Several social, economic and political factors have contributed to the increasing diversity of today's workforce. In addition, in an era when organizations are continuously redesigning their work and restructuring their operations to achieve their goals with fewer resources, performing work in teams has become commonplace. These trends have increased the need for managing diverse work teams effectively. There are several existing models in the management science literature that help managers to assign employees to work groups in order to maximize the groups' diversity and hence, facilitate their effectiveness. This paper introduces a new model that recasts the problem of managing diversity in a different way: it is assumed that the population comes partitioned into `families' with a high degree of intra-familial similarity and inter-familial dissimilarity. The objective of the assignment then is to disperse these family members as evenly into the workgroups as possible. A little known network flow problem, known as the dining problem, is used to develop an efficient algorithm to produce solutions to this new model. This is followed by a report on an experimental application of the developed model to assign Master of Business Administration students in a business school to different projects in a course. As a part of this empirical report, an attractive feature of this model is also demonstrated; namely, how to conduct sensitivity analysis to determine the optimal levels of diversity in the presence of resource constraints. Finally, the paper concludes by discussing limitations of this new model and how they may be addressed in future research on this topic. Keywords: Decision making; Personnel/human resources; Manpower planning; Set partitioning; Optimization; Dining problem Article: 1. Introduction Among the many environmental trends affecting organizations in the 1990s is the rapidly changing composition of the workforce, a phenomenon known as workforce diversity. The word `diversity' refers to differences in a range of human qualities among individuals [17]. The traditional view of an organization characterized by workforce diversity is one in which there are increasing numbers of nondominant or minority social groups based on gender, race, ethnicity or nationality, resulting in heterogeneity in socio-cultural perspectives, world views, life styles, language and behavior [17]. However, recent approaches have also attempted to extend the concept of diversity to include other factors besides race, gender and ethnicity. As Thomas, Jr. argues in [25], employees differ on a variety of other dimensions such as age, functional and

Interregional disparity is a current issue in Indonesia, but the solution has not touched the ground of the reason. This d-model (or disparity model) is a simple model that offers an alterna tive quantitative device to recognize the emergence of disparity based on a set of causes. The model emphasizes on repercussion between public and private sectors based on regional character istics assumed as natural rich region and industrial region. The results shows that imposing higher tax improves all targets of development measurements, however based on the characteris tics of the model it is suggested that the structural changes is needed especially for the long run.