Accreditation

Process by which an organization or agency meets standards  Purposes –Promote high quality programs –Encourage improvement thru self study –Encourage diversity –Outside consultation –Assure to public  Types –Institutional (regional) –Programmatic (specailzed; national org)  The Process

Process  Institution develops objectives and self study  Submit request for accreditation / review process to agency (JRC-AT)  Agency reviews and approves program for on site visit  On site visit  Institution review and response  Accreditation decision

Self study  Primary reference document for process  Involves all program personnel  Describes current condition and needed changes  Phases –Preparation and design : utilized resources and standards and guidelines to prepare for study –Organization: steering committee- divides tasks and brings on communication

 Mechanics of the study process –Consider goal of program –Review criteria or standards –Interrupt and apply to your program –Primary objective: determine quality of program (outcomes assessment)  Use of peers –On site evaluation team  Legacy: cycles of study and planning –The final report is a basis for ongoing self study and self improvement –Strengths and weaknesses –Goals and objectives

Management Theory

 Management verses administration –Admin. encompasses both policies and procedures –Man. Is specific and deals with accomplishing goals; encompasses behavioral and non-behavioral issues  Leadership verses administration –Admin. Existing procedures to complete the desired goals –Leadership: emphasis on behavioral issues; using new policies and procedures to achieve desired goals; process of influencing the behaviors or attitudes of others to achieve  Theories –Taylor’s Scientific: “cog in machine” –Human Relations Management: Democratic –Leadership Studies –Behavioral Science –Contemporary

Leadership  Transactional –Simple exchange of one thing for another –Applies frequently in the employment setting of athletic trainers –The stuff of management –This alone will not lead an organization to  Transformational –Required for program renewal and improvement –Uses creativity and conflict to bring about change

 Behavioral Science –Relates science to human resource –Barnard and Zone of Indifference  Contemporary Management –Merges scientific and human relations with psychological –McGregor X &Y –X: authoritarian, condescending, punitive –Y: democratic; combines needs of worker with needs of organization

 MBO (Management by Objectives) –Performance objectives established using manag. and worker –Good at gathering qualitative data about an org –Greatest threat is a manager who does not buy into this theory  Managerial / Leadership Grid –Grid charting concern for people (y) by concern for production(x) –Helps a org define it’s type

 Reddin’s 3-D theory –Effectiveness- extent that output requirements are meet  Human Resources Management Assesses conditions, sets objectives and evaluates results –External, organizational, employee characteristics assess  TQM (Total Quality Management) –Customer/consumer philosophy (meet or exceeded through plan)

Potential to influence  Basis for authority  ATs influence who?  Counter power: influencing a superior. How?  2 Types of Power: potential to influence –Positional –Personal  Authority –Aspect of power for one to make decisions for others

Organizational Chart Chain of Command

Hiring Process  Request for position  Position approval  PVN  Application collection  Telephone interviews  References checked  On-site interviews  Recommendation and approval for hiring  Offer of contract  hiring