Nine elements: customers/clients, products/services, markets, technology, concern for survival/growth, philosophy, self-concept, concern for public image, concern for employees

Vision statement: a future-oriented declaration of the organization's purpose and aspirations. It inspires and gives direction to employees. Needs to be clear, concise, and understood by others.

Training recommendations: Use engaging material, create training incentives, use clear objectives and goal-setting tactics, use clear and concise language, bring in experts from areas you may lack knowledge of

Change management: Types of change: structural, technological, and cultural. Change management is the process of designing and implementing change. Most leaders are responsible for some degree of change management. Use of Kurt Lewin's Change Model: 1. Unfreeze (examine status quo, increase, driving forces for change, decrease resisting forces against) 2. Move (take action, make changes, involve people) 3. Refreeze (Make change permanent, establish new way of things, reward desired outcomes)

Creating high staff morale: use of goal-oriented, individualized plans to maximize strengths and encourage personal and professional development. Emphasis on positive organizational culture, communication, collaboration and team-building, healthy work-life balance and boundaries, understanding of job expectations and roles, employee appreciation.

Communication as a leader: use of strengths-based leadership model that emphasizes communication and using diverse people with different strengths to make a well-rounded team. Recognition of leadership as a constant learning process that involves different management techniques and create individualized success plans. Advocate on behalf of employees lower in hierarchy

Conflict management strategies: 1. Avoidance (problem is solved by denying it exists, can be used if conflict is small and now worth time to respond, use if need more time to gather info) 2. Accommodation/smoothing over (differences in the group are suppressed, can be used if conflict is small and need to preserve relationships) 3. Competition/exercise power (use of power to make a point, can be used if this method has been agreed upon beforehand) 4. Compromise/negotiation (Individuals seek middle ground, each party must give up something, can be used if both parties are willing to reduce some demands) 5. Collaboration (emphasis on a group solution, can be used if time is available for all parties to share their views and members are willing to change their thinking)

Organizational strength: Different aspects of the organization that sets them apart from the competition and other factors such as strong organizational culture, capital, customer/client base, innovation, etc. Can be assessed using a SWOT analysis

Task force: a designated group of people, often from different units within the company, are assigned to work on a task/project/goal. Often results from a specific problem/goal, and the task force is to make recommendations to the organization/board with a focus on outcomes. Task forces are usually temporary and disband once the goal has been accomplished

Competence: social workers are ethically obligated to strive for competence in their area of practice. This includes seeking out further education and knowledge, as well as supervision and mentorship.

Contingency planning: anticipating risks and threats to the organization and coming up with tactics, and a "Plan B" to mitigate threats.

Economical development theories: Linear stages of economic growth: 1. the traditional society 2. the preconditions for takeoff 3. the take-off 4. the drive to maturity 5. the age of high mass consumption. Structural change: the concept of labor being reallocated from the agricultural sector to the industrial sector to create a source for economic growth. International dependence model: unequal exchange and exploitation between developed and developing countries. New growth model: emphasizes that economic growth results from increasing returns to the use of knowledge rather than labor and capital.

Goal setting: Can be used at both the organizational and individual levels. Use of set objectives with measurable outcomes, can be helpful to use SMART goals (Specific, Measurable, Achievable, Realistic, Time-Bound)

Stakeholders and strategic planning- response to tasks and opportunities in the task environment. Use of stakeholder (internal and external) to evaluate program/products and take into consideration stakeholder feedback. Strategic planning involves taking strengths, weaknesses, opportunities, and threats into consideration to create goals for the organization and take sustainability and capacity building goals into SMART goal format, with measurable outcomes

Negotiation styles: Distributive bargaining (fixed amount of resources to be divided, I win, you lose, opposed to each other, short term) v. Integrative bargaining (variable amount of resources to be divided, mutual benefit, convergent with each other, long term)

Stages of team development: 1. Forming (introductions, goal-setting, boundaries, relationship building, assess knowledge, establish norms) 2. Storming (identify unproductive behaviors, embrace diversity, work out differenecs, concentrate on problem solving) 3. Norming (Further work on conflicts, share data and explore solutions, work collaboratively) 4. Performing (Functioning without oversight, become interdependent, delegate leadership function, monitor progress, build camaraderie) 5. Adjourning (Celebrate successes, capture best practices, seek opportunities to attain closure, say goodbye)