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Recently, we have seen a number of high profile examples of workplace violence. Large organizations are armed with many of the programs that have been developed to minimize the occurrence of workplace violence. In contrast, smaller organizations-which constitute the majority of businesses in the United States-possess neither the resources nor the manpower to implement the aforementioned programs. Additionally, due to a number of individual, social, and situational factors, small businesses appear to be more vulnerable to workplace violence than large businesses. Despite these disadvantages, however, it seems that small businesses do not experience higher levels of workplace violence than their more sizeable counterparts. In this article, we uncover a number of small business practices that may counteract the threat of workplace violence, and proffer these as lessons for all managers who wish to work toward that goal.

While diversity has enjoyed significant popularity in the corporate world for the last two decades, researchers continue to put forward conflicting results regarding the business benefits of workplace diversity. Some say workplace diversity is good for businesses; others argue it is an undertaking full of challenges; and, yet others assert that it doesn't really matter. With this in mind, we attempted to synthesize the research that evaluates the impact of workplace diversity on the organizational bottom line. We find an over-emphasis on demonstrating the business case of diversity in economic denominations, which-to some extent-has limited our understanding of the complex dynamics associated with diversity. We identify a lack of attention toward institutional forces as one of the reasons that has restricted our focus on mere economic gains. Overall, we recommend broadening our definition of goals that organizations have when adopting diversity initiatives by including 'gain of legitimacy' and 'creation of goodwill' as part of the essential consequences of diversity programs.