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PHARMA MANAGEMENT > 01: MANAGEMENT > Flashcards

01: MANAGEMENT Flashcards

1
Q

defined as the art and science of planning, organizing, directing, and controlling human efforts

A

MANAGEMENT

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2
Q

applied in businesses, companies, or establishments

A

MANAGEMENT

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3
Q

“a process which brings together resources and unites them in such a way that, collectively, they achieve goals and objectives in the most efficient manner possible “

A

MANAGEMENT

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4
Q

aka fore thought; the formulation of objectives, programs, policies, procedures, rules, and regulations in order to achieve the goals of the business; related to decision making as it selects the best course of action to take.

A

PLANNING

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5
Q

ACTIVITIES INVOLVED IN PLANNING:
- Envision the goals to be accomplished

A

DEVELOPING OBJECTIVES

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6
Q

ACTIVITIES INVOLVED IN PLANNING:
- Estimate and predict the future conditions and events

A

FORECASTING

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7
Q

ACTIVITIES INVOLVED IN PLANNING:
- Establish the sequence and priority of actions to take or steps to follow in achieving the objectives

A

PROGRAMMING

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8
Q

ACTIVITIES INVOLVED IN PLANNING:
- Set a time sequence for the steps to take in undertaking a project

A

SCHEDULING

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9
Q

ACTIVITIES INVOLVED IN PLANNING:
- Allocate resources to achieve an objective within the specified period of time

A

BUDGETING

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10
Q

ACTIVITIES INVOLVED IN PLANNING:
- Formulate standing decision that applies to the concerns of the enterprise as a whole in achieving its objectives

A

DEVELOPING POLICIES

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11
Q

ACTIVITIES INVOLVED IN PLANNING:
- Standardize the work that must be done uniformly if the objectives are to be achieved

A

ESTABLISHING PROCEDURES

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12
Q

Refers to grouping people, establishing relationships among them, and defining the authority and responsibility that they have. Identifying tasks to perform; arranging tasks in a logical order; classifying tasks into certain types; designating employees into clusters

A

ORGANIZING

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13
Q

CONVENTIONAL WORK TERMS:
- Work of a manager to entrust others with responsibility and authority and to create accountability for results

A

DELEGATING

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14
Q

CONVENTIONAL WORK TERMS:
- Sum of the rights and power assigned to a position

A

AUTHORITY

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15
Q

CONVENTIONAL WORK TERMS:
- Obligation to assume responsibility abd exercise authority in conformity with understood and accepted performance standards

A

ACCOUNTABILITY

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16
Q

It determines what position to be filled in; involves preparing the job description, identifying the sources of potential applicants, searching for applicants, interviewing applicants and evaluating their performance ; Highly qualitative process

A

STAFFING

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17
Q

A process which sets personnel goals, establishes work standards, develops leadership style, motivates personnel, trains and retrains personnel, evaluates personnel, disciplines and dismisses personnel as necessa and promotes personnel; motivation

A

DIRECTING

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18
Q

The process of measuring and correcting the activities of subordinates and the company itself to assure conformity with its plans; quantifying and qualifying our success

A

CONTROLLING

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19
Q

The force that drives an enterprise and determines its success or failure.

A

MANAGEMENT

20
Q

The act of conceiving and achieving the desired results involving the use of human talents and resources.

A

MANAGEMENT

21
Q

It is a conscious, organized effort to harness all the resources available as well as using them to attain the goals of the pharmacy effectively and efficiently.

A

MANAGEMENT IN PHARMACY

22
Q

It involves “forecasting “ or making decisions in advance; used to accomplish the present objectives and their relationship in the future; Most critical element of management.

A

PLANNING

23
Q

THREE STEPS INVOLVED IN ORGANIZING:

A
  • Grouping of people and identification of work
  • Delegation of authority and responsibility
  • Establishment of relationships among people and tasks
24
Q

The most overlooked management process since it is commonly assumed that the process is sufficient to ensure that the pharmacy is operating effectively and efficiently; involves periodic assessment of the status of the pharmacy.

A

CONTROLLING

25
Q

WAYS IN WHICH CONTROL CAN BE MAINTAINED:
- Financial statements to determine if revenues and expenses are within budgeted limits
- Inventory

A

QUANTITATIVE

26
Q

WAYS IN WHICH CONTROL CAN BE MAINTAINED:
- Evaluating levels if patient satisfaction
- Employee performance

A

QUALITATIVE

27
Q

Patterns of behavior that are expected of an individual doing his or her functions.

A

ROLE

28
Q

MANAGER ROLE: INTERPERSONAL
- The manager has a leadership role, takes charge of the organization or certain organization; leads subordinates and their works.
- The role includes hiring, training, motivating, and disciplining employees.

A

LEADERSHIP

29
Q

MANAGER ROLE: INTERPERSONAL
- The manager performs duties taht are ceremonial and symbolic in nature such as welcoming official visitors, signing legal documents, etc.
- Head of the organization or department, does routine duties involving informal communication and less important decisions.

A

FIGUREHEAD ROLE

30
Q

MANAGER ROLE: INTERPERSONAL
- Leader of the organization unit.
- The role of the manager, motivates, communicates, and promotes team spirit, and the like.
- The function requires to interact with other managers outside the org to seek favors and secure information; represents organization in all matters of formality and civility.

A

LIASON ROLE

31
Q

MANAGER ROLE: INFORMATIONAL
- Network of contacts, manager gets useful information by observing surroundings and asking subordinates, peers, and superiors.
- Seeks and receives information concerning internal and external events gain understanding of the organization and its environment.

A

MONITOR ROLE

32
Q

MANAGER ROLE: INFORMATIONAL
- The manager serves as a spokesperson and represents the organization to outsiders; speaks on behalf of the organization and transmits information about the organization’s plan, policies, and actions.
- Keeps their superiors informed of every development in the unit.

A

SPOKESPERSON ROLE

33
Q

MANAGER ROLE: INFORMATIONAL
- The manager disseminates information that they’ve collected from different source through various means.
- Passes some of the privileged information directly to the subordinates, peers, and superiors that have no access to it.

A

DISSEMINATOR ROLE

34
Q

Subordinates must be duly informed of current developments

A

DISSEMINATING INFORMATION

35
Q

MANAGER ROLE: DECISIONAL
- Most important resource manager gives to subordinates is time; manager is also responsible for providing human, physical, and monetary resources. The function involves setting up the time schedule for the completion of operation of expenditure on particular projects.

A

RESOURCE ALLOCATOR ROLE

36
Q

MANAGER ROLE: DECISIONAL
- Manager takes corrective action to respond to previously unforeseen problems; manager involuntarily reacts to pressure. The manager cannot ignore crucial situations, They should have enough time in handling disruptive conditions.

A

DISTURBANCE HANDLER ROLE

37
Q

MANAGER ROLE: DECISIONAL
- Manager represents organizations in bargaining and negotiating with outsiders and insiders to gain advantage to their unit. These negotiations are integral parts of manager’s job and has the authority to commit organizational resources and direct access to information.

A

NEGOTIATOR ROLE

38
Q

MANAGER ROLE: DECISIONAL
- Manager is the creator and the innovator. The manager initiates and oversees new products that will improve the organization’s performance. It seeks to improve the department and adapt to the environmental changes.

A

ENTREPRENEURSHIP ROLE

39
Q

TYPES OF MANAGERS
According to Personality:
- Job content-oriented and usually become the planners and thinkers in an organization.

A

PRAGMATIC AND THE THEIRETICAL MANAGERS

40
Q

TYPES OF MANAGERS
According to Personality:
- Process oriented, concerned with how best to do a job are often the implementers and doers in the company.

A

WORKAHOLIC AND CAREFREE MANAGERS

41
Q

MANAGEMENT LEVELS:
- High ranking executives of organizations. Involved in operations of the whole organization. These are the presidents, chief executives officers, or senior vice presidents

A

TOP MANAGERS

42
Q

MANAGEMENT LEVELS:
- Directs the activities of the supervisors to those workers. These are branch managers, project managers, firm managers, or finance managers.

A

MIDDLE MANAGER

43
Q

MANAGEMENT LEVELS:
- The lowest level of management. They supervise employees. These are the production supervisors, clerical supervisors, school supervisors, or hospital supervisors.

A

FIRST-LEVEL MANAGERS

44
Q

MANAGEMENT LEVELS:
- Develop and review long-range plans and strategies
- Evaluate overall performance of various departments and ensure cooperation
- Are involved in the selection of key personnel
- Consult subordinates and tackle subjects or problems which are general in scope

A

TOP MANAGERS

45
Q

MANAGEMENT LEVELS:
- Make plans of intermediate range and prepare long-range plans for review by top management
- Analyze managerial performance to determine capability and readiness for promotion
- Establish departmental polices
- Counsel subordinates on production, personnel, or other problems
- Select and recruit personnel

A

MIDDLE MANAGERS

46
Q

MANAGEMENT LEVELS:
- Make detailed, short-range operating plans
- Review performance of subordinates
- Supervise day-to-day operations
- Prepare specific task assignments
- Maintain close contact with operative employees

A

FIRST-LEVEL MANAGERS

PHARMA MANAGEMENT (6 decks)

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