by Denise Chisholm, PhD, OTR/L, FAOTA; Penelope Moyers Cleveland, EdD, OTR/L, BCMH, FAOTA; Steven Eyler, MS, OTR/L; Jim Hinojosa, PhD, OT, BCP, FAOTA; Kristie Kapusta, MS, OT/L; Shawn Phipps, PhD, OTR/L, FAOTA; Pat Precin, MS, OTR/L, LP
Earn .7 CEUs (8.75 NBCOT PDUs/7 contact hours)
Successful occupational therapy management in both clinical and leadership positions is essential to ensure high quality practice for clients in all settings. This new CE course presents supplementary content from chapters in the AOTA Press bestseller The Occupational Therapy Manager, 5th Edition, and provides additional applications that are relevant to selected issues on management. The course focuses on six specific topics with individual learning objectives, and it is strongly recommended that participants read each of the six chapters in The Occupational Therapy Manager, 5th Edition to enhance their learning experience prior to studying the selected CE topics.
- Occupation-Based Practice in Management (Chapter 5)
- Evidence-Based Occupational Therapy Management (Chapter 23)
- Evaluating Occupational Therapy Services—Continuing Quality Improvement (Chapter 26)
- Continuing Competency (Chapter 31)
- Conflict Resolution (Chapter 14)
- Employee Motivation (Chapter 15)
The Occupational Therapy Manager, 5th Edition, edited by Karen Jacobs and Guy McCormack, is recommended reading in order to fully benefit from the content and successfully complete the exam.
Topic 1: Occupation-Based Practice in Management
Authored and presented by Denise Chisholm, PhD, OTR/L, FAOTA
Practical strategies using clinical management scenarios in an interactive format will maximize clinical application and illustrate the use of the occupation-based approach in management. Step-by-step examples will walk you through the learning process of management in a variety of practice settings.
- Delineate the services that an occupational therapy department provides in relation to occupation-based practice.
- Identify strategies to transition the circumstances and conditions that limit the occupational therapy staff’s ability to provide occupation-based services to opportunities that facilitate occupation-based services.
- Apply the principles of occupation-based practice to clinical management scenarios.
Topic 2: Evidence-Based Occupational Therapy Management
Authored and presented by Steven Eyler, MS, OTR/L, and Kristie Kapusta, MS, OT/L
Assists practitioners in occupational therapy leadership roles with identifying and applying strategies to promote, encourage, and sustain a clinical culture characterized by a commitment to evidence-based practice. Content includes management and motivational theory and practical applications drawn from health care, business, and leadership literature, as anchored in evidence from the fields of psychology and social psychology. The emphasis is on practical leadership tactics and strategies that are themselves supported by evidence. The material is organized in a working model for stimulating change that provides a full set of influence strategies classified into six categories.
- Identify a combination of leadership strategies, supported by evidence, for creating and maintaining a culture of evidence-based practice (EBP).
- Recognize and describe the three essential elements for fostering intrinsic motivation.
- Identify the six sources of influence that promote EBP.
- Identify management resources available to facilitate EBP.
- Identify methods for measuring the effectiveness of EBP initiatives.
Topic 3: Evaluating Occupational Therapy Services—Continuing Quality Improvement
Authored and presented by Pat Precin, MS, OTR/L, LP
Defines continuous quality improvement (CQI) and describes its characteristics, rationale, and importance to occupational therapy programs. The content describes steps and activities necessary to create an interdisciplinary CQI project using a clinical example. Worksheets that can be used by occupational therapy practitioners working with a team to set up a CQI project in their own setting and patient population are provided.
- Identify the characteristics of and rationale for continuous quality improvement (CQI) and state its importance to occupational therapy.
- Identify the steps and activities typically taken to construct a multidisciplinary CQI project within a facility.
- Identify CQI tools to increase collaboration with an interdisciplinary team around a shared clinical concern in your facility.
Topic 4: Continuing Competency
Authored and presented by Jim Hinojosa, PhD, OT, BCP, FAOTA, and Penelope Moyers Cleveland, EdD, OTR/L, BCMH, FAOTA
Presentation begins with a brief review of the terminology competence, competent, and competencies specifically as they relate to supervision and management. Expanding on these definitions, the content identifies and discusses other dimensions of competence that directly concern supervisors and managers and their importance to be understood. Next, on the basis of the literature related to manager competence, it identifies particular competencies beyond the American Occupational Therapy Association’s Standards for Continuing Competence and how they influence occupational therapy managers and supervisors in various settings. On the basis of these comprehensive competencies, various strategies for assessing competence are proposed. This part has two sections: (1) assessing one’s personal competence as a manager and supervisor, and, (2) assessing the overall competence of people supervised or managed. This 2-part section ends with a discussion of how to develop a culture of competency in the work environment. Finally, topic content ends with three case examples that deal with an individualized competency plan, a competency plan for an entire setting, and a plan for dealing with incompetence.
- Recognize when to use the AOTA Standards for Continuing Competence to establish a competency plan for an organization, organizational unit, or team and its individual members.
- Recognize how to develop management competencies to promote occupational therapy practice that is consistent with current and accepted standards and that promotes future competent practice.
- Identify the process for developing appropriate strategies for supporting competence of all occupational therapy practitioners and personnel.
- Delineate how competence contributes to the learning of an organization through the professional development of interprofessional teams and individual members of the team or organizational unit.
- Identify strategies to facilitate others to engage in the self-directed learning process to ensure competent practices.
Topic 5: Conflict Resolution
Authored and presented by Shawn Phipps, PhD, OTR/L, FAOTA
Discusses the principles of conflict resolution and effective strategies for resolving conflict. Content will show how mutual problem solving encourages resolution of a conflict and, in contrast, how standing firm on one’s proposals or making threats encourages failure to reach resolution. Negotiation research will be discussed that has shown that the party who makes the first offer tends to achieve greater benefits than the other party and that viewing a compromise as a loss can limit the effectiveness of a resolution.
- Define conflict and conflict resolution.
- Identify core principles of conflict resolution and how to apply them to the occupational therapy workplace.
- Identify the difference between individualistic and collectivistic cultural perspectives on conflict resolution.
- Identify strategies for effective conflict resolution that can be applied to occupational therapy workplace.
- Manage resistance to organizational change.
Topic 6: Employee Motivation
Authored and presented by Shawn Phipps, PhD, OTR/L, FAOTA
Focuses on the critical leadership skills required to motivate employees and build successful working teams in occupational therapy practice while managing conflict effectively. While the primary focus of this presentation is on motivating employees from an occupational therapy management perspective, the motivational strategies presented apply equally to clients engaged in the occupational therapy process and occupational therapy students in the academic or fieldwork education context.
- Identify key principles related to motivation and how to apply them in the occupational therapy workplace.
- Recognize factors that drive or influence motivation and how to use them in the occupational therapy workplace.
- Recognize the differences between intrinsic and extrinsic motivation factors as the apply to the occupational therapy workplace.
- Identify key strategies for motivating employees.
- Recognize how to incorporate motivational strategies into the occupational therapy workplace.
Learning Level: Intermediate
Target Audience: Occupational Therapists and Occupational Therapy Assistants
AOTA Classification Codes for Continuing Education Activities: Category 3: Professional Issues, Administration & Management
Continuing Education Credit
A certificate of completion for .7 AOTA CEU (8.75 NBCOT PDUs/7 contact hours) will be awarded on the successful completion of this course.
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