Management and Administration
Clinical psychology competencies in management and administration are often considered to develop in advanced stages of careers, but these competencies are developing at all stages. In addition, although management and administrative functions are often c
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Philinda S. Hutchings · Deborah Lewis · Ruchi Bhargava
Abstract: Clinical psychology competencies in management and administration are often considered to develop in advanced stages of careers, but these competencies are developing at all stages. In addition, although management and administrative functions are often considered ancillary to the practice of clinical psychology and are not acquired through formal instruction, they are central to successful practice; regardless of skill in assessment and intervention, for example, the psychologist who does not perform well in the management and administrative functions of practice will have difficulties. Four areas of competency in management and administration are described; planning and organizing work; administration; leadership; and executive management. Planning and organizing work includes abilities to plan and organize tasks for self and for others, skills and activities in time management, professionalism, and adaptation to change. Administration includes knowledge and skills in business, marketing, and finance, organizational and community systems, ethical and legal policies and procedures, quality improvement, and information management. Leadership includes vision and mission development, skill in providing guidance and direction, and characteristics and attitudes appropriate for leadership in clinical psychology. Executive management includes skills in management of personnel and resources, provision of oversight, team development, and organization and systems management. The knowledge, skills, and activities within each of these areas are described and discussed at basic and advanced levels of competence.
22.1 Overview Students in clinical psychology training programs rarely think about developing skills in management and administration, since their classes and assignments do not typically focus on this area. They study assessment and intervention skills, research and evaluation, and integration of science and practice. In fact, sometimes psychologists receive management and leadership training after they are placed in such positions rather than in graduate school (Picano & Blusewicz, 2003). Skills in management and administration are sometimes regarded as implicit in or incidental to becoming a skilled practitioner or researcher, but the focus and skill in client care are very different than those in organizational leadership and management (McAlearney, Fisher, Heiser, Robbins, & Kellerher, 2005). Even though our education and training programs have not kept pace with some of the dynamic shifts in the business of health care as they concentrate on training practice and research skills (Hoge, Tondora, & Marrelli, 2005), there is a growing recognition that competency in management and administration is necessary, not just because psychologists move into management roles in health-care organizations (Picano & Blusewicz), but in order to effectively practice (American Psychological Association [APA], 2007a; Hatcher & Lassiter, 2006; National Council of
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