Roles and Functions of Managers and Supervisors FALL2014

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Roles and Functions of Managers and Supervisors in Rehabilitation Settings:

Roles and Functions of Managers and Supervisors in Rehabilitation Settings CONTINUATION OF OUR THEME : To Contribute To The Success Of Any Rehabilitation Or Health Care Organization There Are Requirements Beyond Excellent Patient Care Skills ……..There Needs To Be A Well-managed Environment For Quality Care To Be Delivered !!!!!!

Success Depends on More than Just Direct Patient Interventions/Care:

Success Depends on More than Just Direct Patient Interventions/Care


Objectives Compare the roles of management vs. supervision Understand the levels of management in rehab settings Identify common functions of therapy managers and supervisors Identify the needs and importance for planning and understand the roles of the organization’s mission and vision statements

PowerPoint Presentation:


PowerPoint Presentation:

At each level, core management knowledge and skills are similar. The differences are what knowledge and skills are used the most frequently ( Nosse , Friberg , & Kovacek , 2005)

What is management? (from a business model point of view):

What is management? (from a business model point of view) Management : the act of getting groups of people or individuals together to accomplish desired goals and objectives (priorities) using available resources efficiently and effectively.

What is supervision? (from a business model point of view):

What is supervision? (from a business model point of view) Supervise : to oversee the work, the tasks, or the performance of another. You are a supervisor if you have the power and authority to: Give instructions and/or orders to subordinates. Be held responsible for the work and actions of other employees.

PowerPoint Presentation:

Management ** Plans for future work obligations Organizes employees into functional units Directs employees in the process of completing daily tasks Controls work processes and systems Supervision Controls and directs the work of one or more employees to maximize performance and outcomes . MANAGEMENT vs. SUPERVISON ** Management typically has Requisite Authority: the authority for decisions that make them ultimately responsible for the outcomes of the facility!

Management Functions: Planning:

Management Functions: Planning Manager Interpret organizational vision Establish department objectives Create a budget Establish department policies and procedures Supervisor Integrate vision Oversight of work tasks to achieve department obj. Follow a budget Ensure work is done effectively and efficiently ( Braveman , 2014)

Management Functions: Organizing:

Management Functions: Organizing Manager Recruit, hire, orient, and train staff Appraise performance Determine rewards Oversee disciplinary actions Supervisor Provide management with feedback on appropriate staffing levels Daily coaching and feedback to line staff ( Braveman , 2014)

Management Functions: Directing:

Management Functions: Directing Manager Mentor and coach supervisors Implement staff training, education Supervisor None ( Braveman , 2014)

Management Functions: Controlling:

Management Functions: Controlling Manager Oversight of quality improvement Establish performance expectations and measures Supervisor Ensure compliance with policies and procedures Measure and record quality indicators Alert management to problems. ( Braveman , 2014)

What Basic Processes are Utilized by First-level Managers1:

What Basic Processes are Utilized by First-level Managers 1 Build and maintain relationships Exchange information Make decisions Influence others 1. Yukl, G., 2002

First-level Manager: Influence on Others:

First-level Manager: Influence on Others

First-level Manager: Decisions:

First-level Manager: Decisions Determine the issue Identify the degree of urgency Collect the data Analyze the data Identify the options Compare alternatives Implement the decision Follow-up

“From One of Us to One of Them” First-level Manager: Relationships:

“From One of Us to One of Them” First-level Manager: Relationships Skills, knowledge, and strategies for building relationships with your staff: Professional competence Standard managerial knowledge Commitment to hard work on behalf of the staff Leadership abilities Team builder Accessible Listener Informative to staff Fair Give recognition Know the staff as individuals Create opportunities for staff development

Supervision: A Sub-Management Task:

Supervision: A Sub -Management Task What Do Supervisors Typically Do? 1. Conduct basic management skills. 2. Organize their department and teams. 3. Notice the need for and designing new job roles in the group. 4. Assist in the hiring new employees. 5. Train new employees. 6. Perform employee performance management. 7. Regulate conformance to personnel policies and other internal regulations.

Mission and Vision Statements:

Mission and Vision Statements Mission Statement Why an organization exists Function org. performs in community/society Who org. serves How org. achieves its purpose Vision Statement Aspirational message What org. would like to become as it seeks to fulfill mission Future oriented ( Braveman , 2014)

University of St. Augustine:

University of St. Augustine Vision To be the leading international university in innovative health sciences education Mission The mission of the University of St. Augustine for Health Sciences is the development of professional health care practitioners through innovative, individualized, and quality classroom, clinical, and distance education.


AOTA Vision Statement AOTA advances occupational therapy as the preeminent profession in promoting the health, productivity, and quality of life of individuals and society through the therapeutic application of occupation. Mission Statement The American Occupational Therapy Association advances the quality, availability, use, and support of occupational therapy through standard-setting, advocacy, education, and research on behalf of its members and the public.


APTA Vision Statement Transforming society by optimizing movement to improve the human experience Mission Statement To further the profession's role in the prevention, diagnosis , and treatment of movement dysfunctions and the enhancement of the physical health and functional abilities of members of the public.

Earning Employees’ Respect:

Earning Employees’ Respect Recruitment Encouragement Satisfaction Performance Enthusiasm Communication Teamwork (Waite, 2013)

PowerPoint Presentation:

10 Reasons You Might be a Bad Supervisor or Manager 1 . People are afraid of you! 2. You micro-manage 3. Stress controls you; you don ’ t control stress.   4. You create real and perceived distance between yourself and your team.   5. You ’ re unavailable.   6. You do not genuinely seek feedback .   7. You have no investment in your subordinates futures.   8. You manage down more than you manage up.   9. You don ’ t deliver tough messages when you need to.   10. You throw others under the bus .  

Activity: Values Checklist:

Activity: Values Checklist


References Braveman , B. (2014 ). Management of Occupational Therapy Services. In Schell, Gillen & Scaffa (Eds.), Willard & Spackman’s Occupational Therapy. (12th ed .) (1016-1030). Philadelphia : Wolters Kluwer/Lippincott Williams & Wilkins. Nosse , L., Friberg , D., & Kovacek , P. ( 2005) Managerial & Supervisory Principles for Physical Therapists. (2nd Ed.). Baltimore; Lippincott Williams & Wilkins. Waite, A. (2013). Earning employee’s respect: Managers and employers of occupational therapy practitioners reflect on strategies for keeping workplace morale high. OT Practice , 18(17), 12-21.

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