Final Content Flashcards
(115 cards)
1
Q
the desire to establish and maintain friendly and warm relations with others in the environment.
Need for power
Social or affiliation needs
Need for achievement
Need for affiliation
A
Need for affiliation
2
Q
Eclectic/integrationist models:
Competencies for Interprofessional Teams: Domain 3: Interprofessional communication:
Include a customized approach, needs assessment, and consideration of the supervisee’s developmental level and cognitive style
Competencies for Interprofessional Teams:Domain 4: Teams & Teamwork:
Public territories
A
Include a customized approach, needs assessment, and consideration of the supervisee’s developmental level and cognitive style
3
Q
Relies on measurement and analysis of tasks. Uses policies, procedures and formal relationships in work groups.
Public space
Functional work teams
Systematic Approach
Contingency Approach
is
A
Systematic Approach
4
Q
is the process of guiding an organization by planning for future work obligations, organizing employees into functional units, directing employees in the process of completing daily work tasks, and controlling work processes and systems to assure adequate quality of work output.
Interprofessional teams
Contemplation
Cybernetics
Management
A
Management
5
Q
which refers technically to the frequency of the sound waves produced and heard by the ear of the listener but generally is referenced as higher or lower, and is typically thought to communicate the speaker’s emotional state and level of excitement
Supervision
Competencies
Evidenced Based Management
Pitch
A
Pitch
6
Q
Group of people focused on the completion of a shared goal./Operate with a high degree of interdependence./Share authority and responsibility for self-management./Responsible for collective performance./Work toward a common goal and shared rewards
Physiological needs
Teams
Management
Competencies for Interprofessional Teams: Domain 1: Values & Ethics:
A
Teams
7
Q
Basic human needs to sustain life such as food, water, clothing & shelter.
Physiological needs
Modes of change: Refreeze
Management
Servant Leadership Theory
A
Physiological needs
8
Q
is the level of arousal, direction, and persistence of behavior related to a goal
Motivation Factors Examples
Personal power
Cybernetics
Motivation
A
Motivation
9
Q
Rewards (financial); Supportive interpersonal relationships with peers; Job security
Need for achievement
Need for power
Self-directed work teams
Hygiene Factors Examples
A
Hygiene Factors Examples
10
Q
differs with the situation at hand and requires sensitivity to deal with different situations
Contingency approach
Need for affiliation
Intimate space
Functional work teams
A
Contingency approach
11
Q
New behaviors are successfully incorporated into daily routines so that the behaviors become habitual.
Public space
Maintenance
Change management
Span of control
A
Maintenance
12
Q
is related to the everyday issues of how things get done, such as management practices, employee satisfaction in a unit or job, and task assignments.
Self-directed work teams
Personal space
Transactional change
Social Roles Model
A
Transactional change
13
Q
or the loudness or softness of voice
Body territory
Volume
Action
Paralinguistics
A
Volume
14
Q
family, patient and health care professionals from different disciplines
Modes of change: Unfreeze
System skills
Interprofessional teams
Teams
A
Interprofessional teams
15
Q
strategic planning, human resources, marketing and budgeting abilities that involve solving a problem and identifying, evaluating and implementing potential solutions.
High Performing Team
People skills
Political skills
Business skills
A
Business skills
16
Q
ncreased stress · Denial · Self-interest · Lack of understanding trust, and ownership · Uncertainty · Motivation ·Different assessments or perceptions
Transformational change
Competencies
Modes of change: Change
Common reasons for resistance to change
A
Common reasons for resistance to change
17
Q
places anybody can enter
Safety needs
Public territories
Modes of change
Systematic Approach
A
Public territories
18
Q
ranges from 4 to 10 feet and is used for communication among business associates, as well as to separate strangers using public areas, such as beaches and bus stops.
Social space
Social Roles Model
Maintenance
Public space
A
Social space
19
Q
Shared vision and goals/Shared leadership and accountability/Continuous learning and development/Customer focus/Capability to gather and use feedback and data
Interdisciplinary team
Social Roles Model
Collaborative practice
High Performing Team
A
High Performing Team
20
Q
Engage in teaching and learning across disciplinary boundaries. Entrust, prepare, and supervise the sharing of disciplinary functions while retaining ultimate responsibility for services provided
Interprofessional education
Transdisciplinary teams
Contingency Approach
Interdisciplinary team
A
Transdisciplinary teams
21
Q
Individuals are aware of a problem and the need to change and are considering taking action, but have made no commitment to any specific action.
Contemplation
Political skills
Competencies
Supervision
A
Contemplation
22
Q
The need to maximize one’s potential.
Need for affiliation
Self-actualization needs
Need for achievement
Systematic management approach
A
Self-actualization needs
23
Q
Leaders achieve change by expressing the value associated with outcomes and by articulating a vision of the future, resulting in commitment, effort, and improved performance on the part of subordinates.
Herzberg’s Hygiene/Motivation Theory
Transformational Leadership Theory
Equity Theory
Situational Leadership Theory
A
Transformational Leadership Theory
24
Q
Because of their relationship to the area of health informatics, including written communication in the form of e-mail or documentation
Content Theories of Motivation
3 main constructs of Vroom’s Theory
Cybernetics and information theory
Charismatic Leadership Theory
A
Cybernetics and information theory
25
Composed of persons with specific expertise and knowledge. Work together to achieve an assigned goal or fulfill a specific purpose for the organization.
Cross-functional work teams
Transformational change
Functional work teams
Interprofessional education
Cross-functional work teams
26
Because of their contribution to aiding us in seeing how nonverbal communication, space, and distance impact relationships and understanding
Proxemics and expectancy violation theory:
Modes of change: Change
Common reasons for resistance to change
Process Theories of Motivation
Proxemics and expectancy violation theory:
27
ranges out to 1 foot and involves a high probability of touching. We reserve it for whispering and embracing
Intimate space
Political skills
Public space
Informal space
Intimate space
28
Psychotherapy-based models
Competencies for Interprofessional Teams:Domain 2: Roles & Responsibilities
More supervision is needed for a new therapist, and it is lessened and changes as the therapist gains experience.
o Person-centered supervision model
o Cognitive-behavioral model
o Feminist model Copyright
Expectancy X Instrumentality X Valence =
o Person-centered supervision model
o Cognitive-behavioral model
o Feminist model Copyright
29
skills involved with motivating others in ways that show respect and recognize either efforts and contributions.
Social space
Business skills
People skills
Public space
People skills
30
motivation depends on individuals' perception of fairness in their interactions.
Equity Theory
Charismatic Leadership Theory
Vroom's Expectancy Theory
Cybernetics and information theory
Equity Theory
31
Defined as the number of immediate subordinates who report to anyone supervisor
Informal space
Esteem needs
Span of control
Precontemplation
Span of control
32
is the ability to force compliance to one's wishes through coercion despite resistance.
Power
Need for affiliation
Groups
Formal authority
Power
33
the desire to do something better or more efficiently and to master more complex tasks.
Need for power
Need for achievement
Social or affiliation needs
Need for affiliation
Need for achievement
34
A theory of communication that is focused on the impact and use of space distance and territory.
Motivation
Proxemics
Formal authority
Cybernetics
Proxemics
35
assume we are all continually growing in fits and starts and in growth spurts and patterns.
Modes of change: Change
Developmental models:
Transactional change
Transformational change
Developmental models:
36
understanding of the real and imagined fears, desires, and consequences of action perceived by others in the organization and environments in which you interact.
Public space
Qualitative Approach
Political skills
High Performing Team
Political skills
37
Motivation depends on individuals' expectations about their ability to perform assigned work tasks and receive desired rewards. (Outcomes have higher values if they lead to other valued outcomes).
Vroom's Expectancy Theory
Interdisciplinary team
McClelland's Acquired Needs Theory
Herzberg's Hygiene/Motivation Theory
Vroom's Expectancy Theory
38
Place higher emphasis on "how" to motivate employees
Social or affiliation needs
Systematic management approach
Process Theories of Motivation
Motivation Factors Examples
Process Theories of Motivation
39
blend a number of different supervision models.
Eclectic/integrationist models:
Public territories
Functional work teams
Evidenced Based Management
Eclectic/integrationist models:
40
Operate with a high level of autonomy and responsibility. Still held accountable for outcomes and projects assigned to the teams
Social Roles Model
Developmental models:
Collaborative practice
Self-directed work teams
Self-directed work teams
41
Includes the distances people unconsciously maintain when they interact.
Personal power
Personal space
Formal authority
Informal space
Informal space
42
precontemplation, contemplation, preparation, action, maintenance
Modes of change
5 Stages of change
Motivation Factors Examples
Contingency Approach
5 Stages of change
43
Leaders should be attentive to the concerns of followers and empathize with and nurture them by first empowering them and helping them to develop their personal capacities.
Vroom's Expectancy Theory
Charismatic Leadership Theory
Herzberg's Hygiene/Motivation Theory
Servant Leadership Theory
Servant Leadership Theory
44
Composed of persons from several vertical levels of the organization who perform specific organizational functions.
Multidisciplinary teams
Fixed-feature space
Functional work teams
Contingency Approach
Functional work teams
45
is related to organizational issues such as mission, leadership, organizational culture, and "big picture" issues.
Cross-functional work teams
Need for achievement
Fixed-feature space
Transformational change
Transformational change
46
Basic tenants are that as the needs of the supervisee change, the role of the supervisor should change to better meet those needs.
Transactional change
Social Roles Model
Self-directed work teams
Social or affiliation needs
Social Roles Model
47
Relies on participatory techniques. Uses informal group relations to solve problems.
Systematic Approach
Modes of change: Unfreeze
Human Relations Approach
Qualitative Approach
Human Relations Approach
48
the primary drive for persons to work is for their own self-satisfaction and contentment because work or the engagement in healthy occupations contributes to an individual's happiness & satisfaction.
Charismatic Leadership Theory
Herzberg's Hygiene/Motivation Theory
Proxemics and expectancy violation theory:
McClelland's Acquired Needs Theory
Herzberg's Hygiene/Motivation Theory
49
occurs when students from two or more professions learn about, from, and with one another to enable effective collaboration and improve health outcomes
Interprofessional education
Common reasons for resistance to change
Social Roles Model
Transdisciplinary teams
Interprofessional education
50
explicit measures, indicators or statements that define specific areas of knowledge, skills and abilities related to essential functions and assigned duties within a job or role.
Collaborative practice
Social Roles Model
Competencies for Interprofessional Teams: Domain 3: Interprofessional communication:
Competencies
Competencies
51
Stresses the personal identification of followers with the leader who formulates an inspirational vision and impression that the leader's mission is extraordinary.
Vroom's Expectancy Theory
Charismatic Leadership Theory
Transactional Leadership Theory
Content Theories of Motivation
Charismatic Leadership Theory
52
is the study of regulation and control in systems It deals with the ways a system gauges its effect based on both positive and negative feedback and adjusts accordingly to maintain effective functioning. Cybernetics can be viewed as a way of thinking that emphasizes circular reasoning and challenges the idea that one thing causes another in a linear fashion.
Evidenced Based Management
Fixed-feature space
Cybernetics
Preparation
Cybernetics
53
ranges from 2 to 4 feet and is used among friends and family members, and to separate people waiting in lines, such as at automated teller machines.
Personal power
Intimate space
Public space
Personal space
Personal space
54
need to develop positive self-esteem & gain recognition & acceptance form others.
Competencies
Esteem needs
5 Stages of change
Fixed-feature space
Esteem needs
55
entrance is restricted to members
Paralinguistics
Body territory
Modes of change
Home territories
Home territories
56
is the right to issue orders or direct action by virtue of one's formal position.
Span of control
Motivation
Formal authority
Need for achievement
Formal authority
57
Unfreeze
Change
Refreeze
Home territories
5 Stages of change
Paralinguistics
Modes of change
Modes of change
58
relies on measurement and analysis of tasks
Process Theories of Motivation
Systematic management approach
Motivation Factors Examples
Hygiene Factors Examples
Systematic management approach
59
Developmental models
o Person-centered supervision model
o Cognitive-behavioral model
o Feminist model Copyright
Preparation
Expectancy X Instrumentality X Valence =
More supervision is needed for a new therapist, and it is lessened and changes as the therapist gains experience.
More supervision is needed for a new therapist, and it is lessened and changes as the therapist gains experience.
60
Leaders adopt a leadership style that best fits the developmental level of their subordinates' competence and commitment.
Path-Goal Theory of Leadership
Transformational change
Functional work teams
Situational Leadership Theory
Situational Leadership Theory
61
when multiple health workers from different professional backgrounds work together with patients, families, care providers and communities to deliver the highest quality of care.
Collaborative practice
Social or affiliation needs
Qualitative Approach
Cross-functional work teams
Collaborative practice
62
Describe the needs, motives, and goals of people, and these theories help us to understand how objects or outcomes become goals for people. (what people need in regard to motivation)
Content Theories of Motivation
Interprofessional education
Contingency Approach
Process Theories of Motivation
Content Theories of Motivation
63
the process of utilizing evidence-based approaches and tools for creating and managing change.
Span of control
Need for affiliation
Esteem needs
Change management
Change management
64
is used to organize houses, cities, and spaces where people expect the organization to remain the same and will react if changes are made.
Fixed-feature space
Semifixed-feature space
High Performing Team
Transformational change
Fixed-feature space
65
One must be able to articulate roles & responsibilities and understand other members' roles.
Proxemics and expectancy violation theory:
Competencies for Interprofessional Teams:Domain 2: Roles & Responsibilities
Social or affiliation needs
Contingency Approach
Competencies for Interprofessional Teams:Domain 2: Roles & Responsibilities
66
the space we use ourselves.
Home territories
Body territory
Public territories
Paralinguistics
Body territory
67
The need to be free from danger
Eclectic/integrationist models:
Social or affiliation needs
Safety needs
Public space
Safety needs
68
Individuals are unaware of a problem or the need to change.
Need for power
Precontemplation
Motivation
Personal power
Precontemplation
69
is the control and direction of the work of one or more employees in a manner that promotes improved performance and a higher-quality outcome
Esteem needs
Supervision
Motivation
Transactional change
Supervision
70
Leaders increase personal payoffs for subordinates for goal attainment and make the path to these payoffs easier to travel by reducing obstacles, thereby improving performance.
Transformational Leadership Theory
Process Theories of Motivation
Transactional Leadership Theory
Path-Goal Theory of Leadership
Path-Goal Theory of Leadership
71
Relies on the manager's judgment to choose the right approach. Uses any of the strategies from any approach.
Modes of change: Change
Intimate space
Contingency Approach
Need for achievement
Contingency Approach
72
Because of their focus on the analysis of discourse through examination of metaphors and stories, and their applicability to understanding how clinical and interpersonal stories play out in the workplace
Cross-functional work teams
Transactional Leadership Theory
Herzberg's Hygiene/Motivation Theory
Dramatism and narrative
Dramatism and narrative
73
forces are introduced intentionally/unintentionally that require reflection
Modes of change
Modes of change: Unfreeze
System skills
Human Relations Approach
Modes of change: Unfreeze
74
Composed of members from more than one discipline so that the team can offer a greater breadth of services to patients. Team members work independently and interact formally.
Collaborative practice
Qualitative Approach
Multidisciplinary teams
Functional work teams
Multidisciplinary teams
75
Intention to begin change is combined with criteria for action that include a time frame to begin acting.
Preparation
Transformational change
Motivation
Need for affiliation
Preparation
76
areas where people meet informally (cafeteria)
Human Relations Approach
Eclectic/integrationist models:
Motivation Factors Examples
Interaction territories
Interaction territories
77
persons react/strategies are used to promote change from the prior state to the new or desired state
Modes of change: Change
Contingency Approach
Span of control
Systematic Approach
Modes of change: Change
78
follow guidelines of state laws
Competencies for Interprofessional Teams: Domain 1: Values & Ethics:
Management
Competencies for Interprofessional Teams:Domain 2: Roles & Responsibilities
o Person-centered supervision model
o Cognitive-behavioral model
o Feminist model
Competencies for Interprofessional Teams: Domain 1: Values & Ethics:
79
effective communication skills
Body territory
Competencies for Interprofessional Teams:Domain 2: Roles & Responsibilities
Competencies for Interprofessional Teams: Domain 3: Interprofessional communication:
Self-actualization needs
Competencies for Interprofessional Teams:Domain 2: Roles & Responsibilities
80
desire to control others, to influence their behavior or to be responsible for others.
Personal power
Change management
Need for affiliation
Need for power
Need for power
81
ranges from 12 to 25 feet and is the distance maintained between the audience and a speaker, such as a presenter at a conference.
Maintenance
Social space
Public space
Political skills
Public space
82
Make the same assumption about the nature of what constitutes an effective supervisor-trainee relationship as they do about what constitutes an effective therapist-client relationship
Psychotherapy-based models
High Performing Team
Collaborative practice
Multidisciplinary teams
Psychotherapy-based models
83
Step 1: Frame a question related to a decision that needs to be made
Step 2: Acquire evidence that may contain information relevant to the question.
Step 3: Assess the evidence for accuracy, comprehensiveness, applicability, and actionability.
Step 4: Present the evidence to those who must act on it.
Step 5: Apply the evidence to the decision.
Step 6: Evaluate the results.
Social space
The Evidenced Based Management Process
Collaborative practice
Psychotherapy-based models
The Evidenced Based Management Process
84
Relies on numbers, statistics, and the scientific approach. Use self-directed and automated programs such as statistical analysis software.
Transactional change
Analytical skills:
Qualitative Approach
Intimate space
Qualitative Approach
85
is separate from the formal authority associated with an organizational position.
Formal authority
Personal power
Need for power
Power
Personal power
86
abilities that include learning to develop, coordinate, and effectively use technical systems related to information management and general systems related to people and organizations.
Analytical skills:
Modes of change: Unfreeze
System skills
Contemplation
System skills
87
Nonverbal aspects of communication.
Personal space
Precontemplation
Political skills
Paralinguistics
Paralinguistics
88
Composed of members from several disciplines working interdependently in the same setting. Coordinate work and communicate more formally to contribute to an interdisciplinary plan of care
Interdisciplinary team
Transformational change
Contemplation
Need for affiliation
Interdisciplinary team
89
§ Valence: the importance placed upon a specific reward by an employee
§ Expectancy: the belief by an employee that his or her efforts are linked to performance
§Instrumentality: belief that the quality of performance within a workplace is related to the rewards that are given in return.
3 main constructs of Vroom's Theory
Common reasons for resistance to change
Herzberg's Hygiene/Motivation Theory
McClelland's Acquired Needs Theory
3 main constructs of Vroom's Theory
90
includes socio-petal spaces that facilitate involvement and socio-fugal spaces that promote separation.
Contingency Approach
Transformational change
Semifixed-feature space
Social or affiliation needs
Semifixed-feature space
91
Recognition of contributions; Opportunities for promotion; Personal growth
Hygiene Factors Examples
5 Stages of change
Modes of change: Change
Motivation Factors Examples
Motivation Factors Examples
92
or the pattern of speech, indicated by the extent of variation in tone and volume.
Change management
Motivation
Pitch
Rhythm
Rhythm
93
Individuals attempt to incorporate new behavior into their routine.
Contemplation
Motivation
Action
Preparation
Action
94
relies on participatory techniques
Hygiene Factors Examples
Human relations approach
Motivation Factors Examples
Contingency Approach
Human relations approach
95
This theory is based on the premise that humans have needs that are hierarchal ranked.
Psychotherapy-based models
Maslow's Hierarchy of Needs
Formal authority
Modes of change: Change
Maslow's Hierarchy of Needs
96
The need to belong and to be accepted by social groups of importance to the person.
Span of control
Need for achievement
Social or affiliation needs
Semifixed-feature space
Social or affiliation needs
97
Collection of individuals/have regular contact and frequent interaction, mutual influence, common feeling of camaraderie./Work together to achieve a common goal
Supervision
Social space
Groups
Competencies
Groups
98
being a constructive member of a team
Competencies for Interprofessional Teams:Domain 4: Teams & Teamwork:
o Person-centered supervision model
o Cognitive-behavioral model
o Feminist model Copyright
Systematic management approach
Expectancy X Instrumentality X Valence =
Competencies for Interprofessional Teams:Domain 4: Teams & Teamwork:
99
a new state of equilibrium is achieved or actions are taken to stabilize the new state
Modes of change: Refreeze
Modes of change: Unfreeze
Modes of change
Interprofessional teams
Modes of change: Refreeze
100
Leaders promise rewards and benefits to subordinates for meeting work goals, and leaders and subordinates agree through transactions on what will lead to reward and how to avoid punishment.
Transactional change
Content Theories of Motivation
Transformational Leadership Theory
Transactional Leadership Theory
Transactional Leadership Theory
101
which generally indicates the overall quality of a person's voice
Volume
Tone
Esteem needs
Pitch
Tone
102
Three types of human needs are acquired over time as a result of life experiences
Process Theories of Motivation
McClelland's Acquired Needs Theory
Eclectic/integrationist models:
Cybernetics and information theory
McClelland's Acquired Needs Theory
103
abilities that allow you to understand the whole of something by breaking it down into its component parts and in turn allow you to better understand the whole.
Analytical skills:
Transactional change
Personal space
Social space
Analytical skills:
104
Using the best available evidence and information to guide action in response to the daily questions, problems and dilemmas encountered when performing the management functions for planning, organizing and staffing, controlling and directing.
Collaborative practice
Psychotherapy-based models
Evidenced Based Management
Self-directed work teams
Evidenced Based Management
105
Motivation
Expectancy X Instrumentality X Valence =
Competencies for Interprofessional Teams:Domain 2: Roles & Responsibilities
Competencies for Interprofessional Teams: Domain 3: Interprofessional communication:
The Evidenced Based Management Process
Expectancy X Instrumentality X Valence =
106
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- provoke awareness of OT and advocate for the profession at the national state and local legislation levels about changes about medicare.
Members dues finance initiatives to assure the quality of OT services.
Ethics Commission (EC): it is an advisory commission of the representative assembly that is responsible for the development of the AOTA code of ethics.
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NBCOT & ethics
AOTA
Tone
Pitch
AOTA
107
Gather relevant information/Identify the type of ethical problem/Use ethics theories or approaches to analyze the problems/Explore the practical alternative/Complete the action/Evaluate the process and outcome
The Evidenced Based Management Process
Ethical Decision making: Six steps:
Social Roles Model
Common reasons for resistance to change
Ethical Decision making: Six steps:
108
has no direct authority over OT personnel who are not members.
- Limited authority over members, regardless of their role.
- provides resources on ethics to members and it takes disciplinary actions to range from censure to permanent revocation of membership.
Ethical Principles
Need for achievement
AOTA and ethics
Esteem needs
AOTA and ethics
109
attempting to influence the selection, nomination, election, or appointment of any individual, federal public office and of any OT, OTA or OTS member of the AOTA seeking election to public office at any level.
It prevents the AOTA as an organization makes any contribution to a political candidate.
National Board for Certification in Occupational Therapy (NBCOT)
Political skills
Competencies for Interprofessional Teams: Domain 3: Interprofessional communication:
American Occupational Therapy Association Political Action Committee (AOTPAC)
American Occupational Therapy Association Political Action Committee (AOTPAC)
110
to advance research, education, and public awareness for occupational therapy so that all people may participate fully in life, regardless of their physical, social, mental, or developmental circumstances
American Occupational Therapy Foundation (AOTF)
Ethical Decision making: Six steps:
The Evidenced Based Management Process
Social Roles Model
American Occupational Therapy Foundation (AOTF)
111
It serves to assure the public that persons practicing as OT practitioners have entry-level competence.
Semifixed-feature space
Transactional change
Proxemics and expectancy violation theory:
National Board for Certification in Occupational Therapy (NBCOT)
National Board for Certification in Occupational Therapy (NBCOT)
112
Offer opportunities for members to develop leadership skills and general professional skills.
Increase public awareness of OT
State Occupational Therapy Association
System skills
Human Relations Approach
Interprofessional teams
State Occupational Therapy Association
113
Offer opportunities for members to develop leadership skills and general professional skills.
Increase public awareness of OT
State Occupational Therapy Association
System skills
Human Relations Approach
Interprofessional teams
State Occupational Therapy Association
114
- concerned with "safe, proficient, and/or competent practice in OT practice".
- Investigates complains against OT practitioners as a means of protecting the public.
- The Disciplinary Action Information Exchange Network (DAIEN) contains a listing of final disciplinary actions and nondisciplinary actions taken by the NBCOT and state regulatory entities.
- Disciplinary actions range from censure to revocation of certification.
State Occupational Therapy Association
System skills
Human Relations Approach
NBCOT & ethics
NBCOT & ethics
115
regulates all 50 states but the licensure regulations change in each one.
-Define the scope of practice legally articulate the demand for practice and provide guidance for facilities, consumers, and provides about the appropriate use of services.
-Define practice information about patient's protection by offering guidance on appropriate care particular consumers complains and delivery of services.
-States that include code of ethics in their laws can discipline practitioners who violate those codes.
It can revoke the license if you are unethical.
State Occupational Therapy Association
State Regulatory Boards
Human Relations Approach
NBCOT & ethics
State Regulatory Boards
