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Roles, Skills, and Competencies of Middle Managers in Occupational Therapy
|Title:||Roles, Skills, and Competencies of Middle Managers in Occupational Therapy|
|Authors:||Guo, Kristina L.|
|LC Subject Headings:||Middle managers|
|Publisher:||Wolters Kluwer Health, Inc.|
|Abstract:||This article describes the most essential roles, skills, and competencies needed by middle
managers in occupational therapy organizations. Middle-level managers are responsible for a
specific segment of the organization. They are uniquely positioned to foster changes in the
department. Because of the challenges in the health care environment, it is important to discuss
the roles that middle managers need to bring out the viability and growth of their departments
and organization. These roles include planner, strategic planner, coordinator, leader, problem
solver, and negotiator. To conduct these roles, skills and competencies that are closely linked to
the effective performance of those roles are also described. Skills include human relations,
marketing, and conceptual skills. Competencies include being able to manage attention, meaning,
trust, and self, as well as being competent when conducting utilization reviews, program
evaluations, documentation of services for quality and reimbursement purposes, and fiscal
management. With these outlined roles, skills, and competencies, middle managers should be
able to promote the mission of their organizations, support their employees, and navigate
successfully in the competitive and ever-changing health care environment.
|Appears in Collections:||Guo, Kristina L.|
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