigue One of the most important factors of causing fatigue, other than sleep debt, is the flight deck environment. Inside the deck there are a lot of factors contributing to fatigue much(prenominal) as lesser availability of space, variation in air flow, low atmospheric pressure, low humidity and presence of a lot of noise and vibration. Also in modern aircrafts a number of redundant features and systems have been incorporated which means that the pilots have to handle multiple systems resulting in more stress.History of incidentsThere have been incidents in the past where fatigue has proved to not only be dangerous but also fatal. A legend in aviation refers to an incident when a pilot went to s leep with his robot pilot on and found on waking up that the plane was 2 hours from the nearest destination with only one hour of fuel left. This may just be a story but in many cases researches have proved fatigue to be a cause of dangerous and fatal accidents. Some of the cases have been listed below-In June 1999 there was a runway accident of American Airlines Flight 1420 in which 11 people died, including the aircraft captain, and many injuries among the 145 passengers and crew aboard the flightKAL Flight 801 crashed in Guam on August 6, 1997, was mainly due to a lack of situational awareness resulting in controlled flight into terrain (CFIT). The captain prior to flying to Guam had flown from Seoul to Australia, back to Seoul, to Hong Kong, and then back to Seoul again before his fateful motivate to Guam, including only a few hours of rest in between.Cessna 177B Cardinal was flown by Joe Reid, pilot-in-command in which he, seven-year-old Jessica Dubroff and her father were ki lled. He suffered fatigue from the first days flight.On August 18, 1993, a Connie Kalitta DC-8 crashed on a 1/4-mile tush leg to final. The flight crew had been on duty for 18 hours and flown nine, thereby experiencing sleep loss and a disruption of their circadian rhythms.On January 2, 1989, the captain of a 707 tried to maneuver his plane to land in Salt Lake City after breaking out of the clouds at 200 feet. He dragged his left, outboard railway locomotive on the runway, leaving a 60-foot-long groove. Within the preceding 30 hours, he had been on duty for 19 hours, and flown 13 hours. He had been off duty for almost 12 hours, but was only able to get one hour of sleep in that time (Printup, 2000).In August 1985, the crew of a Learjet killed themselves and their passenger in a failed approach to Gulkana, Alaska. One of the contributing factors was that the company would shift the crews duty/rest requirements from outlying(prenominal) Part 135 to those of FAR Part 121, thereby di srupting their sleep patterns and inducing fatigue (Printup, 2000).CountermeasuresBased on several reports a number of countermeasures have been devised to improve alertness to counter fatigue. Preventive measures like 3-4 hours of sleep can restore alertness for 12-15 hours and 10-30 minutes of sleep can do it for about 3-4 hours. Similarly it is rede to rest for 15-20 minutes after awakening and before flying.Some of other means to restore alertness are- inhalation of high protein diet and less intake of fat and high carbohydrate food.Consumption of large quantities of fluids.Use of caffeine to work against fatigue symptoms if awake for 18 hours or less.Due whirling of flight tasks and frequent conversation with other crewmembersMaintenance of temperature inside the deck to lower levels.Frequent bowel movement of body parts and a possible walk in the cabin.Gradually shift times for sleep, meals, and exercise to adjust to a new time zone (Strauss, n.d.).ConclusionFor the safety of pilots as well as passengers the issue of pilot fatigue is of major concern. Growing number of aircrafts in the sky also means longer durations of flight for the pilots, which is a major cause of this problem. History bears the testimony to the fact that fatigue has resulted in numerous aviation accidents resulting in the loss of thousand of lives. To save more lives from getting lost there is a need to solve this problem. Allowing flexible schedules for the pilots is the only viable solution in sight at the moment. Our lives are getting busier and it would be wonderful if they become safer as well.ReferencesDawson, Drew and Reid, Kathyryn. (August 1997). Fatigue, Alcohol and Performance Impairment. Retrieved declination 1, 2007, from http//www.eurocockpit.be/media/Dawson-Reid-1997.pdfDr Samuel Strauss. (n.d.). Pilot Fatigue. Retrieved December 1, 2007, from http//aeromedical.org/Articles/Pilot_Fatigue.htmlGoode, Jeffrey H. (27 March 2003). Are pilots at risk of accidents due to fatigue?. Retrieved December 1, 2007, from http//www.eurocockpit.be/media/Goode-2003.pdfHeath, fix and Levin, Alan. (Nov. 8, 2007). Fatigue plays role in aviation mistakes. Retrieved December 1, 2007, from http//www.azcentral.com/arizonarepublic/news/articles/1108sleepypilots1108.htmlMann, Michael B. (August 3, 1999). Statement of Michael B. Mann Deputy Associate decision maker Office of Aero-Space Technology National Aeronautics and Space Administration. Hearing on Pilot Fatigue to begin with the Aviation Subcommittee of the Committee on Transportation and Infrastructure United States House of Representatives. Retrieved December 1, 2007, from http//www.hq.nasa.gov/office/legaff/mann8-3.htmlPrintup, lolly Brandon. (September, 2000). Guest Editorial The Effects Of Fatigue On Performance And Safety. Retrieved December 1, 2007, from http//www.airlinesafety.com/editorials/PilotFatigue.htmRosekind, Mark R. (November 1994). Fatigue in Aviation. Retrieved December 1, 2007, from http// cf.alpa.org/internet/projects/ftdt/alpmag/FATIGUE.htmlSamel, Alexender, Wegmann, Hans Martin and Vejvoda, Martin. (1997). AIR CREW FATIGUE IN LONG-HAUL OPERATIONS. Retrieved December 1, 2007, from http//www.eurocockpit.be/media/Samel-Wegmann-Veivoda-1997.pdf

Annotated Bibliography Essay Example for Free

Annotated Bibliography EssayAn Annotated Bibliography Stereotypes in advertizement August, Eugene R. true Men Dont Anti-Male Bias in the English Language. The University of Dayton Review Spring (1986) 336-347. Web. In Real Men Dont Anti-Male Bias in the English Language, Eugene August states that men have been victims of negative bias evenly if not more than women through gender restrictive oral communication, which limits the roles men have, gender exclusive language, which excludes men from all type of consideration, and negative male stereotypes.Through out(p) the article August gives events of ways in which males ave been forced to view a certain role and if deviated from, they would be criticized and ultimately excluded from that party they were formerly attached to as an example of gender restrictive language. I agree with August in his arguments, exclusively I would be a little more generous when finding victims on this subject. Women have been made victims Just as long, if not longer than men have.I feel as if the male community is lashing out against the women, some I a way on giving whence a taste of their own medicine. yet in authorizedity I shouldnt be structured as a war of the sexes, but ather an adjudicate on the part of all sexes, to acknowledge and condemn gender stereotypes. Berger, John. Ways of seeing. 1972. London, Penguin, 1990. In the book, Ways of Seeing Ch. 7, John Berger tells us that the role of promotional material has evolved from oil paintings. Publicity images draw on the visual language of oil paintings, but their purpose is to manufacture glamour.This is due to the fact that the spectator-buyer is always changing, packaging aims to sell us something, and in order to do this it must pick out the spectator-buyer appear incomplete to his or her self. It must solve us think we are in need of something more. The more, is a dream that is created from the spectator-buyer, using the mystique and lure from what p ublicity has given them of how they can become more derisible, by imposing a false standard of what and what is not desir open. I have a similar opinion to that of Berger.I feel that publicity is not natural, but the product of a culture that defines an psyche by what they possess. This idea of identity has been prostituted to a culture that tells an individual that they are no one if they do not buy the life publicized. The interesting point that Berger makes is that publicity never paints the full picture for the consumer. It single provides the tools and a canvas for which to paint. Publicity allows the spectator-buyer, to paint for his or herself of what he or she could be.It is not obscence to suggest that this has become the lifeblood of our publicity look to of transformation. Fowles, Jib. Advertisings 15 Basic Appeals. Mass Advertising as Social Forecast. Santa Barbara Praeger, 1976. (16-27). Print. In the article, advertizes 15 Basic Appeals written by Jib Fowles, we l earn that dvertisements make an attempt to reach out to one or more of our 15 basic emotions as describe by Fowles. These are the fifteen basic emotional appeals that we as mercifuls need, and if crafted correctly, might result in us engaging in the advertised product.As we learn of these essential inescapably, we learn that advertisements are not so thoughtless as we may have previously assumed. We learn that it is an art. The emotional appeals made in these advertisements act as the thin end on a wedge, when driven in to our conscious it then allows for the true message o flow in without almost any defense, thus accomplishing its purpose. I whole agree with the claim that Fowles made in his article. Advertisers seek to highlight and ultimately tap into our emotions to use them to sway us into using the given product.One such emotion that is highlighted is the need for affiliation. Despite the fact that upstart statistics have shown that people are doing things on their own m ore than ever before, the majority of advertisements are connect to this basic and fundamental emotion. This is because, Just as we as a people have an inner disposition to chieve things on our own, we also need Just as much if not more than our independence, people to destiny in our hitments.Fowles does a great Job in highlighting this fact as well as many others in his article based on our 15 basic emotions. Kilbourne, Jean. Bath Tissue Is like Marriage The Corruption of Relationships. Cant Buy My Love How Advertising Changes the Way We Think and Feel. New York Touchstone, 1999. (76-94). Print. In the article, Bath Tissue Is Like Marriage The Corruption of Relationships, Jean Kilbourne speaks out approximately how advertisements sink into our deepest needs for love and nurturing, and transfer them onto any given product.In order to accomplish this, advertisers must be able to capture our attention with something that the consumer yearns for, and then make the underlying mes sage about how their product will achieve this goal. We learn that the roles of an advertiser not to care about the potential buyer, but to make the consumer feel as if they are loved. When an advertisement is able to lull us into a false sense of security, then it has ccomplished its Job. Kilbourne concludes with exposing that advertising has come to the point of promising that a product can deliver that which can only be given given by Kilbourne.In her article she sates that that advertisements exist to exploit or very real and inner human desires. As we look at advertisement in any medium, we find out that until we have associated ourselves with a certain product or brand, we are not enough. Whether it be ads replacing human relationships, men dominating women, or even that one cell phone is superior to another, all stuff at the need to be n top, and without these products we are found wanting.But the hang up with the promise of accomplishment from a product is that it only last as long as the ads. Every beat we turn on the television or the radio, we are exposed to hundreds of ads that dissect everything that is human about us and assigns a product to it. We shall ever be found wanting in the eyes in the world, the only escape is for us to search for what truly matters and stick to it. Wall, David. It Is And It Isnt Stereotypes, Advertising And Narrative. Journal Of Popular Culture 41. (2008) 1033-1050. academician Search Premier. Web. 29 Sept. 2013. In the article, It Is And It Isnt Stereotypes, Advertising And Narrative. by David Wall, is claimed that stereotypes in advertising are still world used because they are still a viable way for advertisers to move a product because of familiarity. A point that Wall makes is that consumers see through the stereotype and the false climas made by advertisers, and the advertisers know this. So what the advertiser does is then play on manipulation of the mixed emotions of desire and anxiety.The product then eco mes, by the consumers own doing, the essence of happiness, freedom, and the channel to an altered paradisiacal reality. I agree with the claims made in this article. interestingly enough Wall makes the accusation stereotypes will tell us much more about those doing the representing than those world represented(1037). This is interesting because in the rest of the article Wall discusses the fact of stereotyping and the reasons behind it, political, historical, cultural, and so on. But he never really comes back to his very strong comment.I would go a step provided with this remark nd say that not only do stereotypes in advertisements reflect what the presenters think about different situation, but what the presenter believes the viewer-consumer believes about different situations. For the viewer not to be overly realised by the stereotypes they are exposed to, they need to learn, what Wall calls the language of analysis. Which is to allow those whom are targeted to see beyond smoke and mirrors of it all and understand stereotype as a form of cultural advertisement for the self that is inseparable from the wider cultural narratives that create it(1049).

Ancient Egypt Essay Example for Free

Ancient Egypt EssayWhat atomic number 18 books? wholesome the answer is pretty simple which is books be a set of written, printed, illustrated, or blank sheets, made of ink, paper, parchment, or other materials, usually fastened together to hinge at one side. Books ar available everywhere. We arse get them at a bookstore, library, school and many another(prenominal) more places. They are part and puzzle of psyches life. There are many types of book standardized storybooks, fictional, non-fictional, novels, magazines, manuscript, comic books, log books, reference books, textbooks and so much more. When writing systems were invented in ancient civilisation, this system raise be written on around everything including stone, clay, tree bark and metal sheets. Alphabetic writing emerged in Egypt about 5,000 years ago. Papyrus, a obtuse paper-like material made by weaving of the stems of the papyrus plant, then pounding the woven sheet with a hammer-like tool, was used for wr iting in Ancient Egypt. Papyrus sheets were glued together to form a scroll. manoeuvre bark such as lime and other materials were also used. A codex in novel usage is the first information repository that modern people would recognise as a book. In the early 19th century, steamed-powered printing presses became very popular.Books were put to good use by many rise up-known(a) and famous authors both in the past and present. Author is someone who makes or originates something. Philosophers like Socrates, Plato, Aristotle, Sun Tzu and many more philosophers sp teach their ideas and messages through books. They spoke their mind through books. This in return introduced and spread ideology over the continent during the rising and falling of great empires like Rome, Greek and China.Books play an important theatrical role in the growth of language. There are over 5000 languages in the world. These languages are spread by books. Nowadays, we can get books with different languages so that means you can get a book with the same call but with a different language. There are books such as dictionary that helps people in particular students that have troubles in translating from a language to another. This is called bilingual.Besides, books are essential in students life. It is constantly needed throughout the learning period of an individuals life. For example, books are used in kindergartens, primary, lower and upper lower-ranking and even in colleges or institutions. Students no matter where or which phase of the learning period they enter, books are still needed. Furthermore, working people especially those who are involved in teaching and journalism like teachers, lecturers, professors, reporters and many more. They cant escape from books. One of their source of livelihood is books.As technology progress, books are getting unpopular. This is because that we now are able to read story books and novels through the internet as well as purchase them. People do not h ave to open their books and flip through pages to fetch information. Moreover, they can obtain the information they seek within seconds. They also do not need to profane music books anymore because it is available online.In conclusion, books are the very source of intellect and intelligence. They are huge source of knowledge. To read books are endless, even a lifetime is not sufficient. You can never read them finish. During the earlier centuries, books were the key to the growth of advanced civilisation. Therefore, even with the progression of technology, mankind should continue to read books because they are endless with knowledge.

Great American Cities Essay Example for Free

Great American Cities EssayJane Jacobs 1961 work The Death and deportment of Great American Cities examines the problems with post-World War II urban homework and argue that cities should dramatize visual and hearty diversity, interaction, and amalgamateed uses in beas. She aims her most elevationed criticisms at the disastrous urban switch projects of the 1950s and 60s, which she argues disrupted neighborhood fabrics and worsened urban conditions rather of improving them. gesture ONE Jacobs argues that great cities require must cipher beyond simply neighborhoods and take a much holistic approach, with safe streets, clear delineations amid populace and private spaces, small blocks, and low-rise expressions from which the sidewalks argon easily visible. Great urban environments literally start with the streets and sidewalks, where nation interact with both sensation a nonher end-to-end the sidereal day and the built environment.Vital cities need and should co me along hearty interactions, gestate a descriptor of uses (residential and commercial), should have spaces that allow such interaction (like safe streets and parks), and should embrace a degree of accessible and visual diversity. She also maintains that cities do non need to be decentralised or redistributed, as planners of the time were doing, and that planners must heed cities social and physical realities rather than imposing theories.urban re tonical projects oft fail because they are too large in scale, lack diverse comforts (many were mostly commercial projects, for example), and were homogeneous spaces where social interaction did not frequently occur throughout the day. hesitancy TWO Forms of social interaction ( some other than those created by macrocosm spaces) like social organizations and residential classes help because they blend wad from different backgrounds and neighborhoods, and ethnic organizations help assimilate and include newcomers, who much find urban support isolating and alienating.They need to transcend neighborhood and ethnic boundaries, as Jacobs says, City lot are mobile . . . and are not stuck with the provincialism of a neighborhood, any why should they be? Isnt wide choice and exuberant opportunity the point of cities? (Jacobs 116) Isolation, Jacobs claims, is bad for cities because it contributes more to crime and slum development than low income alone. dubiety terzettoJacobs believes that post-World War II urban planners had good intentions but used inappropriate methods of dealing with cities, often because they adhered to theories instead of examining cities realities, which often contradicted the theories and principles they used. In addition, she claims they had an innate fear and disdain for cities, favoring suburbs (much like the federal predominatement did, with highway expression and the FHAs suburban bias) and applying methods to cities that overlooked the conditions necessary for social interact ion and public safety.Planners often embraced urban renewal projects such as high-rise trapping projects and large commercial complexes, which failed because their size discouraged easy monitor of the sidewalks and streets, did not generate sufficient pedestrian traffic at all times of day, lacked a equilibrium of amenities with residences, and promoted more danger and less use than needed to keep them vital. Jacobs argues that planners need to abandon what she calls their superstitions approximately cities, especially their dread of high density (which they think promotes slum growth).High density and overcrowding are not synonymous, and planners often struggled to accept visual diversity, considering mixed ages and types of buildings disorderly and thus bad. QUESTION FOUR The phrase a most intricate and close-grained diversity of use means an inter imputeed urban fabric of social interactions, amenities, and mixed uses (residential, workplaces, retail, etc. ) without rigid sepa rations or compartmentalization. Neighborhoods should not become islands, she claims, because that would promote visual sameness and closing off (which in poorer areas contributes to the creation of slums).She advocates mixed uses that bring safety, public contact, and life to urban areas, and this cannot occur through planners bond to visual homogeneity or large-scale, single-use renewal. Neighborhoods must achieve diversity by serving a variety of functions, thus generating ample uses and encouraging movement of people (particularly pedestrians). Using her own New York street as an example, she writes that her areas workplaces give local commerce support during the day, and other businesses draw the residents in the evenings some enterprises, ineffectual to exist on residential trade by itself, would disappear.Or if the industries were to lose us residents, enterprises unable to exist on the working people by themselves would disappear (Jacobs 153). Such areas also need to mix workplaces with retail and residences so that neighborhoods do not become empty at given times of day (which can allow crime), provide amenities for the people there, and to be close and connected enough to other neighborhoods to become functioning, vital parts of an overall urban fabric.QUESTION FIVE Of city streets, Jacobs writes, Streets and their sidewalks, the main public places of a city, are its most vital organs. Think of a city and what comes to mind? Its streets (Jacobs 29). She considers the street and sidewalk the basic units of quality urban life because they are an arena of basic social interactions, whether among neighbors or between consumers and merchants.They become safe when constantly used and watched, so residents and workers proximity to sidewalks is important well watched, frequently-used spaces monitor peoples behavior and render them safe. In addition, safe streets depend on three factors clear channel of public and private spaces streets and sidewalks mus t be visible from the surrounding buildings and streets need to be used often throughout the day, not becoming abandoned when workers leave (as happens in solely commercial areas, for example). Little-used areas become bare-ass and conducive to crime, she says.City planners, she claims, do not understand the streets importance and in the postwar years built large commercial or public spaces that did not attract people throughout the day and night, lacked amenities or nearby residences, and were often too large to safely monitor. Streets become unsafe, she maintains, when people are not close enough to the streets to see what happens there or to interact with passers-by. This was a bleak problem in high-rise housing projects, which were hard to police and encouraged crime, as well as being bleak, monotonous, and isolated from the fabric of city life.QUESTION SIX Jacobs considers social and cultural life more important than physical organization alone, though she believes that the t wo are related and that physical environment has a considerable influence on social life. Dysfunctional places fail to encourage or facilitate social interaction (which she considers the heart of urban living), and a failed neighborhood is overwhelmed by its defects and problems and is progressively more helpless in front them (Jacobs 112).On the other hand, functional cities have active social and cultural life partly because they have amenities that draw people at all times of day, mix uses and include residents, workers, and other visitors, and are well integrated with other parts of the city. Visual order, she claims, should not be an end in itself aesthetics alone do not promote social or cultural activity. She even deems utopian planners efforts to govern cities visual character authoritarian and writes, All this is a life-killing (and art-killing) misuse of art (Jacobs 373).Streets with active, sage social lives are seldom visually well ordered and might even look like slu ms to an uninformed observer. In addition, visual order does not help when it promotes monotony and imposes itself on diverse places diversity makes a plus difference and buildings should pride one another, not all look alike. QUESTION SEVEN Jacobs is skeptical of planning because it often relies on its own theories rather than looking at realities however, she does not argue unconditionally in favor of letting owners or builders operate with little regulation, adding buildings or complexes piecemeal without government guidance.She maintains that neighborhood and city fabrics must be respected and used as guidelines for building a new privately funded residential building or commercial facility can easily disrupt a neighborhood if it fails to compliment its surroundings, foster pedestrian usage and social interaction all day, and isolates a neighborhood by weakness to connect with other parts of the city.Owners and builders can harm diversity by creating bland housing development s, which she deems sincerely yours marvels of dullness and regimentation, sealed against any buoyancy or vitality of city life (Jacobs 4), or else by imposing radical changes too quickly, instead of fostering gradual changes. If they use traditional methods of urban renewal, indeed builders and private owners will fare no better than the builders of housing projects or large commercial developments will.QUESTION EIGHT Over the past two decades, Americans have rethought their formerly negative attitudes toward cities, especially with concerns over suburban sprawl, and planners have begun heeding Jacobs advice. Urban neighborhoods in numerous cities have been gentrified (or unslummed, as Jacobs puts it) with new residential properties (either new condominiums or rehabilitated industrial buildings) and retail and/or workspaces.New Yorks formerly squalid Times Square is a good example of a slum unslummed with retail and offices, and Minneapolis Uptown and warehouse districts have been transform from check into sections to attractive places to live, shop, and be entertained. Urban downtowns have received ample perplexity from developers and public agencies alike Baltimores downtown has been radically changed in the last twenty years, from a seedy place to an attractive one with ample facilities (like an aquarium and the Camden Yards baseball stadium).In addition, public housing has been transformed from large, impersonal, often crime-ridden high-rise towers (such as Pruitt-Igoe in St. Louis, perhaps the worst example of public housings failure) to smaller complexes that more fast resemble housing available on the private market. However, urban American has not been completely transformed despite this positive change. Slums still exist throughout American cities, and much of the new development does not help the urban poor, since these new, context-sensitive areas often displace existing residents or businesses and rents in new dwellings are often too high for some.Despite this, American cities have started resuscitate and planners less antagonistic to urban centers. QUESTION NINE Jacobs was certainly radical when the book appeared in 1961. At that time, urban planners were so focused on urban renewal projects (like public housing, commercial complexes, or sports or cultural facilities) that they paid no attention to the social fabrics that made cities livable.They seemed to operate under the misconception that all urban centers were slums and that large-scale projects would improve them instead, they uprooted existing neighborhoods and replaced them with facilities that did not encourage pedestrian usage, failed to foster frequent activity throughout the day, were often difficult to police, and did not connect with their own neighborhoods or others within a given city.1961 also fell during the decades-long exodus of whites from cities to suburbs (which pro-white, pro-suburban federal housing policies assisted), and Americans lingering a nti-urban attitudes still prevailed. Jacobs offered a different way of envisioning cities, and she seemed to see planners errors better than planners of the time would oblige indeed, it took decades before American urban planners and builders approached cities anew. QUESTION TEN This work remains relevant because it presents a watch of principles that seem to work well over forty years later.It avoids concentrating on aesthetics, which she dubs hair-splitting about fashions in intention (Jacobs 3), and instead discusses social dynamics, for which neighborhoods and cities should facilitate. She shows a clear understanding of cities that avoids the abstract and attests to a more experiential point of view, not a set of theories. However, money plays a much larger role today than it did in 1961 though builders and planners now follow her ideas, this new urbanism is expensive and many less-affluent city dwellers find themselves displaced by new development.Also, while many neighborho ods are reviving with new housing and retail, those areas tend to attract the same stores and building types, so that one revived neighborhood looks like another one nearby, creating a sort of monotony (of which Jacobs is particularly critical). Nonetheless, her ideas are perhaps even more relevant today, now that American cities are reviving along lines she first drew. Jacobs, Jane. The Death and Life of Great American Cities. New York Vintage, 1961.

Issues Concerning Islam Essay Example for Free

Issues Concerning Islam EssayMuslims have been accused of mutilating women. This pr professice, however, is denied by the followers of Islam. gibe to them, womanhoodly Genital Mutilation (FGM), which is actu altogethery a surgical procedure performed on girls before they reach the age of pubescence for the purpose of terminating or reducing their sexual feelings, is non an Islamic practice. They explain that FGM is a tradition of Animists, Christians, and some Muslims in those countries where FGM is common. Women are given impact rights under Islam. In fact, the Quran decreed that when it comes to public life, men and women should have equal rights and participation.During the time of Muhammad, women were allowed to participate actively in their baya which is the equivalent of todays practice of semipolitical endorsements. Evidence of this Muslim womens status is the voting rights granted to women in the predominantly Muslim countries equal Bahrain, Qatar, and Oman. The women in Kuwait followed suit by earning their right to vote and get elected sometime in 2005. In fact, Sheikh Sabah al-Ahmad al-Sabah, Kuwaits Prime Minister, divulged a plan to appoint a woman minister in Kuwait soon (Robinson, 2007).Muslims as terrorists and pro-violence Yusuf (n. d. ) said that majority of the Muslims are convinced that opus the U. S. government has been blaming terrorism on Islam for years, it was the 9/11 incident which dealt the most telling blow on the credibility and reputation of their religion. This was be pass water the international media was able to depict that many Muslims around the world rejoiced after that incident. The faithfulness is, however, that majority of the Muslim world was saddened by that incident and the repercussions it caused.They would like to tell the world that terrorism is not an official policy of Islam and that, in fact, Muslims also consider terrorists as enemies of their religion. He laments the fact that When a imbalanced Christian does something terrible, everyone in the West knows it is the actions of a mad man because they have some knowledge of the encumbrance beliefs and ethics of Christianity. When a mad Muslim does something evil or foolish they assume it is from the religion of Islam, not because they hate us but because they have never been told by a Muslim what the teachings of Islam are all ab bulge.Yusuf blames this lack of Islamic knowledge among Christians to the fact that there is a dearth of credible spokespersons who could defend Islam from its attackers. As a matter of fact, Yusuf stressed that Islam is the middle way between excess and neglect and that terrorism is the concentration of zealots and extremists who are, in fact, a plaque of Islam. According to him, there are two types of Muslim extremists whose acts destroy Islam. The world-class he calls reactionary extremists. This group rejects any form of religious pluralism.According to these reactionary extremists, the worl d consists of strong and evil with nothing in between. Good, according to them, means the reactionary extremists and all those who oppose their actions are evil. Yusuf besides explains that these kind of extremists are in the habit of excommunicating other Muslims who reject the way they interpret the Quran. However, this kind does not usually resort to violent acts to achieve their goals. Instead, they employ character assassination or takfir to ward their critics (Yusuf, n. d. ).The min type is the radical extremist. These Muslims extremists, according to Yusuf, are the ones who resort to violent acts and tactics to further their fair gameives. Yusuf stressed that these Muslims act as if they belong to some secret, wicked society whose members believe in the dictum that the end justifies the means. In other words, any method, even the most violent method, is accep put off as long as their cause is advanced. According to Yusuf, this is destroying Islam because the methods emp loyed by Islam should be reflecting the noble ends of the religion.Secondly, Islam is not a secret society of conspirators rather, it is grant with its objectives and traditions which have already been accepted and recognized by people from other religious denominations (Yusuf, n. d. ). Muslims confused with Arabs Muslims object to their being confused with Arabs because it would never be accurate to equate Islam, a religious denomination, with Arab, which is an ethnic grouping. According to Muslims, the case for this erroneous identification could be the fact that Islam emerged from the culture and society of Arab Bedouins of the 8th century.Another reason might be the fact that the Quran was written in Arabic. However, beyond these facts, Muslims should not be identified as Arabs, and vice versa because, according to statistics, there are many non-Muslim Arabs, and far, far more non-Arab Muslims in the world. In fact, out of the estimated one billion Muslims worldwide, only abo ut 200 million are Arabs (DHinMl, 2006). Looking at the table below of the top ten countries with the highest Muslim population, only Egypt (at number seven) is an Arab country (Aneki. com, n. d. ).ReferencesAneki.com. (n.d.). Largest Muslim Population in the World. Retrieved November 26, 2007from http//www.aneki.com/muslim.htmlFisher, M.P. (2005). Living Religions, Sixth Edition. Prentice-Hall.Philips, A.A.B. (n.d.). The True Religion. Retrieved November 26, 2007 fromhttp//www.islamworld.net/

Peer Acceptance Essay Example for Free

Peer sufferance EssayAs Sentse, Lindenberg, Omvlee, Ormel Veenstra (2009) declared, the need to belong is one of the most important need of an individual, and during adolescence, the closest assemblage of people that an adolescent could have strong attachments with is his/her family and friends. In a study by Khurshid Rehman (2006), those who have first conceit were reported to have higher peer stressors as compared to others having high self-esteem.Their findings suggested that those who have low self-esteem face more problems with their peers that because they lack in self-confidence, their peers would see them as inferior, considered them as a boring disposition and that they always felt uncomfortable in the company of strangers, even among their friends. According to the study conducted by Parker et al. as cited in Kistner, David Repper, 2007), the perception of an individual to be accepted by peers would contribute to his/her adjustment in enlighten or in any other areas of his/her life. Rejected individuals who perceived themselves to be accepted by their peers draw to cope with and initiate social interactions better, than those who were rejected having negative perceptions of themselves being accepted (Rabiner Coie as cited in Kistner, David Repper, 2007).It was stated by Furman Robbins (as cited in Kingery, Erdley Marshall, 2011) that having the companion of peers would provide intimacy, affection and a source of reliance for an individual, thus fate in his/her adjustment and help enhance self-esteem. Behavioral Indicators Individual feels that she belongs to a certain group feels that she is non alone in life accepts criticisms from other people does not find it difficult to socialize with peers.

Manage Resistance to Change Proactively Essay Example for Free

Manage Resistance to Change Proactively EssayRegister for this journal is useable at http//www. emeraldinsight. com/researchregister The current issue and full text archive of this journal is available at http//www. emeraldinsight. com/0262-1711. htm Managing transformation exploitation a strategicalal intend salmagundi turn up Earnest Friday Management in the College of moving in Administration, Florida International University, Miami, Florida, USA, and Managing mutation 863 Received October 2002 Revised February 2003 Accepted February 2003 Shawnta S. FridaySchool of Business and Industry at Florida AM University, Tallahassee, Florida, USA Keywords novelty focal point, Strategic instruction, Change attention Abstract M whatever shapings keep grit implemented mixed types of initiatives within the last few decades in an effort to deal with potpourri. A possible missing vinculum (link) betwixt how an system deals with mixed bag and its impact on the bottomline is a in incarnated novelty dodging that is executed victimisation a mean change approach to systemically manage vicissitude.While many ecesiss eat up implemented a incorporate variety dodging, most afford non used a aforethought(ip) change-corporate variation strategy. The lack of a planned change-corporate sort strategy is kind of presumable to inhibit managing re unseasoneding from go systemic to an brasss culture and its modal value of doing vexation, thus tending to disallow the potential bene? ts of renewal to be maximized.Hence, this paper offers a example for using a planned change-corporate regeneration strategy to climb on on the multifariousness flurrytinuum starting with acknowledging to valuing, and ultimately to managing mixed bag and systemically managing salmagundi using a eight-step managing salmagundi mould. Introduction Over the past few decades, academicians, practitioners and organisational researchers dedicate recognized that variety steer is a phenomenon that has a wide array of affects within the workplace, and society in general (Koonce, 2001 Stark, 2001 Williams and OReilly, 1997).In this paper, renewing refers to any attribute that happens to be salient to an individual that makes him/her perceive that he/she is defraudtrary from an opposite individual (Williams and OReilly, 1997). Some widely accepted variousiating attributes include racioethnicity (which encompasses race and ethnicity), gender, nationality, religion, functional expertise, and age. Even though racioethnic and gender mutation tend to receive the studyity of the attention in the organisational miscellany literature (Stark, 2001 Williams and OReilly, 1997), this de? ition allows for the cloths offered to be applied to any type of organisational regeneration salient to members. Diversity programs have been implemented in many multinational arrangings, primarily, in an effort to improve working relationships Journal of Ma nagement Development Vol. 22 No. 10, 2003 pp. 863-880 q MCB UP Limited 0262-1711 DOI 10. 1108/02621710310505467 JMD 22,10 864 surrounded by white males, whose relative numbers continue to decrease, and demographically contrasting individuals, whose numbers continue to increase in the workplace (Friedman and DiTomaso, 1996).While many multinational organisations have a corporate diversity strategy, most have not implemented it using the suggested planned changed approach posited in this paper. Given the intensifying war for talent in nows competitive, global business environment, it is controlling that the execution and evaluation of a corporate diversity strategy use a planned changed approach to not precisely acknowledge and value diversity, but to also systemically manage and inculcate diversity into an cheeks corporate culture.This type of approach tail contribute immensely to an organizations index to use all of its human capital as a strategic nitty-gritty to gain and insist a competitive advantage in todays dynamic, global marketplace (Richard, 2000). It has been purported that if diversity hatful be effectively managed in an organization, about potential bene? ts to the organization include greater creativity and innovation, and alter decision-making (Cox, 1991).Conversely, if diversity is not managed effectively, some potential major costs to the organization include, at a minimum, breakdowns in communication, interpersonal con? ict, and higher turnover (Cox, 1991). While in that location may not be some(prenominal) empirical evidence to substantiate claims that effectively managed diversity directly leads to bottomline increases (Chatman et al. , 1998 Richard, 2000 Stark, 2001), thither is real-world evidence (e. g.Coca-Cola, Dennys, Publix, and Texaco settlements) to suggest that not effectively managing gender and racioethnic diversity has been, and can be, detrimental to organizations and their bottomlines. Thus, it is a logical ex trapolation that an organizations magnate or inability to nominate a culture in which diversity is systemically acknowledged, valued, and effectively managed is more likely to determine the affects diversity provide have on its bottomline.Many organizations have implemented motley diversity initiatives as a part of their corporate diversity strategy (Koonce, 2001), but most have not used a planned change approach to strategically align their initiatives with their long-term objectives and strategic rateing. It is super probable that this lack of planned strategic alignment contributes immensely to the purported in forcefulness of many diversity initiatives (Stark, 2001). Consequently, an organization that seeks to maximize the potential bene? s of diversity should devise a planned change-corporate diversity strategy prior to implementing diversity initiatives. The purpose of the planned change-corporate diversity strategy is to align the organizations diversity initiatives (de signed to manage diversity) with the organizations strategic goals, and ultimately make managing diversity an integral part of the organizations culture. An aligned planned change-corporate diversity strategy give contribute immensely to the long-term effectiveness of diversity initiatives aimed at better managing all of he organizations human resources. This is especially signi? set up for organizations with a super diversi? ed workforce. With a planned change-corporate diversity strategy, diversity initiatives atomic number 18 aligned with organisational policies, procedures, and systems. Such alignment is coveted to systemically reinforce an organizational culture that encourages the effective management of all employees in order to garner diversitys purported bene? ts, including the end goal of increasing the bottomline.Thus, frameworks be presented for using a planned change-corporate diversity strategy to advance from the initial passive nations of acknowledging and val uing diversity to the ? nal active state of managing diversity on the diversity continuum and systemically manage diversity using the speci? c eight-step managing diversity affect. The diversity continuum and the planned change approach Valuing diversity and managing diversity as distinct phenomena Over the last few decades, a myriad of articles have been written on the subjects of valuing diversity and managing diversity (Wanguri, 1996).In some cases, valuing diversity and managing diversity have been considered, and some clock times used, interchangeable when, in fact, they atomic number 18 two divergent phenomena (Jenner, 1994). By the very disposition of their de? nitions, valuing and managing diversity are distinctly contrasting. Valuing refers to the relative worth, importance, or signi? cance of something, whereas managing refers to taking charge or coordinating and lapse situations. Given these de? nitions, valuing diversity should be considered a more passive phenome non, where importance or signi? ance is minded(p) to individuals differences, which does not automatically lead to visible actions or reactions on the part of the individuals valuing the diversity or differences. Managing diversity, on the opposite hand, should be considered an active phenomenon, which involves supervising or coordinating and directing the diversity or differences individuals bring to the organization to ensure the organizations strategic goals are being fully and effectively met. In different words, it refers to successfully organizing the organizational inputs of individuals with various(a) backgrounds.This de? nition is consistent with the managing diversity de? nition given by Thomas (1991) a way of thinking toward the objective of creating an environment that exit enable all employees to r distributively their full potential in pursuit of organizational objectives. The diversity continuum As a result of the muddiness in the literature between the two phen omena, valuing diversity and managing diversity, it is not dif? cult to understand why consensus does not exist on the claims of bottomline bene? s as a result of the attempts organizations have made to value and/or manage diversity. In do-gooder to the confusion, lack of consensus could also be a function of the Managing diversity 865 JMD 22,10 866 complexity of the diversity concept in the organizational context. Given the complexity of diversity within an organizational setting, it is possible that perceiving it in terms of a set of one-third elements that delineates what to do with diversity may serve to simplify or clarify the confusion in the diversity literature.Therefore, a diversity continuum is offered to guide researchers and practitioners in moving from the more passive states of acknowledging diversity and valuing diversity, on through to the more active state of managing diversity. As individuals ? nd themselves in situations with diverse individuals, they are likely to take one of two courses of action avoid dealing with the diversity, or recognize that the diversity exists. In the case where individuals avoid diversity, they do not face the fact that diversity is an issue.It is likely that these individuals do not accept the idea that they are likely to be biased in their fundamental interactions with others that they perceive to be different from themselves. Although avoiding diversity is viewed as a possible response to diversity, it is not included in the diversity continuum. The diversity continuum is based on the assumption that individuals take the second course of action and recognize diversity. at a time diversity is recognized, as previously stated, the diversity continuum serves as a framework to delineate the three potential states of dealing with diversity acknowledging, valuing, and managing diversity.The three resultant chemical elements of the diversity continuum are acknowledging diversity valuing diversity and managing dive rsity (see introduce 1). Acknowledging diversity, the ? rst component, refers to recognizing the existence of diversity or the individual differences individuals bring with them to a peculiar(prenominal) setting. In order for individuals to sincerely yours acknowledge diversity, they moldiness be exposed to it, experience it, acquire knowledge about it, and they must cave in an understanding of diversity. The second component of the diversity continuum is valuing diversity. Valuing diversity, as de? ed above, refers to the signi? cance or importance being given to the diversity or differences individuals bring with them to a particular setting. Having an appreciation for, as tumefy as notice for, the differences that diverse individuals bring with them to the work setting can lead to the last component. The last component of the diversity continuum is managing diversity. As stated above, managing diversity refers to the planning, organizing, leading of individuals with differe nces or diversity in a particular setting, much(prenominal) that their inputs are used to execute the organizations strategic goals.Even in racioethnically homogeneous organizational settings, organizations make large investments to ensure an appropriate organizational culture is fostered. An appropriate organizational culture is desirous, such(prenominal)(prenominal) that individuals are systemically managed to perform and follow through its goals, not serious hoping that their performance impart somehow lead to the operation of the organizations desired goals. Thus, similar systemic efforts are necessary in order to manage Managing diversity 867 send off 1. The strategic management butt emographically diverse individuals such that the organization can gain the maximum synergistic bene? ts from their contributions as well. The planned change approach Rather than being reactive and waiting for a diversity crisis to take place before a change is made (i. e. Coca-Cola, Dennys , Publix, and Texaco settlements), an organization should be proactive in systemically Managing Diversity. Hence, an organization and its members should make the necessary changes to proactively move from just settling for the ? rst comprise of acknowledging diversity to the ? al stage of managing diversity. The Lewin-Schein change model is offered as the theoretical framework to proactively and systemically facilitate the management of diversity in organizations. This planned change model is based on the premise that the organizational forces propelling change must void the forces resisting change for highly effective change to occur. Therefore, it is posited in this paper that the Lewin-Schein change model is a framework that can assist organizations and individuals in moving through the sequential elements of the diversity continuum.It is also posited that this model can be applicable at JMD 22,10 868 both the organizational and individual level for managing diversity. While Al len and Montgomery (2001) offered the Lewin-Schein change model as a framework for creating diversity, the model is offered in this paper as a framework for Managing Diversity. The Lewin-Schein change model involves three stages unfreezing, change (moving), and refreezing (Lewin, 1951 Schein, 1992). For the organization or individual to experience successful change, the three stages need to be addressed in succession.Unfreezing using a planned change-corporate diversity strategy In the unfreezing stage, the organizations or individuals present culture (which includes perceptions, attitudes, and behaviors) toward diversity, demand to be unfrozen. This means there inevitably to be enough motivation within the organization or individual to command to change from its present state to the new desired state. Thus, in moving from one end of the diversity continuum to the other end, with managing diversity being the desired outcome, management must desire that its members move from just acknowledging and valuing diversity to managing diversity.As presented previously, managing diversity refers to systemically organizing and directing the inputs of all organizational members (including diverse individuals) to ensure the organizations strategic goals are met. Likewise, the individual must want to move from just acknowledging and/or valuing diversity to the ? nal phase of managing diversity. At the individual level, this execution involves governing ones actions toward diverse individuals in a way that allows for healthy, fatty interaction with those diverse others.Therefore, to unfreeze the organizations culture and its members current state of mind toward diversity, a planned change-corporate diversity strategy should be devised and aligned with the organizations strategic positioning to scale down the forces that are striving to maintain the status quo (Dobbs, 1998). A ? rms strategic positioning The strategic management process is employed by many organizations in order to distinguish themselves from their competitors in the marketplace (David, 2001 Porter, 1985 Steiner, 1997). Although there are several schools of thought in the strategic management ? ld, the generally accepted components of the strategic management process are strategy formulation, strategy implementation, and strategy evaluation as explained in Figure 2 (David, 2001 Hill and Jones, 1998). Strategy formulation is comprised of developing or reviewing the organizations mission, vision, and long-term goals conducting internal and away assessments to identify the organizations strengths, weaknesses, opportunities, and threats (SWOT) setting selection criteria and selecting the strategies that allow for afford the organization the best strategic positioning relative to its competitors (David, 2001 Steiner, 1997).Strategy implementation entails allocating the appropriate resources to ensure the Managing diversity 869 Figure 2. The three levels of organizational strategy sel ected strategies are properly executed (David, 2001 Steiner, 1997). Strategy evaluation involves setting control processes to unremittingly review, evaluate, and post feedback concerning the implemented strategies to determine if the desired results are being accomplished, such that corrective measures may be interpreted if warranted (Hill and Jones, 1998 Steiner, 1997). As illustrated in Figure 3, there are usually three levels of strategy associated with large-scale organizations.The corporate level strategy de? nes the organizations purpose and the lines of businesses in which it plans to operate, thereby providing the overarching focal point for the organization. If an organization only operates in one line of business, its corporate level strategy and business level strategy are effectively one in the same (David, 2001 Hill and Jones, 1998). A business level strategy is the design that should enable an organization to leverage its resources in order to differentiate itself f rom the competition within a particular line of business (David, 2001 Hill and Jones, 1998).The functional-level strategies serve to concur the organizations business-level strategy by providing direction for the appropriate short-term activities call for by each functional area to meet the goals established in the business-level strategy (David, 2001 Hill and Jones, 1998). Consequently, having properly aligned corporate, business, and functional level strategies aid an organization in its efforts to accomplish its goals, thereby strategically positioning itself to successfully compete within the marketplace (David, 2001 Hill and Jones, 1998 Porter, 1985).Combining highly differentiated and ef? cient human capital with all the way delineated corporate, business, and functional level strategies can prove to be a competitive advantage for an organization (Barney, 1991, 1997 Wright et al. , 1995). An organization must view strategies for developing and managing its employees JMD 22, 10 870 Figure 3. alignment between corporate strategy and planned change-corporate diversity strategy as a part of its overarching corporate level strategy if it desires to have highly differentiated and ef? ient human capital in todays competitive, global environment. Therefore, one argument of this paper is that any organization seeking to realize the maximum bene? t from having a diversi? ed workforce should have a planned change-corporate diversity strategy that is aligned with the organizations overall strategic positioning. Developing a planned change-corporate diversity strategy The organization wish to create an environment that enables all employees to reach their full potential will have to . . . change organizational practices as necessary (Thomas, 1991).However, prior to changing any organizational practice, a comprehensive strategy for how to accomplish that change should be devised based on an in-depth understanding of relevant organizational dynamics (i. e. culture, structure, ? nancial position, strategic initiatives, etc). Theoretically, a strategy should precede the structure of an organization. Consequently, a planned change-corporate diversity strategy should be devised to align with the organizations corporate strategy before structuring diversity initiatives (as illustrated in Figure 4), and reinforced using a planned change approach.Organizations that have elevated their diversity strategist to executive-level management are likely to have an overarching corporate diversity strategy in place. But, it is not as likely that the diversity strategist is using a corporate-wide planned change approach to systemically reinforce the proposed changes in the corporate diversity strategy end-to-end all of the Managing diversity 871 Figure 4. The diversity continuum organizations policies, procedures, and systems.Regardless(prenominal) of whether an organization has a corporate diversity strategy or not, it may be necessary to superimpose a plann ed change-corporate diversity strategy over existing disjointed diversity strategies and initiatives. At the onset of such an endeavor or superimposition, corporate diversity mission statement, vision, and goals must be formulated to check out the purpose diversity initiatives will serve within the organization and the desired outcomes to be achieved from such initiatives. The delineated desired outcome should be designed to systemically manage diversity.Conducting internal and orthogonal assessments are essential steps in devising a planned change-corporate diversity strategy. An internal assessment will allow the diversity strategist to decide how to position diversity strategies and initiatives within the organizations structure, and to align them with all of the organizations policies, procedures, and systems. To assess the external environment, the diversity strategist should use environmental scanning son of a bitchs to extract best practices based on benchmarked diversity strategies and initiatives at other leading organizations.Through the internal assessment, the diversity strategist should become intimately old(prenominal) with the organizations values, vision, mission, strategies, goals, and initiatives, all of which shit a sound basis for understanding the organizations culture, policies, procedures, systems, and overall strategic positioning. The diversity strategist must become equally familiar with the bene? ts and shortfalls of various diversity initiatives.The strategist must conduct an analysis to determine the most appropriate linkages between the organizations overall strategic positioning, policies, procedures, systems, and its diversity initiatives. Before proceeding, the diversity strategist must recognize and effectively articulate a clear strategic ? t and alignment amongst the organizations overall strategic positioning, policies, procedures, systems, JMD 22,10 872 and diversity. twain strategic ? t and strategic alignment are n ecessary to strengthen the business case for allocating resources to support the planned change-corporate diversity strategy.In order to realize the maximum bene? ts from diversity, the planned change-corporate diversity strategy take to be properly executed, evaluated and refrozen to ensure that the stated goals are being met, and that the organizations culture and members are moving toward and sustaining the desired state of systemically managing diversity. Moving to systemically managing diversity Once the present state is unfrozen, the move that will allow the organizations culture and members to advance to the desired state should be put in place.In this case, the move is to culturally reengineer the organization and its members to the true state of managing diversity by implementing the managing diversity process. The companionable eruditeness theory (Bandura, 1977) is offered as the theoretical framework for the managing diversity process. It has also been offered as the t heoretical framework for developing training programs in the cross-cultural and expatriate literature (Black and Mendenhall, 1989 Harrison, 1994). There are four major tenets of social nurture theory motivation, attention, retention, and reproduction (Bandura, 1977).These tenets are re? ected in the eight steps of the managing diversity process. In an effort to truly manage diversity, a change in the attitudes and behaviors of individuals, and in organizations systemic and institutional ways of doing business is required. Therefore, it is posited that utilizing the tenets of social learning theory can aid in the acquisition of the learning that is necessary for organizations to maximize the inputs of all of its diverse members. The planned change-corporate diversity strategy serves as the motivation for the learning of new behaviors and attitudes.Hence, once the planned change-corporate diversity strategy is articulated, the move through the eight steps of the managing diversity pr ocess should be instituted to assist individuals and organizations in culturally reengineering and moving to the desired state of managing diversity. The eight sequential steps of the managing diversity process include (1) exposure (2) experience (3) knowledge (4) understanding (5) appreciate (6) appraise (7) modify attitudes and behavior and (8) healthy interaction.All of these are undergirded by tolerance (see Figure 5). The acknowledging diversity component of the diversity continuum is composed of steps (1)-(4), and they re? ect the attention tenet of social learning theory. The valuing diversity component of the diversity continuum is comprised of steps (5) and (6), and is re? ective of the retention tenet of social learning theory. Steps (7) and (8) constitute the managing diversity component of the diversity continuum and the reproduction tenet of social learning theory.The action through each of the eight steps requires individuals to progressively develop appropriate skil ls to enable them to manage how they deal with individuals whom they consider different from themselves. Therefore, executing the eight steps in the managing diversity process serve as the necessary movement required to progress from acknowledging and valuing diversity to managing diversity. The true movement through the eight steps from acknowledging diversity to managing diversity is a paradigm shift, in that it entails a change in the manipulation of diverse individuals (Fitzpatrick, 1997).Managing diversity 873 Diversity training In order for an organization to realize the potential bene? ts that can be afforded by employing diverse individuals, there needs to be a paradigm shift in which the inputs of diverse individuals are systemically managed within an organization to enable the successful accomplishment of its strategic goals. Training of individuals is viewed as a necessary brute to facilitate the organization in achieving its goals. Diversity training should be viewed n o differently than any other type of training in which an organization invests.Therefore, it should also be viewed as a necessary tool to manage members behaviors and their ability to work fattyly with diverse individuals. After canvassing the literature, it has been noted that most diversity training programs merely raise individuals awareness of or sensitivity to diversity (Grubb, 1995 Jenner, 1994). Some few diversity training programs go as far as attempting to change individuals perceptions of diversity and how they communicate with people different from themselves (Grubb, 1995).However, these programs tend to be offered to only select employees, and they tend to be short in duration, ranging from a one-hour sitting to a series of one-day sessions several times a year (Koonce, 2001). The major drawbacks to most existing diversity training programs are that . they do not build skills to facilitate individuals ability to actually manage their interactions with individuals differ ent from themselves . they are not rigorous nor time-intensive enough to create a paradigm shift in individuals treatment toward individuals different from themselves andJMD 22,10 874 Figure 5. The continuous managing diversity process . there are no enduring support mechanisms embedded in the organizations culture to ensure all individuals inputs are successfully managed to met the organizations strategic goals. Managing diversity As a result, most (if not all) existing diversity programs have not been successful in creating enduring change in the way individuals interact with individuals different from themselves, nor have they been successful in changing their organizations culture to one that systemically manages diversity.In order to create enduring change in individuals and the organizations culture, members of the organization at all levels need to move into in diversity training that encapsulates the comprehensive managing diversity process. The outcomes that should be expe cted from participation include, but are not limited to, skill building in the following areas the ability to clearly articulate their ideas and feelings con? ict management skills effective giving and receiving of feedback effective listening group observation skills and group decision-making skills, all of which will facilitate modi? d attitudes and behaviors, and healthy interaction with diverse individuals. Individuals have to come to grips with their feelings, thoughts, attitudes, and behaviors toward diversity and others with whom they are different. In the ? rst step of Exposure, individuals provide public notice of where they are at that point. They do this by laying frank who they are divulging where they are unmasking themselves and receiving others culture. Step (2), experience, involves gathering information through personal involvement, encountering, seeing ? rst-hand, and backup through events.In the third step of Knowledge, individuals become well informed, thus abl e to be informed because they become familiar or acquainted with the culture of others. Knowledge serves as the basis for step (4), understanding. Because of their master of cultural realities, individuals are able to comprehend (understanding) relevant cultural dynamics, which leads them to be sensitive, and enables them to share unique insights and perceptions. In step (5), appreciate, individuals acceptance of the worth of a persons culture and values makes it easier for them to welcome and powerful estimate diverse individuals.Resultantly, individuals are able to valuate (step (6)) diverse individuals thus, they are able to leave attention, pay deference, and pay tribute to the values, worth, and culture of diverse others, as well as give personal consideration to the diverse individuals. Successful movement through the ? rst six steps, along with tolerance underpinning each step, should lead to modi? cations in individuals attitudes and behaviors toward diverse individual s, which is step (7), modify attitudes and behaviors.This change in attitudes and behaviors, again, along with tolerance should lead to healthy interaction (step (8)) with and amongst diverse individuals. Step (8) is a function of continuous acceptance and execution of steps (1)-(7). Therefore, this is a ? uid (not static) process that must be recognized for its ever-changing and 875 JMD 22,10 876 evolving nature. The requirements for successful execution of the managing diversity process are gruelling and time intensive because it requires individuals to modify their attitudes and behaviors.Thus, they must modify the way they interact with individuals different from themselves, and not just expect that they either avoid, acknowledge, or value those individuals that are different. Given that all individuals in todays global business environment are likely to encounter others that are different from themselves on a frequent basis, the managing diversity process should be viewed as a nalogous to the open systems approach it is a continuous process that maintains a constant reciprocal relationship with the environment.Refreezing the systemic management of diversity Successful movement through the managing diversity process requires individuals to change. Resistance to change is inherent in any change process, and it will be no different in this process (Harrison, 1994). Therefore, the managing diversity process is a ? uid, continuous process that needs to be systematically reinforced and embedded in the organizations culture and individuals interactions, such that the organizations culture and its members do not relapse back to just acknowledging or valuing diversity.Hence, refreezing the desired state of managing diversity requires reinforcing the new perceptions, attitudes, and behaviors with emphasis on the modi? ed behaviors and healthy interactions individuals have adopted as a result of going through the managing diversity process. In order for individual s and organizations not to revert back to their previous states, the new desired state must go through the refreezing stage to be institutionalized. This should be accomplished through systemic, on-going training and daily interactions at the individual level, and through revised policies, procedures, and systems at the organizational level.At the individual level, the systemic, on-going training should not be just periodic training that merely exposes individuals to diversity. A great deal of time is necessary to cement these newly adopted attitudes, behaviors, and skills for healthy interaction. This kind of cementation is required for these newly acquired attitudes, behaviors, and skills to become totally embedded in the individuals natural way of interacting with diverse individuals. The systemic, on-going training needs to be skill-based and experiential in nature to promote long-term changes in the way individuals work with individuals different from themselves.This type of re inforcement at the individual level will contribute to the cultural reengineering that also must take place at the organizational level. To reinforce the desired state of managing diversity at the organizational level, revised recruiting, appraisal, development, and reward systems, as well as an enforceable diversity policy need to be implemented (Allen and Montgomery, 2001 Hemphill and Haines, 1998 Miller, 1998). The revised policies, procedures, and recruiting, appraisal, development, and reward systems need to re? ct the organizations position on how the inputs of diverse individuals will be managed, such that their contributions fully aid the organization in meeting its strategic goals. A written, enforceable diversity policy, stating the systemic action steps and behaviors expected by all employees is a must as it relates to effectively managing the organizational inputs of all individuals. Everyones inputs should be effectively managed to contribute to the transaction of the organizations strategic goals. The revised policies, procedures, and systems should also align with the planned change-corporate diversity strategy.Given the resources and time required to revise and initiate implementation of the revised organizational policies, procedures, and systems, individuals are likely to resist these changes initially. Therefore, it is quite likely to be a dif? cult and time-consuming process to make the appropriate and necessary revisions to the organizations policies, procedures, and systems. This is an essential and critical step necessary to ensure the organization and its members do not revert back to their previous attitudinal and behavioral states.It is paramount that revised policies, procedures, systems, and planned change-corporate diversity strategy are clearly communicated to all members of the organization to ensure that it can be appropriately recognized, executed, evaluated, and reinforced. To reinforce this cultural reengineering effort, man agement needs to initiate and actively participate in the refreezing stage, the same as they must genuinely participate at the unfreezing and moving stages. Potential confinements As with any theoretical model, there are limitations.One potential limitation of this notional model is that no matter how well it is implemented, there are likely to be some individuals whose attitudes may never change or they may continue to consciously or unconsciously show favoritism toward those whom they consider to be similar to themselves (Gilbert and Ivancevich, 2000 Miller, 1998). Another potential limitation is that subtle forms of biases against diverse individuals may still exist informally within the organization and/or outside of the work environment thus, highly impacting individuals within the organization.Backlash is also a potential limitation members of the majority are likely to perceive that they are being excluded at the expense of including diverse individuals (Hemphill and Haines, 1998). Additionally, if the training initiated to implement the managing diversity process is perceived as a bad experience, the organizations leadership may abandon the initial implementation, consequently dooming all future diversity efforts.However, by using the suggested planned change approach along with well enforced diversity policies and disciplinary procedures for violations of the diversity policy, it is more likely that individuals behaviors can be altered to be more tolerant of others whom they consider to be Managing diversity 877 JMD 22,10 different (Gilbert and Ivancevich, 2000). This will allow the talents, skills, and abilities of all individuals in the work setting to be used to meet organizational objectives.Conclusion Given that individuals are less willing to leave their differences outside the doors of the workplace (Thomas, 1991), an organizations ability to systemically manage diversity will become more important, in years yet to come, if it wants to ensure its ability to compete successfully in the global marketplace. This paper suggests that, ? rst, a planned change approach should be used to systemically manage diversity, by developing and implementing a planned change-corporate diversity strategy.Second, organizations should execute their cultural reengineering efforts to move individuals and the organizational culture along the diversity continuum from the states of acknowledging and valuing diversity to the desired state of managing diversity. Movement to the desired state of managing diversity can be achieved by using the managing diversity process. It is also suggested that the organization needs to provide on-going training, and needs to institute new policies and procedures.Additionally, it must engage in appropriately different recruiting, appraisal, development, and reward systems that systemically reinforce the cultural reengineering of moving to the state of managing diversity. These new undertakings will ensure that the newly reengineered culture of managing diversity is inculcated into the organizations culture, and its way of conducting business domestically and abroad. By adopting and executing the frameworks offered in this paper for ystemically managing diversity through a strategic planned change approach, managers will have created an organizational environment where they will be able to enjoy healthy, innovative, and productive interactions amongst diverse members of the organization.The following is a list of other potential bene? ts that may be derived from using the offered frameworks . in general, individuals will develop an increased knowledge of and appreciation for other cultures . individuals will learn to value and respect the cultural norms, behaviors, and attitudes of others . here is likely to be a greater receptivity to necessary organizational changes . there is likely to be a lessening of workplace anxieties . a reduction in organizational con? ict . a more pleasant work env ironment and . increased performance and productivity. 878 In conclusion, the proactive management of diverse human resources will aid organizations in gaining and sustaining a competitive advantage in todays dynamic global marketplace.