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OT Management 2013

Henry Fayol French engineer developed a systematic method of management that examined the organization from the top down
Frederick Taylor Father of scientific management. Management didn't delineate tasks and paid little attention to matching skills of worker to assigned tasks. Created Time and Motion studies. Showed that you could increace workers productivity through better body mechanics
Frederick Taylor (cont) and monetary incentives. Standardized tools and proceedures improved work performance and prevented injury and periods of rest improved productivity
Frank and Lillian Gilbreath Studied work fatigue and motion. They looked at ways of protecting worker from fatigue. Tried to find most economical motions for each task to upgrade performance and reduce fatigue
Douglas McGregor Theories of motivation - theory x and theory y were developed to depict extremem examples in which ways a manager could view empolyees
Theory X a classical scientif management view that workers are lazy, dislike work,must be coerced to perform, threatened to increase daily performance or controlled to eliminate waste
Theory Y Holistic view of OT. Suggests that people do not dislike work and are willing to seek out responsibility with the capacity to exercise a relatively high degree of imagination, ingenuity & creativity
Group Think A phenomenon trhat occurs when the thinking process of group members become too homologous or homogeneous, decision making is compromised
The Pareto Principle 80% of phenomena stem from 20% of causes. The value of the principle is for the OT mnger to focus on which 20% of effort produces 80% of results
Peter Principle A hierachy, employees tend to rise to level of incompetence. Employees are promoted up the hierachy so long as they work competently
Systems Approach to Management Departs from the segmented & hierachicalview of mngt & views organization as UNIFIED, PURPOSEFUL SYSTEM composed of parts that are all intimately related
skill sets Includes behaviors, manual skills, mgmt skills, clinical skills & psychological skills that are typically assiciated with an accomplished manager or practitioner
5 ways to motivate people 1. Setting targets that when reached bring a sense of accomplishment2. recognition3. Work itself is challenging and interesting4. responsibility has lasting effect 5. Advancement for clt has to do with achieving goals of therapy & greater independence.
5 ways to motivate people con't) Motivating employment may stem from gaining promotions, salary incentives or new job prospects
Woman disadvantage in management setting
HMO Health maintenance organizations- prepaid health system providing care to members through specific health care providers often determined by the HMO. Care must be from professional within network. Clts must contact pri care phys before receiving sp care
Closed panel HMO most restrictive. Phys only able to treat clts who subscribe to that HMO
Open panel HMO HMOs able to contract multiple med groups or individual phys. Phys are permitted to contract with more than one HMO and are able to treat pts not enrolled in HMO
POS - Point of service plans can have a varied billing system in which clients who work through a primary care phys pay the lowest copayments which increase when the clt self-refers w in network or receives services from a phy outside network
PPO - preferred provider organization Clt can self-refer to specialists and are not required to consult w a primary care phys before receiving sp care. Can use either the preferred providers available within the plan or other providers
COPM Measures clients self perception of occupational performance. Used to identify and prioritize performance problems. Clt rates perceived performance of and satisfaction w priority problem areas
AOTA Certification gerontology, mental health, pediatrics, physical rehabilitation
AOTA Specialty Certifications Driving and community mobility, environmental modification & feeding, eatin and swallowing, low vision
Utilization Review Appropriateness, need or necessity for services
Practice analysis process 1.ID demographics 2. ID typical problem areas 3. ID example interventions typically used to address problem area 4.Catorize interventiions using intervention continuum
Practice analysis process (cont) 5. ID intervention opportunities across intervention continuum that could be used to address the problem areas of clt population 6. ID circumstances and conditions that support occupation-based practice and those that limit it