Diversity management has four key concepts. First is to employee diversified workforce. Second is organizational justice. Third is organizational strategy. Finally, it is organizational change. However, managing diversity does not have four key concepts from the beginning. This paper explains paradigm shifts of managing diversity. After that, I review eight preconditions to manage diversified workforce. And in terms of eight preconditions, I study diversity efforts of a Japanese A company.

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In the gender equality center of Hyogo Prefecture, a study of supporting talented people who wish to have a home work have been conducted since 2004. A home work is a method of the work which works at a house, offers worker's capability and skill with an independent form using IT apparatus, and receives remuneration. It is a self-employed type telework. Moreover, in order to explore the actual condition of outsourcing of an enterprises within the prefecture, it is conducting investigation about the outsourcing utilization, together with Hyogo Federation of Small Business Association since 2010. In this paper, results of these measures and difficulties when promoting woman's re-employment by the means of work-at-home are discussed.

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Japan Telework Association has set up the telework counseling center that offers various information in five places across the country. This paper reports the track record regarding many consultations of companies at Osaka in Kansai during the past four years. First, the number of consultation by Osaka Counseling Center and the contents of consultation are introduced. Then, the outlineof our questionnaire which we carried out is also summarized. The number of consultations increased every year, and that contributed to the diffusion and promotion of telework very much. However, the government closed centers except for Tokyo Center in March, 2011 and concentrated business in Tokyo Center. The importance of a local counseling center is considered, so we desire the resumption of it strongly.

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One of the features of recent ICT tools is greater alleviation of time and location restraints in communications. Although positive effects of ICT tools for improving work-family balance have been reported, much of the ICT literature stresses negative effects on work-family conflict through increased extra work. This study examines the influence of using ICT tools on work-family life applying work-family border theory to measure the concepts and propose hypotheses. The data came from a sample of 300 male and felame workers having children in Tokyo, Osaka and Nagoya metropolitan areas via a web questionnaire survey. Multi-group analysis of covariace structure modeling showed that although the degree of using ICT tools had small effects on border permeability, the higher frequency of home-working related to greater temporal permeability of the work-family border. The relationship between permeability and WFC showed an opposite result to that predicted by border theory. WFC was directly increased by the frequency of home-working for the male sub-sample, the degree of using ICT tools for the female sub-sample, and was not mediated by border permeability. As a whole, our results indicated that a higher degree of using ICT tools related to higher work-family conflict.

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Two black ships are here to open Japan. They are the Cloud Computing (CC) and the Crowd Sourcing (CS). The CC&CS will drastically change the way organizations conduct business and the way people work. In this paper, opportunities and threats associated with the CC&CS are discussed. Internal organizational resources have been considered to be assets and the source of organizational power. However, with the diffusion of the CC&CS, many internal organizational resources will become liabilities and costs which will further reduce the flexibility of organizations. A modern business environment is characterized by the fast-moving economy and the diversified preference of customers. Organizations without flexibility will have difficult time surviving in such environment. On the other hand, small-medium-sized corporations with little internal organizational resources can take advantages of the CC&CS and will be able to compete with large organizations. As for individual workers, working for a large organization is no longer the guarantee of lifetime employment. Also the wage rate will be determined by the CS market, not by employers. In the age of CC&CS, therefore, both organizations and individuals will be required to compete by their market values, not by vested rights and brand names.

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This article summarizes the intellectual, practical and academic development of telework in Finland during the last 20 years. It is not based on any own primarily data collection for this article, but rather rests on the long activity of the writer in telework research in Finland. It is summarized that telework has never been a hype in Finland, but that Finns do teleworking rather actively. The whole concept is at risk, as working at home has become a standard way of working for almost all knowledge workers.

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