Organizing

- is the process of grouping the necessary responsibilities and activities into workable
units, determining the lines of authority and communication, and developing
patterns of coordination.
- is the conscious development of role structures of superior and subordinate, line
and staff.

Organizational process stems from the following underlying premises:

 There is a common goal toward which work effort is directed

 The goal is spelled out in detailed plans
 There is need for clear authority-responsibility relationships
 Power and authority elements must be reconciled so that individual interactions
within the organization are productive and goal directed
 Conflict is inevitable but may be reduced through clarity of organizational
relationships
 Individual needs must be reconciled with and subordinated to the organizational
needs
 Unity of command must prevail
 Authority must be delegated

Process of Organizing

 The immediately identifiable aspects of the organizational process include clear

delineation of the goal in terms of scope, function, and priorities.
 The development of a specific organizational structure must be considered.
 Specialization - is a major feature of health care organizations
- it is dictated and shaped in part by the specific licensure mandates for
each health profession
 The manager must assess the question of line and staff officers and units
 A major organizational question concerns the division of work
 The development of the organization chart, the job descriptions, and the statements of
interdepartmental and intradepartmental workflow systems must be assessed and
implemented as part of the management function of organizing.
 Finally, the changes in the internal and external organization environment must be
monitored so that the organizational structure can be adjusted accordingly

Basic steps of organizing:

1. goal recognition and statement
2. review of organizational environment
3. 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

Fundamental Concepts and Priciples

 Relationships in formal organizations are highly structured in terms of authority and
responsibility.
 The arrangement of individuals into a graded series of superiors and subordinates,
authority holders and rank and file members, constitutes one of the most obvious
characteristics of formal organizations.
 Scalar principle – the flow of authority and responsibility that can be observed in the
hierarchy constitute a distinct chain of command; the chain of direct authority from
superior to subordinate
 Unity of command can be expected to prevail
 Unity of command – is the uninterrupted line of authority from superior to subordinate
so that each individual reports to only one superior
 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
 Principle of parity – responsibility cannot be greater than the authority given – ensures
that individuals can carry out their assigned duties without provoking conflict over their
right to do so
 Principle 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 the
manager’s right to exercise the necessary controls and accountability

Line Workers/
Rank and File
Workers

Pyramid Hierarchy

 Ocassionally, because the work must be coordinated and because there are necessary
limits on each manager’s authority, a problem cannot be solved or a decision made
without pooling the authority of two or more managers.
 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 single
manager with sufficient authority
3. Reorganization may be done so that recurring situations of splintered authority are
eliminated.
 Concurring authority is sometimes given to related departments to ensure uniformity of
practice
Example: the packaging department of a manufacturing department company cannot
change specifications without the agreement of the production division. A data
processing manager in a health care setting may be given concurring authority on any
form design changes, although this is the primary responsibility of the medical record
practitioner, in order to foster compatibility throughout the information processing
function
 Splintered authority and concurring authority are the natural consequences of the
division of labor and specialization that make it necessary to coordinate the authority
delegated to different managers

Span of Management
 Span of management – number of immediate subordinates who report to any one
manager
 Span of control
 Span of supervision
 Span of authority
 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. These
factors include the ff.:
 Type of Work.
 Degree of training of the worker
 Organizational stability
 Geographical location
 Flow of work
 Supervisor’s Qualifications
 Availability of staff specialists
 Value system of the organization

Note: OTR= Occupational Therapist Registered; COTA=

Certified Occupational Therapy Assistant
Line and Staff Relationships
 The terms line and staff are key words in any discussion of organizing.
  Staff – refers to the groups of employees who perform the work of a given
department or unit
 Line – refers only to those that have direct responsibility for accomplishing the
objectives of the organization, and staff refers to those that help the line units
achieve the objectives
 The concept of line and staff was inherited by management theorists from the military
of the 18th and 19th centuries. An examination of a typical military encounter during
this era makes it easier to conceptualize the notions of line and staff. The soldiers
literally formed a line, that is, line officers. The actual fighting of the battle was the
duty of these troops and officers. In turn, these troops and officers were assisted by
staff officers and other units that provided logistical support, supplies, and
information.
 The idea carried over as formal bureaucratic organizational theory developed in the
19th century

Relationship of Line and Staff Authority

 The staff officer was an “assistant to” the commander, and this assistant’s authority was
an extension of line authority
 Line authority is based on a direct chain of command from the top level of authority
through each successive level of organization
 A manager with line authority and responsibility for the work of a unit; the line manager
alone has the right to command others to act
 A staff assistant provides advice, counsel, or technical support that may be accepted,
altered, or rejected by the line officer
Functional ability – is the right of individuals to exercise a limited form of authority over the
specialized functions for which they are responsible, regardless of who exercises line authority
over the employees perfoming activities

Line of Staff Interaction

One basic mode of interaction is to designate staff member as the personal assistant to
an individual holding office in the upper levels of the organization. Managers in the upper levels
of 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 and
determined by the needs of the superior officer. The style of interaction may be highly
personal, 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 general
staff. 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 the
specialized staff. Specialized staff members (or departments in a large institution) give highly
specialized counsel, such as that provided by engineers, architects, accountants, lawyers, and
auditors. Finally as noted, departments can be arranged in terms of direct line entities assisted
by support or service units.
Service Basic Line-Staff Relationship Compared
No. Type Relationship of staff Relationship of Relationship of staff
unit employees to head of operating unit to employees
head of operating unit to staff unit and of operating unit
unit members of staff
unit working in his
department
1. Advisory May only volunteer May or may not Do not give or
suggestions… but have to avail receive instructions
may not necessarily himself of
have to wait to be suggestions
invited
2. Service as May only volunteer The boss of the staff Through operating
requested suggestions but personnel is their unit’s supervisor
involves services. own staff unit head issues such request
Must be invited into as required to make
the department. service effective
3. Staff service Stronger than 2. The direct chain of Same as 2
supplied on a Service are command of the
programmed basis rendered on a staff personnel is to
programmed basis the staff unit head.
approved by highly Operating unit head
authority and must work through
cannot be refused head of staff unit if
by operating head dissatisfied with
mode of operations
4. Auxiliary services Services are routine Same as 3 Staff-service
routinely supplied part of operations, personnel can insist
not on an invited or on regular
specially procedures being
programmed basis followed. Routine
communication
flow directly
between staff and
operating personnel
except in cases of
sharp
disagreement.
5. Central staff and Advisory and May or may not Functional
counter part unit in suggestive only but have to avail relationship
operating does not have to himself of advise between central
department wait to be invited and suggestions of unit and employees
 central staff unit. of staff unit in
Through his own operating
chain of command, department… on
head operating unit matters of
of staff unit in his professional
department standards, mode of
operation, etc
suggestions from
central unit have
strong force and are
to be disregarded
only under special
circumstances and
with the approval of
head operating unit.
6. Personnel Assigned personnel In administrative Relationship are
assigned to are under command of the those of any
operating unit and administrative assigned personnel employees under
staff unit command of head head of staff unit direct supervision of
of operating unit as may, with notice to head of operating
to be deployment head operating unit, unit. They carry on
on job, discipline, withdraw them their own activities
hours work, etc… from the job if he and work through
but their boss is can supply normal channels
head of the staff replacements within departments
unit
7. A staff unit which Supply information Direct relationship, Same as 6. Staff
is part of an and advise and through chain of personnel do not
operating recommended… command. issue direct
organizational unit decisions are made instructions to
by operating head, operating personnel
and he issues except under
instructions to unusual
operating personnel circumstances

The Dual Pyramid Form of Organization in Health Care

The ultimate authority and responsibility for the management of the institution is vested
in the governing board. In accordance with the stipulations of licensure and accrediting
agencies, the board appoints a chief executive officer (administrator) and a chief of medical
staff, resulting in two lines authority. The chief executive officer is responsible for effective
managing the administrative components of the institution and delegate’s authority to each
department head in the administrative component, first pyramid of organization. The
physicians and dentists are organized under a specific set of bylaws for the governance of the
medical and dental staff. With the governing board approval, the chief of medical staff appoints
the chief of each clinic service, second pyramid of organization.

Titles in a specific Health care setting

1. Chief of Staff- the officer of the medical staff to whom the chiefs of medical and clinical
services support. Appointed by the governing board.
2. Chief of Service- is the physician-director of a specific clinical service.
3. Department Chair person- director of a specific clinical service in an academic institution
such as a teaching hospital.
4. Medical Director- a full-time position in a line of authority structure. Sometimes a
counterpart of the chief executive officer for the medical staff
5. President of the Medical Staff- the presiding officer for the medical staff and is usually
elected for a year.

Basic Departamentation

Departamentation overcomes the limitation imposed by the span of management. The

organization, through its departments and similar subdivisions, can expand almost indefinitely
in size. Depatamentation facilitates the coordination process, since there is a logical grouping of
closely related activities

Departamentation 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 a
product 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 Activities

Certain activities may not merit grouping into a separate department, and there may be
no compelling reason to place them in any specific location in the organization. Yet, these
orphan activities must be coordinated and interlocked with all others. The major department
that often uses or needs the service absorbs it. Other units that need the service obtain it from
the major department to which it has been assigned.

Deadly Parallel Arrangement

 In alternative organizational pattern, the higher the levels of management establish dual
organizational units for the purposes of control and/or competition. As a control device, the
parallel arrangement permits comparison of costs, productivity, and similar parameters.
Competition may be enhanced, if this is desired as a means of motivation, because productivity
and performance can be compared.

Flexibility in Organizational Structure

Managers, in their role as change agents, continually seek ways to respond to change in
the external and internal organizational environment. It may be necessary to adjust traditional
organizational patterns because of advances in modern technology, the increase in worker’s
technical and professional training, need to offset employee alienation, and the need to
overcome the problems inherent in decentralized, widely dispersed units.

Matrix Organization

A design that involves both functional and product departmentation, is used

predominantly to provide flexible structure and adaptive organizational structure for specific
projects in, for example, research, engineering, or product development. This pattern is also
called grid or lattice work organization and project or product management. The matrix of
organizational relationships involves a chief for technical aspects, an administrative officer for
the managerial aspects and project coordinator as the final authority. This dual authority
structure is predominant characteristics of the matrix organization and stands in distinct
contrast to the unity of command in the traditional organizational pattern.

Temporary Departamentation

Reflects a management decision to create an organizational division with predetermined

lifetime to meet some temporary need. The lifetime may be imposed by an inherent, self-
limiting element, such as funding through a defense contract or private research grant.
Although the predominant organizational structure may be modified periodically, there is an
implicit assumption that the basic unit will remain substantially unchanged for the life of the
organization. Temporary departamentaion usually reflects an organizational pattern that will
exist for more than a few months, since an activity limited to only a few months.. Several years
may be involved, although there is no set rule.

Organizational Chart

Management tool used for depicting organizational relationships is the organizational

chart. It is diagrammatic form, a visual arrangement, that depicts the following aspects of an
institution.

1. major function, usually by department

 2. relationship of functions or departments
3. channels of supervision
4. lines of authority and of communication
5. positions (by job title) within departments or units

Reasons using organizational chart.

MASTER CHART SUPPLEMENTARY CHART
1. Managers
Depicts the entire Depicts a section, department, or unit can
organization review
their lines
of NOT IN GREAT DETAIL SPECIFIC details of its organizational decision
pattern making
Shows MAJOR Depict INDIVIUAL job title and the number and
FUNCTION of positions in each section, as well s full authority
to time or part-time status identify
any
inconsistencies 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 department
3. managers can compare current practice with the original plan of job assignments to
determine if any discrepancies exists
TWOMAJOR KINDS OF ORGANIZATIONAL CHART
1. Master Chart
2. Supplementary Chart
 EXECUTIVE VICE-PRESIDENT

GENERAL ARRANGEMENT AND COVENTIONS

 Conventional Organizational Chart Arrangement- line or scalar chart showing each layer
of the organization in sequence.
 LEFT TO RIGHT, starting with major officials
 ADVANTAGE: similar to normal reading patterns
 Circular Arrangement – authority flows from the center outward
 ADVANTAGE: it shows the authority flow reaching out and permeating, all levels, not
just flowing from top to bottom
 Ordinary line authority- SOLID LINES, staff position- BROKEN LINE

DIRECTOR BUSINESS AFFAIR

PREPARING THE ORGANIZATIONAL CHART
 First 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. Do 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?

As an aid in developing the organizational chart, if its useful to prepare a simple tabulation
showing the following information:
1. Job title
2. Reporting line supervised by whom (title)
3. Full time o the part time
4. Day, evening, or night shift
5. Line or staff position

 Useful in subsequent, managerial audit of the department in which the manager

is comparing present practice form its original plan.

JOB DESCRPTION
  Duties associated with each job should be determined by the needs of the
department
 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 DESCRIPTION INCLUDES: responsibilities, experience, organizational
relationship, working, condition, and other essential factors of the position
JOB ANALYSIS
 PROCESS MAY BE CARRIED OUT BY: manager, the employee, or consultants
 VARIOUS METHOD THAT MAY BE EMPLOYED: 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 DESCRIPTION FORMAT

 NO STANDARD FORMAT, 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 TITLE
 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.

IMMEDIATE SUPERVISOR
 The position and title of the immediate supervisor should be clearly identified.

JOB SUMMARY
 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 DUTIES
 States what the employees does ad how the duties are accomplished.
 The description of duties should also indicate the degree of supervision received or
given

JOB SPECIFICATON
 Written record of minimum hiring requirements for a particular job comes from the job
analysis procedure.
  THE ITEMS COVERED IN THE SPECIFICTION MAY BE DIVIDED INTO TWO GROUPS:
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
 Licensure 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
 Physical 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

USES AND PURPOSES OF JOB DECRIPTION

1. Compliance with legal, Contractual, and Accrediting Requirements

Summary of the relationship of the job description to the other personnel management
function

Job Analysis and Job Classification

 Wage and salary scale
 Exempt/Nonexempt status under the Fair Labor Standards Act
 Collective bargaining unit inclusion

Recruitment
 Advertising
 Preliminary Screening
 Testing

Selection
 Information for prospective employee
 Focus of interview
 Determination f physical fitness for job as described
Orientation and Training tailored to job qualification
Evaluation
 Performance evaluation
 Basis for error correction and retraining
 Reference point grievance hearings

2. Job Rating and Classification

 In health care, these variables include complexity of duties; error impact; contacts with
patient, families, and other individuals both within and outside the organization; degree
of supervision received and nature of duties ranging from unskilled to highly technical
and professional
3. Recruitment
 Internal job posting may involve the placement of the complete job description in a
specified location in a specified location, such as an employee bulletin board
4. Final Selection Process
 Candidate is matched to job. Interview, information about duties, responsibilities and
qualifications is coveyed.
5. Employee Development and Retention
 Orientation and training programs- tailored to specific job duties and qualification. This
is another step toward objective evaluation of candidates.

Jobs, like organizational structure of a hospital, are dynamic in nature. Changes in size
and nature of organization, the introduction of new equipment or the employment of new
treatment techniques have a definite influence on the duties and requirements o jobs. Thus the
manager and the employees of the departments must review the description of each job on
periodic, regular schedule (at least once a year). An up-to-date accurate job description is
essential when the personal department recruits applicants for a job or when the manager
hires new employees, appraises the performance of the existing employees, and attempts to
establish an equitable wage and salary pattern within the department.
SUMMARY OF USES OF JOB DESCRIPTION
 Fosters or contributes to overall compliance with legal, regulatory, contractual, and
accrediting mandates
 Serves as a basis for job rating, job classification, and wage and salary administration
 Serves as a basis for determining exemption or inclusion under provisions of the Fair
Labor standards Act and collective bargaining agreements
  Provides information to prospective employees and to employer representatives during
the recruitment and selection process
 Serves as a basis for orientation and training programs at the time of initial selection,
transfer and promotion
 Serves as a basis for performance evaluation, error correction, retraining requirements,
and grievance determinations
 Provides information to determine eligibility for claims under Workers Compensation,
OSHA, and similar programs

JOB DESCRIPTION FOR RELEASE OF INFORMATION SPECIALIST

JOB TITLE: Release of Information Specialist
RESPONSIBLE TO: Director, Medical Records Department
RESPONSIBILITIES
Under the general direction of the director, Medical Records Department. This specialist
is responsible for the processing of requests for the release of information from the official
medical records of this facility. All work is carried out in accordance with the department’s
approved policies and procedures
JOB SETTING AND CONDITIONS
This is advanced-level clerical position in the Medical Records Department of this (n)-
bed facility. The position I full time, day shift. Adjustments to the normal schedule are required
when the employees travels to and from court or other site of legal proceedings to give
testimony in responsible for subpoenas and court orders
JOB DUTIES
 Process request for release of information from official records maintained by this
facility
 Receives an processes all incoming written request for such release
 Receives visitors to the unit to process these request and inquiries
 Answer the unit telephone to process these request and inquiries
 Review each request to determine need and adequacy for authorization
 Prepares responses appropriate to each request
 Calculates, collects and transmits fees associated with release of information
 Photocopies material from the original medical record and prepares abstract summaries
 Accepts, processes and responds to subpoenas and court orders
 Maintains the release of information log used to track the status of each request
 Operates the office equipment normally used in the routines of daily work
 Promotes public relations through prompt and courteous service
 Fosters respect for the patient privacy by maintaining confidentiality

EDUCATION AND EXPERIENCE

 The trainee should have a high school diploma or the equivalent
  The trainee should have had advance clerical training, which includes typing and
computer skills, basic filling and bookkeeping, basic office procedures, and basic medical
record terminology and practice
 The trainee should have had relevant experience in the clerical duties sufficient for
individual development to the level of independent functioning with minimal direction
 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

SKILLS
 Fluent in English
 Able to type final copy, error free within prescribed deadlines
 Able to maintain alphabetical and numeral files with no errors
 Able to maintain fee collection system with no errors

PHYSICAL AND MENTAL DEMANDS

 Ability to withstand the pressure of continual deadlines and receipt of work with
variable requirements
 Ability to concentrate and maintain accuracy in spite of frequent interruptions
 Ability to be courteous, tactful and cooperative throughout the working day
 Ability to use judgment in carrying out all phases of the work
 Ability to maintain confidentiality with regard to all phases o f the work
 Acute visual and auditory senses
 Ability to communicate clearly in English in both oral and written forms of expression
 Ability to sit for long periods; move about the facility; stoop and lift light loads such as
packets of mail, medical records, and packages
 Ability to use standard office equipment including computers and word processors,
photocopy and facsimile machines and reader-printers

SPECIAL REQUIREMENTS
 Ability to drive car to and from the area courts and law office
 Ability to maintain flexible working hours when required traveling to and from, and
participating in, legal proceedings requiring the presentation of medical records and or
the provision of testimony.

DATE:
REVISIONS:

JOB DESCRIPTION FOR COORDINATOR OF REHABILITATION

STATEMENT OF PURPOSE
 Coordinates and supervises operation of the rehabilitation department, which includes
physical therapy, occupational therapy and electrodiagnostics
MAJOR TASKS, DUTIES, AND RESPONSIBILITIES
 Coordinates delivery of physical and occupational therapy services for inpatient and out
patients
 Assure prompt, efficient and high-quality care according to professional standards
 Maintains the department cleanliness and safety
 Conducts new employee orientation and annual performance appraisals
 Reviews and revises the department policy and procedure manual as needed
 Prepares operating budget and plans expenditure accordingly
 Plans capital budget in keeping with the needs of the department
 Directs the staff and equipment allocation, on a daily basis, to ensure the effectiveness
of department services
 On regular basis, informs the medical director and associate director of issues affecting
delivery of service
 Maintains records pertinent to personal and the operation of the department
 Has a working knowledge of current standards of care in regulatory codes and
accrediting agencies
 Represents in the department at hospital wide committees and management meetings
 Prepares annual report and plans objectives for the future

EDUCATIONAL REQUIREMENTS
Entry-level degree (bachelor’s or master’s) in physical therapy or occupational therapy
from a program accredited by the appropriate professional associations
QUALIFICATIONS OR SPECIAL SKILLS REQUIRED
 Licensed to practice in New York State
 Basic management and supervisory skills required

EXPERIENCE
Four years of clinical practice and two years of supervisory/management experience.
JOB DESCRIPTION FOR SENIOR PHYSICAL THERAPIST
STATEMENT OF PURPOSE
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.
MAJOR TASKS, DUTIES AND RESPONSIBILITIES
 Includes all duties of the staff physical therapy
 Supervises all the staff PT in the planning and execution of the patient care in respective
areas of rotation
 Offers constructive criticism, in consultation with the coordinator, to staff therapist to
promote growth and motivation
  Supervises assigned treatment areas or special programs within the department
 Assists the coordinator and assistant coordinator in monitoring department operations
to ensure optimum patient care, safe and pleasant working conditions and efficiency
 Demonstrates advanced clinical skills in one or more special areas and disseminates that
skil to other staff
 Assist the coordinator in the orientation of new employees
 Provides PT services

EDUCATIONAL REQUIREMENTS
Entry-level degree (bachelor’s or master’s) in physical therapy or occupational therapy
from a program accredited by the American Physical Therapy Association
QUALIFICATIONS OR SPECIAL SKILLS REQUIRED
 Licensed to practice in New York State
 Advanced clinical or supervisory skills required
 Physical skills involve daily heavy lifting and long periods of standing

EXPERIENCE
Two years of clinical practice

JOD DESCRIPTION FOR STAFF PHYSICAL THERAPIST

STATEMENT OF PURPOSE
Upon medical referral, organizes and conducts PT programs in the hospital to restore
function and prevent disability following disease or injury; applies high standards of quality care
according to overall objectives of rehabilitation department
MAJOR TASKS, DUTIES, AND RESPONSIBILITIES
 Reviews the patient’s medical record and interprets tests and measurements to assess
pathophysiological, pathomechanical and developmental deficits of human system to
determine treatment and assist in diagnosis and prognosis
 Establishes appropriate short and long term goals with input from patient and family
 Provides appropriate treatment, including, but not limited to, heat cold, light, air, water,
sound, electricity, massage, mobilization and therapeutic exercise with or without
assistive devices(wheelchair, crutches, prosthetics/orthotics)
 Provides accurate and timely documentations of evaluation and plan of care
 Communicates with medical/allied health personnel regarding patient progress needs
and discharge plans
 Supervises rehabilitation aides, physical therapy students and volunteers
 Participants in department in-service training and employee education programs
 Participates in professional conferences, seminars and continuing education
 Understands the impact of regulatory and accrediting agencies on the standards of
patient care
EDUCATIONAL REQUIREMENTS
Entry-level degree (bachelor’s or master’s) in physical therapy or occupational therapy
from a program accredited by the American Physical Therapy Association
QUALIFICATIONS OR SPECIAL SKILLS REQUIRED
 Licensed to practice in New York State
 Physical skills involve daily heavy lifting and long periods of standing

EXPERIENCE
Preferred, not required
JOB DESCRIPTION FOR PHYSICL THERAPY ASSISTANT
STATEMENT OF PURPOSE
Performs various patient-related activities, such as treatment with exercises or
modalities, as directed by physical therapist
MAJOR TASKS, DUTIES, AND RESPONSIBILITIES
 Administers PT care programs or portions thereof as planned and directed by a Physical
therapist.
 Maintains open communication with medical/ allied health personnel regarding patien’s
progress needs and discharge planning
 Acts as an assistant to Physical therapist when the physical therapist is performing test,
evaluation and complex procedures
 Documents patient’s response to treatment in the medical record
 Maintains a neat and organized appearance in all areas of the department; puts
equipment back to assigned places

EDUCATIONAL REQUIREMENTS
Either completion of two-year college program accredited by APTA or experience
satisfactory to New York State Board for Physical Therapy as leading state licensure
QUALIFICATIONS OR SPECIAL SKILLS REQUIRED
 Licensed to practice in New York State
 Physical skills involve daily heavy lifting and long periods of standing

JOB DESCRIPTION FOR SENIOR SPECIALIST- OCCUPATIONAL THERAPIST III

IMMEDIATE SUPERVISOR: reports directly to director of Occupational therapy. In addition,
receives medical supervision from rehabilitation physicians and residents. Must relate to other
professionals, such as those in nursing, physical therapy, health records administration, speech
therapy and social work.
JOB SUMMARY: treats spinal cord injured and respirator dependent spinal cord injured
patients. Supervises occupational therapy staffs and aides. Teaches home programs to family
members and caregivers. Participates in spinal cord research project. Prepares report on spinal
cord unit for care
JOB DUTIES: evaluates all new admissions and establishes treatment goals and program.
Approves all adaptive equipment orders and staff home visits. Directs student training and
volunteer programs. Treats complex cases and supervises all staff, reviewing documentation,
treatment techniques and all follow up. Represents occupational therapy at monthly research
committee meetings. Serves on Strategic Planning Committee Orients all OTR staff and
supervises orientation of COTAs and aides.
JOB SPECIFICATIONS: Must be a licensed occupational therapist with passing grade in American
Occupational Therapy Certification Board examination and have a minimum of three years of
experience with SCI patients. Masters degree is preferred. Must demonstrate knowledge and
skills in evaluating and treating SCI and ventilatory-dependent patients. Must have knowledge
of adaptive equipment and some experience with environmental control system. Must have
good communication skills, including good writing skills.
OCCUPATIONAL HERAPY DEPARTMENT JOB DUTIES
STAFF THERAPIST
1. Patient care: evaluates patient
2. Patient care: plans and implements treatment
3. Patient care: educates patient
4. Patient care: maintains documentation that is thorough, timely and meets department
standards
5. Manages schedule, maintains clinic-office space, meet productivity expectations
6. Quality assurance: participates in chart review process
7. Teaching: attends and participates in in-services, supervises students, participates in
resident evaluation
8. Represents and Promotes OT within the university and community

SENIOR THERAPIST
1. Patient care: evaluates patient
2. Patient care: plans and implements treatment
3. Patient care: provides family and patient education
4. Patient care: maintains documentation that is thorough, timely and meets department
standards
5. Manages schedule, maintains clinic-office space, meet productivity expectations
6. Quality assurance: participates in chart review process
7. Utilizes and communicate with support staff appropriately
8. Teaching: serves as role model/mentor for new staffs, attends and participates in in-
services, supervises students, participates in resident evaluation
9. Represents and Promotes OT within the university and community

UNIT SUPERVISORS
1. Manages schedule, supervises staff, evaluates residents
2. Staff supervision: orients staff to service provides day to day monitoring and feeding
back, review billing sheets, gives appraisal at the end of service
 3. Patient care: develops and implements programs, maintains caseload, follows
documentation guidelines, meets productivity expectations, coordinates OT with other
services
4. Quality assurance: monitors unit performance, performs chart reviews and staff audits
according to schedule, supports quality assurance activities
5. Teaching: attends and participates in in-services, instructs residents and medical
students, supervises OT students, lectures to OT students
6. Research designs, implements and participate in clinical research
7. Promotes OT within the university and community

ADVANCED CLINICIANS
1. Patient care: evaluates, plans and implements patient services for a specific patient
population
2. Documentation: maintains complete and up-to-date records
3. Quality assurance: participates in quality assurance program
4. Teaching: attends and participates in in-services
5. Teaching: instructs staff through cotreatment, individual instruction and monitoring
6. Teaching: instructs OT students on affiliation and in OT school education program
7. Research: promotes use of current research information and tools, encourages/
facilitates development and participation in clinical research activities
8. Manages schedule, maintains productivity and utilizes support staff appropriately
9. Promotes OT within the university and community
10. Orients residents to OT’s role in specialty area

ASSISTANT CHIEF
1. Patient care: maintains half-time patient load, maintains productivity
2. Quality assurance: coordinates section quality assurance program
3. Coordinates OT student programs
4. Teaching schedules section in in-services coordinates OT in services with rehab in
services committee
5. Research designs, implements and participate in clinical research
6. Promotes OT within the university and community

CHIEF
1. Personnel: is responsible for recruitment, orientation, supervision, evaluation and
retention of staff
2. Patient care: is responsible for program development, supervision, continuous quality
improvement, program evaluation, monitors and maintains compliance with CARF and
joint commission standards.
 3. Administration: is responsible for management of budget, productivity, supplies space;
submits report as necessary
4. Education: oversees in-service and staff development, oversees orientation and
evaluation of residents, oversees student program (level I and II), oversees medical
students training, instructs at College of Allied Health Sciences.
5. Research: promotes use of current research information and tools, encourages/
facilitates development and participation in clinical research activities

CONSULTANTS
ROLE AND FUNCTIONS
 Provide advice on specified task, problem or procedure
 Make valuable recommendation