Chapter 2 Objectives Flashcards
understand and develop vision & mission statements
Change is a pervasive aspect of organizational life that affects sports medicine programs. The development of vision & mission statements can help a sports medicine program develop a philosophical infrastructure that will allow it to adapt appropriately to change. A vision statement should identify the service provider, the service to be provided, the recipients of the service, & the expected quality of the service. The mission statement is a broadly defined, enduring statement of purpose that defines the scope of operations of the sports medicine program. The mission statement should direct the athletic trainer toward accomplishing specific tasks, motivate & inspire, & guide the development of goals & objectives
Understand the principles underlying sports medicine strategic planning
planning is a set of activities that the athletic trainer should use to bring about a desired future state for the sports medicine program. Strategic plans are broadly written guides for developing specific program goals & objectives. The development of a strategic plan involves identifying the needs of both outside & inside interests; gathering information that identifies the historical & present status of the program; & analyzing the strengths & weaknesses of, the threats to, & the opportunities for the sports medicine program
Develop & link sports medicine policies, processes, & procedures
Operational plans are explicit steps that guide the actions of the athletic trainer so that he or she can accomplish specific tasks. A policy is an operational plan for expressing the organization’s intended behavior relative to a specific program subfunction. Policies require the approval of persons in legal authority, such as boards of trustees or owners. Processes are a collection of incremental & mutually dependent steps designed to direct the most important tasks of the sports medicine program. Procedures provide athletic trainers with specific direction for various processes.
communicate & develop ownership in a sports medicine program among inside & outside stakeholders.
Planning will be ineffective unless the athletic trainer can elicit support for the plan by identifying & influencing allies, opponents, bedfellows, & adversaries. The agreement-trust matrix can be a useful tool in this process. Athletic trainers should employ specific strategies with each of these groups to gain support for their programs & ideas
understand the principles of effective meeting & conference planning & management
Most people view meetings as a necessary evil, but if properly organized they can be productive engines of decision making. Meetings are generally most effective if athletic trainers organize in advance, divide the meeting into parts, control their own behavior, avoid new business & reports whenever possible, & have a future-oriented perspective. Conference planning is a specialized activity that some athletic trainer-administrators will have as part of their responsibilities. Planning an effective conference involves appointing a coordinator & a steering committee, establishing a theme & developing a program with the right speakers to accomplish the conference goals, establishing realistic time lines & budgets, selecting a site, developing a plan for registration, marketing the conference, planning for meals & entertainment, recruiting exhibitors & sponsors, preparing learnign materials, & contracting for a variety of miscellaneous services
understand the principles of effective sports medicine program evaluation
Athletic trainers should evaluate the effectiveness of their sports medicine programs to ensure that the programs will continue to improve & to document programs quality. Formative program evaluation identifies strengths & weakness & provides alternatives for improvement. Summative evaluation judges the quality of the program. Program evaluation is most valid when it compares program clients with persons without access to the program using the scientific method. This process is often difficult, expensive, & impractical. As much comparative data as possible should be used to evaluate the program. The use of an external auditor, along with chart auditing & outcomes studies, can facilitate unbiased assessments. A periodic self-study process that involves collecting evidence of program quality & answering questions crucial to program development is recommended.
