(See related pages)
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| benchmarking | Process by which a company compares its performance with that of high-performing organizations. (See page(s) 283) |
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| enacted values | The values and norms that are exhibited by employees. (See page(s) 273) |
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| espoused values | The stated values and norms that are preferred by an organization. (See page(s) 273) |
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| leader trait | Personal characteristic that differentiates leaders from followers. (See page(s) 228) |
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| mentoring | Process of forming and maintaining developmental relationships between a mentor and a junior person. (See page(s) 277) |
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| organization development | A set of techniques or tools that are used to implement organizational change. (See page(s) 285) |
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| organizational culture | Shared values, beliefs, and implicit assumptions that underlie a company's identity. (See page(s) 272) |
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| organizational socialization | Process by which employees learn an organization's values, norms, and required behaviours. (See page(s) 277) |
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| societal culture | Socially derived, taken-for-granted assumptions about how to think and act. (See page(s) 279) |
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| values | Enduring belief in a mode of conduct or end-state. (See page(s) 273) |