This edition includes 76 new chapters in 12 sections that cover everything from leadership and management foundations to budgeting to managing your career.

In today's health care environment, occupational therapy practitioners in clinical and leadership positions must be prepared to ensure that clients receive the highest quality of care; personnel morale and efficiency remain high; businesses and organizations are profitable; and the occupational therapy profession is recognized by other health care professionals, reimbursers, and clients as a valuable service steeped in evidence. This book can help occupational therapy practitioners become capable, effective leaders across all practice settings. This edition includes 37 new and updated chapters, discussing the how-to aspects of creating evidence-based practices; effectively leading and motivating staff; ensuring ethical service delivery; and important day-do-day items such as budgeting, documentation, and reimbursement. Chapters also are updated to reflect health care reform and its potential effects on occupational therapy. The Occupational Therapy Manager is the best-selling and most comprehensive management book in the profession and is a fundamental, classic text for occupational therapy students, practitioners, and managers.

This edition includes 76 new chapters in 12 sections that cover everything from leadership and management foundations to budgeting to managing your career.

Put theory and research into practice for real-world success. Here’s your introduction to the use of theory, research, and evidence in guiding your practice as an occupational therapy manager. From leadership and supervision to policies, program development, and continuous quality improvement, you’ll find complete coverage of the full range of issues and functions managers encounter in the real worlds in which they practice. Whatever your role, the practical knowledge and the guidance you’ll find here will help you become a more effective OT, colleague, and manager.

My aim in writing this book was to provide a guide to management for student occupational therapists and practitioners in the field. It is not intended to provide an answer to every conceivable management situation. The organization and delivery of health and social services is being subjected to relentless scrutiny and change. Hardly has one proposal been implemented before another one is introduced. In view of this, the thrust of this book is to highlight key points to be addressed when looking at the delivery of occupational therapy services. For this reason, the book starts from the viewpoint of one who is in the early stages of an occupational therapy career through to the position of having to manage the staff in an occupational therapy departmentl service. Following this plan, the book has been organized into two parts. Part One covers issues that an occupational therapist has to confront directly in any job situation. In this situation, she will need to know wh at is expected of her. Apart from knowing about the various duties, it is necessary to understand the context in which these duties are to be conducted. Hence, there are chapters that discuss professional responsibilities, self-management, stan dards of practice, and the structure of the two biggest employers of occupational therapists - the NHS and local authority social services departments.

A practical guide to program development and grant writing, this text describes the process of developing a "good idea" into a sustainable and meaningful program related to occupational therapy principles and client needs.

Twenty-five contributions explore the skill sets needed by the occupational therapy manager, outline client evaluation principles and different styles of leadership, overview the strategic planning and budget process, and provide guidelines for writing a business plan and securing reimbursement. The fourth edition adds chapters on cultural competen