admin exam 1 study guide Flashcards
Intro to Pharmacy Administration and Management
Be able to identify Fayol’s 14 principles of organizational design and effective administration
- Specialization/division of labor
- everyone works according to their strengths and expertise - Authority with corresponding responsibility
- Discipline
- Unity of Command
- Unity of Direction
- Subordination of individual interest to general interest
- Remuneration of staff
- Centralization
- Scalar chain/line of authority
- Order
- Equity
- Stability of tenure
- Initiative
- Esprit de corps
You do not need to know the details of the evolution of pharmacy management (Healthcare reports, etc)
Be familiar with the terms pharmaceutical care, MTM
Pharmaceutical Care
- Developed as a practice philosophy in the 1990s
- Not a list of clinically-oriented activities
- A new mission and way of thinking taking advantage of pharmacists’ accessibility
- Encouraged the pharmacist to take responsibility for managing pharmacotherapy to resolve current and prevent future medication-related issues
How did the movement toward the provision of pharmaceutical care change the role of the pharmacy manager?
Pharmaceutical Care Domains
Developed through a nationwide panel of experts identifying standards of practice for the provision of pharmaceutical care
Risk Management
Patient Advocacy
Disease Management
Pharmaceutical Care Services Marketing
Business Management
MTM
An approach to help patients maximize drug benefits through:
Improving patient compliance
Educating the patients
Providing wellness checks
Providing disease management and monitoring
Management
Medicare Prescription Drug, Improvement and Modernization Act of 2003
Allows for payment for MTM services to providers who supply the service
Know the terms classical and modern views of pharmacy management
classical: A hierarchy between administrators and workers
Classical management theory (Fayol)
Fayol’s 5 management functions:
1. Forecasting and planning
2. Organize
3. Command
4. Coordinate
5. Control
modern: A partnership between administrators and workers
Mangers must adapt their management activities to their workers
These occur in addition to classical management functions
Today managers also need to:
Energize
Empower
Support
Communicate
Managing Pharmacy Operations
Vision statement
short, captures audience
What the pharmacy organization wants to be in the future
The vision may be complex but the vision statement should be short, make people think and motivate people to strive for something greater
Used during strategic planning as both the beginning point and the end point
Example: CVS Caremark. ”to improve the quality of human life”
Mission statement
longer, including purpose
The mission is the purpose of the company
Defines what the company does and is
A statement of the present going ahead into the near future
A statement written to create a sense of purpose for customers and employees
Should differentiate the company from others that provide the same services
Suggested elements of a mission statement for a community pharmacy include
Target customers
Core values of the pharmacy
Key services and products
Benefits incurred by customers
The desired public image of the pharmacy
(Hagel, 2002)
Strategic planning
The purpose is to evaluate how the organization is performing currently and ensure it does the right things in the future
Helps to determine long-term goals and how to reach those goals
Involves determining the policies and programs (strategies) necessary to meet specific objectives
The goal is to increase the likelihood that the organization will survive and thrive in the future
Proactive strategic planning enables an organization to control its environment in contrast to reactive strategic planning where the environment controls the organization
Often referred to as long-term planning
Includes creation of vision and mission statements
Barriers and limitations to planning
Time
Interpersonal issues (power struggles, resistance to change)
Lack of planning skills
Constantly changing environment (economic and in healthcare)
Lack of resources
Ownership
Monitoring progress
Lack of support from the administration
Quality assurance
Quality Assurance: the systematic monitoring and evaluation of the various aspects of a project, service or facility to ensure that standards of quality are being met.
Quality control
Quality Control: an aggregate of activities designed to ensure adequate quality.
Continuous quality improvement
Continuous Quality Improvement (CQI): a philosophy of continual improvement of the processes associated with providing a good or service that meets or exceeds customer expectations.
Human Resource Management
Laws and regulations influencing HR management
Title VII of the Civil Rights Act of 1991 - Prohibits discrimination on the basis of race, places the burden of proof on the employer
Age Discrimination Act of 1967 – Protects employees 40 years of age and older from discrimination
Americans with Disabilities Act of 1990 (ADA) – Prohibits discrimination against qualified individuals who are disabled. Requires employers to make reasonable accommodations for disabled employees
Family and Medical Leave Act of 1993 (FMLA) – Requires employers of 50 or more employees to guarantee 12 weeks of unpaid leave each year for special family duties such as illness of self or family member, childbirth, adoption
The steps in hiring and placement
placement
The application, screening, interviewing, selection and hiring processes
May involve a human resource department (important to ensure that the HR department understands the position being filled)
Can be a lengthy process
Involves several steps
recruiting
placement
- application, screening, interviewing
selecting candidates
training and development
OSHA and NIOSH
The Occupational Safety and Health Administration (OSHA)
- Established the federal government’s role in creating and enforcing safety and health standards in the workplace
- Requires employers to provide a work environment free of recognized hazards
The National Institute for Occupational Safety and Health (NIOSH)
- Conducts research on criteria for specific functions and occupations
- Published safety and health standards for the workplace
Manager’s role – to ensure compliance with all standards and to educate staff on their roles and responsibilities
Methods of providing feedback
- Annual performance evaluation (the various types of appraisal systems)
- Progressive discipline
annual:
Provide long-term planning for the employee and the manager
Managers review
Progress with individual goals and objectives
Contributions to department and organizational goals and objectives
Ability to meet requirements of the job description
Employee successes
Areas requiring improvement
Future goals and objectives
progressive:
Another form of feedback
Uncomfortable for all involved
Involve HR department
A series of steps taken by management to address unacceptable or sub-standard job performance
Verbal warning with plan for improvement documented
Written warning with plan for improvement documented
Second written warning or suspension with plan for improvement documented
Termination
