Managing diverse occupational therapy resources in a creative, corporate model

Area of Science:

• Healthcare Management
• Occupational Therapy Practice
• Organizational Development

Background:

• Healthcare institutions are restructuring towards decentralized models.
• Occupational therapy departments face challenges of resource shrinkage and service reorganization.
• Previous departmental models require reevaluation for optimal function.

Purpose of the Study:

• To describe the development of an innovative departmental structure in an occupational therapy department.
• To explore the amalgamation of two departments into a corporate whole.
• To integrate participatory management and a client-centered model of practice.

Main Methods:

• Development of a departmental model integrating quality of working life, employee autonomy, management team, and quality circle theory.
• Adoption of the client-centered model of occupational performance as a basis for practice.
• Concurrent implementation with institutional decentralization and clinical program management.

Main Results:

• The developed model enhanced concepts of quality of working life and employee autonomy.
• Staff satisfaction levels were assessed, with areas of concern identified.
• Plans for future growth and system development were outlined.

Conclusions:

• The participatory management amalgamation offers a viable option for renewed management models in occupational therapy.
• The innovative structure maximizes staff skill sets and optimizes potential.
• This approach provides a framework for navigating healthcare service delivery changes.