Week 8-10 Flashcards

1
Q

3 Primary Entities of Policy Process

A

1) US Congress (House of Reps, Senate)
2) President
3) Special Interest Groups

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2
Q

Legislative Process

A

Speaker of the House and Majority leader of Senate hear bills (proposed laws), schedule hearings, join committees to listen to bills, resolve differences between House and Senate

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3
Q

President roles in policy making

A
  1. sets the agenda
  2. lets congress know what he/she would have passed into law
    *puts pressure on congress via constituents to accomplish items on agenda
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4
Q

3 Branches of Government

A

Executive - President
Legislative - Congress
Judicial - Supreme Court

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5
Q

Executive Branch

A

The executive branch has appointees who have large impact on policy development. They are responsible for taking the law passed and establishing the rules and regulations to realize them in programs that work
-Dept of Education
-Dept of Health & Human Services
-US Dept of Justice

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6
Q

IDEA

A

-requires public schools to develop appropriate individualized education plans for each child
-each students IEP must be developed by a team of knowledgable persons and must be reviewed at least annually
-team must be child’s teacher, child, special educator, and other at parent’s discretion

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7
Q

PACs

A

-Political Action Committees are formed to raise and contribute to the campaigns of candidates likely to advance a particular groups and interests

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8
Q

Examples of Legislature that Influenced OT

A

1) Education for all Handicapped Children Act of 1975 and IDEA
-all public schools must provide equal access to children with physical and mental disabilities
2) Medicare Part B 1987
-provision to cover OT as a free standing service under Medicare Part B
3) ADA 1990
-cicil rights law for people with disabilities
4) HIPPA 1996
-protects health insurance coverage for workers and families when they change or lose their jobs and identifies who are the health care providers, insurance plans, and addresses security and privacy of health data
5) Balanced Budget Act 1997
-medicare adopted a new approach for payment of services

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9
Q

regulations

A

rules that implement laws on a state or national basis (provide foundation for public policy)

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10
Q

policy

A

rules that regulate behaviors in an organization or an a larger scale like public policy, regulates behavior in the public area

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11
Q

Hiring and Firing Practices

A

Hiring: a match between the candidates skills and abilities to do the job requirements (can’t consider race, sex, age, disability, religion, etc)
Firing: cannot use discriminatory or other illegal reasons to terminate

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12
Q

FMLA (Family Medical Leave Act of 1993)

A

allows employees to take 12 weeks off work (pay is not mandatory) for health/family related issues: birth or adoption of child, taking care of sick child, spouse, parent

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13
Q

ADA (Americans with Disabilities Act 1990)

A

ensures that disabled individuals are treated fairly and this includes at their place of work

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14
Q

privacy

A

right of patients to be left alone, free from intrusion and to choose whether or not to share one’s self

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15
Q

confidentiality

A

implies a trust in private communications

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16
Q

liability

A

OTs are responsible for performing accurate assessments, developing sound plans of care, delivering proper clinical interventions, doing no harm
Legal claims are civil, criminal, tort law

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17
Q

Tort Law

A

Battery & Assault: intentional harm
-battery: person intentionally comes in physical contact with another person without their permission (must prove touch occured, that it was intentional, that is caused harm)
-assault: must appear the threat is imminent, person feels threatened

Intentional Infliction of Emotional Distress
* Through extreme and outrageous conduct, someone intentionally causes severe emotional or mental distress

Negligence
* Failure to exercise the standard of care a reasonable person would
* Not intentional or reckless, it is careless

Malpractice
* “Improper or unethical conduct or unreasonable lack of skill by a holder
of a professional or official position”

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18
Q

Medicare Fraud and Abuse

A
  • Fraud: “intentional deception or misrepresentation that an individual knows to be false or does not believe to be true and makes knowing that the deception could result in some unauthorized benefit to himself or some other person”
  • Abuse: incidents or provider practices that are inconsistent with accepted sound
    medical practice
19
Q

Antikickback Statute

A

this law makes it a criminal offense to knowingly and willfully pay for or
receive ay remunerations for referrals for items or services that are paid for by a federal health program

20
Q

Stark Law

A

This is the Physician Self-Referral Prohibition Statute. Doctors are not supposed to
refer patients for certain designated health services (OT is one of those services), in an entity where that doctor has a financial relationship

21
Q

False Claims Act

A

makes a person who knowingly submits a false claim to the federal government liable for that behavior.
Anyone found liable for this will owe the government damages up to 3x the original erroneous payment + mandatory penalties

22
Q

Requisite Managerial Authority

A

 The level of control and discretion that a
manager must have to be fairly held
responsible for the outcomes of work groups
* Hire and fire employees
* Determine rewards
* Determine promotions
* Determine assignment of work
* planning, organizing and staffing, directing, controlling

23
Q

fiscal year

A

A fiscal year is a period consisting of one
budget cycle that coincides with a calendar
year (January 1 to December 31) or with
another cyclical calendar (e.g., many
organizations operate on a fiscal year that
runs from July 1 to June 30)

24
Q

Training, Education, and Development

A

 Training activities are related to improving
an employee’s capacity to perform his or her
current job, such as learning a new
treatment technique related to a patient
population that he or she currently treats.
 Education activities are related to improving
an employee’s capacity for a specific but
future job, such as a staff therapist taking an
introductory course on supervising others.
 Development activities are related to overall
capacities that may be used in any job, such
as time management or communication
skills.

25
Types of Controls
 Physical: Standards related to tangible elements of a product or outcome of a process, such as smoothness, texture, or size  Quantity: Amounts or counts that provide a measure of conformance and efficiency, such as the number of units of care provided, or hours billed  Quality: Quantitative measures of quality, such as outcome measures or patient or customer satisfaction  Cost: The cost of a process, such as the cost per unit of service provided, or the cost of materials associated with a process, such as fabricating a splint
26
Leadership
Leadership is a process of creating structural change where the values, vision, and ethics of individuals are integrated into the culture of a community as a means of achieving sustainable change.
27
Management
Management 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.
28
Three Categories of Supervisory Functions
1. Management related to monitoring and evaluating the work of others 2. Education related to the development and evaluation of competencies of staff 3. Support-related professional development, including promotion of self-awareness and emotional growth
29
Span of control
 The number of immediate subordinates who report to any one supervisor  Too large a span of control may result in inability to attend to needs of individual employees  Too small a span of control may result in unnecessary labor costs -Factors affecting span of control: type of work, degree of training, & organizational stability
30
Four Strategies for Increasing Personal Power
1. Increase your centrality in the organization by looking for opportunities to include new functions central to the flow of work in your job. Volunteer for committees where you can build networks with other department leaders. 2. Increase the personal discretion and flexibility of your position by replacing routine activities with involvement in new projects in the early stages of decision making. 3. Increase the visibility of your job performance by developing and nurturing relationships with organizational leadership. Volunteer to make presentations from task groups, offer suggestions and examples when a presenter asks for input from a large group, or volunteer to become a trainer. 4. Increase the relevance of your job tasks to the organization by finding ways to develop programs that align with the organization’s top priorities.
31
Models of Supervision
 Psychotherapy-based models -Make the same assumptions about the nature of what constitutes an effective supervisor–trainee relationship as they do about what constitutes an effective therapist–client relationship  Developmental models -It is assumed that close supervision is needed for a new therapist, but as the therapist gains experience, his or her need for supervision is lessened and the relationship with the supervisor changes also  Social roles models -Basic tenets are that as the needs of the supervisee change, the role of the supervisor should change to better meet those needs  Eclectic/integrationist models -Blend of a number of different supervision theories (e.g., a social roles model as well as a developmental approach). The main components of these models include: * A customized approach * Needs assessment * Consideration of the supervisee’s developmental level and cognitive style * Assessment and evaluation of the supervisee’s skills
32
Direct Supervision
 Direct observation can be defined as observing performance without making real- time changes to the actions being observed and is a requirement of some state laws.
33
Indirect Supervision
 Indirect supervision is a method of supervision in which face-to-face interaction is not a component; may include phone conversations, written correspondence, electronic exchanges, and other methods using secure telecommunication technology
34
Authoritative style of supervision
 Authoritative style of supervision is one in which the supervisor (in this case the OT) has absolute say, and the supervisee (the OTA) is expected to comply without question or contribution.
35
OTR vs. OTA
OTR: Masters Degree, Certification, Evaluates and sets the treatment plan, Research scientist OTA: Associates Degree, Certification, can contribute to the evaluation and do specific standardized assessments if competent, data gathers for research
36
TRANSFORMATIONAL THEORY
This theory proves to be the greatest for follower effectiveness and satisfaction.  Leaders articulates the vision and shares with the subordinates to increase passion.  Focus on vision, and individual differences among workers.  Tries to change team effectiveness  Seek new ways to work  Take risks.  Inspirational, motivational  Charismatic  Inspire, Energize, Intellectually Stimulate
37
TRANSACTIONAL THEORY
 Leaders promise rewards and benefits to subordinates for meeting work goals.  Together managers and subordinates agree on rewards and punishments.  Working with individuals and groups to achieve work objectives, setting up a compensation and reward system
38
SITUATIONAL THEORY
 Managers adopt a style that best fits the level of the subordinates.  They change according to situation  Delegation responsibilities so that subordinates come to managers for assistance.  Flexibility  Coaching  Use directing by refining roles and tasks  Supportive, let the subordinates make daily decisions to change tasks.
39
Managers vs. Leaders
 Leader - motivates people to perform to full potential -Focus on effectiveness  Manager -Supervise employees -Focus on efficiency  “Managers are people who do things right and leaders are people who do the right things”  Managers are transistors and leaders are transformers
40
Corporation
* Most complex type of business structure * Legally acts as a completely separate entity from the owner * Can have 1 ore more owners or stockholders * Stockholders are not personally responsible for any losses * 3 common types of corporations * C corporation (general corporation): is taxed separately from its owners, must pay income tax on their net income (double taxation) * Subchapter S corporation: shareholders do not pay federal income tax on company profits, profit or loss directly to owner's personal income tax * Professional corporation or professional service corporation (PSC): can only be owned and operated by licensed professionals
41
ETHICAL APPROACHES
DESCRIPTIVE ETHICS * FACT BASED EXAMINATION OF DIFFERENT SOCIETIES OR CULTURES USING SCIENTIFIC INQUIRY TO IDENTIFY HOW PEOPLE REASON AND ACT * EXAMINE THE SOCIETY’S PERCEPTION OF RIGHT AND WRONG WITHOUT JUDGING WHETHER THE SOCIETY IS “CORRECT” METAETHICS * MEANING OF MORAL JUDGMENTS AND PRINCIPLES * HOW MORAL KNOWLEDGE MIGHT BE POSSIBLE, REASONS FOR CULTURAL BELIEFS NORMATIVE ETHICS * PRACTICE OF PUTTING FORWARD THE CORRECT MORAL PRINCIPLES AND RULES * DEBATE ABOUT WHAT IS THE “CORRECT” MORAL VIEW * LACK OF CONSENSUS RESULTED IN SEVERAL NORMATIVE THEORIES VIRTUE ETHICS * FOCUS ON HUMAN CHARACTER * WHAT ARE THE CORRECT VIRTUES THAT STRONG MORAL CHARACTER SHOULD HAVE? Ethics of Care * EMPHASIZES INTIMACY, CARING AND RELATIONSHIP BUILDING * FOCUSES ON RELATIONSHIPS OF ACTORS IN THE CASE
42
TELEOLOGICAL THEORY
* THE RIGHTNESS OF AN ACTION DEPENDS EXCLUSIVELY ON IT PRODUCING CERTAIN KINDS OF GOOD CONSEQUENCES * TELOS = “END”, “GOAL” * FOCUS ON OUTCOMES OF A PROPOSED ACTION * “THE ENDS JUSTIFY THE MEANS”
43
DEONTOLOGICAL THEORY
* EMPHASIZES THE ACTION ITSELF * “THE ENDS NEVER JUSTIFY THE MEANS” * DEON = DUTY * EMPHASIZES MORAL DUTY, OBLIGATION, PRINCIPLE, NOT CONSEQUENCES * RIGHT OR WRONG OF AN ACT MAY DEPEND ON OTHER SITUATIONS * PATH TO THE CONSEQUENCE MATTERS
44
PRINCIPLES OF BIOMEDICAL ETHICS
* AUTONOMY: right to self determination -RESPECT A PERSON’S FREEDOM TO MAKE DECISIONS THAT CONTROL HIS OR HER LIFE * NON MALEFISCENCE: do no harm * BENEFICENCE: do good for one another -PROTECTING AND DEFENDING THE RIGHTS OF OTHERS -REMOVING CONDITIONS THAT WILL CAUSE HARM TO OTHERS * JUSTICE: fair, equitable and appropriate treatment * VERACITY: truthfulness, honesty * FIDELITY: being faithful/loyal, keeping promises & commitments, respect