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pharma management > 05: DIRECTING > Flashcards

05: DIRECTING Flashcards

1
Q

Guiding and motivating other people to work toward a common goal.

A

DIRECTING

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2
Q

This is known as the heart of management process.

A

DIRECTING

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3
Q

It is a basic management function that aims to build an effective work environment anchored on motivating, supervising, and disciplining.

A

DIRECTING

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4
Q

It is the process in which managers instruct, guide, and oversee the performance of their employees to achieve predetermined goals.

A

DIRECTING

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5
Q

Design to maximize the productivity of employees in the workplace.

A

DIRECTING

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6
Q

One percent giving instructions and ninety-nine percent see to it that the job is done efficiently.

A

DIRECTING

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7
Q

Unique in the way that they deploy a wide range of human resources in the delivery of care, from highly trained professionals to manual laborers.

A

HEALTH SERVICE ORGANIZATIONS

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8
Q

Key factor in influencing human behavior.

A

MOTIVATION

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9
Q

It is anchored on needs, actions, and goals.

A

MOTIVATION

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10
Q

The concept of this revolves around the idea that an individual’s need or desire is what moves him or her to action.

A

MOTIVATION

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11
Q

FACTORS THAT INFLUENCE MOTIVATION

A
  1. ATTAINMENT
  2. POWER
  3. BELONGING
  4. INDEPENDENCE
  5. RESPECT
  6. EQUITY
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12
Q

FACTORS THAT INFLUENCE MOTIVATION
- Employees can be motivated by constantly introduced to new tasks, enabling them to build on one after the other. It allows them to work toward both short and long-term goals, creating a record of achievement and growth.

A

ATTAINMENT

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13
Q

FACTORS THAT INFLUENCE MOTIVATION
- Employees must be treated like in-house experts. Managers should frequently ask them for advice on how to further improve the organization. This will motivate them because they will feel that they are valued and taken seriously by the organization.

A

POWER

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14
Q

FACTORS THAT INFLUENCE MOTIVATION
- This motivates employees as they feel that they are contributing to the functionality of a group. It is important then to arrange activities that will encourage collaboration and enable employees to share ideas and experiences.

A

BELONGING

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15
Q

FACTORS THAT INFLUENCE MOTIVATION
- Managers must be responsible in providing clear goals that will allow their employees to maximize their productivity. Employees must work flexibility by having them set their own hours and choose projects.

A

INDEPENDENCE

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16
Q

FACTORS THAT INFLUENCE MOTIVATION
- Employees must be given the opportunity to voice out their opinions and concerns. Their contributions to the organization must be recognized to let them know that they are essential to the success of the organization.

A

RESPECT

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17
Q

FACTORS THAT INFLUENCE MOTIVATION
- Manager’s responsibility to treat every one of their employees fairly. The manager’s must always consider the employees’ work schedules, job titles, scope of responsibilities, salary, and benefits when making decisions.

A

EQUITY

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18
Q

METHODS OF NON-MONETARY MOTIVATORS
- Recognize employees’ contributions in the organization. Let them know that all their efforts are appreciated.

A

RECOGNITION

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19
Q

METHODS OF NON-MONETARY MOTIVATORS
- Small and big victories of the organization. They can be as simple as having a fun and casual dinner together.

A

CELEBRATION

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20
Q

METHODS OF NON-MONETARY MOTIVATORS
- Formulate a mission that everyone must accomplish. Must be one that incorporates everyone’s individual efforts to achieve the goal.

A

COMPELLING MISSION

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21
Q

METHODS OF NON-MONETARY MOTIVATORS
- People must always be given room to grow so that they will not feel stuck or trapped. Provide employees with ways that can help them maximize their potentials.

A

BALANCE OF ACHIEVEMENT AND CHALLENGE

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22
Q

METHODS OF NON-MONETARY MOTIVATORS
- Allow employees to make decisions and produce results on their own so that they will be more motivated to do more than what is asked of them.

A

INCREASED RESPONSIBILITY

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23
Q

Integral to how organizations achieve their goals.

A

COMMUNICATION

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24
Q

A manager must be able to effectively communicate what, how, by whom, and when a task is to be done.

A

COMMUNICATION

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25
Q

The communication process involves at least six messages: (1) What the sender of the message means to say, (2) What he or she actually says, (3) What the receiver of the message hears, (4) What he or she thinks or hears, (5) What he or she says, (6) What the sender thinks the receiver receives.

A

COMMUNICATION

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26
Q

A series of acts taken by the management to address unacceptable actions committed by employees. Encourage optimal behavior and escalate the consequences of poor employee performance.

A

PROGRESSIVE DISCIPLINE

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27
Q

Its not to punish despite it being punitive in nature. The aim is to highlight explicit consequences in order to foster the kind of behavior that is satisfactory. To improve employee behavior and not lose employees through termination or resignation.

A

PROGRESSIVE DISCIPLINE

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28
Q

COMMON GROUNDS FOR DISMISSAL

A
  1. Refusal to work
  2. Disorderly conduct
  3. Tardiness and absenteeism
  4. Poor treatment of customers
  5. Theft
  6. Destruction of pharmacy property
  7. Violation of safety practices
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29
Q

PROGRESSIVE DISCIPLINE CONSISTS OF:
- A formal oral reprimand addressing the unsatisfactory behavior of an employee and its consequences. Relatively common and often the only action needed to address unacceptable or undesirable employee’s behavior or performance.

A

VERBAL WARNING AND COUNSELING

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30
Q

PROGRESSIVE DISCIPLINE CONSISTS OF:
- Cooperative attempt at identifying and correcting the problem.

A

COUNSELING

31
Q

PROGRESSIVE DISCIPLINE CONSISTS OF:
- An employee deliberately ignores a verbal warning, a more formal written warning is issued. The first formal step in progressive discipline that may result in the eventual dismissal of the employee.

A

FORMAL WRITTEN WARNING

32
Q

PROGRESSIVE DISCIPLINE CONSISTS OF:
- Used for more serious errors and infractions. The supervisor will retain a copy in the department file. It is also a legal document that can end up as evidence in a court case.

A

FORMAL WRITTEN WARNING

33
Q

PROGRESSIVE DISCIPLINE CONSISTS OF:
- Usually the last disciplinary action prior to dismissal.

A

FINAL WRITTEN WARNING

34
Q

PROGRESSIVE DISCIPLINE CONSISTS OF:
- Temporary release of an employee from duty for a specific number of days without compensation.

A

SUSPENSION WITHOUT PAY

35
Q

PROGRESSIVE DISCIPLINE CONSISTS OF:
- A significant disciplinary action for more serious incidents or repetitions of unsatisfactory behavior

A

SUSPENSION

36
Q

PROGRESSIVE DISCIPLINE CONSISTS OF:
- A punitive action aimed to demonstrate the seriousness of a situation. Suspension is the next logical step in progressive discipline.

A

SUSPENSION WITHOUT PAY

37
Q

PROGRESSIVE DISCIPLINE CONSISTS OF:
- The last course of action in disciplining employees. Heads of department units are authorized to initiate an action to dismiss an employee and to set the effective sate.

A

TERMINATION/DISMISSAL

38
Q

SUCCESSFUL HANDLING OF EMPLOYEE DISSATISFACTION
- A complaint is serious, valid, or resolved to the employee’s satisfaction, the longer it lingers before being dealt with, the more it strains the long-term employer-employee relationship.

A

QUICK RECOGNITION

39
Q

SUCCESSFUL HANDLING OF EMPLOYEE DISSATISFACTION
- Closely related to early recognition is the need for an outlet for discontent. When employees have no established means of airing complaints, they often resort to counterproductive measures that are more difficult to recognize and resolve.

A

AIRING OF COMPLAINTS

40
Q

SUCCESSFUL HANDLING OF EMPLOYEE DISSATISFACTION
- Owner makes every effort to identify problems quickly and create an open employer-employee atmosphere. Not eliminating the conflict and solving the problem will certainly damage this relationship and may cause problems that will hamper the smooth flow of business operations.

A

EQUITABLE RESOLUTION

41
Q

MOVEMENT OF PERSONNEL
- The shifting of an employee’s position from one to another without increasing or decreasing his or her responsibilities or pay.

A

TRANSFER

42
Q

MOVEMENT OF PERSONNEL
- The shifting of an employee to a new position that increases both his or her status and responsibilities.

A

PROMOTION

43
Q

MOVEMENT OF PERSONNEL
- Employee is removed and no longer a part of the business or organization. It can be temporary or permanent, voluntary or involuntary.

A

SEPARATION

44
Q

MOVEMENT OF PERSONNEL
TYPES OF SEPARATION:
- Temporary and voluntary. Usually associated with negative business conditions. Can also stem from the management’s plan to downsize or decrease production.

A

LAY-OFF

45
Q

MOVEMENT OF PERSONNEL
TYPES OF SEPARATION:
- It may be permanent or involuntarily if he or she is not performing satisfactorily according to the standards of the business. Insubordination may be a cause.

A

DISCHARGE

46
Q

MOVEMENT OF PERSONNEL
TYPES OF SEPARATION:
- Done voluntarily or permanently, it stems from low salary and /or low morale.

A

RESIGNATION

47
Q

MOVEMENT OF PERSONNEL
TYPES OF SEPARATION:
- Can be availed of voluntarily (if employee reaches a specific number of years) or involuntarily (if employee reaches age of 65)

A

RETIREMENT

48
Q

Important concept that transcends all healthcare professions.

A

LEADERSHIP

49
Q

The acceptance of this role by all health-care professionals is vitals to the invention and development of technologies and dosage forms, changes in the delivery of health-care services and products, enhancement of patient outcomes and that quality of life of patients and the community, and the success of the community’s healthcare organization.

A

LEADERSHIP

50
Q

Critical component for positive change and development within pharmacy organizations and the profession.

A

LEADERSHIP

51
Q

The ability to influence the actions of others, is based on the interaction of three elements: the leader, the individual group or group being led, and the situation in which both coexist.

A

LEADERSHIP

52
Q

Its purpose id to help individuals, group, and organizations grow and develop. Individuals need leadership to aid in their personal and professional growth whereas groups need leadership to promote teamwork, cohesion, and accomplishment of mutually desired goals.

A

LEADERSHIP

53
Q

THEORIES OF LEADERSHIP
- It focuses on the personal characteristics of leaders.

A

TRAITS MODEL

54
Q

THEORIES OF LEADERSHIP
TRAITS MODEL:
- Young to middle age, energetic, striking appearance, tall and slender.

A

PHYSICAL

55
Q

THEORIES OF LEADERSHIP
TRAITS MODEL:
- Educated in reputable schools, socially prominent, upwardly mobile

A

SOCIAL BACKGROUND

56
Q

THEORIES OF LEADERSHIP
TRAITS MODEL:
- Adaptable, aggressive, emotionally stable, dominant, self-confident

A

PERSONALİTY

57
Q

THEORIES OF LEADERSHIP
TRAITS MODEL:
- Charming, tactful, popular, cooperative

A

SOCIAL CHARACTERISTICS

58
Q

THEORIES OF LEADERSHIP
TRAITS MODEL:
- Driven to excel, readily accepts responsibilities, takes initiative, is task-oriented, has good interpersonal skills

A

TASK-RELATED CHARACTERISTIC

59
Q

THEORIES OF LEADERSHIP
- It is concerned with how a leader acts and the manner he or she leads a group.

A

BEHAVIORAL MODEL/LEADERSHIP STYLE

60
Q

THEORIES OF LEADERSHIP
BEHAVIORAL MODEL/LEADERSHIP STYLE:
- “I decide”
- Manager retains absolute control
- He or she has little confidence in his or her employees’ ability to make decisions
- He or she usually holds few meetings

A

AUTOCRATIC STYLE

61
Q

THEORIES OF LEADERSHIP
BEHAVIORAL MODEL/LEADERSHIP STYLE:
- “We decide”
- Decision making is shared between the manager and employees
- Manager has great confidence in the employees
- He or she makes decisions that consider the best interests of the organization
- He or she has no egoistical tendency is conducting the organization’s operations and making decisions
- He or she serves to improve the morale and motivation of the group
- He or she usually holds many meetings

A

DEMOCRATIC STYLE

62
Q

THEORIES OF LEADERSHIP
BEHAVIORAL MODEL/LEADERSHIP STYLE:
- “You decide”
- Employees decide om their own within certain boundaries or limits

A

FREE REIN STYLE

63
Q

THEORIES OF LEADERSHIP
- It examine the relationship between the characteristics of a given situation and the leader’s behavior.

A

CONTINGENCY MODEL

64
Q

THEORIES OF LEADERSHIP
CONTINGENCY MODEL:
- A one-way form of communication
- Leader defines and assigns the roles of individuals in the group by explaining the tasks and responsibilities.
- It includes the What, Where, How much, and the Deadlines of the specific tasks

A

TASK ORIENTATION

65
Q

THEORIES OF LEADERSHIP
CONTINGENCY MODEL:
- A two-way form of communication, that provides socio-economical support, and utilizes the facilitative versus directive efforts to bring change in the group.
- Takes account to the established and effective interpersonal relationships between the leader and the group that is based on trust

A

RELATIONSHIP ORIENTATION

66
Q

THEORIES OF LEADERSHIP
CONTINGENCY MODEL:
- Related to the willingness of the group or individuals to accept responsibilities, tasks, and duties and to their ability and necessary training or experience to perform these tasks well.

A

FOLLOWER READINESS OR MATURITY

67
Q

Refers to the manager’s or leader’s approach to directing the actions of employees.

A

LEADERSHIP STYLE

68
Q

STYLES OF LEADERSHIP:
- This style creates harmony and builds emotional bonds. It helps create a sense of belonging and security through feedback and reward systems. It focuses on praise and belonging. Tends not to give negative criticism or deliver bad news to an employee.

A

AFFILIATIVE STYLE

69
Q

STYLES OF LEADERSHIP:
- This style display self-confidence, empathy, and the ability to develop cooperation and teamwork among members when leading the organization. It motivates the team toward a new vision by creating a trusting environment in which individuals know their roles in accomplishing organizational goals. Develops the end vision and goals while allowing the team to determine how to achieve them

A

AUTHORITATIVE STYLE

70
Q

STYLES OF LEADERSHIP:
- This style focus on helping employees improve their performance over time for long term. It delegates responsibilities to subordinates for the dual purpose of achieving outcomes and accomplishing tasks, and encouraging employees to develop new skills

A

COACHING STYLE

71
Q

STYLES OF LEADERSHIP:
- Individuals practicing this style demand immediate compliance with orders and directives. It is primarily associated with leaders displaying a strong sense of self-management but paying little attention to others in the group. Has negative impact on employees.

A

COERCIVE STYLE

72
Q

STYLES OF LEADERSHIP:
- This style observes collaboration and teamwork to gain buy-in form constituents. Participative consensus developers. Primarily under the participative management style. Use social skills as the primary means for directing the activities of the group

A

DEMOCRATIC STYLE

73
Q

STYLES OF LEADERSHIP:
- In contrast to democratic style, this are more autocratic in their leadership style. It sets high standards of performance for themselves and expect others to follow the same standards.It predominantly uses the self-management skills

A

PACESETTING STYLE

74
Q

These styles are ppears the best and should be used as the primary tools for leadership groups and individuals

A

AUTHORITATIVE AND COACHING STYLE

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