Exam Flashcards
Capital Budget
Determines which capital projects will be allocated funding for the year (i.e. remodeling, repairing, or purchasing of equipment or buildings)
Operating Budget
Used for daily operations and included general expenses like salaries, education, insurance, maintenance, debts, depreciation, and profits
Cash Balance
For a specific future time period, including all operating and capital budget items
Master Budget
Combines operating, capital, and cash balance budgets including any specialized or area specific budgets
Direct Service (types of leaders)
Face to face/ Direct work with clients
Supervisory (types of leaders)
Middle management level/ facilitate agency service
Administrative (types of leaders)
Executive/ major focus on planning and development
Multidisciplinary
• Each assesses separately
• Services are provided separately
• Little interaction among members
Interdisciplinary
• Group consensus
• Regular staff meetings
• Outcomes shared among members
Trans-disciplinary
• Everything interactive and integrated
• Shared decision making
• Crossing of role boundaries
• Team shares knowledge and skills
• Considered most advanced team structure
Bureaucratic Leadership
Follows organizational rules exactly and expects everyone else to
Autocratic Leadership
•Authoritarian, directive style, close supervision, responsibility with leader
(Appropriate for groups of people with psychiatric problems)
• Leader has full control of the team
Democratic Leadership
• Participative, involves group decision making and ideas
• Used with participants not needing direction, but able or needing to make choices, develop decision making skills, self esteem, and self confidence
Laissez-faire Leadership
•Minimal control of leader, open style, permissive, participants make decisions
• Useful for group problem solving, team building, and does not exercise authority
Charismatic Leadership
Depends on personal charisma to influence people and may be very persuasive but may engage “followers” and related to one group rather than the organization
Consultative Leadership
Presents decision and welcomes input and questions although decisions rarely change
Altruism
The principle and practice of concern for the well-being and/or happiness of other humans or animals above oneself
Consensual Management
• Manager presents problem to team for discussion/input and encouraged them to make decisions
• Increase in team member commitment
Democratic Management
• Participative management approach
• Manger and team make decisions jointly
Autocratic Management
Manger makes all decisions and exercises tight control over the team
Disruptive Management
Manager tends to destroy unity of the team
Laissez-faire Management
• “Hands-off”
• Manager provided little or no direction and gives employees as much freedom as possible
Authoritarian Management
Manager tells teams what is expected of them, provided specific guidance on what should be done
Combative Management
Manager displays an eagerness to fight or be disagreeable over any given situation
Conciliatory Management
Manager is friendly and agreeable and attempts to unite all parties involved to provide compatible working teams
Beneficence
Treat persons served in an ethical manner by actively making efforts to provide for their wellbeing
Non-maleficence
Help persons while respecting their decisions and protecting them from harm
Autonomy
• Right to choice
• Duty to preserve and protect the right of each individual to make his/her own decisions
Justice
Ensuring individuals are served fairly without regard to race, color, creed, gender, sexual orientation, age, disease/disability, social and financial status
Fidelity
Obligation to be loyal, faithful, and have equity distribution of services
Veracity
Be truthful and honest
Informed consent
Provide services characterized by mutual respect and shared decision making
Confidentiality and Privacy
Duty to disclose all relevant information to persons seeking services (not to disclose info to third parties)
Competence
Responsibility to maintain and improve their knowledge related to their profession and demonstrate current, competent practice to persons served
Compliance with laws and regulations
Responsible for complying with local, state, and federal laws
Left CVA
• Affects right hemisphere
• Affects speech and may cause aphasia (how you communicate)
• Impaired emotions, social interactions, poor memory, difficulty with spoken language and written communication
Right CVA
• Affects left hemisphere
• Loss of perceptual/intellectual functioning, logic, visual and spatial depth, and difficulty perceiving around them
Huntington’s Chorea
• Neurodegenerative genetic disorder
• Affects muscle coordination and leads to cognitive decline and psychiatric problems
Parkinson’s disease
• Affects neuromuscular systems resulting in cerebral tissue degeneration, severe disability and death
• Leads to shaking (tremors) and difficulty with walking, movement, and coordination
Guillain-Barré syndrome
• Serious disorder that occurs when the body’s defense (immune) system mistakenly attacks part of the nervous system
• Leads to nerve inflammation that causes muscle weakness and other symptoms
Cerebral Palsy
• Brain paralysis
• Neuromuscular disorder
• Several types due to location of brain damage
Spasticity (CP)
• Feature of altered skeletal muscle involving hypertonia
• Unusual “tightness”, stiffness, and/or “pull” of muscles
Athetosis (CP)
Involuntary motor movement
Ataxia (CP)
Poor balance
Added CP Symptoms
• Ridgity
• Tremor
Medical Model
• Promotes view of disabled person as dependent and needing to be cured or cared for
• Disabled person is the problem, not society
• Dr. prescribes TR treatment
• RT is treatment
Public Health Model
• Focuses on achieving good health and a sense of well-being
• Basic human rights
• Proposes that opportunities (treatment) to achieve health and well-being should be available to all groups
TR Service Delivery Model
• Nature of service
• Planned interventions as well as leisure experience dimension
• Key element of determining whether an activity is an intervention or a leisure experience
• Not the nature of the activity, but the clients perception of the experience
Leisure Ability Model
• Client oriented
• Needs of the client determine the nature of programs provided
• 4 steps: Assessment, Functional Intervention/Treatment, Leisure Education, and Recreation Participation/Leisure Lifestyle
Health Improvement/Health Promotion Model
• Purpose of TR is enable client to recover following a threat to health and to achieve optimal health
• Help people deal with problems that serve as barriers to health and assist them grow toward their highest levels of health and wellness
Optimizing Lifelong Health through Therapeutic Recreation Model
• Work with individuals who have illness, disease, and/or lifelong disability to achieve and maintain leisure lifestyles that will enhance their health and wellbeing across lifespan
• Through elements of: Selecting, Optimizing, Compensating, and Evaluating
