2nd lecture 491

Dr. Mohamed Seyam PhD PT
Management in
physical therapy
Becoming a Manager
 Pursue(follow) management roles at many levels.
 Private practice physical therapists often divide their
time between their business and patient care
Transitioning From Patient Care
to Management
 Lombardi identifies these transitions as moving from
 Self-direction to selfless service.
 Autonomous control to circumstantial control.
 Quantitative to qualitative outcomes.
 Definitive clinical criteria to overall comprehensive
 Important consideration in transitioning from clinical
care to management responsibilities is to identify
mentors who can help in the process.
Roles of a Mentor
 Sponsor: to open doors for the new manager
 Coach: to show the “the ropes” of the new position
 Protector: to buffer negative experiences
 Exposer: to create new opportunities ‫الفرص‬
 Challenger: to stretch the manager’s new skills and
their scope of work
 Role model.
People Management
 Be kind and respectful.
 Be fair.
 Do as you say and mean what you say.
 Guide and give inspiration to people.
 People yearn to be loyal.
 People want to be trusted.
 Foster “know thyself” so people can self-manage.
 Ask this important question often, “Why do you work?”
 Focus on the results of work rather than how
 hard someone is working.
 Hang together even if there is disagreement.
 Managing is about tradeoffs not compromise.
 Managers can’t be all things to all people.
 Stay the course of the organization.
Things to Delegate and Not
to Delegate
DELEGATE ( ‫ )التفويض‬WHEN. . .
✦ All necessary information is available for the task to be
✦ The responsibilities are more about operations than about
planning and organizing.
✦ Others are more qualified or have the necessary skills that
are not your strengths.
✦ Responsibilities can be provided that allow people to grow
and challenge them.
✦ Assignments require evaluation and recommendations.
✦ The tasks are more routine requiring only minor decisions.
✦ There are clear job descriptions and work expectations.
✦ A follow-up plan upon completion is in place.
✦ The team needs leadership in determining
priorities and setting goals.
✦ The task involves planning and solving new problems.
✦ The task is developing teams.
✦ Coaching and motivating are needed.
✦ Evaluating performance of subordinates.
✦ Rewarding or disciplining personnel.
✦ The assignment was given directly to you to complete.
✦ The work had already been assigned to someone
else; do not overlap assignments.
Horizontal Communication
 Determination of which other mid-level managers are
most important to their work is a concern for new
Vertical Communication
 Communication vertically also is important to midlevel managers.
 First of all, communication with their immediate
superiors must include a clear understanding of
responsibilities(‫)المسئوليات‬, priorities(‫(األولويات‬, and the
level of authority(‫ )السلطة‬for duties that they are
 frequency of communication is vital