A Strategy for Managing Diversity in My Organization For the last few years, I have been working for the Bank of America. The bank began its business in the mid 20 th century (Marcus, 2009). Currently, the organization has more than 300 branches in the US and 8 branches abroad. Being one of the largest banks in the world, the Bank of America is said to be among the most diverse global companies. Recent researches indicate that more than 45% of its management members are women. Some researches indicate that more than 40% of the members are from minority groups. In the 1970s and 1980s, men from the majority groups in the US-dominated the organization’s management. Diversity in the Bank of America is exhibited through the employees’ dissimilarities and similarities. This implies that diversity is not only a race, ethnic, or gender, issue, but comprises of other complicated issues that bring out the differences of the employees. Based on Thomas Roosevelt’s definition, in Bank of America, we have a finite number of diversity mixtures (Thomas, 2006). In the organization, we have diverse mixtures based on racial, ethnic, gender, profession, age, and religion. Our workforce compromises of individuals from various racial and ethnic backgrounds. We have employees of Caucasian, African American, Asian, and Hispanic backgrounds. All these individuals come from different cultural and religious backgrounds. These individuals come from various religions such as Christianity, Islam, and Judaism. Notably, the employees have diverse ages and professions. The Bank of America’s diverse workforce has been able to surpass the company’s expectations increasing productivity. Despite these successes, our management has had to deal with numerous issues associated with the number of diversity mixtures. These challenges are racial, ethnic, gender, religious, profession, and age difference hostilities. Appropriate options for dealing with the above diversity tensions Roosevelt asserts that there are specific steps for tackling these diversity tensions. In the first step, Roosevelt urges managers to recognize diversity mixtures in their organizations. In doing so, managers should be able to identify themselves with various diversity mixtures in the organizations. The managers assigning themselves parts of the responsibilities of the ongoing tensions will achieve this. In the next step, the managers should be able to scrutinize the mixtures and their associated tensions. Through this step, our managers will be able to widen their outlooks and establish the effects the mixtures and their related tensions have on their capabilities to satisfy the organization’s objectives. In the third step, our manager will be required to choose a suitable response. Through this step, our managers would be able to evaluate their alternatives. After these steps, our managers should be able to settle on one specific approach based on their findings and conclusions. Based on the above specific diversity tensions unique to the Bank of America, our managers should select the following approaches. These approaches involve assimilating diversity, suppressing diversity, increasing diversity, building relationships, and fostering mutual adaptation. In our organization, there are workplace departments where diversity should be increased. For instance, the minority races are not appropriately represente