The Occupational Therapy Manager

Section I. Foundations of Occupational Therapy Leadership and Management
Chapter 1. Theories of Leadership
Chapter 2. Perspectives on Management
Chapter 3. Leadership vs. Management: Differences and Skills Sets
Chapter 4. Evolution and Future of Occupational Therapy Service Delivery
Chapter 5. Global Perspectives on Occupational Therapy Practice
Chapter 6. Leading and Managing Within Health Care Systems
Chapter 7. Creating a Business in an Emerging Practice Area
Chapter 8. Management for Occupation-Centered Practice
Section II. Organizational Planning and Culture
Chapter 9. Strategic Planning
Chapter 10. Using Data to Guide Business Decisions
Chapter 11. Risk Management and Contingency Planning
Chapter 12. Marketing Strategies and Analysis
Chapter 13. Building Capacity
Chapter 14. Starting New Programs
Chapter 15. Cultivating a Positive and Collaborative Workplace
Chapter 16. Promoting and Managing Diversity
Chapter 17. Volunteering: Staff Participation Outreach and Contributing to the Community
Section III. Navigating Change and Uncertainty
Chapter 18. Managing Organizational Change
Chapter 19. Planning During Uncertainty
Chapter 20. Handling Resistance During Change
Chapter 21. Communicating During Change or Uncertainty
Chapter 22. Adding Value During Change
Chapter 23. Becoming a Change Agent
Section IV. Outcomes and Documentation
Chapter 24. Managing Quality and Promoting Evidence-Based Practice
Chapter 25. Understanding Client-Centered Practice
Chapter 26. Evaluating Occupational Therapy Services and Client Satisfaction
Chapter 27. Measuring Outcomes
Chapter 28. Guidelines for Effective Documentation and Quality Reporting
Chapter 29. Federal Health Care Programs and Outcomes
Chapter 30. Private Health Insurance
Chapter 31. Workers' Compensation
Chapter 32. Delivering Services Through Telehealth
Section V. Interprofessional Practice and Teams
Chapter 33. Advocating Occupational Therapy's Distinct Value Within Interprofessional Teams
Chapter 34. Supervising Other Disciplines
Chapter 35. Building Effective Teams
Section VI. Supervision
Chapter 36. Recruiting, Hiring, and Retaining Personnel
Chapter 37. Conflict Resolution
Chapter 38. Mentoring and Motivating Others
Chapter 39. Promoting Professionalism
Chapter 40. Providing Constructive Feedback
Chapter 41. Working With Occupational Therapy Assistants
Chapter 42. Occupational Therapy Assistants as Managers
Chapter 43. Management of Fieldwork Education
Section VII. Communication
Chapter 44. Communicating Across Generations and Cultures
Chapter 45. Using Social Media Appropriately
Chapter 46. Grant Proposal Writing
Chapter 47. Practitioner-Client Communication
Section VIII. Finance and Budgeting
Chapter 48. Understanding Economic and Political Trends
Chapter 49. Designing a Payment Structure
Chapter 50. Developing a Budget
Chapter 51. Determining Costs for New Programs
Chapter 52. Monitoring Cash Flow
Chapter 53. Professional Liability Insurance
Section IX. Professional Standards
Chapter 54. Continuing Competence
Chapter 55. Major Accrediting Organizations
Chapter 56. Accreditation Related to Education
Section X. Ethical Legal Considerations
Chapter 57. Organizational Ethics
Chapter 58. Ethics in Fieldwork
Chapter 59. Ethics for OTA Managers
Chapter 60. Understanding the Law
Chapter 61. Malpractice
Chapter 62. Intellectual Property and Social Media
Chapter 63. Billing for Occupational Therapy
Chapter 64. Understanding Employment Laws
Chapter 65. Addressing Health Disparities
Chapter 66. MoralDistress
Section XI. Managing Your Career
Chapter 67. Succeeding as a New Leader or Manager
Chapter 68. Returning to the Occupational Therapy Workforce
Chapter 69. Transitioning to New Practice Areas
Chapter 70. Becoming a Successful Contractor
Chapter 71. Professional Development
Chapter 72. Entrepreneurship
Section XII. Public Policy
Chapter 73. Why Is Policy Important?
Chapter 74. Regulatory and Payment Issues
Chapter 75. State Regulation of Occupational Therapy
Chapter 76. Becoming an Advocate