Planning - Occupational Therapy PDF

Summary

This document is a lesson on planning in the field of occupational therapy. It covers topics such as starting a new business and entrepreneurship. Furthermore, it discusses characteristics of entrepreneurs and how to start a business, including some basic financial concepts and definitions.

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OT10210 ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY SHIFT 2 Planning LESSON Mr. Jose Rafael D. Ramos...

OT10210 ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY SHIFT 2 Planning LESSON Mr. Jose Rafael D. Ramos OTRP, MBA | 09/13/24 04 STARTING A NEW BUSINESS CHARACTERISTICS OF ENTREPRENEURS The number of businesses has been growing faster than Internal locus of control the labor force ○ Self-regulation and self-control The annual number of business launches continues to High energy level increase Need to achieve Self-confidence ENTREPRENEURSHIP Awareness of passing time Process of initiating a business venture ○ Sense of urgency Organizing the necessary resources Tolerance for ambiguity (risks) Assumes associated risks and rewards ○ Not fearful of things they can’t control SMALL BUSINESS STARTING AN ENTREPRENEURIAL FIRM WHY SMALL BUSINESS TODAY? 1. Starts with a viable business idea Economic changes 2. Develop business plan Globalization 3. Select a legal form of business Increased Competition 4. Determine financial resources Advancing Technology 5. Tactics to become owner New Market Niches BECOMING A BUSINESS OWNER SMALL BUSINESS Independently owned and operated 3 BASIC LEGAL FORMS Not dominant in its field of operation Sole Proprietorship Number of employees, depending on the industry ○ Unincorporated business owned by an individual Annual sales consideration, depending on the industry for profit Partnership ○ Unincorporated business owned by two or more TYPES OF SMALL BUSINESS people Most entrepreneurs start in: Corporation ○ Retail ○ Artificial entity created by the state and existing ○ Manufacturing apart from its owners ○ Service ○ Separate entity from owners or other businesses Additional types: under it ○ Construction Can open bank accounts, own cars and ○ Communications lands, lease out lands, make profits, be ○ Finance sued, have legal responsibilities ○ Real Estate FINANCIAL RESOURCES WHO ARE ENTREPRENEURS? Debt Financing DIVERSITY OF ENTREPRENEURS ○ Money to be paid at a later date Often have distinguishing backgrounds and ○ Loan (with interest) demographics Loaners have no ownership or shares ○ 1st born, children of immigrants Equity Financing Emerging growth companies of the next decades ○ Funds investing in exchange for ownership in ○ Women-owned businesses the company Men have dominated big industries Investors buy a piece of ownership ○ Minority-owned businesses WAYS TO BECOME A BUSINESS OWNER Start a new business ○ Advantage Develop and design own way ○ Disadvantage Long time to get off ground and make it profitable UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 1 OT10210 SHIFT 2 | LESSON 1 | Managerial Function: Planning Buy an existing business ○ Some may describe company values, product ○ Advantage quality, attitudes toward employees Shorter time and existing track record ○ What is our business? ○ Disadvantage Vision Statement Need to pay for goodwill ○ What do we want to become? ○ 10-15/20 years 5 STAGES OF GROWTH FOR COMPANY COMPONENTS OF A MISSION STATEMENT 1. Customers 2. Products or services 3. Markets 4. Technology 5. Concern for survival, growth, and profitability 6. Philosophy 7. Self-concept 8. Concern for public image 9. Concern for employees 10. Nation building COMPONENTS OF A VISION STATEMENT MANAGERIAL PLANNING AND GOAL SETTING 1. Focused concept Importance of goals and plans 2. Noble purpose ○ Rationale for decisions 3. Plausible chance of success ○ Guides to action ○ Standard of performance STRATEGIC GOALS AND PLANS Goal Strategic Goals ○ A desired future state that organizations attempt ○ Where the organization wants to be in the future to realize ○ Pertain to the organization as a whole Plan Strategic Plans ○ A blueprint specifying the resource allocation, ○ Action steps used to attain strategic goals schedules, and other actions necessary for ○ Blueprint that defines the organizational attaining goals activities and resource allocations ○ Most fundamental function ○ Tends to be long term ○ Most controversial management function TACTICAL GOALS AND PLANS LEVELS OF GOALS/PLANS AND IMPORTANCE Tactical Goals External Message ○ Apply to middle management ○ Legitimacy for investors, customers, suppliers, ○ Goals that define the outcomes that major community divisions and departments must achieve Internal Message Tactical Plans ○ Legitimacy, motivation, guides, rationale, ○ Plans designed to help execute major strategic standards plans ○ Shorter time frame than strategic plans OPERATIONAL GOALS AND PLANS Operational Goals ○ Specific, measurable, results expected from departments, work groups, and individuals Operational Plans ○ Organization’s lower levels that specify action steps towards achieving operational goals ○ Tools for daily and weekly operations ○ Schedules are important component VISION AND MISSION STATEMENT CHARACTERISTICS OF EFFECTIVE GOAL SETTING Mission Statement – reason for existing Specific and measurable ○ States the basic business scope and operations Cover key results areas ○ May include the market and customers Challenging but realistic Defined time period UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 2 OT10210 SHIFT 2 | LESSON 1 | Managerial Function: Planning Linked to rewards STRATEGIC MANAGEMENT Set of decisions and actions used to implement strategies SINGLE USE PLANS FOR GOALS NOT LIKELY TO BE REPEATED that will provide a competitively superior fit between the Program organization and its environment so as to achieve ○ Complex set of objectives and plans to achieve organizational goals an important, one-time organizational goal Responsibility = top managers and chief executive Project Through SWOT analysis ○ Similar to a program Managers ask such questions as: ○ Generally smaller in scope and complexity What changes and trends are occurring? Who are our customers? STANDING PLANS What products or services should we offer? Policy How can we offer these products or services ○ General guide to action and provides direction most efficiently? for people within the organization Rules GRAND STRATEGY ○ Describe how a specific action is to be Grand strategy performed General plan of major action to achieve long-term goals Procedures Falls into three general categories ○ Define a precise series of steps to be used in ○ Growth achieving a specific job ○ Stability ○ Retrenchment CONSIDERATIONS FOR CONTINGENCY PLANNING GROWTH Identify uncontrollable factors ○ Recession Can be promoted internally by investing in expansion or ○ Inflation externally by acquiring additional business divisions ○ Technical developments Internal growth Minimizing impact of uncontrollable factors ○ Can include development of new or changed ○ Forecast for worst-case scenarios products Set contingency plans from the start to prepare for External growth worst-case scenarios ○ Typically involves diversification Businesses related to current product lines or into new areas STRATEGY FORMULATION AND IMPLEMENTATION Strategic planning has taken on new importance in today's world of globalization, deregulation, advancing STABILITY technology, and changing demographics, and lifestyles Sometimes called a pause strategy, means that the ○ To re-evaluate and adapt organization wants To remain the same size or To grow slowly and in a controlled fashion THINKING STRATEGICALLY Answers to the following define an overall direction for the organization's grand strategy: RETRENCHMENT Where is the organization now? The organization goes through a period of forced decline Where does the organization want to be? by either shrinking current business units or selling off or What are the changes among our competitors? liquidating entire businesses What courses of action will help us achieve our goals? GLOBAL STRATEGY Globalization ○ Product design and advertising strategies are standardized around the world Multi-domestic ○ Adapt product and promotion for each country Transnational ○ Combine global coordination with flexibility to meet specific needs in various countries UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 3 OT10210 SHIFT 2 | LESSON 1 | Managerial Function: Planning PURPOSE OF STRATEGY Means by which long-term objectives are achieved: The plan of action that prescribes resource allocation and ○ Geographic expansion other activities for dealing with the environment, ○ Diversification achieving a competitive advantage, that help the ○ Acquisition organization attain its goals ○ Product development Strategies focus on: ○ Market penetration ○ Core competencies ○ Retrenchment ○ Developing synergy ○ Divestiture ○ Creating value for customers ○ Liquidation ○ Joint venture THREE LEVELS OF STRATEGY IN ORGANIZATIONS COMPETITIVE STRATEGIES Corporate-level strategy Differentiation ○ What business are we in? ○ Attempt to distinguish products or services from Business-level strategy that of competitors ○ How do we compete? Cost Leadership Functional-level strategy ○ Aggressively seeks efficient facilities, pursues ○ How do we support the business-level strategy? cost reductions, and uses tight cost controls to produce products more efficiently than STRATEGIC MANAGEMENT PROCESS competitors SWOT (L →R) Focus 1. Scan external environment ○ Concentrates on a specific regional market or ○ Identify strategic factors (O/T) buyer group 1. Evaluate current mission, goals, and strategies ○ Define new mission, goals, and grand strategy TYPES OF STRATEGIES 1. Scan internal environment ○ Identify strategic factors (S/W) Formulate strategy VERTICAL INTEGRATION STRATEGIES ○ Corporate, business, functional Implement strategy via changes in: Forward Integration Backward Horizontal Integration Integration ○ Leadership ○ Culture Gaining ownership or Seeking ownership Seeking ownership or ○ Human resources increased control over or increased control increased control ○ Information distributors or retailers of a firm's suppliers over competitors ○ Control systems INTENSIVE STRATEGIES Market Penetration Market Product Development Development Seeking increased Introducing Seeking increased market share for present present products sales by improving products or services in or services into present products or present markets through new geographic services or greater marketing efforts areas developing new ones LONG-TERM OBJECTIVES DIVERSIFICATION STRATEGIES Specific results that an organization seeks to achieve in Related Diversification Unrelated Diversification pursuing its basic mission Long-term means more than one year Adding new but related products of Adding new, unrelated products Essential for ensuring the firm's success: services or services ○ Provide direction ○ Aid in evaluation DEFENSIVE STRATEGIES ○ Create synergy ○ Reveal priorities Retrenchment Divestiture Liquidation ○ Focus coordination ○ Provide basis for planning, organizing, Regrouping Selling a division Selling all of a company’s motivating, and controlling through cost and or part of an assets, in parts, for their asset… organization tangible worth UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 4 OT10210 SHIFT 2 | LESSON 1 | Managerial Function: Planning FACILITY PLANNING Documentation area DIRECT COSTS ○ Computers are provided? Costs that can be traced to a specific unit or activity Waiting area or reception Direct costs Includes salaries, payroll taxes, overtime, Sensory integration area vacation relief, supplies, reimbursable equipment Adult inpatient rehab facility ○ To compute, simply total the anticipated Therapy gym expenses of every item Aquatic gym Outpatient therapy clinic INDIRECT COSTS Vocational rehabilitation Costs that cannot be traced to a particular service Indirect costs include administrative support for THINGS TO BE DETERMINED personnel, accounting. purchasing, cleaning, Which space can be shared within the department maintenance of department, laundry, plant operation How it can be shared costs, utilities How efficiency can be increased by locating related ○ Based on the percentage of space used or departments in proximity to each other allotted to the department In relation to the total How many work stations will be required as a result of the facility space number of patient/client visits and the hours of operation, BUDGETING how much space will be necessary to accommodate the Budget is a specific statement of anticipated results, level of staffing expressed in numeric terms, covering a specific time What major pieces of equipment will be needed period, and is the basis of continuing and future plans in financial terms FACTORS TO CONSIDER Data on the number of Departmental Gross Square Feet TYPES OF BUDGETING (DGSF) Master Budget Data on the number of visits that occur in the OT ○ Central and composite budget for the entire department annually organization Number of hours that the department is open weekly Departmental Budget ○ Working, detailed budgets for each unit, UTILIZATION FACTOR developed by the unit manager Defined as the number of visits per square foot ○ Highly specific and permit identification of each Describes how much use a particular space is getting item Capital Budget ○ Used to reflect anticipated expenses to be incurred for the purchase of major equipment or improvements to the facilities ○ Cover more than the fiscal year, usually 2 - 5 years ○ Generally include items with 5 years life expectancies and cost more than Php 15,000 Revenue or Expense Budget ○ Most common type of budget ○ Reflects anticipated revenues from payment of services rendered, endowments, special funds, grants, and special sources COMMON FACILITY DESIGN MISTAKES TO AVOID Other types Inefficient traffic flow ○ Personnel budget, student, educational budget, Inappropriate placement of clinical areas special project budgets, developmental budget Inadequate flexibility in functional areas Inadequate storage space ○ Contingency areas for space BUDGETING PROCESS AND METHODS Inadequate quiet work space for staff and managers Direct cost + indirect cost = total budget → fee for service Excessive noise and difficulty cleaning Inadequate staff and equipment FISCAL PLANNING Method of controlling the economics of problem at hand Concerned with discovering, developing, defining, and evaluating the financial goals of department UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 5 OT10210 ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY SHIFT 2 LESSON Managerial Functions: Organizing & Human Resource Management Sir Jose Ma. Rafael Ramos| October 11, 2024 05 ORGANIZING AUTHORITY ORGANIZING FUNCTION Formal and legitimate right of a manager to make Follows planning decisions and issue orders Reflects how organization tries to accomplish Allocate resources to achieve organizationally desired Involves assignment of outcomes ○ Tasks into departments Authority is distinguished by three characteristics: ○ Authority and allocation of resources access ○ Authority is vested in organizational positions, organization not people ○ Integration of activities The organization says who is boss, not Deployment of resources to achieve strategic goals the boss himself It is reflected in: ○ Authority is accepted by subordinates ○ Division of labor into specific departments and ○ Authority flows down the vertical hierarchy jobs ○ Formal lines of authority RESPONSIBILITY ○ Mechanisms coordinating diverse organizational The duty to perform the tasks or activity an employee has tasks been assigned Managers are assigned authority commensurate with ORGANIZATION STRUCTURE responsibility Defines how tasks are divided, resources are deployed ○ Managers make sure that people are doing what and departments are coordinated others are supposed to do Set of formal tasks assigned The design of systems to ensure effective coordination of ACCOUNTABILITY employees across department Mechanism through which authority and responsibility are Formal reporting relationships brought into alignment ○ Who is the first authority you submit to? People are subject to reporting and justifying task outcomes to those above them in the chair of command ORGANIZATION CHART Can be built into the organization structure Visual representation Set of formal tasks DELEGATION Framework of vertical control Process managers use to transfer authority, responsibility Formal reporting relationship ○ Avoid micromanaging Organization encourage managers to delegate authority WORK SPECIALIZATION to lowest possible level Tasks are subdivided into individual jobs ○ Giving a sense of responsibility to all Division of labor concept Employees perform only the tasks relevant to their specialized function ○ Only one set of roles and responsibilities Jobs tend to be small, but they can be performed efficiency CHAIN OF COMMAND Unbroken line of authority that links all persons in an organization Shows who reports to whom Associated with two underlying principles: ○ Unity of command ○ Scalar principle UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 1 OT10210 SHIFT #2 | LESSON #2.2 | Managerial Functions: Organizing & Human Resource Management LINE AND STAFF AUTHORITY CENTRALIZATION VS DECENTRALIZATION Line Authority Greater change and uncertainty in the environment are ○ Individuals in management positions have the usually associated with decentralization formal power to direct and control their ○ Centralization - one boss decides for all, more subordinates roles and more Staff Authority ○ Decentralization - more people deciding, more ○ Granted to staff specialists in their areas of heads expertise The amount of centralization or decentralization should fit the firm’s strategy SPAN OF MANAGEMENT/SPAN OF CONTROL In times of crisis or risk of company failure, authority may Number of employees who report to a supervisor be centralized at the top ○ Traditional view = 7 subordinates per manager ○ Lean organization today = 30+ subordinates DEPARTMENTALIZATION Supervisor Involvement The basis on which individuals are groups into ○ Must be closely involved with subordinates, the departments span should be small 1. Vertical functional approach ○ Need little involvement with subordinates, it can People are grouped together in be large departments by common skills 2. Divisional approach FACTORS ASSOCIATED WITH LESS SUPERVISOR INVOLVEMENT Grouped together based on a common Work is stable and routine product, program, or geographical Subordinates perform similar work tasks region Subordinates are concentrated in a single location 3. Horizontal Matrix Approach Subordinates are highly training Functional and divisional chains of Rules and procedures defining task activities are command available Some employees report to 2 bosses Support systems and personnel are available for the 4. Team-based approach manager Created to accomplish specific tasks Little time is required in non supervisory activities 5. Network approach Managers’ preferences and styles favor a large span Small, central hub electronically connected to their organization that TALL VS FLAT STRUCTURE perform vital functions Departments are independent, and can Span of control used in an organization determines be located anywhere whether the structure is tall or flat 6. Virtual approach Tall structure Brings people together temporarily to ○ Narrow span and more hierarchical levels exploit specific opportunities then ○ More levels of authority disbands Flat structure ○ Wide span ○ Horizontally dispersed and fewer hierarchical FIVE APPROACHES TO STRUCTURAL DESIGN levels ○ Easier to manage because of technology and less need for hands-on The trend has been toward wider spans of control For companies that venture into many businesses. Only one HR for all division UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 2 OT10210 SHIFT #2 | LESSON #2.2 | Managerial Functions: Organizing & Human Resource Management DISADVANTAGES Dual chain of command ○ Confusion of who is the boss High conflict between two sides of matrix Many meetings to coordinate activities Need for human relations training Power domination by one side of matrix Outsourcing departments (limited interaction) VERTICAL FUNCTIONAL APPROACH Grouping of positions into departments based on similar skills, expertise and resources use ○ Information flows up and down ○ Chain of command converges at the top TEAM-BASED STRUCTURE ○ Managers and employers are compatible because of similar training and expertise ADVANTAGES ○ Rules and procedures governing duties and Same advantages as functional structure responsibilities Reduced barriers among departments Quicker response time DIVISIONAL STRUCTURE Better morale Reduced administrative overhead ADVANTAGES Efficient use of resources DISADVANTAGES Skill specialization development Dual loyalties and conflict Top management control Time and resources spent on meetings Excellent coordination Unplanned decentralization Quality technical problem solving NETWORK APPROACH DISADVANTAGES Poor communications ADVANTAGES Slow response to external changes Global competitiveness Decisions concentrated at top Workforce flexibility Pinpointing responsibility is difficult Reduced administrative overhead Limited view of organizational goals by employees DISADVANTAGES HORIZONTAL MATRIX No hands-on control Loss of part of organization severely impacts remainder ADVANTAGES of organization More efficient use of resources than single hierarchy Employee loyalty weakened’ Adaptable to changing environment Development of both general and specialists management skills Expertise available to all divisions Enlarged tasks for employees UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 3 OT10210 SHIFT #2 | LESSON #2.2 | Managerial Functions: Organizing & Human Resource Management HUMAN RESOURCE MANAGEMENT STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT Human resource management has shed its old personnel image and gained recognition as a vital player in corporate strategy HRM departments not only support the organization's strategic objective but actively pursue an ongoing, integrated plan for furthering the organization's performance ○ Higher employer productivity ○ Stronger financial results ○ Achieve organization's strategic goals ○ Key players on management team Philosophy, policies, procedures and practices related to the management of people within an organization Personnel management Strategic HRM = Strategic Management +/focused on Human Resource Management Strategic Management ○ Deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments. How a company manages its workforce may be a single more important factor in sustained competitive success. CURRENT STRATEGIC ISSUES Determine a company's need for skills and employees Becoming more competitive globally Improving quality, productivity, and customer service Managing mergers and acquisitions Applying new information technology for e-business MAJOR PROCESSES IN HRM Vision and Strategies (center) 1. Human Resource Planning 2. Job and Work Design 3. Staffing 4. Training and Development 5. Performance Appraisal and Review 6. Compensation and Reward 7. Protection and Representation 8. Organization Improvement UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 4 OT10210 ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY SHIFT 2 Managerial Functions: Directing LESSON Sir Jose Ma. Rafael Ramos| October 11, 2024 06 DIRECTING TEAMS VS GROUPS The manager as director and leader Teams ○ Leadership ○ Group of independent individuals with ○ Teamwork complementary skills and commitment to shared ○ Communication meaningful purpose, with specific goals ○ Conflict ○ Collective work products or same outcomes In the directing role, the manager is concerned with ○ Decides together what to strive for and excel in motivating and stimulating staff and promoting morale Groups and job satisfaction ○ Individuals interact with one another to maintain ○ Directing is more about morals stable patterns of relationships and have Leading is the use of influence to motivate employees to common shared goals achieve organizational goals ○ Focused on individual but same outcomes ○ Supervisory demands to strive for productivity LEADERSHIP A managerial function that links the organization's policy 5 DIMENSIONS makers and those delivering service Purpose or Mission A leader focuses on emotions, values, degrees of ○ Reason behind the formation of a team commitment, and aspiration for success of employees ○ Work Teams and the organization as a whole Producing a product or a service Leaders set organizational direction Uses the organizations resources to create results that are effective CONCEPTS ON LEADER AND LEADERSHIP ○ Improvement Teams Concept of Power Concerned with the overall ○ Denotes the authority is legitimized by virtue of a effectiveness of the organization’s person's formal role in an organization, power is mission or purpose coercive in nature Looks to create more effective Concept of Influence processes for the organization ○ Compliance is evoked in a non-coercive nature, Time influence is accepted voluntarily ○ Longevity of the team Concept of Formal Authority ○ Based on the needs of the organization ○ Carries a mandate and is reinforced by ○ Temporary teams organizational charts, job description, procedural Formed to accomplish specific tasks manuals and work rules and Short term EFFECTIVE LEADERSHIP CHARACTERISTICS ○ Permanent teams Formed to meet the ongoing needs of Leaders need to have a sense responsibility for service an organization and contribution to others Long term Strongly defined sense of vision and be able to clearly Degree of Autonomy articulate ○ How a team is allowed to operate and focuses To be effective leader you must be a continual learner. on the level of accountability and decision Believer of teamwork making of the employers Effective leaders constantly provide opportunities for ○ Work groups other to develop leadership skills ○ Follow the leader Enthusiasm in motivating behavior ○ Offers limited output to decision making Good problem solvers ○ Self managed work teams The leader must be able to communicate well and listen ○ Small number of employees to perform duties as a supervisor UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 1 OT10210 SHIFT #1 | LESSON #2.3 | Managerial Functions: Directing Authority Structure ○ Greater blending/blurring of roles ○ How a team is connected to the organizations ○ Collaboration, consensus building, and release authority structure among professionals with different specially ○ Intact team backgrounds Works together continuously with ○ Conducts evaluations, incorporate methods as a expertise and skill in the same or team problem areas ○ Cross-functional teams Brings together diverse expertise and skills towards a common goal Physical Presence ○ How a team physically works together ○ Physical team Involves people who physically meet to work together ○ Virtual teams Operate across space, time and organizational boundaries Uses technology as a communication MODEL OF TEAM DEVELOPMENT medium Tuckman’s ○ 5 stages TEAM APPROACHES 1. Forming Multidisciplinary team 2. Storming ○ Professionals work within their scope of practice 3. Norming ○ Formal interaction 4. Performing ○ Individually performs evaluation, treatment and 5. Adjourning outcome measure ○ No skipped stage ○ Ex: Private or hospital outpatient setting FORMING Initial stage in group development Introductions, getting know each other, character Interdisciplinary team observations ○ Greater overlapping of professional roles Discussion of clinical and administrative disciplines ○ There is formal and informal communication ○ Scope of practice ○ Shared problem solving ○ Experiences ○ Does evaluations independently and discuss it ○ Interests with the other team members Directing on the part of the leader ○ Ex: Acute rehabilitation inpatient setting, skilled Discussion of the following: nursing facilities ○ Objectives ○ Purpose ○ Goals ○ Roles and responsibilities STORMING Team conflict, confusion of roles or responsibilities and the organization of the team Continued discussion of roles and responsibilities Team leader should foster negotiation and consensus on issues of concern Transdisciplinary team UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 2 OT10210 SHIFT #1 | LESSON #2.3 | Managerial Functions: Directing NORMING FIVE CONFLICT MODES (THOMAS AND KILMANN, 1970) Developing a better understanding of roles and responsibilities COLLABORATING Norms and ground rules are established and agreed "I win, you win" upon Best to use: Clearing the understanding of each other's clinical and ○ High level of trust administrative experience ○ People involved are willing to change Team leader becomes a facilitator, allowing the ○ Others have ownership of solutions development of a cohesive and strong team Drawbacks: ○ Takes a long time PERFORMING ○ Some people taking advantage of other people's Team members begin to function well together and trust and openness working towards their goal or purpose Working within the 3 different types of approaches ACCOMMODATING Smooth and efficient work within the team members and "I lose, you win" leaders Best to use Loyalty and appreciation is developed ○ When you realize you are wrong ○ When you know you can't win ADJOURNING ○ When harmony is extremely important Team end or conclude their purpose or when a member ○ To let others learn by mistake disengages himself from the team Drawbacks May not be present in all teams ○ One's own ideas don't get attention Temporary teams ○ Credibility and influence can be lost CHARACTERISTICS OF EFFECTIVE TEAMS COMPROMISING Purpose and values "You bend, I bend" Empowerment Best to use Relationships and communication ○ People of equal status are committed to goals Flexibility ○ Intermediate settlements on parts of complex Optimal performance issues Recognition and appreciation Drawbacks Morale ○ May not work if initial demands are too great Decision-making process ○ Plan → Do → Check → Act COMPETING "I win, you lose" Best to use GROUP MEMBER ROLES ○ When you know you are right TASK PERSONAL AND DYSFUNCTIONAL ○ When time is short and an immediate solution is SOCIAL OR needed INDIVIDUALISTIC ○ To stand up for your rights Drawbacks Initiator/Contributor Encourager Aggressor ○ Can escalate conflict, losers may retaliate Information Harmonizer Blocker seeker/giver AVOIDING "No winners, no losers" Coordinator Compromiser Disrupter Best to use Evaluator Observer Dominator ○ Conflict is small and relationships are at stake ○ More important issues are pressing Energizer Follower Recognition Seeker ○ When you are too emotional and others are more rational Procedural Drawbacks: Technician Important decisions are made by default Postponing may make matters worse COMMUNICATION An interactive process involving the exchange of words, nonverbal information and cues; the interpretation of meaning; and a cycle of feedback, clarification and verification of the intent of the interchange UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 3 OT10210 ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY SHIFT 2 Managerial Functions: Controlling LESSON Sir Jose Ma. Rafael Ramos| October 11, 2024 07 CONTROLLING (NEWMAN) Concerned with monitoring employees' activities. 1. Normal, pervasive, and positive force keeping the organization on track towards its goals and a. Evaluation of results accomplished and its making corrections as needed feedback to those who can influence future results is a natural occurrence JOB DESCRIPTION 2. Managerial control is effective only when it guides Defined as written statement of a single position someone's behavior Purpose: to identify, define, and describe the position that a. Behavior is the essence of control becomes a tool for controlling b. "Who is going to behave differently, and what Enumerates all aspect of the job provides a means of will be the nature of his response?" performance appraisal as an ongoing part of sell - 3. Future-oriented and dynamic evaluation and supervisory evaluation a. Early measurements are used to predict where ○ Job Analysis the organization's present course is leading and To collect compete data on the content modify inputs to keep the organization on target and requirements of each job so that 4. Related to all sorts of human endeavors objective standards can be established a. Control reflects not only easy-to-measure results ○ Employee's performance is not being evaluated; but also quality of service, promotions, it is the job that is being analyzed resourcefulness, etc. CONTENTS STEPS IN CONTROLLING Job Title 1. Establishing Standards ○ To clarify the position a. Standards are established criteria against which Department or service work area or unit actual results can be compared Supervision received or given b. Strategic Control Standards; standards that best ○ Position and title of immediate supervisor should reflect the objectives the manager is trying to be clearly identified meet and that best show whether or not they are Job Summary being me. ○ A short statement of the major activities of the 2. Measuring Performance job should indicate the purpose and scope of the a. Direct observation or written report job in specific terms. Identify the job and 3. Comparing Results with Standards differentiate the duties from other jobs a. Identifying if the results are equal to the Job Duties standards or below standards (deviations) ○ Major part of the job description should state 4. Correcting Deviations from Standards what the employee does and how the duties are a. Alter planned behaviors or alter plan to allow for accomplished. It should also indicate the degree obstacles that cannot be removed of supervision received or given. Job Specification ○ Written record of minimum hiring requirements However, individuals may resist attempts to control them for a for a particular job from job analysis variety of reasons: ○ Items covered: Disruption of self image 1. Skills requirements include the mental and Person fails to accept the organization's objectives manual skills, plus the personal traits and Person believes that the expected standard of qualities, needed to perform effectively: performance is too high Minimum education requirements Person believes that the standards are irrelevant to the Licensure/registration requirements organization's objectives Experience (objective and quantitative Objection to the assigned control authority terms) Specific knowledge requirements or THE MANAGER AS CONTROLLER advanced educational requirements The managerial role of controlling which is defined as Manual skills required in terms of the influencing the accomplishment of goals through quality, quantity, or nature of the work formalized means such as organizational charts, policies to be performed and procedures, and job descriptions Communication skills (oral and written) UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 1 OT10210 SHIFT #2 | LESSON #2.4 | Managerial Functions: Controlling 2. Physical demands of a job may include the OUTCOMES MANAGEMENT following: Process of data collection, analysis and interpretation of Physical effort required to perform the effectiveness and efficiency of patient treatment the job and the length of time involved in performing a given activity Working conditions and general physical environment in which the job is to be performed Job hazards and their probability of GOALS OF OUTCOME MANAGEMENT occurrence To document the results of intervention To examine and document practice patterns POLICIES To identify the most effective and cost efficient practice Set forth criteria for what is to be done patterns Explain what activities will be carried out To gain a better understanding of practice Regulatory in nature, within which daily operations lake To use the outcome information in daily clinical and place business decision making Staff and supervisors should provide input in changing To improve practice policies of a certain unit Should be written and categorically assembled into a KEY AREAS policy manual CLINICAL OUTCOMES TYPES OF POLICY TYPICALLY FOUND IN AN ORGANIZATION Measures health outcomes that may have an effect on the functioning of patient PERSONNEL POLICIES Salary administration, work schedules, vacation FINANCIAL OUTCOMES allowances, sick leave, personal time off, probationary Designed to indicate both the fiscal health of the periods, employee separation association and the accuracy of financial-planning assumptions INSTITUTIONAL POLICIES Interview of applicants, pre-employment and annual SATISFACTION OUTCOMES physical examinations, performance appraisal, fire and Sense of achievement and success, is generally safety, medical records, quality assurance perceived to be directly linked to productivity as well as to personal wellbeing DEPARTMENTAL POLICIES Treatment, referral, equipment maintenance, fees and CUSTOMER SATISFACTION charges, documentation, safety and dress code The relationship between patient expectations and their perception of the organization’s success in fulfilling those PROCEDURES expectations Criteria for how things are to be done Course of action or way of doing things Provides more detailed than policies USES Provide a better understanding of the patient's frame of reference PURPOSES OF DOCUMENTATION Add an important component of a comprehensive To communicate patient-specific information to various outcomes measurement system interested parties, including other clinicians, referral Assist in predicting health-related behaviors and health sources, the patient himself, employers, third party care utilization payers and sometimes, even to remind the clinician of the Determine compliance to his program patient’s condition at a future time Provide date for continuous process improvement To document the status of the patient, the procedures that Aid in developing service oriented culture are used with the patient and the patient's response to the treatment 5 AREAS To minimize the potential for negative outcome of any Communication future litigation for the clinician and or patient Respectful, professional attention To comply with requirements of internal and external Consistency of clinician and other service providers interested parties such as regulatory or reimbursement Personally relevant knowledge of the patient's case by agencies the service provider Respect for patient autonomy UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 2 OT10210 SHIFT #2 | LESSON #2.4 | Managerial Functions: Controlling 9 STEPS IN OUTCOME MANAGEMENT 1. Identify the population to be studied 2. Choose an outcome tool 3. Collect admission data 4. Clinical intervention 5. Collect discharge dat 6. Collect follow up dai‹ 7. Analyze collected data 8. Develop actions based on data analysis 9. Evaluate outcomes program QUALITY IMPROVEMENT Continuous Quality Improvement (CQl) ○ Uses a set of statistical tools to understand subsystems and uncover problems ○ Promotes the need for objective data to analyze and improve processes ○ Focuses on maintaining quality in the future Total Quality Management (TQM) ○ Seeks to integrate all organizational functions (marketing, finance, design, production, customer service, etc.) ○ Focuses on meeting customer needs and organizational objectives STEPS IN QUALITY IMPROVEMENT* 1. Identify QI objectives 2. Identify a process to study 3. Identity important aspects 4. Identify performance standards based on indicators 5. Measure, collect and organize data 6. Comparative information 7. Assessment of data 8. Identify improvement priorities 9. Choose and implement improvement activities 10. Assess effectiveness of QI process 11. Is there improvement? Redesign or continue? 12. Communicate findings 13. Revise and return to step #1 UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 3 OT10210 ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY SHIFT 2 Marketing LESSON Jose Ma. Rafael Ramos| October 18, 2024 08 MARKETING PRICE Vital function to business survival The cost of the service or produce A social and managerial process by which individuals and Development and production costs groups obtain what they need and want through creating Fair market value and exchanging products and values with others Government regulations and fee schedules ○ How these business owners create value for you Competitor pricing ○ They relate to your problem and provide solution Overhead expenses (rent, licenses, permits) Utilizes activities designed to sense, serve, and satisfy Target market’s budget and purchasing habits potential clients, physicians, or whoever you are targeting Payroll and taxes your message and efforts Identifying and satisfying social needs PLACE ○ Creating curiosity Where and how you will provide access to your service or product MAIN OBJECTIVES Where your rehab business is located To identify and meet the target market’s needs and wants Where your target market will receive access to your To increase awareness of the product or service products and services To increase accessibility to the consumer To persuade the consumer the product or service PROMOTION To meet the operational and financial business goals Communication of the benefits and place of your services To build consumer loyalty based on value and satisfaction Creating and communicating specific variables of your To achieve financial profile business, products, or services Increasing awareness or educate SIMPLE MARKETING SYSTEM POSITION How and where your service or product compare to your competitors Determining how well your rehab business is performing compared to your competitors 4 STEPS STEP 1: ANALYZE YOUR MARKET FOUR STEPS Set of all actual and potential buyers of a product, service 1. Analyze your market 4 areas of market analysis 2. Create your marketing plan ○ Review of industry and emerging trends 3. Implement your marketing plan ○ Determine your target market 4. Assses and redirect your marketing strategies ○ Identify your competitors ○ Perform a product and service assessment 5 P’S REVIEW OF INDUSTRY AND EMERGING TRENDS Groups of variables that your business will employ to influence the demand for your services and products Social and economic factors affecting your market Legal factors affecting your market Local state and federal government factors affecting your PRODUCT (SERVICE) market Any item or features of an item that is offered to the consumer for awareness and purchase UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 1 OT10210 SHIFT #2 | LESSON #5 | Marketing Plan DETERMINE YOUR TARGET MARKET STEP 3: IMPLEMENT YOUR MARKETING PLAN Rehab market Appoint someone to manage the marketing plan and ○ Clients and potential clients process ○ Referral sources (doctors) Identify a marketing plan budget ○ Payers (insurance) Identify which promotional strategies will be employed 5 F’s of informed decision-making of clients Create a marketing plan timeline ○ Function Establish marketing plan goals Use and purpose ○ Finances STEP 4: ASSESS AND REDIRECT YOUR MARKETING STRATEGIES Affordability Evaluate the marketing plan and results ○ Freedom Choices and options ○ Feelings ○ Future IDENTIFY YOUR COMPETITORS Primary competitors Secondary competitors Products and services Marketing strategies Strengths and weaknesses PERFORM A PRODUCT AND SERVICE ASSESSMENT Description of your product or service Advantages over competitors Disadvantages STEP 2: CREATE A MARKETING PLAN Contents of a marketing plan ○ Business description ○ Business goals ○ Description of products and services ○ Industry description ○ Strengths and obstacles ○ Target market ○ Market strategies ○ Implementation ○ Assess and redirect MARKETING STRATEGIES Advertising ○ Paid form of written promotion Sales Promotion ○ Marketing promotional incentives Discounts B1T1, 50% off Vouchers Free delivery Personal Relations ○ Creating an image about your rehab business by performing charitable humanitarian deeds TheraFree, every Peso goes to… Going green for the environment Personal Selling ○ Performed regularly by you every day and has minimal costs ○ Building rapport and relationships with your target market Direct selling UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 2 OT10210 ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY SHIFT 2 Financial Management LESSON Jose Ma. Rafael Ramos| October 18, 2024 09 ACCOUNTING ○ Results of operations for a given period Art of recording, classifying, summarizing, communicating ○ Indicates profit or loss and interpreting transactions or events of a financial Income Statement Accounts (Nominal Accounts) nature, in terms of money, interpreting the results of ○ Income, revenue, receipts decision-making Sales of goods and services Service that provides quantitative financial information Interest income, rent income, etc. needed to make economic decision ○ Expenses, costs, disbursements Translates operations into financial equivalent to measure Personnel costs the company’s financial condition and performance Supplies and materials Overhead, maintenance BOOKS OF ACCOUNTS Cash Flow Statement General Ledger ○ Provide information on the movement of cash in ○ Summarizes transactions for the period annually terms of receipts collected and payments made What services were provided ○ Inflow = Outflow (for ROI) PURPOSE OF FINANCIAL STATEMENTS Cash Books Basis for summarizing and reporting transactions ○ Records all cash transactions for the period Ensure integrity and accuracy of data recorded in the ○ Cash receipts book books of account Cash we receive Check and balance ○ Cash disbursement book Decision-making and policy formation Cash we use Review for improvements and changes General Journal ○ Records adjustments FIXED COST Subsidiary Books of Accounts ○ Receivable ledger ○ Purchase book Meaning The cost which remains same, regardless of the volume produced, is known as fixed ○ Payroll register cost ○ Stock records ○ Equipment ledger or asset inventory records Nature Time-related FINANCIAL STATEMENTS Incurred when Fixed costs are definite, they are incurred Balance Sheet (Statement of Financial Position) whether the units are produced or not ○ Information of financial position as of given date Unit Cost Fixed cost changes in unit (i.e., as the ○ Shows assets owned by the company and worth units produced increases, fixed cost per ○ Shows how the assets were acquired unit decreases, and vice versa), so the Thru credit (liabilities) fixed cost per unit is inversely proportional Thru equity (stockholders, members) to the number of output produced Thru donations from the government, NGOs, etc. Behavior Remains constant for a given period of Balance Sheet Accounts (Real Accounts) time ○ Assets Combination of Fixed production overhead, fixed Cash administration overhead, fixed selling and Receivables distribution overhead Inventories Prepaid expenses Examples Depreciation, rent, salary, insurance, tax ○ Liabilities Trade payables Accrued expenses Current loan payables ○ Capitals Equity (Assets - Liabilities) Retained earnings Statement of Operations ○ Shows the financial performance UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 1 OT10210 SHIFT #2 | LESSON #6 | Financial Management VARIABLE COST Meaning The cost which changes with the change in output, is known as variable cost Nature Volume-related Incurred when Variable costs are incurred only when the units are produced Unit Cost Variable cost remains same, per unit Behavior Changes with the change in output level Combination of Direct material, direct labor, direct expenses, variable production overhead, variable selling and distribution overhead Examples Material consumed, wages, commission on sales, packing expenses UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 2

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