Worldliness as a Management Strategy As businesses become more complex and global the need for managers capable of handling the challenges for such changes becomes more imperative for the organizations. The constant presence of organizational changes, technology changing almost daily, and the extreme competition between organizations is now more intense than ever before (Lawler III, 2007). These challenges demand managers capable of embracing diversity by maximizing the potential of the employees to obtain a competitive edge, attract the best candidates, and to promote innovation within the organization (Lawler III, 2007). These tasks can only be achieved by fostering a worldly view of management rather than a global one (Gosling & Minztberg, 2003). A worldly view of management allows managers to be accountable not only locally but also worldly (Gosling & Minztberg, 2003). It becomes then the responsibility of the manager to manage all sort of diverse groups of individuals at often remote locations. It must also be understood that managing diversity and with worldly mind-set not only means managing ethnically diverse groups, it also extends to age, gender, origin, and work specialization (Cox, 2005). To do so management must be conscious of the different characteristics of the individuals integrating the group, their interactions, the business processes, the culture of the organization, and how these dictate managing these diverse groups (Cox, 2005). To become worldly managers must involve and surround themselves with diverse experiences and influences; these will allow them to create opportunities and alternatives that will facilitate and expand their decision making process skills (Mintzberg, 2004). As managers fostering a worldly view is imperative to secure the success and growth of our organizations (Gosling & Mintzberg, 2003; Mintzberg, 2004). This worldly