eed, religion, and age are primary dimensions of diversity. These basic groups require the greatest degree of management dexterity and attention because they play an important part in workforce interrelationships and communication. These areas are also more prone to conflicts and negative reaction among employees. Managers must recognize that there is a need to train, inform, and sensitize their employees to deal with issues relating to this type of diversity. Consequently, managers must recognize the effects of diversity in their firms and plan to deal with potential conflicts and they must also recognize the different strengths of individuals and groups so that they can utilize their skills more effectively.
             The second dimension of diversity deals with individuals from different social strata. For example, education levels differ among various employees. This may result in conflicts between less skilled or educated workers and more affluent and more educated staff members. There is a need to develop training programs to deal with these issues and to creat
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