Arpanet :: essays research papers

The Network Working Group's development of open technical documentation - the RFC - was a necessary step to technical advancement. Steve Crocker explains the importance of openness in a developmental situation: "The environment we were operating in was one of open research. The only payoff available was to have good work recognized and used. Software was generally considered free. Openness wasn't an option; it just was." (Crocker, 1993c) The NWG's work was important (THE?) to the development of the ARPANET. Their work paved the way for the development of TCP/IP, when more capacity was needed and other problems arose. I would call the RFC one of the Heralding Achievements of the NWG. It represents the forward looking view which these people had and it proved to succeed. The principles which embody RFC 3 foreshadowed the success of TCP/IP from NCP's influence. Both TCP/IP and NCP were developed in the field. A version of the protocols would be released for experimentation and use. Also all specifications were available free and easily available for people to examine and make comments about. Only through this early release were the problems and kinks found and worked out in a timely manner. This bottom-up approach is substantially different than the top-down approach which other protocol suites have been developed under. The top-down idea comes from figuring everything out as a standard on paper, or behind closed doors and then releasing it to be used. The bottom-up (and free accessibility of protocol documentation and specifications) model allows for a wide-range of people and experiences to join i n and perfect the protocol and make it the best possible. (Check email in TCPIP.MAIL file to provide quotes.) In summing up the achievements of the process that developed the ARPANET, the ARPANET Completion Report draft explains: "The ARPANET development was an extremely intense activity in which contributions were made by many of the best computer scientists in the United States. Thus, almost all of the "major technical problems" already mentioned received continuing attention and the detailed approach to those problems changed" [II-24] The computer scientists and others involved were encouraged in their work by the ARPA philosophy of gathering the best computer scientists working in the field and supporting them: "IPT usually does little day-to-day management of its contractors.

Essay --

Light vs Dark love: Fitzgerald’s The Great Gatsby Throughout The Great Gatsby by F. Scott Fitzgerald, relationships developed and the inevitable happened. Daisy Buchanan and Jay Gatsby rekindled their love, or so it seemed. Daisy Buchanan has an unmistakable elusive quality about herself. Fitzgerald correlates Daisy with the sun because of this quality. Fitzgerald also correlates Gatsby with darkness. Darkness can not survive where there is light, therefore Daisy’s and Gatsby’s love can not survive. Within the first three chapters of the novel Fitzgerald prepares the reader for the rest of the book by foreshadowing. One of the most memorable foreshadows in the beginning was when Daisy snapped out the candle after hearing Gatsby’s name mentioned by Miss Baker. This is an important part in the book because â€Å"Fitzgerald associates Daisy’s affections for Gatsby with sunlight.† (Sutton) The snapping out of the light foreshadows that Daisy’s affections for Gatsby have disappeared just as the light from the candle has. Due to the fact that Gatsby is correlated with darkness, he attempts to attract Daisy through a dazzling display of artificial light. When he throws his huge extravagant parties, his attempts show. Nick explains one of Gatsby’s parties by saying there were â€Å"enough colored lights to make a Christmas tree of Gatsby’s enormous garden.† (Fitzgerald 40) But, â€Å"No matter how brightly his lights shine, he can not halt the passage of time as embodied in the changing of seasons.† (Sutton) By the changing of seasons, from autumn to fall, mostly all light will cease to exist, so will Daisy’s love for Gatsby. Another attempt Gatsby tries to attract Daisy’s attention is in chapter five. The lights coming from Gatsby’s house were ... ...ut the light.† (Fitzgerald 147) That was a very important part in the plot due to the fact that her love for Gatsby is symbolized by light. Once she turned off the light, it made it clear that she no longer has feelings for him. Nor will she ever. Even more proof to show that they were not in love is when Tom goes to kill Gatsby. He succeeded. Nobody ever found out that Tom killed Gatsby. Daisy and Tom continued to live their life. Fitzgerald never stated if Daisy struggled with the fact that she practically killed two people. Only can assume that she did not even care. Overall, Daisy’s and Gatsby’s love was doomed from the start. Fitzgerald associates Daisy’s love for Gatsby with sunlight. From the start, Daisy had been putting out that sunlight. Fitzgerald also made it clear that their love would not survive when he choose to place the novel’s setting in autumn.

Effective Use of Montage in the Movie, The Night of the Hunter Essay

Effective Use of Montage in the Movie, The Night of the Hunter A rapid succession of images or scenes that exhibits different aspects of the same idea or situation, this is the definition of montage as provided by Encarta Encyclopedia ’98. The idea of a â€Å"montage of attractions† was first used by Eisenstein and Pudovkin in the 1920s for the purpose of invoking specific emotions in the viewers. The movie The Night of the Hunter starring Robert Mitchum and Lillian Gish makes use of this film technique. The use of montage is apparent from the beginning of the movie. The first image we see is Mrs. Cooper (Gish) telling children a story as they are superimposed over the night sky. The next image is a bird’s eye view of children playing hide and seek and then finding the dead body of a woman in a cellar (which we are later led to assume was a crime committed by Powell). Following this we see Preacher Harry Powell (Mitchum) as he travels, views a burlesque show, and is arrested. Powell’s scenes are interspersed with Ben Harper’s scenes where he speaks to his children, hides his money, and is arrested. It isn’t until these two characters scenes converge in the prison that we begin to understand what’s going on and get a premonition of things to come. This is perhaps the most obvious use of montage in the film. We see this technique later in the movie as well. When Willa Harper is in Spoon’s shop talking to Mrs. Spoon (though we cannot hear what they are saying), all of a sudden we hear a train whistle and see an image of a moving train. Then again we see Mrs. Harper and Mrs. Spoon and again the train. This was a bit odd to understand at first as the transitions between the scenes are very sharp and sudden it almost startles you.... ... We see the timelessness of the dreamlike river scene and the mother’s hair floating under the water scene. Timelessness is a common theme that is representative of childhood and with the gift of the watch we can now see John as a man with the power to use time rather than drift helplessly along with it as he had drifted along with the river. When thinking of â€Å"a rapid succession of images or scenes,† my first thought was that this was an awkward use of film. As the book, Film Theory and Criticism says, â€Å"Simply stringing separate photographic shots together will not produce intelligible works of visual art.† Yet the use of montage in The Night of the Hunter was very subtle so that at points I wasn’t aware that I was watching a montage. It also enhanced the film’s thematic qualities greatly and by doing so convinced me of the values of a montage when used well.

Gap 5 Porter

Introduction Gap, Inc. is a leading American specialty apparel retailer based in San Francisco, California. It sells casual apparels, accessories, and other personal care products for men, women, and children. The products of Gap, Inc. include denim, khakis, T-shirts, boxers, casual wear, and others. Currently, the company boasts approximately 150,000 employees and 3,139 stores all around the world. Gap, Inc. sustains a large number of brands, namely Gap, Old Navy, Banana Republic, Forth & Towne, Piperlime, and others. These different companies are bought by the parent company in different times. Started as a general jeans retiling store, Gap, Inc. today has a market value of $13. 32 billions. Throughout its history, Gap, Inc. has established itself as a leader in the industry. What began as one brand has grown to include Gap, GapKids, babyGap, GapMaternity and gapbody. Gap has become a cultural icon by offering clothing and accessories rooted in cool, confident and casual style to customers around the world. The article which title â€Å"Gap Goes Global† in 2006 is about Gap, Inc wanted to franchise its business to overseas. It announces a franchise agreement with Dubai-based retailer Al Tayer Group to open Gap and Banana Republic stores in five markets in the Middle East. Besides planning on the Middle East outlets, Gap and Singaporean franchisee F. J. Benjamin expect to open stores in coming months in Singapore and Malaysia. Gap is also wish to follow the example set by other American brands that have successfully expanded in Asia and the Middle East, such as Starbucks. Gap's current international expansion strategy of working with local franchisees reduces Gap's financial risks. Using franchisees, Gap is able to sell its brand and its clothing without the headaches of navigating local real estate markets and hiring armies of store-level employees onto its own payroll. All of Gap's existing overseas stores in Britain, France, and Japan are owned and operated by the company, a setup that has at times proven expensive and unwieldy. Purpose and Values of Gap, Inc â€Å"Gap Inc. is a brand-builder. They create emotional connections with customers around the world through inspiring product design, unique store experiences and compelling marketing. Their purpose is simply, to make it easy for the customers to express their personal style throughout their life. They have more than 150,000 passionate, talented people around the world who help bring this purpose to life for their customers. Across the company and embedded in culture, their key values that guide their success are: integrity, respect, open-mindedness, quality and balance. Every day, they honor these values and exemplify their belief in doing business in a socially responsible way. † Five Forces Analysis Today, retail apparel industry is a very competitive industry to be in. Porter’s five forces model shows that there is already a low barrier to enter but it is hard to establish a distinct brand name, threat of substitutes is strong for the retail apparel industry, the intensity of rivalry is high since the industry is already facing a fast growth, supplier’s bargaining power is weak because they have limited power, and lastly buyers’ power is strong as they have variety of choices. Threat of New Entrant Although it is not hard to enter the clothing retail business, it is hard to establish a distinct brand name. Gap faces little threat of increases in price competition by entry of new firms into the market. Smaller boutique-style clothing stores may be able to compete on a local level brand, however such firms likely would not be able to expand, and Gap enjoy a cost advantage in producing staple articles of clothing, such as jeans and sweaters. Due to economies of scale in producing large amounts of clothing, entrants will have extremely hard time producing clothing at cheap enough prices to compete with Gap and its competitors. Entrants would also have difficulty in finding supplier firms who would produce their clothing at a competitive cost level. Costs drop per unit of clothing produced, and an entering firm would need to order a large amount of clothing in order to enjoy the same economies of scale that Gap enjoys. Brand loyalty is also important in fashion. Because many consumers have strong preferences for certain brands or styles of clothing, new entrants would find difficulty in increasing the amount of customers they attract to their stores without incurring significant advertising expenses. Because of their size advantage and economies of scale in advertising, Gap has a significant advertising advantage over all other direct competitors within the specialty apparel market. They can afford to run well-known nationwide television advertising campaigns while other firms in the market do little or no TV advertising. A new entrant trying to steal away brand loyal customers from Gap would need vast advertising resources in order to establish their brand and be competitive, which is unlikely for an emerging firm. Threat of Substitutes There are many substitutes in casual clothing industry. Since there are a wide variety of products that people can choose, they could either be substituted by sporting products, business apparels, cheap clothing materials, and others. On an industry level, there is no popular substitute for clothing. A booming economy where individuals have more disposable income may lead them to buy more clothing. In the reverse situation, demand for new clothing will likely drop if the economy is performing poorly. Because there are no substitutes for clothing, an increase in price by one firm will cause consumers to purchase clothing from another firm. If prices rise throughout the industry, consumers will buy less clothing. Bargaining Power of Suppliers In retailing industry, the power of suppliers varies depending on the company itself. As per Gap, Inc. , the suppliers have limited power. The annual report states that no suppliers supply more than 3% of the company’s demand. This gives Gap, Inc. power to set the price of its raw materials. Supplier power is concentrated in the firms who supply the raw materials for clothing production and the factories that are contracted to produce them. There are many sellers in both markets, and the power they possess is limited since demanding a higher price will cause the clothing manufacturer to buy the raw materials elsewhere. For instance, Gap contracts factories in over 60 different countries; if one factory is asking too high a price to produce their clothes, Gap can take their business elsewhere. Only if a factory holds a certain expertise in producing a certain type of clothing will they hold much power over the firm selling the clothes. Bargaining Power of Buyer The buyers have variety of choices to make in the retail clothing industry. Since there are various competitors and substitutes in the company, the buyers might move shopping around. Hence, the companies have to work harder to retain the clients. Intensity of rivalry between existing competitors Gap Inc. operates within the specialty retail apparel market, a market which contains several large direct competitors, such as American Eagle Outfitters, Abercrombie and Fitch, J. Crew and Aeropostale. Because of the nature of the fashion industry, independent specialty stores and boutiques can compete with these larger brands on a localized level. It is worth mentioning that superstore retailers such as Target and Wal-Mart sell low-priced, lower-quality clothes, so they could also be considered as indirect competitors to Gap. Clearly, there are a large number of apparel retailers, and a smaller, though still large, number of direct competitors to Gap within the specialty retail industry. This competitive landscape lends itself to a high level of price competition. The company is bound to encounter tough rivalry not only from established local brands but from other American casual-clothing labels, including Esprit, Levi Strauss, Tommy Hilfiger and Ralph Lauren. Competition, therefore, arises in fashion. Firms want to appeal to as many consumers as possible while keeping those already loyal to the brand happy with the style of clothes the firm offers. The winning style maintains the brand loyal customers association with the firm’s image, while attracting new buyers. A mistake in fashion, however, will lead some loyal customers to abandon their brand, and will fail to attract new customers. Strategy Gap, Inc used international expansion as a strategy to expand their product all around the world. Gap Inc. perates more than 3,100 stores in the United States, the United Kingdom, Canada, France, Japan and Ireland. In addition, Gap Inc. is expanding its international presence with franchise agreements in Asia, Europe, Latin America and the Middle East. Conclusion Based on the article from The Financial which title â€Å"Gap Inc. Expands Global Presence through New Franchise Agreement to Serve Customers in Israel† in 2009, it is prov en that Gap, Inc has go Global using franchising in 14 countries. Gap Inc. has opened 89 Gap and 32 Banana Republic franchise stores in 14 countries around the world. Gap franchise stores are open in Bahrain, Greece, Indonesia, Korea, Kuwait, Oman, Qatar, Malaysia, Russia, Saudi Arabia, Philippines, Singapore, Turkey and the United Arab Emirates. In addition, Gap Inc. has signed and announced agreements to open Gap and Banana Republic franchise stores in Bulgaria, Croatia, Cyprus, Romania, Egypt and Jordan. REFERENCES Brendan, S. , Michael, M. , (2005), Gap, Inc Strategic report, SageGroup, LLP, Retrived from economics. pomona. edu/jlikens/†¦ /Reports/Gapreport. pdf Company information, purpose and values, Retrieved from http://www. gapinc. om/public/OurBrands/brands_gap. shtml Masaaki, K. , (1999), Gap Inc. Rachel, T. , (2006), Gap Tries on European Style, Retrieved from http://www. businessweek. com/globalbiz/content/jun2006/gb20060608_179268. htm Louise, L. , (2006), Gap Goes Global, Retrieved from www. businessweek. com Gap Inc. Expands Global Presence through New Franchise Agreement to Serve Customers in Israel, Retrieved from www. finch annel. com ———————– Bargaining Power of Suppliers Bargaining power of buyer Intensity of rivalry between existing competitors Threat of Substitutes Threat of New Entrants

Rights and Freedoms of Aboriginals

The rights and freedoms of Aboriginals have improved drastically since 1945 with many changes to government policy, cultural views and legal rules to bring about a change from oppression to equality. Unfortunately on the other hand, some rights and freedoms have not improved at all or have even worsened. Firstly the change in legal and constitutional rights have been a great creator of rights for the Aboriginal people. Up until 1967 the Aboriginals did not have the right to be counted in the census.This was basically a way of saying that the Aboriginals were not Australians, almost not even people. Fortunately the 1967 referendum gave Aboriginals citizenship. It did however not end any discrimination against the Aboriginal people and merely allowed them to legally join society but not socially join society. Another change to Aboriginal rights and freedoms was the constitutional change also by the 1967 referendum which allowed the federal government to pass laws over the Aboriginal pe ople.This was to change section 51 of the constitution which stated â€Å"The Parliament shall, subject to this Constitution, have power to make laws for the peace, order, and good government of the Commonwealth with respect to: †¦.. The people of any race, other than the aboriginal people in any State, for whom it is deemed necessary to make special laws. † This was great news as it stopped the states making unfair laws on Aboriginals and stopping them from travelling from state to state.On the other side however it was completely disrespectful as it stated the commonwealth must show respect to everyone except the Aboriginals. Another large milestone in the improving rights of the Aboriginals was the fight and subsequent win over land rights. The quest for land rights began in 1963 with the Bark Petition. The bark petition was a petition that was sent from the Yolngu people to the federal parliament that was written on a piece of bark. Unfortunately for the Aboriginals, this petition was rejected and instead the land rights were given to a local mining company.This ruling was justified under the concept of Terra Nullius, saying that the land was not settled. Another challenge to land ownership was the Tent Embassy on the parliament house lawns. This constant public pressure caused the government to express interest in giving land rights to Aboriginals. This was completed with Justice Woodward’s report in 1974 that recommended that Aboriginal reserves are to be returned to Aboriginal ownership, that Aboriginals had claim to vacant land if they could prove ties with the land, that Aboriginal sacred sites were protected.This was great as it gave power to the Aboriginals. It did however also mean that if they had sacred land that was already owned if not even used would not be returned to them. This was passed in 1976 when the Aboriginal Land Rights Act was passed. Later in 1981 the Northern Territory government opposes land rights and attempts to amend the land rights act to stop claims of owned stations and property. The attitudes of the white Australians also had a huge impact on change of rights and freedoms as it pressured the government into giving Aboriginals rights and freedoms.The 1967 was testament to this when a huge 90. 77% of Australians agreed that Aboriginals had the right to be counted in the census. There has never been any real public objections to giving aboriginals rights, merely quiet harbored prejudices in the persons’ mind. On the other side of the case the Aboriginal rights in general have not improved with many Aboriginals being mistreated and discriminated against. The statistics do not speak honestly about public opinion.The rights and freedoms of Aboriginals have been fuelled by an ever increasing wave of Aboriginal activism and increased self-esteem. Aboriginal activism began with the Bark Petition in 1963 and has caused almost all of the government change. The freedom rides of 1964, th e Wave Hill protest in 1966, Even the abolishment of the policy of assimilation was caused by the Aboriginals constant protest and pain of the stolen generation. The most dominant display of Aboriginal activism however was the creation of the Tent Embassy on the lawns of Parliament House.

Human Environment Interaction Ccot Essay

-Much land is deforested and disrupted as diamond and silver mining emerges. -New crops from Americas causes India’s population to rise almost double in size. -Columbian Exchange brings new crops to this region, allowing for the farmers of the region to exploit more of their land for extra crops. -American crops such as potatoes and corn increases population of the region. -Traders of the region utilize the monsoon winds in order to navigate across the Indian Ocean. -Silver mining causes deforestation and erosion. -Slaves in the region are used to harvest and plant crops for agriculture. -Coastlines are leveled in order to increase trade over the seas. -Deforestation occurs in large areas in order to make space for sugar crops. -Few ports and small passageways allowed for many pirate raids on trading ships. -Animals brought to the region from Americas bring diseases that affect life expectancy and population growth. -Pollution increases around the ports along the Red Sea. -European explorers utilize ocean currents and trade winds to move between the region and the Americas. -To prepare for the construction of Versailles, deforestation is practiced. -New crops from the New World are grown and harvested. -Large-scale silver mining occurs which causes deforestation. -Cattle and other domesticated animals from other regions cause destruction of pastures by overgrazing. -Horses and other imported animals affect the lifestyles of many indigenous peoples. A. Silver mining occurs on a larger scale. B. New crops are planted and harvested in all regions of the world. C. New animals are introduced to various regions which cause new diseases to appear. Deforestation continues to occur to provide new space for development. Iron is still mined and utilized. Ocean winds and currents are used to move between continents via sea. -Traders of SE Asia used the monsoon winds to explore and trade. -Crops imported from various regions of the world made up a large portion of agricultural production in the region. -Deforestation for large-scale agricultural production was carried out. A. Increased diamond and silver mining led to deforestation, soil poisoning, and erosion. The soil mining was increased because it allowed for the regions at the time to gain wealth easily. B. New crops were introduced to different regions of the world due to the Columbian Exchange. It was important because it allowed for more agricultural production and less starvation around the world. C. New animals that are introduced by the Columbian Exchange alter the lives of people around the world. These new animals are utilized for more efficient manual labor and leads to a more abundant agricultural yield as well as more wealth in certain regions. 1. Deforestation was continued because new land was always required for further development in many regions. The deforestation allowed regions to expand their space for agriculture and mining although it destroyed the home of many plants and animals. 2. The use of iron never diminished because it is a key component for tool making, weapon making and warfare. The mining and use of iron was very popular because it was abundant and very durable. 3. The use of ocean winds and currents continued to be used in overseas travel as it allowed for traders and travelers to move around more efficiently. The use of these winds and currents allowed for more wealth to be accumulated as trade continued.

Job Design and Work Diversity Essay

Introduction In the current business environment, human resource management (HRM) has become an important role for an organisation. HRM refers to the policies, practices, and systems that influence employees’ behaviour, attitudes, and performance (Noe, Hollenbeck, Gerhart, & Wright, 2010). It is important because HRM helps the company to achieve the goals and improve employee’s performance. One of the HRM roles is to have an impact on the management performance of job design and work force diversity. Due to the definition of job design, it helps to defining how work will be performed and what impact will be given in performance. On the other hand, work force diversity also has impact on HRM to managing people’s similarities and differences. The aim of this paper is to conduct a literature review on what role job design and work force diversity play in attempts to improve individual and organisational performance. Job Design In terms of job design, many aspects of HRM formulation address how the work gets done. As said by Garg and Rastogi (2006), HRM has become one of the internal factors of the organisation that play a vital role in motivating the performance of employees. It is an essential part of every manager’s  responsibility to make sure the employee has the right knowledge, skills and abilities to perform their job. The purpose of job design is to discuss what is needed from the job and the employee. There are four types of approaches that can be used in job design. They are the mechanistic approach, the motivational approach, the biological approach, and the perceptual approach (Noe, Hollenbeck, Gerhart, & Wright, 2010). Studies from Hackman & Lawler (1971) and Hackman & Oldham (1976,1980) has indicated one of the model of how job design affects employee reactions is the individual-job design model, also known as the Job Characteristics Model-JCM (cited in Goris, 2007). Torraco (2005) also has recognized that â€Å"the JCM has had a persistent influence on work design practices and has accumulated an impressive amount of related research† (cited ini Goris, 2007, p.738). Another aspect that has been discussed is ergonomics, which also plays a vital role in job design and influencing the motivational level of employees. Designing job ergonomically will help employee to avoid musculoskeletal injuries and awkward postures, also has a safe working condition (Garg & Rastogi, 2006). Based on research by Lantz and Brav (2007), job design and work routines have been shown strong effects on reflexivity, learning processes, and outcomes such as effectiveness, productivity, and job satisfaction. Job design has made positive impact for group processes and individual performances. Earlier studies (Brayfield and Rothe, 1951) said that global satisfaction has reflected a generalized or an overall evaluation of an employee toward his/her job (cited in Frimpong & Wilson, 2013). Evans (1969), Fisher (1980), Ironson et al. (1989) and Brown & Peterson (1993) have indicated three ways to measure job satisfaction. They are global, narrow and multidimensional measurements (cited in Frimpong & Wilson, 2013). Although job design sounds as a common problem in every company, it holds key to developing and maintaining a compe titive advantage. Manager has the important role to know and understand the entire workflow process in their work unit to ensure that the process going effectiveness and efficiency. Halachmi (2005) pointed out that the basic premise of the concept of performance management is great performance, whether by an individual or by a group is very unlikely to happen on its own. Workforce Diversity Stockdale and Crosby (2004) have defined diversity management as â€Å"a voluntary and planned program designed to make differences between employees a source of creativity, complementarity and greater effectiveness† (cited in Alcazar et al. 2012, p.512). Diversity is viewed as a key to strengthen the human and intellectual capital of business through effective communication and negotiation (Okoro & Washington, 2012). Moreover, diversity has becoming a great factor for recruitment, productivity, relationship, and competitiveness of the organisations. There are many advantages that come up from workforce diversity. Friedman (2005) and Gupta (2008) concurred that a diverse workforce can provide a fabulous advantage by employing new idea and communication skills, thus providing diversity thoughts from employee that will give better result in solutions and decision-making (cited in Okoro & Washington, 2012). Education and communication has become the key to transform the behaviour of the employees in terms of embracing and accepting diversity. According to Kundu (2003), he has categorised the benefits that organisation can achieve for creating a diverse workforce, such as organisation can provide better service because they understand customer’s needs (Wentling & Palma-Rivas, 2000); diversity will help organisation to enter the international area (Cascio, 1998); can enhances creativity and innovation (Adler, 1997; Jackson et al., 1992); produces competitive advantages (Coleman, 2002; Jackson et al., 1992); organization can suc ceed at diversity if they have initiative to create, manage and value the diverse workforce has the full support of the management (Hayes, 1999; Jackson et al.,1992). On the other hand, the literature also has explained that the perception of differences thought among employees could produce negative impact within the group (Alcazar, 2013). William and O’Reilly (1998) pointed out that mismanaged diversity initiatives and implementations could negatively affect organization’s performance and processes (cited in Bergen, 2005). In addition, Devoe (1999) and Esty et al. (1995) argued that managers might be faced the losses due to personnel and work productivity and negative attitudes and behaviours from the employee. Therefore, before designing an  idea for managing diversity, it is necessary to define and analyse clearly all of the kinds of differences that the organisation needs to manage (Alcazar, 2013). Manager should be aware of the values of understanding, appreciating, and respecting human and cultural differences to be effective in interacting across cultural organisations (Okoro & Washington, 2012). Furthermore, it is critically important for managers to understand the importance of workforce diversity and effective communication in achieving the objectives of organisations and academic institutions. Conclusion Both of job design and workforce diversity have equal impact in attempt of HRM. Job design helps managers to developing and maintaining a competitive advantage in organisation. Beside that, managers need to know and understand clearly the entire workflow process in their unit. The other advantages of job design can identify employee’s knowledge and skills. It will help managers to determine employee’s position and job precisely. On the other hand, diversity also has important role in HRM. Organisation can have many advantages from implementing diversity into their business. For example to enhance creativity and innovation in the organisation and have better idea for decision-making. As a manager, it is necessary to analyse and define the differences in the organisation that needs to manage.