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Exam 1 Flashcards

1
Q

Medication therapy management services (MTMs)

A

Services that optimize therapeutic outcomes for individual patients

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2
Q

Coaching

A

A tool managers use to provide support, direction, and advice to improve performance

(Coaching employees to be better at their jobs)

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2
Q

Variance

A

Difference between actual realized amount and budgeted amount

(The difference in what you expect to happen [budget] vs what actually happens [actual realized amount])

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3
Q

Budget

A

Financial plan to estimate future operation results

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4
Q

What are the pharmacy care practice domains

A

Disease and medication therapy management

Patient centered care delivery

Risk management

Business management

Pharmacy care services marketing

(Don’t Push Really Bad Pills)

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5
Q

Risk management domain of pharmacy care practice

A

Devise a system for data collection (collect info)

Documenting therapeutic interventions and activities (keep track of what you do)

Reporting adverse drug events to FDA (report what FDA needs to know)

Obtaining OTC medication history (make sure you’re getting the FULL med list)

Performing prospective drug utilization review (review meds)

Triage patient needs for proper referral (refer when necessary)

Remain abreast of newly uncovered adverse effects and drug-drug interactions (stay up to date on new info)

Calculating doses for drugs w/ a narrow TI and special populations (math for the tricky drugs)

(Don’t DROP The Red Crap)

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6
Q

Patient centered care delivery domain of pharmacy care practice

A

Promote patient wellness

Serve as advocate even when things like money, social, or emotional barriers get in the way

Maintain caring and friendly relationships

Attempt to change med orders if barriers to adherence exist (like changing from a BID med to one dosed once daily)

Counsel on new and refill meds as necessary

Call patients to come get prescriptions that were called in but not picked up

(P SMACC)

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7
Q

Disease and medication therapy management domain of pharmacy care practice

A

Carry inventory of products necessary for patients to execute and monitor a therapeutic plan

Provide info to patients on how to manage their disease

Monitor pt progress resulting from pharmacotherapy (check in and see if meds are working)

Supplying patients w/ info on support and educational groups

(Cassie’s PMS)

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8
Q

Business management domain of pharmacy care practice

A

Utilize techs and other staff to free up the pharmacist’s time

Identify opportunities for billing and reimbursement of pharmacist services

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9
Q

Pharmacy services marketing domain of pharmacy care practice

A

Meet prominent prescribers in local area

Be an active member of professional associations that support the concept of pharmaceutical care

Make an area available for private conversations w/ patients

Identify software that facilitates pharmacist’s patient care related activities

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10
Q

What factors affect the delivery of pharmacy goods and services?

A

Patient demographics
Attitudes & belief systems
Competitive markets
Technology
Third party payers/coverage issues

(PACTT)

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11
Q

Accounting

A

Utilization of data to calculate financial ratios to compare business performance w/ industry averages

(Like comparing profit margins of your company to other companies)

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12
Q

Financial accounting

A

Summary, analysis, and reporting of financial transactions pertaining to a business

(Keeping track of every aspect of spending & earning)

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13
Q

Management accounting

A

The use of accounting data for business decision making, devising, planning, and performance of the production

(Using the numbers to make decisions)

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14
Q

Economics

A

Description and analysis of the production and distribution of goods and services

Assists w/ determining optimal mix of capital and other resources to produce prescription goods and services

Helps us to understand consumer purchase behavior

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15
Q

Finance

A

The study of investments and how people and businesses acquire, generate, and use money

Aims to price assets based on their risk level and expected rate of return

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16
Q

Marketing

A

The action or business of promoting and selling products and services

Includes decisions around product/service pricing, placement, and promotion

Examines concept of transactional exchanges between 2+ parties

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17
Q

Human resource management

A

Process of achieving organizational objectives through the management of people

Focuses on policies and systems in a business organization

Maximize human performance by balancing fair and equitable treatment to promote effective work environments

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18
Q

Operations management

A

Designing and controlling the process of production and redesigning business operations in the production of goods and services

Assist w/ ensuring that business operations are efficient in using as few resources as needed and effective in terms of meeting customer needs

Presides over the conversion of inputs into outputs

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19
Q

Revenue and expense report

A

Same as a profit and loss statement

The statement is defined by a time and provides a listing of revenues and expenses for the business unit

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20
Q

Management

A

The art of maximizing productivity by using and developing people’s talents while providing them self-enrichment and opportunities for growth

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21
Q

What are Fayol’s 5 management functions?

A

Control
Forecast & plan
Coordinate
Organize
Command

(Can’t Fucking Catch Old Cats)

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22
Q

What are Fayol’s 14 principles for organizational design and effective admin?

A

Specialization and division of labor
Teamwork
Unity of command

Discipline
Initiative
Authority & responsibility
Line of authority
Order
General interest > individual
Unity of direction
Equity

Fair treatment and pay of staff
Centralization

(Sitting Through Unbearable DIALOGUES For Class)

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23
Q

Management cycle

A

Determining what happened and why, then making changes

Plan

Organize

Control

Reviewing outcomes and processes

Arrange activities & resources necessary for the effective accomplishment of goals and objectives

Bring purposeful action by others to achieve the desired goals & objectives

Lead

(Delicately Pulling Out CRAB Legs)

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24
Q

What factors influence motivation?

A

Belonging
Independence
Respect
Attainment
Equity
Power

(Bitch I’m Reaching An End Point)

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25
Q

SMART goals

A

Specific
Measurable
Attainable
Realistic
Timely

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26
Q

What are the 4 elements of communication?

A

Receiver
Environment
Measurable
Sender

(REMS)

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27
Q

Contingency planning

A

Development of strategies to address possible future risks, problems, or undesirable situations

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28
Q

Exit strategies

A

Should leave both parties well positioned for future achievements

Succession planning

Exiting individuals should have personal action plan

Exiting organizations should have plans to minimize disruption to operations and protect financial solvency

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29
Q

What does it mean to “manage up?”

A

Working with your boss (or someone in a position higher than you) to obtain the best possible results

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30
Q

What is 360º feedback?

A

Feedback tool for managers that allows feedback from all angles

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30
Q

How should you manage up?

A

Disagree with tact and respect

Provide complete info

Assist in managing time

Clarify roles & expectations

Know what work & communication styles the boss uses

Be dependable & trustworthy

Be positive & appreciative

(Don’t PACK Big Bags)

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31
Q

Service

A

Things/features that distinguish a good/service that can be marketed

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31
Q

What does the relative value theorem predict?

A

Predicts that any professional service must have potential for generating high perceived value in the minds of potential buyers if it is to succeed in the marketplace

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32
Q

Price

A

Cost includes monetary and nonmonetary factors (like time)

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32
Q

What is the relative value theorem based on?

A

Relative Value = (Price + Service) x Perceived Value

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33
Q

Perceived value

A

Actual cognitive perceptions of tradeoff

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33
Q

Opportunism

A

Assertive and uncooperative

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33
Q

Accommodation

A

Unassertive and cooperative

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34
Q

Collaboration

A

Assertive and cooperative

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35
Q

Avoidance

A

Unassertive and uncooperative

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36
Q

What factors may prompt conflift?

A

Scheduling disagreements

Being understaffed

Don’t understand duties

New protocols/procedures

After a medication error

Heavier than normal workloads

Impression that the pharmacist makes the money but the techs do the work

New staff members/leaders

(Stupid Bitches Don’t Need A Hand In Nagging)

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37
Q

Thomas-Kilmann conflict mode instrument 5 conflict behaviors

A

Competing
Compromising
Collaborating
Accommodating
Avoiding

(2 As + 3 Cs)

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38
Q

What are the sources of negotiating power?

A

Best alternative to a negotiated agreement (BATNA)

Authority

Attitude

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39
Q

Best alternative to a negotiated agreement (BATNA)

A

The course of action that a person will take if a negotiation fails and no agreement is reached

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40
Q

What is the result of avoidance?

A

Lose-lose

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41
Q

What is the result of accommodation?

A

Lose-win

42
Q

What is the result of compromise?

A

Lose-lose

43
Q

What is the result of competing?

A

Win-lose

44
Q

What is the result of collaboration?

A

Win-win

45
Q

What are the elements of a collaborative conversation?

A

Identify the problem

Decide which solution is best

Identify all possible solutions

Determine how to implement the solution

Assess the outcome of the solution

(I DID Ass)

46
Q

Strategies to manage conflict

A

Screen for conflict competence during hiring and promotion

Establish protocols for conflict

Equip employees w/ tools and confidence

Make the process of conflict resolution transparent

Refuse to hear arguments until parties in conflict have exhausted ability to reach consensus

Establish a conflict escalation protocol

(SEEM Really Evil)

47
Q

What does principled negotiation involve?

A

Working together to develop potential options

Identifying your own interests

Reach agreement that benefits both parties

Evaluate possibilities

Seeking to understand the interests of the other party

(WIRES)

48
Q

What are the steps of the problem solving process?

A
  1. Define the problem
  2. Analyze the problem
  3. Develop possible solutions to the problem
  4. Analyze proposed solutions
  5. Select the best solution given the environment and parties involved
  6. Plan the next course of action (implementation)

(Deleting A Dumb Ass School Project)

49
Q

Leadership

A

An act/instance of leading, guiding, or providing direction

Helps create inspiration and share a vision

50
Q

Formal leadership

A

Formal power and authority bestowed through organization

(Like having a position that gives you power)

51
Q

Informal leadership

A

Create and articulate compelling visions of the future to achieve success, BUT do so without the power and authority granted to formal leaders

(Is not in a position that gives them power but they take the initiative anyway)

52
Q

Professionalism

A

Standards, behavior, and character of an individual engaged in tasks related to their work/profession

53
Q

What are the 3 origins of authority?

A

Traditional
Bureaucratic
Charismatic

54
Q

What does traditional authority focus on?

A

Customs and traditions

55
Q

What does bureaucratic authority focus on?

A

Rules/laws

55
Q

What are the 5 sources of power?

A

Personal charm/appeal and the followers’ desire to emulate

Expert

Reward

Legitimate

Coercive

(Pino Eating Real Long Cock)

56
Q

What does charismatic authority focus on?

A

Power of persuasion
Personal magnetism

57
Q

Sources of power: reward

A

Ability to provide material/non-material inducements

58
Q

Sources of power: Legitimate

A

Followers’ perceptions that the leader has the right to lead

59
Q

Sources of power: Expert

A

The knowledge/expertise of the individual

59
Q

Sources of power: Coercive

A

Ability to threaten/punish

60
Q

What are the 5 characteristics of leaders?

A
  • Ability to articulate a compelling vision
  • Curiosity, daring, takes risks
  • Passion
  • Integrity
  • Encouraging
61
Q

Collins hierarchy of executive behaviors: Level 1

A

Individuals make contributions independently

62
Q

Collins hierarchy of executive behaviors: Level 2

A

People who work well in team settings

63
Q

Collins hierarchy of executive behaviors: Level 3

A

Competent managers

64
Q

Collins hierarchy of executive behaviors: Level 4

A

Classic definition of a leader

65
Q

Collins hierarchy of executive behaviors: Level 5

A

Executive leader who is driven by goals

66
Q

What are the different leadership styles?

A

Democratic
Autocratic
Servant
Affiliative
Laissez-Faire
Transformation

(Don’t Add SALT)

67
Q

What is affiliative leadership?

A

Forging relationships
Team building

(Affiliating with others to form the relationship and for team building)

68
Q

What is autocratic leadership?

A

Independent decision making

(Auto = alone)

69
Q

What is democratic leadership?

A

Facilitate input from members of organization

70
Q

What is Laissez-Faire leadership?

A

Provide resources but little direction

71
Q

What is transformation leadership?

A

Use societal and spiritual values to bolster (support) performance and motivation

72
Q

What is servant leadership?

A

Meet the needs of who they lead and help them grow

73
Q

_____ is critical to successful patient and workplace communication

A

Respect

74
Q

Sender

A

Person who conveys the message using verbal and non-verbal cues

75
Q

Receiver

A

Person who decodes the words and cues to interpret the message

Then they become the sender by giving feedback on the message

76
Q

What can barriers to the communication process be a result of?

A

Sender, receiver, or both

77
Q

When does effective communication occur?

A

When the sender and receiver interpret the meaning of the message in the same way

78
Q

What does face to face communication incorporate

A

Words
Tone of voice
Body language

79
Q

What are the 3 Vs of communication?

A

Verbal
Voice
Visual

80
Q

What are mixed messages?

A

When a person says on thing but their body language, tone, or other non-verbal cues suggest something different

(Like every conversation with a neurotypical ever)

81
Q

What factors influence verbal message reception?

A

Appearance
Volume
Intonation (pitch)
Voice
Rate

(A Very Itchy Vag Reeks)

82
Q

What does nonverbal communication involve?

A

Facial expressions
Appearance
Body language

83
Q

Nonverbal communication accounts for more than ____ of the way messages are received

A

90%

84
Q

What are the key elements of nonverbal communication?

A

Kinesics (posture)
Proxemics (distance)
Chronemics (time)
Haptics (touch)

85
Q

What are the barriers to effective communication?

A
  • Time constraints
  • Status differentials
  • Cultural & gender related differences
  • Word choices
  • Physical barriers

(This Stupid Cunt Won’t Piss)

86
Q

What is active listening?

A

The act of hearing w/ thoughtful attention

87
Q

Why can active listening be difficult?

A

People are able to understand much more than a person can say in a designated time period, giving the mind time to wander

Can understand 400 words/min
Can say 150 words/min

88
Q

What are the 4 Ss affecting active listening?

A

Speaker
Setting
Style
Subject

89
Q

Parts of the listening process

A
  • Trust
  • Will
  • Empathetic responding
  • Further exploration of thoughts and feelings
  • Attention
  • Listening

(Terah Won’t Ever Fuck A Loser)

90
Q

What is bracketing?

A

Giving up the perspective that our frame of reference is the correct one

Giving up prejudices, biases, or frames of reference

91
Q

What techniques can you use to show an employee you are listening?

A

Paraphrase to describe what the person is saying

Probe/ask questions to clarify info

Advise/provide comments

Provide empathetic responses

Use nonverbal communication

Let them know that you hear the message

(Please Put Up All Plates Later)

92
Q

What are the types of active listening?

A

Repeating
Paraphrasing
Summarizing

93
Q

Active listening: repeating

A

Using the exact words

94
Q

Active listening: paraphrasing

A

Listener lending interpretation to what has been said

95
Q

Active listening: summarizing

A

Communicating the main points back

96
Q

When is passive voice used?

A

When the subject is acted upon

96
Q

When is active voice used?

A

When the subject is performing the action

Used when an action is being required

97
Q

Increase urgency

A

Establishing a sense of urgency

97
Q

What are the steps of Kotter’s 8 stage transformation process?

(Pretty much said this will be on the exam)

A
  1. Increase urgency
  2. Building guiding teams
  3. Get the vision right
  4. Communication for buy-in
  5. Enable action
  6. Create short-term wins
  7. Don’t let up
  8. Make it stick

(I Bet Gayle Can’t Even Catch Dumb Men)

98
Q

Get the vision right

A

Developing a vision and strategy

98
Q

Building guiding teams

A

Creating a guiding coalition

99
Q

Communication or buy-in

A

Communicating the change vision

100
Q

Enable action

A

Empowering broad based action

101
Q

Create short-term wins

A

Generating short term wins

102
Q

Don’t let up

A

Consolidating gains and producing still more change

(What does this even say)

103
Q

Make it stick

A

Anchoring new approaches in the culture

104
Q

What steps of Kotter’s 8 stage transformation process are in the “creating a climate for change” category?

A
  1. Increase urgency
  2. Build guiding teams
  3. Developing a vision and strategy
105
Q

What steps of Kotter’s 8 stage transformation process are in the “engaging & enabling the organization” category?

A
  1. Communication for buy-in
  2. Enable action
  3. Create short term wins
106
Q

What steps of Kotter’s 8 stage transformation process are in the “implementing & sustaining the change” category?

A
  1. Don’t let up
  2. Make it stick

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