RCTX 4266 mid-term
law of process
No quick fix; not an event •Naturally gifted? •Collection of skills to be learned and polished •Invest today, and enjoy your growth over time
focuses of operational plan
Number and type of clients to be served ▪Qualifications and abilities of staff ▪Type of supplies, equipment and other resources ▪Allocation of resources (staff, time, supplies, space, financial) ▪Staff development ▪Compliance, with SOP, policies, laws, regulations ▪Quality improvement initiatives ▪Safety initiatives
operational and strategic
- Although distinct, they are linked to one another - Operational plan contains the fine points for executing the strategic plan daily
7) ethical conduct
The recreational therapist and the recreational therapy assistant adhere to the ATRA Code of Ethics in providing patient/client treatment and care that are humane and professional
2) myth about leadership: entrepreneur myth
skilled at seeing opportunity and chasing them, see needs, meet them and turn a profit, doesn't always equate.. (need rest from powerpoint)
target marketing
the manager identifies distinct, fairly homogeneous groups who benefit directly or indirectly from services
marketing
the performance of activities (assessment, planning, implementation, control of eval) to accomplish organizational objectives by creating voluntary exchanges of values with target markers
bundling
the sale of two or more separate products in one package
why do therapists take positions as managers?
transitioning roles, can impact change and a greater degree, pay increase, desire to achieve, growth, status, impact
ability
what they can do
intuition
what they feel
knowledge
what they know
past successes
what they've done/ failures
experience
where they've been
character
who they are
relationship
who they know
behavioral management theory
•1930's•Builds upon Classical Theory •Could not explain the behavior of the individual employees •Integrates human relations into management •Believed that a better understanding of human behavior would improve productivity •Relationships •Motivation •Expectations •Group dynamics •Desire for fulfillment
contingency theory
•1970's •The way to manage depends on a given situation •Situations change and what worked before may not work now •People, organizations and issues are too complex to fit into one mold •Situational appropriateness •If one is leading troops in the Persian Gulf, an autocratic style is probably best. •If one is leading a hospital or university, a more participative and facilitative leadership style is probably best •Consider the ever-changing environment of health care - Staff - Clients - Available supplies & money - Technology - Laws - Organizational goals
treatment philosophy
fundamental beliefs + values, plays a substantial role in the services provided and the manner in which they are offered, value statement
vision statement
future focus, directional, inspiring, challenging, values based, specific, to become/ to be
market strategy
identifies a specific target market like insurance companies and the related marketing mix used to establish and maintain mutually beneficial relationships
3) implementation
implement individual treatment plan using EBP to restore, remediate, or rehabilitate functional abilities in order to improve, maintain independence and quality of life
1) myth about leadership: management myth
it is not synonymous with leadership Management-maintaining systems and processes, maintaining direction •Leadership-influencing others to follow you, changing direction
staffing relevant skills
job descriptions, recruiting, interviewing, staff selection, retain staff, professionalism, objectivity, forecasting, interpersonal skills, critical thinking, flexibility, adaptability
coordinating
knowing what's happening/ what needs to happen, available resources to accomplish task, how to correct an issue i.e. orchestra
3) myth about leadership: knowledge myth
knowledge is power, but doesn't make you skilled to influence - education nor IQ= leadership
model of strategic plan
develop mission and vision statement - - external environment analysis - - internal env. analysis - - establish long- term objectives - - generate, evaluate, and choose strategies - - implement strategies - - measure and evaluate performance
controlling
ensuring plans are carried out and goals are being achieved, correction as needed, evaluative function: measure performance against planned outcome, performance, risk, management, service quality, rules, regulations, policies, budgeting
need
essential to our well-being; a basic concept underlying marketing
controlling relevant skills
evaluating: employees, indiv. programs, department goals and obj., adherence to accreditation standards, SOP, policies, interpret reports/ data, budget management, quality improvement strategies, objectivity
planning
foundational pieces, forecasting, developing goals, and objective, action plans, strategic plan, lengthy process but time well spent
5) myth about leadership: position myth
"It's not the position that makes the leader; it's the leader that makes the position." -John Maxwell -It's not credentials, it's not the title... -Positions and titles often have little to do with who is actually in charge
the law of influence John Maxwell
"Without influence, one will never be able to lead others" "When real leaders speak, people listen." "Leadership is influence-nothing more, nothing less."
tagline
"just do it" or "im loving it"; common slogan that is one or two line descriptor that comes after a logo
general systems theory
-from biologist Von Bertalanffy (1950's) -productivity= results of actions among interrelated parts -closed symptoms= self contained -open=interact with env. to survive, dynamic, planned, goal directed, emphasize feedback -like 1st, 2nd, and 3rd place awareness -IDT -weather vs. airport
theory x
-lazy and have no ambition -untrustworthy -incapable of assuming responsibility -maslow's hierarchy [assumptions+authority] -focused on TASKS, started by Douglas McGregor -less successful -to stimulate performance, humanize workplace -if boss thinks staff won't get it done staff gives it to you
5 phases of leadership growth
1) I don't know what I don't know- so I will not grow 2) I know that I need to know- I need to learn how to lead 3) I know what I don't know- What is your plan for personal growth? 4) I know and grow, and it starts to show- start paying the price and see your change 5) I simply go because of what I know- ability to lead is automatic; great instincts; the pay off
4 steps of organizing
1. identify specific tasks & activities 2. grouping tasks or activities 3. assign resources & responsibilities 4. coordinating activities
basic functions of management
1. planning 2. organizing 3. coordinating 4. staffing 5. controlling
dealing with difficult supervisors
1.Understand your boss' work style and adapt 2.Support their success 3.Don't let it affect your work 4.Stay one step ahead 5.Set boundaries 6.Act as a leader 7.Know your employee rights and when to engage HR
mother teresa
1910-1997 •Albanian-Indian •Roman Catholic nun, missionary •International charities •Recognized by the Church as a Saint •Supported and criticized for her positions on divorce and abortion, and others •"No matter who says what, you should accept it with a smile and do your own work."
general systems theory pt 2
An airport is a system of interrelated parts that cannot be dealt with separately •Can't make changes in one area and not effect the others •Operates within an environment •Composed of subsystems •Has a central purpose •Components are interrelated •Constantly interact with environment and community
strategic plan
Determines an organization's overall direction (long-term and shorty-term goals) ▪Usually encompasses 3-5 years ▪Formal process accomplished by higher level managers ▪Relatively small set of extensive goals ▪Re-examine current direction ▪Focus energy and resources
operational planning
Determines what a department within an organization is doing day to day and month by month ▪Department manager is responsible for its development ▪Tactical in nature ▪Annual planning cycle, but can occur more frequently ▪Plan is developed at the department level to achieve goals/objectives
focus areas of strategic plan
Do we need to alter our priorities? ▪Have the needs of our clients changed? ▪Can we streamline services by eliminating duplication, underused services, excess? ▪Do our current personnel have the capacity/commitment to achieve goals?
behavioral management pt 2
Elton Mayo, praise helps efficiency, compliments+encouragement=hawthorne effect, human relations movement, inspire not demand, treat others how you want to be treated -employees were now seen as:individuals•resources•assets to be developed and worked with•—not as machines
classical management pt 2
Fredrick Taylor, industrial revolution, efficient, not wholesome, INCENTIVES, carefully trained employees, train-organize-control-staff-coordinate
application to RT
Goal achievement in any setting is getting things done through people •Conditions and tasks are important but so is humanity •Humanistic approach is essential for effective services Successful goal achievement depends on: Good human relations, job satisfaction, & an understanding of what motivates people
plans to accomplish
Identifies the resources needed to accomplish the goals and objectives ▪Human resources ▪Finances ▪Supplies/Equipment ▪Time frames
4) myth about leadership: pioneer myth
Out front in the crowds; being out front is one thing, having people behind you is another
9) staff qualifications and competency assessment
RT staff meet the defined qualifications demonstrates competency, maintain appropriate credentials and have opportunities for competency development
Compliance with Laws and Regulations
Recreational Therapy personnel are responsible for complying with local, state and federal laws, regulations and ATRA policies governing the profession of Recreational Therapy
Justice
Recreational Therapy personnel are responsible for ensuring that individuals are served fairly and that there is equity in the distribution of services. Individuals should receive services without regard to race, color, creed, gender, sexual orientation, age, disease/disability, social and financial status
Confidentiality & Privacy
Recreational Therapy personnel have a duty to disclose all relevant information to persons seeking services: they also have a corresponding duty not to disclose private information to third parties. If a situation arises that requires disclosure of confidential information about an individual (ie: to protect the individual's welfare or the interest of others) the professional has the responsibility to inform the individual served of the circumstances
Autonomy
Recreational Therapy personnel have a duty to preserve and protect the right of each individual to make his/her own choices. Each individual is to be given the opportunity to determine his/her own course of action in accordance with a plan freely chosen. In the case of individuals who are unable to exercise autonomy with regard to their care, recreational therapy personnel have the duty to respect the decisions of their qualified legal representative
Non-Maleficence
Recreational Therapy personnel have an obligation to use their knowledge, skills, abilities, and judgment to help persons while respecting their decisions and protecting them from harm
Fidelity
Recreational Therapy personnel have an obligation, first and foremost, to be loyal, faithful, and meet commitments made to persons receiving services. In addition, Recreational Therapy personnel have a secondary obligation to colleagues, agencies, and the profession
Competence
Recreational Therapy personnel have the responsibility to maintain and improve their knowledge related to the profession and demonstrate current, competent practice to persons served. In addition, personnel have an obligation to maintain their credential
Veracity
Recreational Therapy personnel shall be truthful and honest. Deception, by being dishonest or omitting what is true, should always be avoided
Beneficence
Recreational Therapy personnel shall treat persons served in an ethical manner by actively making efforts to provide for their well-being by maximizing possible benefits and relieving, lessening, or minimizing possible harm
Informed Consent
Recreational Therapy personnel should provide services characterized by mutual respect and shared decision making. These personnel are responsible for providing each individual receiving service with information regarding the services, benefits, outcomes, length of treatment, expected activities, risk and limitations, including the professional's training and credentials. Informed consent is obtained when information needed to make a reasoned decision is provided by the professional to competent persons seeking services who then decide whether or not to accept the treatment
12) program eval and research
Recreational therapy staff engages in routine, systematic program evaluation and research for the purpose of determining the appropriateness and effectiveness of recreational therapy treatment and care provided
11) resource management
Recreational therapy treatment and care are provided in an effective and efficient manner that reflects the reasonable and appropriate use of resources
8) written plan of operation
Recreational therapy treatment and care is governed by a written plan of operation that is based upon the ATRA Standards for the Practice of Recreational Therapy, state and federal laws and regulations, requirements of regulatory and accrediting agencies, payers and employer's policies and procedures as appropriate
SOAR analysis
Strategic planning technique designed to assess organizational strengths and initiate change ▪Strengths, Opportunities, Aspirations, Results Analysis ▪Set of actions that leverage strengths and opportunities to strive for shared goals with measurable results. ▪In contract to SWOT analysis, SOAR focuses on what is known to work, rather than weaknesses and threats that may not even occur
strategic planing process
Systematic way of performing strategic planning in the organization through initial assessment, thorough analysis, strategy formulation, its implementation and evaluation.
5) discharge/ transition planning
The recreational therapist develops a discharge plan in collaboration with the patient/client, family, significant others and treatment team members in order to discharge the patient/client or to continue treatment and aftercare, as needed. Under the clinical supervision of the recreational therapist, the recreational therapy assistant assists in the development of the discharge plan
2) treatment planning
The recreational therapist plans and develops an individualized treatment plan that identifies goals and evidence-based treatment intervention strategies. The recreational therapy assistant, commensurate with qualifications, assessed competency and defined clinical supervision, helps the recreational therapist to plan and develop the individualized treatment plan
4) re-assessment and eval
The recreational therapist systematically re-assesses, evaluates and compares the patient's/client's progress relative to the individualized treatment plan. The treatment plan is revised based upon changes in the interventions, diagnosis and patient/client responses. Under the clinical supervision of the recreational therapist, the recreational therapy assistant assists in the evaluation of the individualized treatment plan
10) quality improvement
There exist objective and systematic processes for continuously improving patient/client safety and for identifying opportunities to improve recreational therapy treatment and care and patient/client outcomes
want
a human need shaped by our culture or personality (i.e. we need food, but want ice cream)
management by objectives
a process when the supervisor and employee's jointly set the employee's objectives and they receive rewards upon achieving them
organizing relevant skills
accuracy, analytical ability, assessing factors impacting productivity, framing communication toward specific audiences, innovation, logical thinking, networking, negotiating, persuasion, use of tech, presentation
coordinating relevant skills
adaptability, collaboration, communication, getting consensus, diplomacy (manager relationships), emotional intelligence, empathy, flexibility, team work, influencing, facilitating discussion
planning relevant skills
analyze problems, analyze expenditures, conceptual thinking, understand goals, interests of stakeholders, strategic thinking and planning (i.e. chess), decision making, solution oriented, write proposal, vision resource/ research
staffing
appropriate and adequate provision of staff to meet agency's objectives, recruit, interview, hire, orientation, train, schedule, retention, well functioning team (you can hire character and train skill)
products/ goods, services, ideas/info, experiences
are marketed to meet clients needs and wants (tangible or intangible)
step 1 of marketing process
assessment (SWOT) overall goals: 1. market penetration 2. market development 3. service development 4. market diversification
theory y
assumes employees: -naturally want to work -are internally motivated -seek and accept responsibility -are bright and often underutilized
internal and external
clients/employees AND caregivers/insurers
who to establish relationships with
clinical director, doctors, budget officer, human resources, program directors, your supervisor, admin assistants, nurses/care partners, peer disciplines, facilities services, medical records personnel, IT
1) assessment
conduct individual assessments to collect systematic, comprehensive, and accurate data necessary to determine a course of action and subsequent treatment plan
management
coordinating a variety of resources to effectively and efficiently accomplish goals of an agency through delivery of services that meets client needs (space, materials, people, act of getting things done through other people)
demand
created when we are able to acquire the program or service that brings the most value or satisfaction
organizing
creating structures to support or accomplish a plan, delegating and coordination
logo
pic "nike swoosh"
mission statement
reflects philosophy and PURPOSE or organization as defend by top-level leadership
branding
strategy to teach clients "who" as well as "what" the service does and w"why" the client needs the product (brand name= name, term, sign, design, symbol)
6) prevention, safety planning, and risk management
systematically plans to improve patient and staff safety by planning for prevention and reduction of risks in order to prevent injury and reduce potential or actual harm
leadership
the ability to influence others
a market
the actual and potential clients of a program
classical management theory
•Early 1900's •Managers, not workers, determine how work is to be done •Efficiency, higher quality, productivity, cost reduction •"one best way" •Rules, procedures, clear division of labor •Monetary incentives •Autocratic leadership
ADMINISTRATIVE challenges of front-line managers
•Paperwork demands for accountability Increased workload without increases in staff •Translating administrative directives into a form staff can understand •Disciplinary action •Cleaning up after previous supervisors •Providing well-organized staff meetings •Encouraging staff to perform at the level you demand
political climate
•Political skills that must be developed •Know the organizational chart •Determine who the influencer's are and who has power •Develop powerful allies •Understand the informal network •Who interacts with who; what are connections based on •"Keep your friends close and your enemies closer" •Neutralize Negative Politics •Develop strong interpersonal skills •Be visible and appear indispensable
PERSONAL challenges of front-line managers
•Scheduling with many demands •Managing frustrations when having to work within bureaucratic boundaries •Managing guilt regarding supervisory privileges •Managing personal job frustrations and insecurities •Coping with authority over subordinates
responsibilities of front-line managers
•Setting goals & objectives •Planning & organizing •Communicating & motivating •Measuring & evaluating •Ensuring consumers' welfare •Active in professional organizations •Knowledge of the RT process, regardless of setting•Knowledge of other health & human services •Patient care (to a lesser degree) •Being a "bridge"