Compilation Orad

8/9/2019 Compilation Orad

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Organizing- is the process of grouping the necessary responsibilities and activities into workable

units, determining the lines of authority and communication, and developingpatterns of coordination.

- is the conscious development of role structures of superior and subordinate, line

and staff.

Organizational process stems from the following underlying premises:

y There is a common goal toward which work effort is directedy The goal is spelled out in detailed plansy There is need for clear authority-responsibility relationshipsy P ower and authority elements must be reconciled so that individual interactions

within the organization are productive and goal directedy Conflict is inevitable but may be reduced through clarity of organizational

relationshipsy Individual needs must be reconciled with and subordinated to the organizational

needsy U nity of command must prevaily A uthority must be delegated

P rocess of Organizing

y The immediately identifiable aspects of the organizational process include cleardelineation of the goal in terms of scope, function, and priorities.

y The development of a specific organizational structure must be considered.y Specialization - is a major feature of health care organizations

- it is dictated and shaped in part by the specific licensure mandates foreach health profession

y The manager must assess the question of line and staff officers and unitsy A major organizational question concerns the division of worky The development of the organization chart, the job descriptions, and the statements of

interdepartmental and intradepartmental workflow systems must be assessed andimplemented as part of the management function of organizing.

y F inally, the changes in the internal and external organization environment must bemonitored so that the organizational structure can be adjusted accordingly

Basic steps of organizing:1. goal recognition and statement2. review of organizational environment3. determination of structure needed to reach the goal (e.g., degree of centralization, basis

of departmentation, committee use, line and staff relationships)



4 . determination of authority relationships and development of the organizational chart, job descriptions, and related support documents

Fu ndamental Concepts and P riciplesy R elationships in formal organizations are highly structured in terms of authority and

responsibility.y The arrangement of individuals into a graded series of superiors and subordinates,

authority holders and rank and file members, constitutes one of the most obviouscharacteristics of formal organizations.

y Scalar principle the flow of authority and responsibility that can be observed in thehierarchy constitute a distinct chain of command; the chain of direct authority fromsuperior to subordinate

y U nity of command can be expected to prevail y U nity of command is the uninterrupted line of authority from superior to subordinate

so that each individual reports to only one superior y A clear chain of command shows who reports to whom, who is responsible for the

actions of an individual, who has authority over each worker y P rinciple of parity responsibility cannot be greater than the authority given ensures

that individuals can carry out their assigned duties without provoking conflict over theirright to do so

y P rinciple of the absoluteness of responsibility authority may (and must) be delegated,but ultimate responsibility is retained by the manager. This, in turn, is the basis of themanager s right to exercise the necessary controls and accountability

P yramid Hierarchy

y Ocassionally, because the work must be coordinated and because there are necessarylimits on each manager s authority, a problem cannot be solved or a decision madewithout pooling the authority of two or more managers.

y These problems of splintered authority are overcome in three ways:1. The managers may simply pool their authority and make decision or solve the problem



2. the problem may be referred to a higher level of authority until it reaches a singlemanager with sufficient authority

3. R eorganization may be done so that recurring situations of splintered authority areeliminated.

y C oncurring authority is sometimes given to related departments to ensure uniformity of

practiceExample: the packaging department of a manufacturing department company cannotchange specifications without the agreement of the production division. A dataprocessing manager in a health care setting may be given concurring authority on anyform design changes, although this is the primary responsibility of the medical recordpractitioner, in order to foster compatibility throughout the information processingfunction

y S plintered authority and concurring authority are the natural consequences of thedivision of labor and specialization that make it necessary to coordinate the authoritydelegated to different managers

S pan of Managementy S pan of management number of immediate subordinates who report to any one

managery S pan of controly S pan of supervisiony S pan of authorityy There is no ideal span of management, although a span of 4 or 5 subordinates at higher

levels and span of 8 to 12 at the lower have been suggested

Modifying factors shape the appropriate span of management for any authority holder. Thesefactors include the ff.:

Type of Work. D egree of training of the worker Organizational stability G eographical location F low of work S upervisor s Qualifications A vailability of staff specialists Value system of the organization



Line and S taff Relationshipsy The terms line and staff are key words in any discussion of organizing.y Staff refers to the groups of employees who perform the work of a given

department or unity L

ine

refers only to those that have direct responsibility for accomplishing theobjectives of the organization, and staff refers to those that help the line unitsachieve the objectives

y The concept of line and staff was inherited by management theorists from the militaryof the 18 th and 19 th centuries. A n examination of a typical military encounter duringthis era makes it easier to conceptualize the notions of line and staff. The soldiersliterally formed a line, that is, line officers. The actual fighting of the battle was theduty of these troops and officers. In turn, these troops and officers were assisted bystaff officers and other units that provided logistical support, supplies, andinformation.

y The idea carried over as formal bureaucratic organizational theory developed in the19 th century

Relationship of Line and S taff A u thorityy The staff officer was an assistant to the commander, and this assistant s authority was

an extension of line authority



y Line authority is based on a direct chain of command from the top level of authoritythrough each successive level of organization

y A manager with line authority and responsibility for the work of a unit; the line manageralone has the right to command others to act

y A staff assistant provides advice, counsel, or technical support that may be accepted,

altered, or rejected by the line officerF unctional ability is the right of individuals to exercise a limited form of authority over thespecialized functions for which they are responsible, regardless of who exercises line authorityover the employees perfoming activities

Line of S taff Interaction

One basic mode of interaction is to designate staff member as the personal assistant toan individual holding office in the upper levels of the organization. Managers in the upper levelsof the organization may have several assistants, each carrying out highly specialized tasks.

When there is only one position of assistant, this individual s work may be general, varied anddetermined by the needs of the superior officer. The style of interaction may be highlypersonal, as when the staff assistant is seen as an alter ego of the line officer.

A full department that gives specialized assistance and support frequently has a generalstaff. The relationship between staff and line personnel is less intimate than the assistant

A third aspect of line and staff relationship is the organizational arrangement of thespecialized staff. S pecialized staff members (or departments in a large institution) give highlyspecialized counsel, such as that provided by engineers, architects, accountants, lawyers, andauditors. F inally as noted, departments can be arranged in terms of direct line entities assistedby support or service units.

S ervice Basic Line- S taff R elationship C omparedNo. Type R elationship of staff

unit employees tohead of operatingunit

R elationship of head of operatingunit to staff unitand members of staff unit working inhis department

R elationship of staff unit to employeesof operating unit

1. A dvisory May only volunteersuggestions butmay not necessarily

have to wait to beinvited

May or may nothave to availhimself of

suggestions

D o not give orreceive instructions

2. S ervice asrequested

May only volunteersuggestions butinvolves services.Must be invited intothe department.

The boss of the staff personnel is theirown staff unit head

Through operatingunit s supervisorissues such requestas required to makeservice effective



3. S taff servicesupplied on aprogrammed basis

S tronger than 2.S ervice arerendered on aprogrammed basisapproved by highly

authority andcannot be refusedby operating head

The direct chain of command of thestaff personnel is tothe staff unit head.Operating unit head

must work throughhead of staff unit if dissatisfied withmode of operations

S ame as 2

4 . A uxiliary servicesroutinely supplied

S ervices are routinepart of operations,not on an invited orspeciallyprogrammed basis

Same as 3 S taff-servicepersonnel can insiston regularprocedures beingfollowed. R outinecommunication

flow directlybetween staff andoperating personnelexcept in cases of sharpdisagreement.

5. C entral staff andcounter part unit inoperatingdepartment

A dvisory andsuggestive only butdoes not have towait to be invited

May or may nothave to availhimself of adviseand suggestions of central staff unit.Through his ownchain of command,head operating unitof staff unit in hisdepartment

F unctionalrelationshipbetween centralunit and employeesof staff unit inoperatingdepartment onmatters of professionalstandards, mode of operation, etcsuggestions fromcentral unit havestrong force and areto be disregarded

only under specialcircumstances andwith the approval of head operating unit.

6. P ersonnelassigned tooperating unit andstaff unit

A ssigned personnelare underadministrativecommand of head

In administrativecommand of theassigned personnelhead of staff unit

R elationship arethose of anyemployees underdirect supervision of



of operating unit asto be deploymenton job, discipline,hours work, etcbut their boss is

head of the staff unit

may, with notice tohead operating unit,withdraw themfrom the job if hecan supply

replacements

head of operatingunit. They carry ontheir own activitiesand work throughnormal channels

within departments

7. A staff unit whichis part of anoperatingorganizational unit

S upply informationand advise andrecommendeddecisions are madeby operating head,and he issuesinstructions tooperating personnel

D irect relationship,through chain of command.

S ame as 6. S taff personnel do notissue directinstructions tooperating personnelexcept underunusualcircumstances

The D ual P yramid F orm of Organization in Health C are

The ultimate authority and responsibility for the management of the institution isvested in the governing board. In accordance with the stipulations of licensure and accreditingagencies, the board appoints a chief executive officer (administrator) and a chief of medicalstaff, resulting in two lines authority. The chief executive officer is responsible for effectivemanaging the administrative components of the institution and delegate s authority to eachdepartment head in the administrative component, first pyramid of organization. Thephysicians and dentists are organized under a specific set of bylaws for the governance of themedical and dental staff. With the governing board approval, the chief of medical staff appointsthe chief of each clinic service, second pyramid of organization.

T itles in a specific Health care setting1. C hief of S taff- the officer of the medical staff to whom the chiefs of medical and clinical

services support. A ppointed by the governing board.2. C hief of Service- is the physician-director of a specific clinical service.3. D epartment C hair person- director of a specific clinical service in an academic institution

such as a teaching hospital.4 . Medical D irector- a full-time position in a line of authority structure. Sometimes a

counterpart of the chief executive officer for the medical staff

5. P resident of the Medical S taff- the presiding officer for the medical staff and is usuallyelected for a year.

Basic D epartamentation

D epartamentation overcomes the limitation imposed by the span of management. Theorganization, through its departments and similar subdivisions, can expand almost indefinitely



in size. D epatamentation facilitates the coordination process, since there is a logical grouping of closely related activities

D epartamentation according several patterns:

1. By function- its logical, efficient, and natural, the most widely used form of departamentation groups all related activities or jobs together.

2. By product- activities needed in the developmental, production, and marketing of aproduct may be grouped for purposes of coordination and control.

3. By territory- may be developed according to geographical boundaries.4 . By customer- based on clients need especially clinics in health care.5. By time- may be grouped according to the time of day they are performed.6. By process- technological consideration and specialized equipment usage may lead

to departamentation process.7. By number- may be done bu assigning certain duties to undifferentiated workers

under specific supervision.Orphan A ctivities

C ertain activities may not merit grouping into a separate department, and there may beno compelling reason to place them in any specific location in the organization. Yet, theseorphan activities must be coordinated and interlocked with all others. T he major departmentthat often uses or needs the service absorbs it. Other units that need the service obtain it fromthe major department to which it has been assigned.

D eadly P arallel A rrangement

In alternative organizational pattern, the higher the levels of management establish dualorganizational units for the purposes of control and/or competition. A s a control device, theparallel arrangement permits comparison of costs, productivity, and similar parameters.C ompetition may be enhanced, if this is desired as a means of motivation, because productivityand performance can be compared.

F lexibility in Organizational S tructure

Managers, in their role as change agents, continually seek ways to respond to change inthe external and internal organizational environment. It may be necessary to adjust traditional

organizational patterns because of advances in modern technology, the increase in worker stechnical and professional training, need to offset employee alienation, and the need toovercome the problems inherent in decentralized, widely dispersed units.

Matrix Organization

A design that involves both functional and product departmentation, is usedpredominantly to provide flexible structure and adaptive organizational structure for specific



projects in, for example, research, engineering, or product development. This pattern is alsocalled grid or lattice work organization and project or product management. The matrix of organizational relationships involves a chief for technical aspects, an administrative officer forthe managerial aspects and project coordinator as the final authority. This dual authoritystructure is predominant characteristics of the matrix organization and stands in distinct

contrast to the unity of command in the traditional organizational pattern.

Temporary D epartamentation

R eflects a management decision to create an organizational division withpredetermined lifetime to meet some temporary need. The lifetime may be imposed by aninherent, self-limiting element, such as funding through a defense contract or private researchgrant. A lthough the predominant organizational structure may be modified periodically, there isan implicit assumption that the basic unit will remain substantially unchanged for the life of theorganization. Temporary departamentaion usually reflects an organizational pattern that willexist for more than a few months, since an activity limited to only a few months.. S everal yearsmay be involved, although there is no set rule.

Organizational C hart

Management tool used for depicting organizational relationships is the organizationalchart. It is diagrammatic form, a visual arrangement, that depicts the following aspects of aninstitution.

1. major function, usually by department2. relationship of functions or departments3. channels of supervision4 . lines of authority and of communication5. positions (by job title) within departments or units

Reasons using organizational chart.

1. Managers can review their lines of decision making and authority to identify anyinconsistencies and complexities in their organizational structure.

2. To orient employees, since it shows where each job fits in relation to supervisors and to

other jobs in the department3. managers can compare current practice with the original plan of job assignments todetermine if any discrepancies exists

TWOMAJ OR KINDS OF ORGA NIZATI ONAL CHART 1. Master C hart2. S upplementary C hart



G ENERAL ARRA NG EMENT A ND C OVENTI ONS C onventional Organizational Chart A rrangement- line or scalar chart showing each layer

of the organization in sequence. LEFT TO RIG HT , starting with major officials

MASTE R CHART SU PP LEM ENT ARY CHART

D epicts the entireorganization

D epicts a section, department, or u nit

NOT IN GR EAT D ETAIL S P ECIF IC details of its organizationalpattern

S hows M AJ OR FU NCTI ON

D epict IND IVIU AL job title and the numberof positions in each section, as well s full

time or part-time status



ADVA NTAG E: similar to normal reading patterns C ircular A rrangement authority flows from the center outward ADVA NTAG E: it shows the authority flow reaching out and permeating, all levels, not

just flowing from top to bottom

Ordinary line authority-S

OLID

LI

NES

, staff position- BR

OKENLI

NE

PR EPARI NG THE ORGA NIZATI ONAL CHART F irst step, is to list all the major functions and the job associated with them. The major

groupings by function then are brought together as specific unit If there is a question about the proper placement of one or several functions, manager

can derive significant information by asking the following question:1. If there is a problem, who must be involved to effect a solution?2. D o the supervisors at each levels have the necessary authority to carry out

theirfunction?

3. If change in system and procedure is needed, who must agree to the changes.4 . If critical information must be channeled through the organization, who is

responsible for its transmission thought each unit of the organization?

A s an aid in developing the organizational chart, if its useful to prepare a simple tabulationshowing the following information:

1. Job title2. R eporting line supervised by whom (title)3. F ull time o the part time4 . D ay, evening, or night shift

5. Line or staff position

U seful in subsequent, managerial audit of the department in which the manageris comparing present practice form its original plan.

JOB D ESCRPTI ON



D uties associated with each job should be determined by the needs of thedepartment

These job accumulations of tasks rather than products. This helps to ensure that employees concepts of their duties will be consistent

with those of the manager and with the needs of the department. It is necessary to fill the various positions with the appropriate employees JOB D ESCRIPTI ON INCLUD ES : responsibilities, experience, organizational

relationship, working, condition, and other essential factors of the positionJOB A NAL YSIS

PR OC ESS MA Y BECARRI ED OUT BY: manager, the employee, or consultants VARI OUS METHOD THAT MA Y BE EMPL OYED : observation, interviews,

questionnaires, checklist, a daily log, or a combination of these tools. Employees must understand that their performance is not being evaluated; it is

the job that is being analyzed. Otherwise the employees may be uncooperative

JOB D ESCRIPTI ON F OR MAT NO STA NDARD F OR MAT , Job description vary with the type of facility and with the size

and scope of the department. The following format is suggested as a guide.

JOB TITL E Job should be identified by a title that clarifies the position. Inclusion in the job title such as: director, supervisor, senior staff, or clerk can help to

indicate the duties and skill level of the job.

IMMEDIAT E SUP ERVIS OR The position and title of the immediate supervisor should be clearly identified.

JOB SU MM AR Y A short statement of the major activities of the job should indicate the purpose and

scope of the job in specific terms This section serves principally to identify the job and differentiate the duties that are

performed from those of other jobs.

JOB DUTI ES S

tates what the employees does ad how the duties are accomplished. The description of duties should also indicate the degree of supervision received orgiven

JOB SP ECIFICAT ON Written record of minimum hiring requirements for a particular job comes from the job

analysis procedure.



THE IT EMS C OVER ED IN THE SP ECIFICTI ON MA Y BEDIVID ED INTO TWO GR OUPS :1. The skill requirements include the mental and manual skills, plus the personal traits and

qualities, needed and quantities, needed to perform the job effectively Minimum educational requirements L

icensure or registration requirements Experience expressed in objective and quantitative terms, such as years Specific knowledge requirements or advanced educational requirement Manual skills required in terms of the quality, quantity, or nature of the work to

be performed. Communication skills, both oral and written.

2. The physical demands of job may include the following P hysical effort required to perform the job and the length of the time involved in

performing a given activity Working conditions and general physical environment in which the job is to be

performed Job hazard and their probability of occurrence

US ES A ND PURP OSES OF JOB D ECRIPTI ON1. C ompliance with legal, C ontractual, and A ccrediting R equirements

S u mmary of the relationship of the job description to the other personnel managementf u nction

Job A nalysis and Job C lassification Wage and salary scale Exempt/Nonexempt status under the Fair Labor S tandards A ct C ollective bargaining unit inclusion

R ecruitment A dvertising

P reliminary S creening Testing

S election Information for prospective employee F ocus of interview D etermination f physical fitness for job as described



Orientation and T raining tailored to job qualificationEvaluation

P erformance evaluation Basis for error correction and retraining R eference point grievance hearings

2. Job R ating and C lassification In health care, these variables include complexity of duties; error impact; contacts with

patient, families, and other individuals both within and outside the organization; degreeof supervision received and nature of duties ranging from unskilled to highly technicaland professional

3. R

ecruitment Internal job posting may involve the placement of the complete job description in aspecified location in a specified location, such as an employee bulletin board

4 . F inal S election P rocess C andidate is matched to job. Interview, information about duties, responsibilities and

qualifications is coveyed.5. Employee D evelopment and R etention

Orientation and training programs- tailored to specific job duties and qualification. Thisis another step toward objective evaluation of candidates.

Jobs, like organizational structure of a hospital, are dynamic in nature. Changes in sizeand nature of organization, the introduction of new equipment or the employment of newtreatment techniques have a definite influence on the duties and requirements o jobs. Thus themanager and the employees of the departments must review the description of each job onperiodic, regular schedule (at least once a year). A n up-to-date accurate job description isessential when the personal department recruits applicants for a job or when the managerhires new employees, appraises the performance of the existing employees, and attempts toestablish an equitable wage and salary pattern within the department.

SU MMARY O F USES OF JOB DES CRIP T ION y F osters or contributes to overall compliance with legal, regulatory, contractual, and

accrediting mandatesy S erves as a basis for job rating, job classification, and wage and salary administrationy S erves as a basis for determining exemption or inclusion under provisions of the F air

Labor standards A ct and collective bargaining agreements



y P rovides information to prospective employees and to employer representatives duringthe recruitment and selection process

y S erves as a basis for orientation and training programs at the time of initial selection,transfer and promotion

y Serves as a basis for performance evaluation, error correction, retraining requirements,

and grievance determinationsy P rovides information to determine eligibility for claims under Workers C ompensation,

OSHA , and similar programs

JOB DES CRIP T ION F OR RELE ASE OF IN F ORMA T ION S P ECIALIST JOB TITL E: Release of Information SpecialistR ESP ONSI BLE TO: D irector, Medical R ecords D epartmentR ESP ONSI BILITI ES

Under the general direction of the director, Medical

Records

Department.

This specialistis responsible for the processing of requests for the release of information from the official

medical records of this facility. A ll work is carried out in accordance with the department sapproved policies and proceduresJOB S ETTI NG A ND CONDITI ONS

This is advanced-level clerical position in the Medical R ecords D epartment of this (n)-bed facility. The position I full time, day shift. A djustments to the normal schedule are requiredwhen the employees travels to and from court or other site of legal proceedings to givetestimony in responsible for subpoenas and court ordersJOB DUTI ES

y P rocess request for release of information from official records maintained by thisfacility

y R eceives an processes all incoming written request for such releasey R eceives visitors to the unit to process these request and inquiriesy A nswer the unit telephone to process these request and inquiriesy R eview each request to determine need and adequacy for authorizationy P repares responses appropriate to each requesty C alculates, collects and transmits fees associated with release of informationy P hotocopies material from the original medical record and prepares abstract summariesy A ccepts, processes and responds to subpoenas and court ordersy Maintains the release of information log used to track the status of each requesty Operates the office equipment normally used in the routines of daily worky P romotes public relations through prompt and courteous servicey F osters respect for the patient privacy by maintaining confidentiality

EDUCATI ON A ND EXP ERI ENC E



y The trainee should have a high school diploma or the equivalenty The trainee should have had advance clerical training, which includes typing and

computer skills, basic filling and bookkeeping, basic office procedures, and basic medicalrecord terminology and practice

y The trainee should have had relevant experience in the clerical duties sufficient for

individual development to the level of independent functioning with minimal directiony A trainee is acceptable provided the individual meets the established work standards

within [n] weeks of completion of the mandatory training program for this job

S KILLS y F luent in Englishy A ble to type final copy, error free within prescribed deadlinesy A ble to maintain alphabetical and numeral files with no errorsy A ble to maintain fee collection system with no errors

P HYSICAL A ND MENTAL D EMA NDS y A bility to withstand the pressure of continual deadlines and receipt of work with

variable requirementsy A bility to concentrate and maintain accuracy in spite of frequent interruptionsy A bility to be courteous, tactful and cooperative throughout the working dayy A bility to use judgment in carrying out all phases of the worky A bility to maintain confidentiality with regard to all phases o f the worky A cute visual and auditory sensesy A bility to communicate clearly in English in both oral and written forms of expressiony A bility to sit for long periods; move about the facility; stoop and lift light loads such as

packets of mail, medical records, and packagesy A bility to use standard office equipment including computers and word processors,

photocopy and facsimile machines and reader-printers

SP ECIAL R EQ UIR EMENTS y A bility to drive car to and from the area courts and law officey A bility to maintain flexible working hours when required traveling to and from, and

participating in, legal proceedings requiring the presentation of medical records and orthe provision of testimony.

DAT E:R EVISI ONS :

JOB DES CRIP T ION F OR COORD IN AT OR OF REHABILIT AT ION STAT EMENT OF PURP OS E



C oordinates and supervises operation of the rehabilitation department, which includesphysical therapy, occupational therapy and electrodiagnosticsMAJ OR TAS KS , DUTI ES , A ND R ESP ONSI BILITI ES

y C oordinates delivery of physical and occupational therapy services for inpatient and outpatients

y A ssure prompt, efficient and high-quality care according to professional standardsy Maintains the department cleanliness and safetyy C onducts new employee orientation and annual performance appraisalsy R eviews and revises the department policy and procedure manual as neededy P repares operating budget and plans expenditure accordinglyy P lans capital budget in keeping with the needs of the departmenty D irects the staff and equipment allocation, on a daily basis, to ensure the effectiveness

of department servicesy On regular basis, informs the medical director and associate director of issues affecting

delivery of servicey Maintains records pertinent to personal and the operation of the departmenty Has a working knowledge of current standards of care in regulatory codes and

accrediting agenciesy R epresents in the department at hospital wide committees and management meetingsy P repares annual report and plans objectives for the future

EDUCATI ONAL R EQ UIR EMENTS Entry-level degree (bachelor s or master s) in physical therapy or occupational therapy

from a program accredited by the appropriate professional associationsQ UALIFICATI ONS OR SP ECIAL S KILLS R EQ UIR ED

y Licensed to practice in New York S tatey Basic management and supervisory skills required

EXP ERI ENCEF our years of clinical practice and two years of supervisory/management experience.

JOB DES CRIP T ION F OR SEN IOR P HYS ICAL T HERAP IST STAT EMENT OF PURP OS E

To assist the coordinator and assistant coordinator I the orientation and supervision of staff physical therapist and supportive personnel, in addition to providing direct patient care.MAJ OR TAS KS , DUTI ES A ND R ESP ONSI BILITI ES

y Includes all duties of the staff physical therapyy S upervises all the staff PT in the planning and execution of the patient care in

respective areas of rotationy Offers constructive criticism, in consultation with the coordinator, to staff therapist to

promote growth and motivation



y S upervises assigned treatment areas or special programs within the departmenty A ssists the coordinator and assistant coordinator in monitoring department operations

to ensure optimum patient care, safe and pleasant working conditions and efficiencyy D emonstrates advanced clinical skills in one or more special areas and disseminates that

skil to other staff y A ssist the coordinator in the orientation of new employeesy P rovides PT services


from a program accredited by the A merican P hysical Therapy A ssociationQ UALIFICATI ONS OR SP ECIAL S KILLS R EQ UIR ED

y Licensed to practice in New York S tatey A dvanced clinical or supervisory skills required

y P hysical skills involve daily heavy lifting and long periods of standing

EXP ERI ENCETwo years of clinical practice

JOD DES CRIP T ION F OR ST AFF P HYS ICAL T HERAP IST STAT EMENT OF PURP OS E

U pon medical referral, organizes and conducts PT programs in the hospital to restorefunction and prevent disability following disease or injury; applies high standards of quality careaccording to overall objectives of rehabilitation departmentMAJ OR TAS KS , DUTI ES , A ND R ESP ONSI BILITI ES

y R eviews the patient s medical record and interprets tests and measurements to assesspathophysiological, pathomechanical and developmental deficits of human system todetermine treatment and assist in diagnosis and prognosis

y Establishes appropriate short and long term goals with input from patient and familyy P rovides appropriate treatment, including, but not limited to, heat cold, light, air, water,

sound, electricity, massage, mobilization and therapeutic exercise with or withoutassistive devices(wheelchair, crutches, prosthetics/orthotics)

y P rovides accurate and timely documentations of evaluation and plan of carey C ommunicates with medical/allied health personnel regarding patient progress needs

and discharge plansy S upervises rehabilitation aides, physical therapy students and volunteersy P articipants in department in-service training and employee education programsy P articipates in professional conferences, seminars and continuing educationy U nderstands the impact of regulatory and accrediting agencies on the standards of

patient care




from a program accredited by the A merican P hysical Therapy A ssociationQ UALIFICATI ONS OR SP ECIAL S KILLS R EQ UIR ED

y Licensed to practice in New York S tatey P hysical skills involve daily heavy lifting and long periods of standing

EXP ERI ENCEP referred, not required

JOB DES CRIP T ION F OR P HYS ICL T HERAP Y ASS IST ANT STAT EMENT OF PURP OS E

P erforms various patient-related activities, such as treatment with exercises ormodalities, as directed by physical therapistMAJ OR TAS KS , DUTI ES , A ND R ESP ONSI BILITI ES

y A dministers PT care programs or portions thereof as planned and directed by a P hysical

therapist.y Maintains open communication with medical/ allied health personnel regarding patien s

progress needs and discharge planningy A cts as an assistant to P hysical therapist when the physical therapist is performing test,

evaluation and complex proceduresy D ocuments patient s response to treatment in the medical recordy Maintains a neat and organized appearance in all areas of the department; puts

equipment back to assigned places

EDUCATI ONAL R EQ UIR EMENTS Either completion of two-year college program accredited by APTA or experience

satisfactory to New York S tate Board for P hysical Therapy as leading state licensureQ UALIFICATI ONS OR SP ECIAL S KILLS R EQ UIR ED

y Licensed to practice in New York S tatey P hysical skills involve daily heavy lifting and long periods of standing

JOB DES CRIP T ION F OR SEN IOR S P ECIALIST- OCCU P AT ION AL T HERAP IST IIIIMMEDIAT E SUP ERVIS OR : reports directly to director of Occupational therapy. In addition,receives medical supervision from rehabilitation physicians and residents. Must relate to otherprofessionals, such as those in nursing, physical therapy, health records administration, speech

therapy and social work.JOB SU MM AR Y: treats spinal cord injured and respirator dependent spinal cord injuredpatients. S upervises occupational therapy staffs and aides. Teaches home programs to familymembers and caregivers. P articipates in spinal cord research project. P repares report on spinalcord unit for careJOB DUTI ES : evaluates all new admissions and establishes treatment goals and program.A pproves all adaptive equipment orders and staff home visits. D irects student training and



volunteer programs. Treats complex cases and supervises all staff, reviewing documentation,treatment techniques and all follow up. R epresents occupational therapy at monthly researchcommittee meetings. S erves on S trategic P lanning C ommittee Orients all O TR staff andsupervises orientation of C OTA s and aides.JOB SP ECIFICATI ONS : Must be a licensed occupational therapist with passing grade in A merican

Occupational Therapy Certification Board examination and have a minimum of three years of experience with SCI patients. Masters degree is preferred. Must demonstrate knowledge andskills in evaluating and treating SCI and ventilatory-dependent patients. Must have knowledgeof adaptive equipment and some experience with environmental control system. Must havegood communication skills, including good writing skills.OCCU P AT ION AL HERAP Y DE P ART M ENT JOB DUT IES STAFF THERAPIST

1. P atient care: evaluates patient2. P atient care: plans and implements treatment3. P atient care: educates patient

4 . P atient care: maintains documentation that is thorough, timely and meets departmentstandards

5. Manages schedule, maintains clinic-office space, meet productivity expectations6. Quality assurance: participates in chart review process7. Teaching: attends and participates in in-services, supervises students, participates in

resident evaluation8. R epresents and P romotes O T within the university and community

S ENIOR THERAPIST 1. P atient care: evaluates patient2. P atient care: plans and implements treatment3. P atient care: provides family and patient education4 . P atient care: maintains documentation that is thorough, timely and meets department

standards5. Manages schedule, maintains clinic-office space, meet productivity expectations6. Quality assurance: participates in chart review process7. U tilizes and communicate with support staff appropriately8. Teaching: serves as role model/mentor for new staffs, attends and participates in in-

services, supervises students, participates in resident evaluation9. R epresents and P romotes O T within the university and community

U NIT SUP ERVIS ORS 1. Manages schedule, supervises staff, evaluates residents2. S taff supervision: orients staff to service provides day to day monitoring and feeding

back, review billing sheets, gives appraisal at the end of service



3. P atient care: develops and implements programs, maintains caseload, followsdocumentation guidelines, meets productivity expectations, coordinates O T with otherservices

4 . Quality assurance: monitors unit performance, performs chart reviews and staff audits

according to schedule, supports quality assurance activities5. Teaching: attends and participates in in-services, instructs residents and medicalstudents, supervises O T students, lectures to O T students

6. R esearch designs, implements and participate in clinical research7. P romotes O T within the university and community

ADVA NCED CLI NICIA NS 1. P atient care: evaluates, plans and implements patient services for a specific patient

population2. D ocumentation: maintains complete and up-to-date records

3. Quality assurance: participates in quality assurance program4 . Teaching: attends and participates in in-services5. Teaching: instructs staff through cotreatment, individual instruction and monitoring6. Teaching: instructs O T students on affiliation and in O T school education program7. R esearch: promotes use of current research information and tools, encourages/

facilitates development and participation in clinical research activities8. Manages schedule, maintains productivity and utilizes support staff appropriately9. P romotes O T within the university and community10. Orients residents to O T s role in specialty area

ASSISTA NT CHIEF 1. P atient care: maintains half-time patient load, maintains productivity2. Quality assurance: coordinates section quality assurance program3. C oordinates O T student programs4 . Teaching schedules section in in-services coordinates O T in services with rehab in

services committee5. R esearch designs, implements and participate in clinical research6. P romotes O T within the university and community

C HIEF 1. P ersonnel: is responsible for recruitment, orientation, supervision, evaluation and

retention of staff 2. P atient care: is responsible for program development, supervision, continuous quality

improvement, program evaluation, monitors and maintains compliance with CARF and joint commission standards.



3. A dministration: is responsible for management of budget, productivity, supplies space;submits report as necessary

4 . Education: oversees in-service and staff development, oversees orientation andevaluation of residents, oversees student program (level I and II), oversees medical

students training, instructs atC

ollege of A

llied HealthS

ciences.5. R esearch: promotes use of current research information and tools, encourages/facilitates development and participation in clinical research activities

CONSULT ANTS R OLE A ND FU NCTI ONS

y P rovide advice on specified task, problem or procedurey Make valuable recommendation

Documents

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