(See related pages)
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| contingency approach | Using management tools and techniques in a situationally appropriate manner; avoiding the "one best way" mentality. (See page(s) 15) |
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| diversity | The host of individual differences that make people different from and similar to each other. (See page(s) 11) |
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| diversity management | Policies, activities, and organizational changes aimed at managing individual differences in order to enable all people to perform up to their maximum potential. (See page(s) 11) |
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| e-business | Running an entire business via the Internet. (See page(s) 9) |
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| employment equity | Legislation intended to remove employment barriers and promote equality for the members of four designated groups—women, visible minorities, Aboriginal people, and persons with disabilities. (See page(s) 11) |
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| glass ceiling | Invisible barrier blocking qualified women and minorities from top management positions. (See page(s) 11) |
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| globalization | The extension of business operations to markets around the globe. (See page(s) 14) |
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| organizational behaviour | A field of study dedicated to better understanding and managing people at work, both individually and in groups. (See page(s) 4) |
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| Theory X | Negative, pessimistic assumptions about human nature and its effect on productivity. (See page(s) 7) |
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| Theory Y | Positive assumptions about employees being responsible and creative. (See page(s) 8) |
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| total quality management | An organizational culture dedicated to training, continuous improvement, and customer satisfaction. (See page(s) 8) |