In a world that has become increasingly smaller due to mass media, world travel and easily available information, the workplace has become increasingly more diverse both in terms of gender and cultural aspects. Individuals no longer live and work within the confines of their geographic location. In almost every position in any company, the individual employee is part of a larger global economy that harvests resources from the ends of the earth. For this reason, companies seek to leverage diversity to become more creative and flexible in their business models. Over the past 50 years, employers have seen a major shift in the demographics of their employees. Where once specific jobs were performed by a specific type and group of people, today, in that same job, anyone, of any ethnic background or gender, can be expected to perform the assigned tasks. This shift has caused a significant and beneficial shift in how managers are expected to manage themselves and their assignments in today's work environment. Recognizing ever-changing social norms while maintaining a balance of impartial professionalism has become the primary challenge faced by today's supervisor. Where we once expected organizing and managing tasks to be top priorities, today's workplace leaders must be held to an equally high expectation of social acceptance while maintaining an impartial assumption of accountability. A clear contrast between empathy (for the personal needs of the individual) and responsibility (for the business needs of the company). Finding people who can achieve this goal is an integral part of the hiring process. Unfortunately this is a less easy task to perform. diversity* Noun: diversity1. The state of being different; variety....... middle of paper...... Works Cited Barak, M.E. (2005). Managing diversity: Towards a globally inclusive workplace. Thousand Oaks, CA: Sage Publications. Employment status of the civilian noninstitutional population by age, sex, and race. (n.d.). US Bureau of Labor Statistics. Retrieved February 2, 2014, from http://www.bls.gov/cps/cpsaat03.htmGlionna, J.M. (2010, March 24). Toyota's rigid culture has been criticized in light of the recalls. Chicago Tribune. Retrieved February 18, 2014, from http://articles.chicagotribune.com/2010-03-24/news/sc-biz-0325-toyota-man-20100324_1_toyota-motor-corp-toyota-officials-paul-nolascoMeshanko, P ( 2013). The respect effect on how to use the science of neuroleadership to inspire a more loyal and productive workplace. New York: McGraw-Hill. US DEPARTMENT OF LABOR. (n.d.). United States Department of Labor. Retrieved February 5, 2014, from http://www.dol.gov