Why Lanthanides and Actinides Are Separate on the Periodic Table

The lanthanides and actinides are separated from the rest of the periodic table, usually appearing as separate rows at the bottom. The reason for this placement has to do with the electron configurations of these elements. 3B Group of Elements When you look at the periodic table, you will see strange entries in the 3B group of elements. The 3B group marks the beginning of the transition metal elements. The third row of the 3B group contains all of ​the elements between element 57 (lanthanum) and element 71 (lutetium). These elements are grouped together and called the lanthanides. Similarly, the fourth row of group 3B contains the elements between elements 89 (actinium) and element 103 (lawrencium). These elements are known as actinides. The Difference Between Group  3B and 4B Why do all the lanthanides and actinides belong in Group 3B? To answer this, look at the difference between group 3B and 4B. The 3B elements are the first elements to begin filling the d shell electrons in their electron configuration. The 4B group is the second, where the next electron is placed in the d2 shell. For example, scandium is the first 3B element with an electron configuration of [Ar]3d14s2. The next element is titanium in group 4B with electron configuration [Ar]3d24s2. The same is true between yttrium with electron configuration [Kr]4d15s2 and zirconium with electron configuration [Kr]4d25s2. The difference between group 3B and 4B is the addition of an electron to the d shell. Lanthanum has the d1 electron like the other 3B elements, but the d2 electron does not appear until element 72 (hafnium). Based on behavior in previous rows, element 58 should fill the d2 electron, but instead, the electron fills the first f shell electron. All the lanthanide elements fill the 4f electron shell before the second 5d electron gets filled. Since all the lanthanides contain a 5d1 electron, they belong in the 3B group. Similarly, the actinides contain a 6d1 electron and fill the 5f shell before filling the 6d2 electron. All actinides belong in the 3B group. The lanthanides and actinides are arranged below with a notation in the main body cell rather than making room for all these elements in the 3B group in the main body of the periodic table.Because of the f shell electrons, these two element groups are also known as the f-block elements.

Economic Profile Airline Industry - 2794 Words

Economic Profile: Airline Industry Introduction The airline industry provides services for passenger and cargo transport. Over the years the airline industry has faired fairly decent. That is, until the September 11 tragedy in 2001. From 1995 through 2000, the airline industry earned about $23 billion then lost about $35 billion from 2001 through 2005 (McCabe, R., 2008). There are many factors that indicate the economic downfall of the airline industry after the September 11 incident. The purpose of this paper is to discuss some of these factors and their impact the airline industry. Issues for discussion include: (1) shifts and price elasticity of supply and demand, (2) positive and negative externalities, (3) wage inequality, and†¦show more content†¦Positive and Negative Externalities An externality can be defined as the impact that one persons’ decision has on another person. Externalities may be determined as positive or negative depending on the outcome of the impact they have on an individual or a group of people. In the airline industry transaction of a buyer and seller directly affect a third party both positively and negatively. Banks and credit card companies could be affected positively through interest rates charged to card holders for the transaction. However, there could be a negative affect if card holders do not pay their bill i.e. loss of funds, incurred legal expenses and so forth. Additionally, third parties are affected negatively by air pollution, greenhouse emissions, carbon emissions and environmental taxation. Positive externalities include government intervention to reduce market failure from negative externalities, counter terrorism measures, public safety, generation of tourism, and lowered pollution levels. In an attempt to reduce market failure from negative externalities for airlines through price mechanism intervention and command and control measures the UK and Europe have come up with several strategies. Government policies have been designed to attain more efficient use of resources, endorse substitution between scarce and non-renewable resources, and offer toShow MoreRelatedEconomic Profile of the Airline Industry Essay2195 Words   |  9 PagesEconomic Profile of the Airline Industry Airlines use a formula of combining their yield and inventory costs to determine ticket prices. While it is imperative to focus on the idea of being profitable, the focus is to maximize the cost of the flight revenue. One huge factor that encourages an increase in the cost of tickets relates to a customer ordering a ticket close to the departing date, define this as a risk factor because they need to make up for all unsold seats. A high percentageRead MorePest And 5 Forces Analysis1689 Words   |  7 PagesPEST and 5-Forces Analysis a. Like any industry, the Airlines industry is influenced by outside environmental forces. These forces can include Political, Environmental, Social, and Technological, or â€Å"PEST.† The â€Å"PEST† forces impact supply, demand, and competition differently in all industries and all firms. Based on the â€Å"PEST† analysis performed we will be able to better understand what external forces drive and influence competition in the airline industry today. This analysis will help provideRead MoreThe Flight Of The Airline Industry1231 Words   |  5 PagesOffice air mail), cargo services (e.g. Ford) and passenger service airlines had emerged during this period. With the passage of the Airline Deregulation Act in 1978, it opened a new chapter for the airline industry (Air Transport Industry, 2014). Thought out the past 110 years, the airline industry progressed with technology aspect as well as the economic aspect; recessions, economic downturns and oil crisis have im pacted the industry (Zarb B. , 2014). The air travel in the United States grew fast untilRead MoreHigh Cost Of Entry And Market Domination Limits Entrants Into The Industry863 Words   |  4 Pagesand market domination limits entrants into the industry. The upfront cost for new airlines is capital intensive. In addition, it’s difficult for new airlines to obtain airport slots for takeoff and landing which are determined by the airports. Established airlines already hold the monopoly over slots at certain airports, making it harder for new airlines to infiltrate (Airlines Industry Profile, 2014). The industry is also dominated by five key airlines; American, United, Delta, Southwest and JetBlueRead MorePorters Five Forces Analysis1348 Words   |  5 PagesAnalyzing the External Environment: Southwest Airlines Porters Five Forces Threat of New Competition The Airline Industry: Trends, Challenges, Strategies. http://sydney.edu.au/business/__data/assets/pdf_file/0010/67789/johnw-presentation.pdf This Power Point presentation discusses the various factors that present challenges for new competition entrance in the airline industry. In terms of the Porters Five Forces evaluation, this document is a good starting point for determining the types ofRead MoreThe Success Of Delta Team896 Words   |  4 PagesConstant innovation is the key to Delta’s success. Delta realizes they compete in an industry where profit margins are small and the end product is essentially the same. Because of this, they believe that constant innovation and improvements to operations is the key for success. Delta has built a business around characteristic that other airlines don’t offer and have capitalized on the areas where other airlines need improvements. As they move forward, they will continue to bring innovative thinkingRead MoreMarketing Mix- Virgin Atlantic1112 Words   |  5 Pagespoint out some of these key strategies Isolating Its Target Market The airline decided early on that its target market would be business men and leisure travelers. By catering solely to this target, virgin created a niche market for itself giving it a slight advantage over its competitors, who at the time, dealt with all types of customers. This is market segmentation. [ (identifying-market-segments) ] It allowed the airline to focused all its efforts on ensuring its target audience It is easierRead MorePestel Analysis Thai Airways995 Words   |  4 Pages labour law, environmental law, trade restrictions, tariffs, and political stability by THAI airways Recently THAI airways stated that the growing economy will boost travel and passengers if Thailand has no political problems. Economic Economic factors include economic growth, interest rates, exchange rates and the inflation rate of THAI airways. These factors have major impacts on how businesses operate and make decisions. For example, interest rates affect THAI’s cost of capital and thereforeRead MoreMarketing Plan For A Company Essay1601 Words   |  7 Pagesanalyze the industry in which your selected Company/Brand operates. For example, Coach operates in the luxury handbag industry. 1 - Using outside sources (cite and reference each source), provide an analysis of the industry. Include specifics on competing brands when possible. Ideas of information to search for: market size/growth rate, industry sales, market share among competitors, current trends, consumer characteristics, product differentiation strategies, and other similar industry data. IndustryRead MoreAirline Industry Essay1242 Words   |  5 Pagesworld’s most competitive and prominent industries is the airlines industry. They generate huge amounts of income as well as employment. Some of the common names in US air travel service providers are Alaska, Northwest, Southwest, US airways, American etc. According to the latest statistics given by the International Air Transport Association (IATA), the airline sector will post a profit of $9 billion in 2011. Business travel is increasing and even the airlines are now investing again. Political/Legal

Franklin D. Roosevelt Creative Leadership in a Lifetime of Public Service Free Essays

Franklin D. Roosevelt: Creative Leadership in a Lifetime of Public Service Leading the United States of America through an economic crisis and a world war, Franklin Delano Roosevelt demonstrated the traits of a creative leader not only in his policy-making, but also in the way he carried his image. From State Senator of New York to 32nd President of the United States, Roosevelt epitomised resourcefulness in his steady ascent of the political ladder, culminating with taking charge of the country during one of the toughest times it had ever experienced. We will write a custom essay sample on Franklin D. Roosevelt: Creative Leadership in a Lifetime of Public Service or any similar topic only for you Order Now Over the course of his leadership, Roosevelt certainly gained – if not already possessed – the domain knowledge required to generate creativity in his field of politics. In fact, he was primed for a career in public service even since his early education Roosevelt first entered the face of American politics in the State Election of 1910, running for the New York State Senate. In his second term, he served as chairman of the Agriculture Committee, passing effective farm and labour bills. This success was to some extent a precursor of his New Deal policies (to be discussed in greater detail later), which despite imperfections were reflective of creative leadership in the aspect of Dr Ronald Heifetz’s â€Å"adaptive work†. Following this, in 1913, Roosevelt was appointed Assistant Secretary of the Navy – a role from which he gained experience that would prove relevant in his later years as Commander-in-Chief during World War II. Although traditionally the prerogative of the Secretary rather than the Assistant Secretary, he worked on the general development of U. S. naval policy, and his advocacy for a â€Å"big navy† earned him support from Navy personnel. As State Senator, Roosevelt openly opposed the Tammany Hall political machine; as Assistant Secretary of the Navy, he opposed Frederick Taylor’s â€Å"stopwatch† system towards industrial efficiency. In both positions, his stand inevitably favoured certain stakeholders and incensed others. Although this meant losing support from some people, it represented creating the â€Å"disequilibrium† that Heifetz describes as necessary for mobilising adaptive work. Roosevelt was hence able to effectively â€Å"orchestrate conflict and create disorder† in order to achieve greater overall progress. Roosevelt was a leader who avoided letting his personal life affect his political career. In the summer of 1921, he contracted poliomyelitis, which resulted in permanent paralysis from the waist down. However, Roosevelt was adamant about preserving his image of health to the people, which he believed was necessary to run for public office again. He made sure that the press presented him in a manner which did not highlight his disability, and refrained from being seen in his wheelchair in public. In doing this, he protected his status as a leader in the eyes of the people, rather than allowing his illness to undermine his ability to serve in public office. Roosevelt went further to establish the March of Dimes, a non-profit organisation seeking to combat polio. He was hence able to turn an adversity on its head and generate even greater public support from it instead. In the 1920s, Roosevelt mended fences with the Democratic Party, and moderated his stance against the Tammany Hall machine. He went on to be elected as Governor of New York in 1928, and re-elected for a second term in 1930. While in that position, he instated several social programmes such as the New York State Emergency Relief Commission. In line with the importance of working with partners that Heifetz emphasises in his book, Leadership Without Easy Answers, Roosevelt worked closely with Frances Perkins and Harry Hopkins, particularly in the aspect of solving America’s economic problems during the period. Roosevelt also made the key statement that â€Å"progressive government by its very terms, must be a living and growing thing†, presenting governance as a conceptual space that could be explored and transformed, and once again relating to Heifetz’s â€Å"adaptive challenge†. When Roosevelt was elected President in 1932, the United States was struggling under the Great Depression, which began even while he was Governor and involved a stock market crash and soaring unemployment. It was on this backdrop that Roosevelt introduced the New Deal, a series of economic programmes to tackle the problems during this difficult period. Within his â€Å"First 100 Days†, he passed various programmes through Congress, setting up the Civilian Conservation Corps, the Tennessee Valley Authority, and the Emergency Banking Act among many others. Roosevelt made his mark on the history of American politics in this record number of bills passed during the initial months of his Presidency; since then, U. S. Presidents have been judged by what they achieve in their first hundred days. Roosevelt entered the Presidency with immense political capital due to the urgency of the economy’s state, and effectively capitalised on this to implement creative policies. In the â€Å"Second New Deal† (1935-1936), he went on to propose bolder and even more initiatives, such as the Works Progress Administration and the Social Security Act. The latter, in fact, set the foundation for the framework of the U. S. welfare system which exists till today. Roosevelt was willing to take risks; he implemented policies which involved significant government intervention at the expense of a budget deficit, even though he knew this would be unpopular. He was aware that leadership was not merely about appeasing the people, but required tough measures in response to the situation at times. Although his New Deal policies met criticism as being a haphazard collection of schemes, Roosevelt himself insisted that they were â€Å"the orderly component parts of a connected and logical whole†. Either way, we must recognise that the economic climate at that time was extremely volatile, and in reacting spontaneously to unfolding events rather than strictly adhering to a set plan, Roosevelt was doing exactly what Heifetz describes of creative leaders – bringing adaptive work to the people, and mobilising it towards solutions. Roosevelt also found a novel way of addressing the people through a series of radio talks called â€Å"fireside chats†. Through these, he introduced and explained the policies to the people as they were being implemented. He knew that transparency was important, and even as he passed acts which allowed greater state intervention in the country’s social and economic affairs, he made clear to the people what he was intending to achieve with these initiatives. His policies were met with mixed reviews, but ultimately, most agree that this era was an important milestone in the progress of the U. S. political and economic systems. In 1940, Roosevelt became the first President to run for a third term, going against the unwritten rule of a two-term tradition. By this time, World War II had broken out. Roosevelt, as President, gave covert support to Britain and France in the form of arms provision despite officially stating neutrality. Eventually, while still remaining detached from actual military participation, he passed the Lend-Lease Act, essentially providing supplies to the other Allied nations at war. This was an innovative measure on Roosevelt’s part to support the Allied Powers against the Axis Powers without putting his own country in direct harm. Unfortunately, such a position can only remain temporarily, as the U. S. was clearly demonstrating its alliance. Unsurprisingly, the Japanese attacked Pearl Harbour on December 7, 1941, drawing the U. S. inescapably into the war. Not having fully recovered from its economic woes, being forced into combat was a heavy blow to the U. S.. Even in the throes of war, however, Roosevelt was successful in â€Å"externalising the conflict†, focusing on the Axis Powers as the enemy and keeping himself out of a position of blame. The situation also drove Roosevelt to establish the United Nations – originally the 26 countries opposing the Tripartite Pact represented by the â€Å"Declaration by United Nations†. Although not entirely a case of historical creativity, the coalition of governments across this large a number of nations was certainly a visionary initiative by Roosevelt. The UN has since grown into one of the most prominent international organisations. Roosevelt was definitely a man who saw purpose in his public service. Just before his death in 1945, he entered an unprecedented fourth term as President. His commitment was reflected in his continuous political presence and effort to evoke positive change in systems, even in times when support for him was low. Roosevelt incorporated wit when he was addressing the people, and maintained his dignity till the very end. Although it is impossible for all of his policies to have succeeded, especially considering the sheer multitude of new programmes and magnitude of fundamental change instigated during his time, Roosevelt did display fluency and flexibility – in that he generated a large number policies in a wide range of categories – as well as originality and the capacity for elaboration in his intricate plans. As one of the most influential figures in American history, Franklin D. Roosevelt definitely embodied the essence of a creative leader. ——————————————– [ 1 ]. â€Å"Groton School. † Theodore Roosevelt Center. Web. 27 Sept 2012. . [ 2 ]. Burns, James MacGregor. Roosevelt. Vol 1. New York: Easton Press, 1956. Print. [ 3 ]. â€Å"American President: Franklin Delano Roosevelt: Life Before the Presidency. † Miller Center. Web. 27 Sept 2012. . [ 4 ]. LaCerra, Charles. Franklin Delano Roosevelt and Tammany Hall of New York. Lanham, MD: University of America, 1997. Print. [ 5 ]. Heifetz, Ronald. Leadership Without Easy Answers. Cambridge, Mass: Belknap Press of Harvard University Press, 1994. [ 6 ]. Chen, Deborah. â€Å"The Embodiment of an Illness: Franklin Roosevelt’s Public Representation of Polio. † Deliberations. (2001) Web. 26 Sep 2012. . [ 7 ]. Rose, David. â€Å"A History of the March of Dimes. † March of Dimes. 26 Aug. 2010. Web. 27 Sept 2012. . [ 8 ]. Pederson , William. A Companion to Franklin D. Roosevelt. Wiley-Blackwell, 2011. Web. [ 9 ]. Theinl, Kevin. America’s Great Depression and Franklin D. Roosevelt’s attempt to reorganize the market with his New Deal. GRIN Verlag, 2011. Web. [ 10 ]. Boden, Margaret A. â€Å"What Is Creativity. † Dimensions of Creativity. Cambridge, MA: MIT, 1996. Print. [ 11 ]. â€Å"The First Hundred Days. † US Government Info. Web. 27 Sept 2012. . [ 12 ]. â€Å"The New Deal. † 123HelpMe. com. 27 Sep 2012. . [ 13 ]. Burns, James MacGregor. Roosevelt. Vol 1. New York: Easton Press, 1956. Print. [ 14 ]. Heifetz, Ronald. Leadership Without Easy Answers. Cambridge, Mass: Belknap Press of Harvard University Press, 1994. [ 15 ]. Boden, Margaret A. â€Å"What Is Creativity. † Dimensions of Creativity. Cambridge, MA: MIT, 1996. Print. How to cite Franklin D. Roosevelt: Creative Leadership in a Lifetime of Public Service, Essays

The Business Rationale for Diversity Management †Free Samples

Questions 1.How diversity management can add value to an organization (CERA)? 2.How HR can help with the implementation of diversity? Answers: Introduction Currently, making a tough business validation continues to be the very first phase in organizational loyalty to diversity management. However, the proof for the organizational results of attaining workforce diversity is rather mixed, and shows both negative and positive consequences (Bell, 2012). The reason is because it is the efficient management of diversity that allows for organizations to make improvements in performance. Notably, there is an increased need to develop an evidence-oriented approach to the business underlying principle so as to suit the needs of todays organization sin various departments and locations that need to approach diversity in distinct ways. The business justification for diversity management tends to operate at four main levels namely the shareholder value, stakeholder value, regulatory context and worldwide value chain (Carr-Ruffino, 2009). It is important for todays organizations to develop a firm understanding of the business rationale for diversity management. Diversity management is simply the practice of handling and advocating for various personal characteristics and lifestyles within a given group. This process is solely concerned with discovering the diverse and rich potential of a whole workforce. For an organization to establish a better diversity plan, it needs to not only be realistic, measure its progress and define its terms, but it also needs to educate the workforce on the advantages of diversity. In this particular report, we will focus on one organization in particular, CERA, and look at how it has implemented diversity management into its daily operations. We will also discuss how diversity management adds value to any given organization and how Human Resource can assist with the implementation of diversity. Discussion The necessity of diversity in todays organizations Diversity in the workplace is all about establishing an all-inclusive setting that embraces each persons differences, their strengths, and offers chances for all members of the organization to attain their full capabilities (Kirton Anne-Marie, 2010). An organization that is loyal to a diverse workforce is considered to be one that aims at harnessing a number of people with special skills. Though the conventional idea of workplace diversity may refer to depictions of different genders, religious backgrounds, and races, todays notion of diversity is all-inclusive. Much attention of this particular approach is on promoting individuality within a given organization, and recognizing that each individual is able to bring something unique to the table. Todays leading organizations acknowledge that it is crucial to regularly maintain diversity as a top business necessity over a period of at least five years before diversity can enjoy traction and be considered part of the way these organizations conduct business (Calas, Holgersson Smircich, 2010). Notably, genuine diversity is not simply the mix constituting the workforce, but rather the organizations business partners and customers. More and more businesses are acknowledging the significance of investing in inclusion and diversity as part of their total skill management practices, especially since they interact with unique clients and cultures. Organizations that fail to acknowledge the significance of diversity usually find themselves unable to lure and maintain the types of workers, business partners, and customers that represent todays transforming business world (Shore, Randel Ehrhart, 2011). Diversity is necessary in todays organizations because it tends to bring in diverse unique skills together aiming at a common goal. In turn, peoples loyalty is ignited, and their productivity and retention increased. Whenever problems or conflicts arise, there are many solutions and alternatives that arise as every member is allowed to contribute to their way of operating, thinking, decision-making and solving such issues. Diversity in any given organization means that the workforce feels appreciated and included. It also increases the sense of belonging which in turn pulls in more potential employees (Harrison Klein, 2007). As the workforce demographics change and worldwide markets come up, workplace diversity moves closer to becoming a business necessity rather than a banner that organizations usually wave to indicate their commitment to welcoming diversity and change. Diversity is necessary in todays organizations as it encourages mutual respect among workers (Chrobot-Mason, Weber Ernst, 2009). It also evidences itself in the establishment of a positive reputation for the organization, resulting in increased chances for the staff and profitability. Any organization recognized for its just employment practices, appreciation for diverse skills and ethics is in a better position to lure many competent applicants. Diversity in the workplace is particularly necessary for companies looking to venture internationally, as the global marketplace opens doors for individuals having diverse language competence and multicultural comprehension to establish worldwide profit centers (Elkadi, 2009). Diversity in the workforce offers much exposure to workers and other organizational staff from different backgrounds and cultures. They are able to learn from colleagues whose work styles are rather unique and whose attitudes towards work are different from their own. A good illustration of this can be observed with todays technological advancements. Conventional-generation individuals can learn novel processes and technology from those who are in the tech-savvy millennial generation (Press, 2014). Additionally Generation X staff can learn from contact with the rather self-confident, achiever work ethic distinctive of the Baby Boomers (Pugh, Dietz Wiley, 2008). Research has shown that more diverse workforces tend to have better numbers in terms of worker retention and productivity. Moreover, the joint experience and understanding that a diverse workforce offers enhances associations with the society while at the same time improves an organizations ability to relate to their customer s. 1. CERA Sanitaryware Ltd. is Indias most preferred home solutions provider which was recently vouched for by various interior designers and architects based on reputation , quality, and popularity, among other parameters (Bell, 2012). The company is also currently recognized for its stylish product range and increased innovation through high value production and technological advancement. CERAs focus is on the business of marketing, producing, and distributing sanitaryware, trading in tiles and other bathroom products, and faucetware (Carr-Ruffino, 2009). CERA has so far been endorsed as the number one sanitaryware brand that will eventually shape the future of sanitaryware industry in Asia. The company attributes its success to diversity management. Successful organizations such as CERA have diversity leaders within the business who are responsible for ensuring that the business is diverse. Despite the fact that some may view this as a waste of time, it could actually be if the responsibility is not performed accurately. However, if it is done well, it eventually adds value to the organization and increases profitability (Kirton Anne-Marie, 2010). Keeping in mind the fact that CERA deals with sanitaryware, a common misconception is that it tends to employ more women than men. The fact is that diversity within this particular organization covers more than that, and it is about the various distinctions that are present among individuals. Diversity incorporates personality, social mobility, socioeconomic background, culture, religious beliefs, culture, and working styles. That is why todays organizations are incapable of reaping the benefits without inclusion. CERA understands that accommodation in the workplace is crucial in allowing individuals with disabilities to contribute their skills to the workforce. Moreover, the fact that the company has employed a number of men to handle the sanitaryware is an obvious representation of its loyalty to diversity (Calas, Holgersson Smircich, 2010). In this day and age, employers who desire to recruit and retain highly professional and well educated employees must offer such benefits so as to remain competitive. The male workers at CERA do not feel disrespected given the kinds of products they handle. Their differences are instead welcomed and are thus better able to realize their full capability while making a positive contribution to their workplace. The company has learned that a constructive setting not only motivates its individuals, but also increases productivity, retention, and employee contentment. Looking at CERAs case, it is clear to see that diversity management has a constructive impact on its performance and shareholder value, two things that are directly connected to competitive advantage (Shore, Randel Ehrhart, 2011). The company acknowledges that diversity management is the key to progression in todays intensely competitive worldwide marketplace. Diversity leadership tends to drive innovative points of view. Unfortunately, many organizations are still trying to figure out how to tap into the potential within markets and processes that must be enabled worldwide. Constructive diversity management tends to form the foundation of diversity competences, which in turn drive competitive advantages in a worldwide marketplace. Diversity also drives organizations such as CERA to develop through various avenues (Harrison Klein, 2007). A need has recently come up to set out the business justification for diversity management and the significant connections that it has with adding value to an organization. Diversity management adds value to organizations such as CERA in that it generally improves the quality of decisions while at the same time providing excellent solutions and innovative concepts. Notably, information sharing and positive task-oriented conflict are the keys to the value in diversity management (Chrobot-Mason, Weber Ernst, 2009). HRM plans can be utilized in tapping into the various advantages of diversity and promote learning and knowledge foundation. By so doing, value is added to peoples results. 2. The HR department is normally called upon to indicate the direction when organizations commit to valuing and managing diversity in the workplace. It is obvious that companies come in all shapes and sizes, with members ranging from homogeneous to completely diverse. Additionally, the ideas incorporated in diversity management are novel enough to the extent of its practitioners not always having an agreement (Elkadi, 2009). The HR department can actually be the driving force that not only discovers, but also develops chances and resources that advocate for organizations diversity program. Human Resources is quite important in implementing diversity at the workplace in that it is considered the researcher that collects the inclusive information an organization will need in the development of an efficient program. Human Resources are seen as a great influencer that is wise to the political climate of an organization and capable of utilizing this information to safeguard and nurture the fledgling diversity initiative (Press, 2014). Notably, the HR manager should not be seen as the only individual responsible for guiding the diversity program. Organizations such as CERA have learned to spread out their duty to avoid a diversity initiative dying early. Though diversity management is considered to be an approach that is concerned with workers, the HR function is the main keeper of the people management processes. HRM and diversity management focus on the contribution of the HR operation to business plan, in addition to being concerned with individual distinctions, the development and welfare of each person (Pugh, Dietz Wiley, 2008). Looking at CERAs strategy to hire men to handle its sanitaryware products, it is proof that effective diversity management is attainable through suitable HRM strategies. These strategies tend to concentrate more on the increment of flexibility, knowledge creation, organizational learning, and the creation of a work setting conducive to diversity management. Notably, diversity management has a place in HRM functions and should therefore be at the core of HR policies and practices. Similar to any other approach, diversity management in relation to HR practices also has experienced a few criticisms. For instance, during the mid-90s, a number of intellects commented that diversity study did not have scientific accuracy, historical specificity, practical foundation, theoretical evaluation, and had been quite under studied (Bell, 2012). Possible disparity between the reality of organizational practices in major HR areas and adopted organizational rhetoric on diversity management had also been highlighted. Interestingly, most conventional research saw HRM diversity practices only as adherence to Equal Employment Opportunity and Affirmative Action, and ignored the practices acknowledging and utilizing diversity. However, intellects are yet to investigate how diversity has been managed in the HRM area and what types of HRM approaches are suitable to efficiently managing diversity. Over the course of the years, the HR function has considerably grown and now covers the complete scope of people management processes (Carr-Ruffino, 2009). Managers in companies where effective HR diversity policies are not present are more likely to advocate for or rate highly skilled employees with similar cultural experience and backgrounds. Research has indicated that in America, Caucasians tend to hole about 89% of managerial positions while comprising only 75% of the population (Kirton Anne-Marie, 2010). At CERA, the manager together with the HR department has ensured that staff occupies the right positions as per their qualifications, regardless of their ethnicity, race, gender, or nationality. HR managers tend to bring individuals into an organization and promote workers who fit or possess similar values to the decision makers. That is why it is important for selection and recruitment to avoid the attraction-selection-attrition cycle so as to develop various cultures within the organization (Calas, Holgersson Smircich, 2010). Argument that I would make to Mark French regarding the business case for focusing on diversity management in CERA Most organizations today are realizing the need for refreshed enthusiasm to drive effective diversity management in global companies. As earlier mentioned, the business case for diversity management is spreading its focus which has been from shareholder value to stakeholder value, global value chain, and regulatory context (Shore, Randel Ehrhart, 2011). It also argues that diversity policies tend to make good business sense. To be a good example to other budding organizations in future, CERA needs to show that diversity is important to issues such as total reward management, work-life balance and flexibility, talent management, performance management, acquisition management, and branding (Harrison Klein, 2007). There is need to comprehend those diversity issues not covered by law much better. With regards to organizational behavior, CERA needs to improve the design of interventions so as to foster dignity and respect in the workplace together with the elimination of all kinds of intimidation. The company can address the issues relating to the manner in which diversity is practiced and gain more profits from making it core to business development while focusing on the diverse preferences and needs of individuals such as customers and workers. By so doing, diversity management will become a coherent business issue planning, evaluating, revising, and implementing efficient strategies for managing diversity . Furthermore, managers at CERA can manage diversity and help shape, inform, and influence the better delivery and design of services and products to diverse communities (Chrobot-Mason, Weber Ernst, 2009). They can also deliver improvements to the value of life for each individual through increased individual option and chances to be economically autonomous. Investing in diversity management would mean being able to predict fiscal performance within CERA. Conclusion As discussed above, diversity management refers to the practice of handling and advocating for various personal characteristics and lifestyles within an identified group. Todays idea of workplace diversity is rather all-encompassing. The main focus is now on the promotion of individuality within a given organization, recognizing that every individual is capable of bringing something unique to the table. Establishing a robust business case is considered to be the initial phase in organizational loyalty to diversity management, where effective management of diversity is a victory factor for todays organizations. The paper has also discussed the case of CERA Sanitaryware Ltd., using it as an example of an organization that has successfully implemented diversity management. References Bell, M.P. (2012). Diversity in organizations. 2nd Edition. Mason, OH: South-Western College. Calas, M.B., Holgersson, C., Smircich, L. (2010). Diversity management? Translation? Travel. Scandinavian Journal of Management, 2(5.4). pp. 349 351. Carr-Ruffino, N. (2009). Managing diversity: People skills for a multicultural workplace. 8th Edition. Boston: Pearson. Chrobot-Mason, D., Weber, T.J., Ernst, C. (2009). The challenge of leading on unstable ground: Triggers that activate social identity faultlines. Human Relations, 62. Pp. 1763 1794. Elkadi, H.A. (2009). Diversity management in practice: A cross-cultural multi-disciplinary annotated bibliography addressing policy and well-being. Eastbourne: Sussex Academic Press. Harrison, D.A., Klein, K.J. (2007). Whats the difference? Diversity constructs as separation variety, or disparity in organizations. Academy of Management Review, 32. Pp. 119 1228. Kirton, G., Anne-Marie, G. (2010). The dynamics of managing diversity: A critical approach. 3rd Edition. Oxford: Butterworth-Heinemann. Press, E. (2014), Social organization of work. Ipswich: Salem Press. Pugh, S.D., Dietz, J., Wiley, J.W. (2008). Looking inside and out: The impact of employee and community demographic composition on organizational diversity climate. Journal of Applied Psychology, 93(6). Pp. 1422 1428. Shore, L., Randel, A.E., Ehrhart, K.H. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4). Pp. 1262 1289.