How a Solid Propellant Rocket Works

Solid propellant rockets include all of the older firework rockets, however, there are now more advanced fuels, designs, and functions with solid propellants. Solid propellant rockets were invented before liquid-fueled rockets. The solid propellant type began with contributions by scientists Zasiadko, Constantinov, and Congreve. Now in an advanced state, solid propellant rockets remain in widespread use today, including the Space Shuttle dual booster engines and the Delta series booster stages. How a Solid Propellant Functions Surface area is the amount of propellant exposed to interior combustion flames, existing in a direct relationship with thrust. An increase in surface area will increase thrust but will reduce burn-time since the propellant is being consumed at an accelerated rate. The optimal thrust is typically a constant one, which can be achieved by maintaining a constant surface area throughout the burn. Examples of constant surface area grain designs include: end burning, internal-core, and outer-core burning, and internal star core burning. Various shapes are used for the optimization of grain-thrust relationships since some rockets may require an initially high thrust component for takeoff while a lower thrust will suffice its post-launch regressive thrust requirements. Complicated grain core patterns, in controlling the exposed surface area of the rockets fuel, often have parts coated with a non-flammable plastic (such as cellulose acetate). This coat prevents internal combustion flames from igniting that portion of fuel, ignited only later when the burn reaches the fuel directly. Specific Impulse In designing the rockets propellant grain specific impulse must be taken into account since it can be the difference failure (explosion), and a successfully optimized thrust producing rocket. Modern Solid Fueled Rockets Advantages/Disadvantages Once a solid rocket is ignited it will consume the entirety of its fuel, without any option for shutoff or thrust adjustment. The Saturn V moon rocket used nearly 8 million pounds of thrust that would not have been feasible with the use of solid propellant, requiring a high specific impulse liquid propellant.The danger involved in the premixed fuels of monopropellant rockets i.e. sometimes nitroglycerin is an ingredient. One advantage is the ease of storage of solid propellant rockets. Some of these rockets are small missiles such as Honest John and Nike Hercules; others are large ballistic missiles such as Polaris, Sergeant, and Vanguard. Liquid propellants may offer better performance, but the difficulties in propellant storage and handling of liquids near absolute zero (0 degrees Kelvin) has limited their use unable to meet the stringent demands the military requires of its firepower. Liquid fueled rockets were first theorized by Tsiolkozski in his Investigation of Interplanetary Space by Means of Reactive Devices, published in 1896. His idea was realized 27 years later when Robert Goddard launched the first liquid-fueled rocket. Liquid fueled rockets propelled the Russians and Americans deep into the space age with the mighty Energiya SL-17 and Saturn V rockets. The high thrust capacities of these rockets enabled our first travels into space. The giant step for mankind that took place on July 21, 1969, as Armstrong stepped onto the moon, was made possible by the 8 million pounds of thrust of the Saturn V rocket. How a Liquid Propellant Functions Two metal tanks hold the fuel and oxidizer respectively. Due to properties of these two liquids, they are typically loaded into their tanks just prior to launch. The separate tanks are necessary, for many liquid fuels burn upon contact. Upon a set launching sequence two valves open, allowing the liquid to flow down the pipe-work. If these valves simply opened allowing the liquid propellants to flow into the combustion chamber, a weak and unstable thrust rate would occur, so either a pressurized gas feed or a turbopump feed is used. The simpler of the two, the pressurized gas feed, adds a tank of high-pressure gas to the propulsion system. The gas, an unreactive, inert, and light gas (such as helium), is held and regulated, under intense pressure, by a valve/regulator. The second, and often preferred, solution to the fuel transfer problem is a turbopump. A turbopump is the same as a regular pump in function and bypasses a gas-pressurized system by sucking out the propellants and accelerating them into the combustion chamber. The oxidizer and fuel are mixed and ignited inside the combustion chamber and thrust is created. Oxidizers Fuels Advantages/Disadvantages Unfortunately, the last point makes liquid propellant rockets intricate and complex. A real modern liquid bipropellant engine has thousands of piping connections carrying various cooling, fueling, or lubricating fluids. Also, the various sub-parts such as the turbopump or regulator consist of separate vertigo of pipes, wires, control valves, temperature gauges, and support struts. Given the many parts, the chance of one integral function failing is large. As noted before, liquid oxygen is the most commonly used oxidizer, but it too has its drawbacks. To achieve the liquid state of this element, a temperature of -183 degrees Celsius must be obtained--conditions under which oxygen readily evaporates, losing a large sum of oxidizer just while loading. Nitric acid, another powerful oxidizer, contains 76% oxygen, is in its liquid state at STP, and has a high specific gravity―all great advantages. The latter point is a measurement similar to density and as it rises higher so to does the propellants performance. But, nitric acid is hazardous in handling (mixture with water produces a strong acid) and produces harmful by-products in combustion with fuel, thus its use is limited. Developed in the second century BC, by the ancient Chinese, fireworks are the oldest form of rockets and the most simplistic. Originally fireworks had religious purposes but were later adapted for military use during the middle ages in the form of flaming arrows. During the tenth and thirteenth centuries, the Mongols and the Arabs brought the major component of these early rockets to the West: gunpowder. Although the cannon, and gun became the major developments from the eastern introduction of gunpowder, rockets also resulted. These rockets were essentially enlarged fireworks which propelled, further than the longbow or cannon, packages of explosive gunpowder. During the late eighteenth century imperialistic wars, Colonel Congreve developed his famed rockets, which trave range distances of four miles. The rockets red glare (American Anthem) records the usage of rocket warfare, in its early form of military strategy, during the inspirational battle of Fort McHenry. How Fireworks Function A fuse (cotton twine coated with gunpowder) is lit by a match or by a punk (a wooden stick with a coal-like red-glowing tip). This fuse burns rapidly into the core of the rocket where it ignites the gunpowder walls of the interior core. As mentioned before one of the chemicals in gunpowder is potassium nitrate, the most important ingredient. The molecular structure of this chemical, KNO3, contains three atoms of oxygen (O3), one atom of nitrogen (N), and one atom of potassium (K). The three oxygen atoms locked into this molecule provide the air that the fuse and the rocket used to burn the other two ingredients, carbon and sulfur. Thus potassium nitrate oxidizes the chemical reaction by easily releasing its oxygen. This reaction is not spontaneous though, and must be initiated by heat such as the match or punk.

`` Let Them Eat Code `` By Atossa Abrahamians - 871 Words

In Atossa Abrahamians article titled â€Å"Let Them Eat Code,† she discusses the growing problem of homelessness in America and society’s failure to recognize their contribution to homelessness. Abrahamian specially focuses her discussion on technology entrepreneurs who approach alleviating homeless in a negative manner or exploit the homeless to benefit their businesses. Throughout her paper, Abrahamian examines numerous problematic instances in which technology moguls used the misfortune of homeless citizens as learning tool to develop innovations for their businesses. Abrahamian traces this exploitation to society’s tendency to view homeless individuals as â€Å"primordial† instead of human beings like the rest of humanity. By observing different problematic incidents of exploitation and their origins, she supports her argument that â€Å"polite society† has contributed to the â€Å"plight† of homelessness (Abrahamian 3,4). In analyzing Ab rahamian’s article, I agree with her opinion that American society has a negative outlook toward the homeless and often refuses to acknowledge their contribution to homelessness in the United States. Early in her argument, Abrahamian emphasizes her belief that â€Å"society has failed its poorest members† (Abrahamian 4). She supports her point by describing a situation in which two prominent entrepreneurs made cruel insensitive comments about the disadvantage people of San Francisco on social media. The successful entrepreneurs, Greg Gopman and Peter Shih,

Introductory to Organisational Behaviour Principles Free Essays

Essay Title:Introductory to organisational behaviour principles Books, journals and articles on organisational behaviour (OB) can be found anywhere nowadays. Experts and professionals in this area have done a lot of research, coming up with theories, models, concepts, explanations and views on how a person will behave in an organisation. This paper argues that there are other resources to help us understand OB better. We will write a custom essay sample on Introductory to Organisational Behaviour Principles or any similar topic only for you Order Now This paper will firstly define what OB is and discuss the similarities and differences found from other resources to our main textbook, ‘Organisational Behaviour on the Pacific Rim’ written by Steven Mcshane and Tony Travaglione. It will then analyse the relevance and usefulness of information to people working in organisations and students of OB. So what does OB actually mean? Robbins and Judge (2007, P. ) defined that ‘OB is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within organisations, for the purpose of applying such knowledge toward improving an organisation’s effectiveness. ’ While, Nahavandi and Malekzadeh (1999, P. 3) points out that ‘OB is the study of how people behave in organisations as individuals, teams and how the organisations structure human resources to achieve goals. ’ Comparing these two long definitions on OB, I would rather go along with the statement by Mcshane and Travaglione (2007, P. ), where it says that OB is the study of what people think, feel and do in and around organisations. It’s so much easier to grasp and understand the gist of OB especially to students like me. What all these experts are trying to say is actually the same and what they had done is only putting their own thoughts into words. This signifies that we humans have a lot of views on one issue, it can be either the same or different, there’s no right or wrong either, it’s just a matter of how we perceive things. Thus we need to look into other resources to tap into other peoples’ views and concepts to learn more about OB. So why do we study OB? As Mcshane and Travaglione (2007) had put it, we need to understand, predict and influence the behaviour of people, by doing so it will benefit the individual and the organisation. However, Tosi, Mero and Rizzo have a slightly different kind of say, they say that we study OB to understand, predict and improve the performance of people and ultimately to the organisation which they work (2000, P. 2). The latter statement seems to be more appropriate. Organisations are always trying to improve their employee’s performance, communication and decisions making ability by sending their employees for courses like team building. Mcshane and Travaglione (2007) have clearly identified and explained the five anchors on which OB is based on, which are the multidisciplinary anchor, systematic research anchor, contingency anchor, multiple levels of analysis anchor and lastly the open systems anchor. It appears that this is the only book that includes all five anchors in one book. These clearly explained concepts would help students to understand OB with ease and clarity than any other resources researched. With regards to the multidisciplinary anchor, Robbins and Judge (2007) only talks about the contributions to OB field from four behavioural disciplines which are psychology, social psychology, sociology and anthropology. Mcshane and Travaglione talks more than that, they even listed and discussed how emerging disciplines like communications and marketing contribute to the study of OB. Mcshane and Travaglione (2007) say that scholars have been depending on systematic research to form research questions, and apply test hypotheses against collected data. Mcshane and Travaglione also suggest that researchers are adopting grounded theory to understand the working environment. It’s a qualitative method whereby concepts and theories are formed by data collections like observations and interviews. For example, the Department for transport in the United Kingdom did a project to find out what factors affect the choice of transport of their citizens (Department for transport 2003). Maybe the Land Transport Authority in Singapore can refer to this article and find out the reason for the increasing number of people owning cars in Singapore. Mcshane and Travaglione (2007, P. 17) state that ‘no single solution is best in all circumstances. ’ What works in one situation may not be successful in a different situation (12Manage, 2008). This is a view shared by Nahavandi and Malekzadeh (1999) where they say for each situation a different kind of respond is required. An example can be money; money can be a motivator for some people but may not be that effective on others, it all depends on the person’s financial needs and status (Vries 2007). Therefore, OB experts and managers in organisations learn to understand factors of different situations in order to respond more appropriately and effectively (Nahavandi and Malekzadeh (1999). Similarly to our main text, Robbins and Judge (2007) states that there are three levels of analysis on OB, the micro which studies the individual, middle level which covers the small group and the macro level which looks into organisations. However, the latter book had included a model for visualisation, creating an image of importance on this classification will help students to understand topics area of concern later in the book. Now let’s look at the last anchor, the open system anchor. Similarly to our main text, Thomas (2005) points out that organisations are open systems that will receive input of information and resources from the environment and in turn transform them into goods or service before returning them back into the environment. Organisations are always restructuring and strategising to survive in the corporate world (Taplin 2005). This information will definitely be useful to top managements of organisations. They can apply this knowledge to strengthen their market share and strengthen their company image. This paper has argued that in order to understand OB principles more, a lot of reading and research had to be done. We have looked at what OB exactly is and due to the ever changing environment, peoples view and perceptions change, so we need to understand, predict and influence the changing needs of people. By using the five anchors we will be able to do that. Even though some information researched is the same, it still increases my knowledge on OB through the constant readings, some information may be irrelevant, but it is still useful even if only one percent of new knowledge is gained. Total word count (1060) References Cummings, TG 2005, ‘open systems’, Blackwell Encyclopedic Dictionary of Organizational Behavior, viewed 2 August 2008, http://web. ebscohost. com. libproxy. sim. edu. sg/ehost/detail? id=4hid=120sid=add89e44-3e79-4bf6-ac4d-7c90f405c030%40sessionmgr103bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=lmhAN=20986772 Department for Transport 2003, ‘Psychological Factors Affecting Transport Mode Choice’, viewed 2 August 2008, . Mcshane, S. Travaglione, T. 2007, ‘Organisational Behaviour on the Pacific Rim’, 2nd edn, McGraw-Hill Australia Pty Ltd, NSW. Nahavandi, A. Malekzadeh, A. R. 1999, ‘Organizational Behavior, The person-organizati on fit’, Prentice –Hall Inc, New Jersey. Robbins, S. P. Judge, T. A. 2007, ‘Organizational Behavior’, 12th edn, Pearson education Inc, USA. Taplin, I. M. 2005, ‘Strategic change and organisational restructuring: How managers negotiate change initiatives’, Journal of international management, vol. 12, no. 3, pp. 284-301, viewed 4 August 2008, Science Direct. Tosi, H. L. , Mero, N. P. Rizzo, J. R. 2000, ‘Managing Organizational Behavior’, 4th edn, Blackwell Publishers Inc, USA. Vries, M. K. D. 2007, ‘Money, Money, Money’, Organizational Dynamics, vol. 36, no. 3, pp. 231–243, viewed 29 July 2008, Science Direct. 12 Manage 2008, ‘Contingency Theory’, Bilthoven, viewed 2 August 2008, How to cite Introductory to Organisational Behaviour Principles, Papers

Equality and Diversity Policies

Question: To what extent is the business case a convincing rationale for equality and diversity policies and practices? Answer with reference to theory and research evidence. Answer: Management of diversity is significantly said to be different from earlier approaches to equity that may be affirmative action in a various number of ways. Developing a quite robust business case for the diversity management is the first step of any business. A general business case consists of organizational benefits evaluation from workforce diversity investment that includes the cost of investment. A business case focuses on specific and narrower benefits of the organization. The benefits of business case are influenced by factors such as internal and external factors. The business case evidence shows the effective management for managing diversity that is the success factor of any organization. There are many well-developed theories consisting of literature for understanding the effect of diversity on the performance of the organization. The dimensions for diversity management are gender, race, ethnicity, tenure, nationality, education, and functional background. The organization al outcomes for the diversity management are team performance, innovation, decision making ability, final performance and corporate reputation. With such factors into consideration, there have been outcomes that are conflicting with diversity. The main crucial management is the effective management of diversity. For this reason this essay assumes the diversity and equality policies that values wider diversity management in bringing out organizations diverse workforce. Organizations today generally do not include the finance function to determine the diversity of workforce (Ainsworth, 2013, p. 231) Inclusion of finance function is much necessary in an organization. Human resource management has been traditionally associated with the diversity management. The finance function role has yet not been studied for managing diversity. The finance function plays certain roles for organizations like strategic role and departmental strategic services. For effective partnership with the organization the realization of the finance function is much important. Finance function helps in gathering evidence for the impact of diversity management. For developing diversity, indicators and return on investment indices, external and internal impacts of stakeholders, legal and sectoral regulation compliance, as well as global operations in international parity, are hold in relation to any business case (Singal, 2014). A key strategic asset is diversity and finance function that monitors the effective management role considering diversity for capital management of an organization. A non-financial capital value like human capital is considered to be the strategic resource for the finance function. The extensive utilization of human capital ensures the finance function partnership with diversity management (Sloane, 2010). For leveraging diversities, finance function looks over the information that the organization already contains (Roh and Kim, 2015, p. 67) This is accomplished by accounting hidden cost and direct cost for diversity leverage. Functional finance has developed diversity priorities and metrics in many organizations. Inclusion and diversity have been developed by the global leaders for monitoring the gender diversity effects across the career management and talent acquisition (Roh and Kim, 2015). This system ensured the relationship between diversity management with business priorities relating to finance. The practical fact is that diversity needs to be built into operational objectives that consider factors beyond finance. The business case can be tailored by priorities and business needs for all the functional areas in the concerned organization. The possible backlash and resistances can be eliminated by specific functional business cases (Schwabenland and Tomlinson, 2015). Organizational business case is related to organizational priorities, a multiplicity of accounting interest considering stakeholders. (Hee-Jung Lim, 2010, p. 101) If the business case is broadened, then it is found that there is no particular case that relates to diversity. Diversity management business case relates all the arguments and evidence that suggest together diversity leveraging to contribute organizational priorities. The diversity management relates to three categories. Social demography- gender, sexual orientation, socio-economic background, religion, age, belief, disability, and race are the demographical social factors. Job-related characteristics- education and tenure, expertise and job function are the job-related factors Idiosyncratic categories- these factors originate from accent, local settings, political ideology, appearance, and nationality. The diversity types have been studied beyond all these factors that consist of team level, individual level as well as organizational level. Diversity in consideration to individual level deals with job satisfaction-productivity, commitment, and turnover retention. Considering team level diversity leads to creation, communication, and decision making. Considering organizational level, diversity in workplace drives performance improvements and innovation (Sminkey, 2014). Corporate reputation and stakeholder engagement are also included. There are also many negative consequences with regards to workforce diversity that consists of staff bonding, communication problem, job-embedded levels and conflict (Rask, Korsgaard and Lauring, 2010). For mapping the diversity benefits, diverse workforce is not sufficient for finding the potential diversity benefits. With effective diversity, management organizations should include a culture of inclusion. This will help in positive outcomes. According to Esfahani and Hashemi (2014), diversity management practices motivate the organization to embark practices on management. Particularities of the business environment include shareholder value, stakeholder value, regulatory context and global value chain. According to R. Rao and Bagali (2014), all the organizations today are careful about their resource utilization with the consideration of single bottom line; organizations focus on workforce diversity, profits ad return on investment. Talent acquisition and performance management are the main aspects of every business for understating the shareholder value. For diversity management, organizations today primarily deal with the investment return and profit calculation. Also the budgetary considerations, monetary value, third sector organizations and public are in concern with diversity management. According to Haikio (2010), with consideration to a higher range of diversity management, employees, shareholders, clients and customers are the wider factors for understating stakeholder value. The triple bottom line consists of all these factors like turnover rates, profit diversification, customer satisfaction and job satisfaction. There is a relationship between corporate social relationship and stakeholders value for assessing the diversity benefits. To shape the business case, certain factors with consideration to employees are an ethical employer, positive reputation and employer of choice. All the diverse interest cannot be catered for if different stakeholders interest is considered. The next point comes regulatory context that serves the widest interest of stakeholder interest. Carter, Schmidt and Hirons, (2015), believes self-regulation is the widely used regulatory context, but that can be coercive legal regulation and economic regulation. National agencies, international regulators and diversity networks produce many diversity-related business cases. The shareholder value and stakeholder value is underpinned by market regulations. Voluntarism concept delivers certain creative policies for the organizations. Strategic business priorities help in regulatory measures to ensure business plan. Human resource management along with policies help in the conflation of diversity. The business case for managing diversity depends on number changing as well as promotion related inclusions. The organizations today go beyond the legal compliance and are associated with innovation and creativity that are to be crafted in business areas (S, 2010). Both the diversity regulations that consist of coercive aspects and voluntary measures formulate the aspects of arguments rel ated to a business case. Moreover, the diversity quotas will help in promoting meritocracy and high-performance culture at any organization. The range from designing of a product to its development as well as service delivery refers to the interconnected activities of the global value chain (Bush, 2010, p. 321) Reputation, brand value, and global pool of talent make up the business imperatives and consumer market (Bush, 2010). IR Framework or Integrated Reporting Framework is the way that determines the non-financial and financial dimensions of the diversified strategic value that can be captured. The responsible governance is found to be quite responsible for managing diversity. The transactional opportunities are not managed by the involvement of shareholders and stakeholders, but amplified governance is required as well. International regulation and transnational regulation are important for delivering robust, diversified business case. The global value chain helps in identifying the long-term gain as well as quick fix solutions. Lumby and Coleman (2010), described the diversity management paradigms that promotes diversity and equality. They delivered some factors that achieve equal opportunities for human resource management. Equal treatment- equal treatment is a kind of approach that focuses on making the processes to be equal. For every organization, there are a lot of diversities in consideration to human resource. Thus, the treatment for every individual must be confronted to be equal. This will enhance the business case to deal with a comfortable atmosphere where there will be no sense of injustice and partiality. Positive Discrimination- a direct kind of approach must be ensured that is radical enough for justification. Measuring workforce diversity is quite a hectic job. But positive discrimination will lead to better productivity. If an individual is not able to deliver tasks in time, he needs to be justified with the reason. Motivating him to work will lead to enthusiasm. This is a kind of positive discrimination. Positive action- an immediate approach that determines additional support is known as positive action. Workforce diversity cannot be justified if support from the management is not ensured. Thus additional support irrespective of diversified discrimination will lead in fir accomplishment of tasks that will be measured by quality by different stakeholders. Mastracci and Herring (2010), is of the view that from the past, it has been found that there is a shift in management discourse that has resulted from discrimination and fairness to legitimacy and access in terms of learning and effectiveness. The business case has been popularized from the past context that consists of- Rise of neo-liberalism, new public sector managerialism and labor market deregulation. Kurt April (2012), stated the strengths that the organizations need to follow for managing business case accordance to diversity management. He said organizational generally gets benefited from the positive potentials of diversity. Diversity determination has narrow legalistic approach avoidance that leads organizational culture to be open to all perspectives and views. Business case helps in integrating the organizational equalities and diversities in decision making that is beyond legal discrimination. Further all the other potential aspects of the organization are evaluated. Kurt believes social arguments based on justice are traditional. At present business related arguments are more necessary. Kurt April (2012), stated certain fatal flaws for the business case that results to certain limitations. He believes business case arguments are short-termist, dangerous, blinkered and contains flawed assumptions. Arguments related to business case are variable, contingent, partial and selective. This results in derailed approach in managing diversities. Diversity concept is hard enough to be defined and operated. In comparison to social justice cases, business case is found to deal with low priorities for tackling discrimination. He believes arguments related to business case are effective in employment cooperation context and areas of consensual context. Ayub (2013), delivered certain factors for developing an effective business case so that diversities and equalities can be managed by an organization. Requirement of a robust base of evidence for a proper business case requires combination of both the hard and soft evidences that are to be collected for a business case. Data that are related to business case are often found to be partial and so direct prioritizing of data and its identification on related cases are to be provided for business case arguments. The business cases draw representation issues heavily. But though the representations are quite important, the business cases must relate to all possible inclusions, procedures, cultures and organizational standards that relate to diversities. Ayub believes that business cases operate at multiple level but multiple level of business cases must contain data from all sources from team, individual, national, organizational, sectoral and transactional levels. Business cases relates w ith business priorities and so business case must be arranged according to demands, contextual needs and organizational priorities. Business cases deals with focus on organizational workforce impact so business cases must deal with processes, behaviors and contexts. According to those the diversity and equality management must be confronted. Michalos (2013), described three most important practices that consider the development process of certain business cases which are sharing responsibility, achieving commitment and maintaining momentum. Proper delegation of tasks among the human resource in an organization helps in reducing confusion. Organizations today deal with diversified employees. They have different ways of accomplishing tasks. Moreover, they may be experts and educated in their respective parts. Thus, the proper delegation of tasks must be accomplished to share responsibilities among the professionals so that equality is restored. For achieving commitments and total participation, the diversity leaders need to take considerations from the different stakeholders in decision making. A diversity plan that may cater the core needs of the business has to be determined. This kind of approach will lead in robust business activity and commit a unified diversity policy to secure the organization from wider commitments. If the policy of diversity is succeeded, it will attract for future commitments and motivation for accomplishing tasks. For maintaining momentum, the business case must deal with all sorts of short-term, mid-term and long-term activities (Michalos, 2013). Resistance forms and strategies creation will prepare the programs for the future that will drive the business in achieving diversified activities. Roh and Kim (2015), stated ten action points that organizations need to develop in their business case for managing diversity. The action points are defining the diversity means for an organization, identification of priorities of the strategies that are taken earlier, different data sources from multi-levels are to be aligned for organizational priorities and diversity policies, both the current data and new data needs to be fed in forming arguments for business plan, proper integration of thoughts, demonstrations, trust and allocation of data has to be ensured in a business case, business cases have to be developed by linking diversity data with results from the associated business, stakeholders commitment has to be achieved for forming business case, diversity strategies that are generated from a business case has to be crafted, mutual responsibility sharing for management of diversity and equality across the organization has to be ensured and effectiveness of the business case fo r managing diversity in workplace has to be monitored from time to time. These actions serve as recommendations for formation of effective business case for any organization. The business case for managing diversity and equality varies from each context that is likely to be stronger for high growth, diversify consumer markets and higher innovation sectors. The business case for diversity and equality is mostly selective than applied universally. For enhancing business performance, effective and appropriate management of context has to deal with diversities. Effectiveness and learning approach for business cases will help in achieving greater benefits to access the legitimate approach of an organization. Diversity management is most likely to be effective if it is based on positive business case arguments, strong legal frameworks, and employee voice through consultation and negotiation. In conclusion, the diversity management of a business case is a convincing rational for a great extent that includes economical reasons. The reasons encompass increase in profit and revenue of the organization. Corporate goodwill and talent acquisition though has certain limitations but still can be used in contextual manner. There are many other cases such as legal reasons, social justice that supports the workforce diversity. As it is said that Society is unity in diversity organizations need to undertake workforce considerations to enhance business case and increase their productivity and service. Reference List Ainsworth, J. (2013). Business Languages for Intercultural and International Business Communication: A Canadian Case Study. Business Communication Quarterly, 76(1), pp.28-50. Ayub, M. (2013). Case for Following the Business Ethics. JIBM, 3(1), pp.5-13. Bleijenbergh, I., Peters, P. and Poutsma, E. (2010). Diversity management beyond the business case. Equal Div and Incl: An Int J, 29(5), pp.413-421. Bush, T. (2010). Diversity, Sexuality and Faith. Educational Management Administration Leadership, 38(5), pp.522-524. Carter, H., Schmidt, S. and Hirons, A. (2015). An International Assessment of Mangrove Management: Incorporation in Integrated Coastal Zone Management. Diversity, 7(2), pp.74-104. Esfahani, A. and Hashemi, S. (2014). The Effect of Diversity Management on the Employees Happiness (the Case of Yaran Paper Company). IJARBSS, 4(5). Hiki, L. (2010). The Diversity of Citizenship and Democracy in Local Public Management Reform. Public Management Review, 12(3), pp.363-384. Hee-Jung Lim, (2010). The current status of diversity management and the effect of diversity management on organizational performance. Productivity Review, 24(3), pp.181-217. Kurt April, (2012). Diversity management in South Africa: Inclusion, identity, intention, power and expectations. African Journal of Business Management, 6(4). Lumby, J. and Coleman, M. (2010). Leadership and diversity. School Leadership Management, 30(1), pp.1-2. Mastracci, S. and Herring, C. (2010). Nonprofit management practices and work processes to promote gender diversity. Nonprofit Management and Leadership, 21(2), pp.155-175. Michalos, A. (2013). The Business Case for Asserting the Business Case for Business Ethics. J Bus Ethics, 114(4), pp.599-606. R. Rao, S. and Bagali, D. (2014). Workforce diversity and management: An emphirical study on relationship between diversity management practices, obstacles and acceptance of gender diversity among employees in IT industry; Bangalore. IOSR Journal of Business and Management, 16(2), pp.12-25. Rask, M., Korsgaard, S. and Lauring, J. (2010). When international management meets diversity management: the case of IKEA. EJIM, 4(4), p.396. Roh, H. and Kim, E. (2015). The Business Case for Gender Diversity: Examining the Role of Human Resource Management Investments. Human Resource Management, p.n/a-n/a. Schwabenland, C. and Tomlinson, F. (2015). Shadows and light: Diversity management as phantasmagoria. Human Relations. Singal, M. (2014). The business case for diversity management in the hospitality industry. International Journal of Hospitality Management, 40, pp.10-19. Sloane, P. (2010). International Handbook on Diversity Management at Work; Perspectives on Diversity and Equal Treatment20101Edited by Alain Klarsfeld. International Handbook on Diversity Management at Work; Perspectives on Diversity and Equal Treatment . Cheltenham, UK and Northampton, MA: Edward Elgar 2010. Equal Div and Incl: An Int J, 29(5), pp.539-541. Sminkey, P. (2014). Under the Umbrella  of Case Management. Professional Case Management, 19(6), pp.296-297. S, S. (2010). Quo vadis Diversity-Management: Legitimationsfassade oder professionelles Management personeller Vielfalt?. Zeitschrift fr Management, 5(3), pp.283-304.