Leadership & Navigation
Principles of conduct within an organization that guide decision making and behavior.
Code of Conduct
Basic beliefs, attitudes, values, behaviors, and customs shared and followed by members of a group which give rise to the group's sense of identity.
The process of setting goals and designing a path toward a competitive position.
Process of increasing a job's depth by adding responsibilities to the job.
Job Enrichment
Actions and activities that individuals perform to give direction to their work lives.
Career Planning
Refers to the promotion of fairness and justice via the organizational structure.
Equity
Ability to take an international perspective, inclusive of other cultures' views.
Global Mindset
System of actions that leaders take to drive an organization toward its goals and objectives.
Strategic Management
Job evaluation method in which the relative worth and pay structure of different jobs are based on an assessment of their content and their relationship to other jobs within the organization.
Job-Content Based Job Evaluation
Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current jobs.
Developmental Activities
Defensive behavior that occurs when an organization recruits a diverse workforce but, consciously or otherwise, promotes assimilation rather than inclusion.
Covering
Capacity to recogonize, interpret, and behaviorally adapt to multicultural situations and contexts.
Cultural Intelligence
Performance management tool that depicts an organization's overall performance, as measured against goals, lagging indicators, and leading indicators.
Balanced Scorecard
Short but broad statement documenting an organization's guiding principles and core values about employee compensation.
Compensation Philosophy
Instructional systems design framework consisting of five steps that guide the design and development of learning programs.
ADDIE Model
Theory suggests leaders are able to inspire employees and embrace change. They encourage and motivate employees to innovate, seek out changes, and add value and growth to the organization.
Transformational Theory
Voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc.)
Employee Resource Groups (ERG)
Process that involves systematic survey and interpretation of relevant data to identify external opportunities and threats and to assess how these factors affect the organization currently and how they are likely to affect the organization in the future.
Environmental Scanning
Employees' perceived value of total rewards and tangible/intangible benefits they receive from the organization as part of employment.
Employee Value Proposition (EVP)
Instructional design model based on concept that training be tightly focused on specific performance measures that the organization has determined are important.
Action Mapping
In McClelland's motivation theory, individuals are motivated by what three basic desires.
Achievement (accomplishment), Affiliation (feeling part of group), and Power (influence or control of others)
Societies or groups characterized by complex, usually long-standing networks of relationships; members share a rich history of common experience, so the way they interact and interpret events is often not apparent to outsiders.
High-Context Culture
State in which an organization's strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities.
Strategic Fit
Pay strategy where compensation leads the market during the first half of the fiscal year and then lags in the second half of the fiscal year.
Lead-Lag Market Competition
Step in the ADDIE model in which information discovered during the needs analysis is used to develop broad goals and objectives, broad plans for the treatment of the content, and the strategy for implementation.
Design Phase