DQ #1: Why do organizations miss the point when they focus on superficial behaviors? The important feature of economic development at the beginning of the 21st century is the transition from an industrial model to an industrial model. a post-industrial economy. Globalization and “dramatic technological advances that support work across vast spatial and temporal boundaries” (Hinds et al., 2011, p. 135) have facilitated greater economic, social, and cultural connectivity, and sometimes more great interdependence between people in different parts of the world. world (Mohammed and Angell, 2004). Organizational structures have broken down the frameworks of functional departments and business divisions. To survive in the contemporary business environment, organizations must radically adapt their cultures, structures, systems and processes to cope with increasing functional and cultural diversity. While team diversity and flexibility can add value to the organization, they can also pose challenges. it is extremely important that the organization has access to the right resource at the right time and in the right place. Managing increasingly diverse teams requires understanding and taking into account the general context of the changes taking place in today's heterogeneous global organizations (Sadri, & Condia, 2012). “Surface or demographic diversity refers to the extent to which a unit is heterogeneous on characteristics such as age, gender, ethnicity, functional experience, and organizational seniority” (Mohammed and Angell, 2004 , p.1015). Surface level or highly visible reactions are easily observed and measured. While patterns of human behavior in organizations can arise from deep-seated needs, life experiences or/and personal value systems. “The culture of a company is its collection...... middle of paper ......G. (2012). The concept of continuing education for organizations and its effects. Human Systems Management, 31(3/4), 187-191. Retrieved April 4, 2014 from EBSCOHost http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=84761013&site=ehost-live Suda, T. (2007). Converging or diverging? A comparison of pay systems in the United Kingdom and Japan. International Journal of Human Resource Management, 18(4), 586-601. Retrieved April 9, 2014 from EBSCOHost. doi:10.1080/09585190601178877Treven, S., Mulej, M., & Lynn, M. (2008). THE IMPACT OF CULTURE ON ORGANIZATIONAL BEHAVIOR. Management: Journal of Contemporary Management Issues, 13(2), 27-39. Retrieved April 9, 2014 from EBSCOHost http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=35866261&site=ehost-liveWhite, C. (2004). Strategic management. Accessed April 10, 2014 from http://www.eblib.com