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By C. Robinson-Easley

Past range and Intercultural administration develops a transformation version designed to problem triumphing paradigms within the literature and conversations approximately equivalent employment chance, range, and intercultural administration.

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Are organizational leaders who believe in the need to “manage diversity” working from a limiting paradigm regarding the value of people? How many organizations globally can honestly say they have moved beyond the need to “manage” difference and understand the value proposition of connecting to the soul of the worker? The Expanding Landscape of Difference Harung and Harung’s 1995 proposition that the coexistence of diversity and unity should be kept together, for a strong individual and a strong organization merits much consideration (Seymen, 2006), yet requires a very different mindset that will need to transition beyond the limitations we now endure.

Throughout my travels, I have been exposed to a number of different cultures and contexts. As a result, my views on the concept of difference have been dramatically challenged. For example, I learned when working with international colleagues that the ordering of country culture, ethnicity, and ultimately race significantly varies and, as a result, impacts the individual’s perceived identity in ways you typically do not find expressed in the United States. Consequently, the concept of diversity is viewed from a very different context.

But they usually paid no further attention— and were usually justified in doing so.  . But during the second half of the twentieth century, the time span of population changes mutated. Population changes now are occurring within exceedingly short time periods. And population changes have become radical, erratic, contradictory—yet more predictable than anything else.  434) Consequently, managers and organizations were advised by Drucker to prepare for these trends, become vigilant and adaptive for sudden change, and develop strategies to take advantage of these new realities in order to make opportunities out of turbulent times (Oyler and Pryor, 2009).

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