HP understands this through both it training program, benefits and bonus incentives.2 The key notion that Weber developed in order to balance out the inherent inequalities is that of the rationalizing of the organizational structure where those who benefit the company and follow the rules and procedure enjoy incentives; whereas those who break these rules are punished. Hence if the values of the company's structure and the goal's of the employee can be rationalized and de-mystified then a satisfied and motivated workforce can be instituted to achieve the best organizational structure. In order to do this there needs to be a structure which ensures that at the higher the level of management there is a higher the standard of care and duty, which can be seen in the transparent structure of managers for specified organizational roles. However, this cannot be limited to following a set of rules, because rules do not Weber sees it as an important factor that has shaped society and important to understanding the development of societal structure and management. Therefore this brings the marrying of the different key elements of the individual and rationalization that Weber focuses on, but it cannot limit the company to rules without consideration of the individuals. Although rational management of individuals is important, to limit the emotions and interests of the management in respect to the rights and goal of company, as a whole, there has to be consideration of each individual in order to create a system of fairness, transparency and accountability for the employee. Hence, there cannot be a focus on a pure bureaucratic approach as the following examination of employee diversity approaches will illustrate. Therefore the first problem with the Glent case study is that there is not enough one on one employee treatment; rather there is a rule book which is not dealing with the problems. Diversity not only refers to race, gender, religion and culture it also refers to the type of employees that are in the structure. There are those employees that work through initiative, which will be limited by a bureaucratic approach, there are those who enjoy following a strict structure that this bureaucratic approach is essential and finally there are those who will slack without proper supervision, which the bureaucratic approach lacks. Therefore the company has to take upon the different diversity approaches and work it into the company, where the most important factor is an efficient and flexible manager.
Diversity in the workplace is becoming increasingly prevalent with persons of different backgrounds, cultures, sexes, social and political choices.3 This creates a more interesting scene, but makes it harder for management because it is easier to oversee a homogenous group than that of a diverse group. It is essential that the manager is seen as both objective and empathetic to all employees without discrimination or bias. This is difficult because it is normal for a manager whose demographics are the same as a certain cleavage in the workplace to emphasize with that group; however personal feeling cannot overtake their position of authority and obligations as a manager.4 Therefore it is essential that a manager does not judge on the basis of difference, rather uses this difference and diversity to create a more cohesive group through communication of personal experiences and ideas. This is a learning