LEADERS VERSUS MANAGEMENT Flashcards
1
Q
It is doing the right thing
A
Leadership
2
Q
It is doing things right
A
Management
3
Q
It means the ability of an individual to influence motivate and enable others to contribute toward the effectiveness and success of the organizations of which they are members
A
Leadership
4
Q
Management comprises
A
Directing and controlling
5
Q
It comprises directing and controlling a group of one or more people or entities for the purpose of coordinating and harmonizing that group two words accomplishing a goal
A
Management
6
Q
What is the purpose of management
A
Coordinating and harmonizing
7
Q
Leaders are often called
A
Brilliant and mercurial with great charisma
8
Q
They are loners and private people
A
Leaders
9
Q
They are comfortable taking risk sometimes seemingly wild and crazy risks
A
Leaders
10
Q
They have high levels of imagination
A
Leaders
11
Q
They tend to be rational, under control problem solvers
A
Managers
12
Q
Managers often focus on
A
Goals, structures, personnel, and availability of resources
13
Q
Managers personalities lean towards
A
Persistence, strong will, analysis, and intelligence
14
Q
Leaders are more people oriented while managers are
A
Task oriented
15
Q
Managers are task oriented while leaders are
A
People oriented
16
Q
Leaders are more focused on leading people while managers focus on
A
Managing work
17
Q
Managers focus on managing work while leaders are more focused on
A
Leading people
18
Q
Leaders outcomes are more of
A
Achievements
19
Q
Managers outcomes are more of
A
Results
20
Q
Leaders simply look at the problems and device no creative solutions
A
Approach to task
21
Q
The simply look at the problems and device new creative solutions
A
Leaders
22
Q
What do leaders use to excite motivate and focus others to solve problems and Excel
A
Charisma and commitment
23
Q
They create strategies, policies and methods to create themes and ideas that combine to operate smoothly
A
Managers
24
Q
Managers empower people by soliciting their
A
Views, values and principles
25
They believe that this combination of abuse values and principles reduces inherent risk and generate success
Managers
26
In terms of approaching to risk leaders are
Risk takers
27
In terms of approaching to risk managers are
Risk averse
28
The role of decision making of leaders are
Involved
29
The role of decision making of managers are
Facilitative
30
Styles of leaders
Transformational, consultative and participative
31
Styles of managers
Dictatorial, autocratic, transactional, consultative and democratic
32
Leaders are influential and charismatic while managers are formal authority and position-based
Power through
33
In power through leaders are
Influential and charismatic
34
In power through managers are
Formal authority and position based
35
In organization leaders have
Followers
36
In organization managers have
Subordinates
37
In organization leaders appeal to
Heart
38
In organization managers appeal to
Head
39
These are two different ways of organizing people
Managing and leading
40
It is setting a new direction or vision for a group that they follow
Leadership
41
It controls or directs people/resources in a group according to principles or values that have already been established
Management
42
The leader uses passion and stirs emotion, while managers uses
Formal and rational method
43
The manager uses a formal rational method while the leader uses
Passion and stirs emotions
44
People naturally in willingly follow leaders due to their
Charisma and personality traits
45
Manager is being obeyed due to the
Formal authority vested in him or her
46
As a result people tend to be more loyal towards
Leaders
47
Is one of the several facets of management
Leadership
48
Open the same people play where different hats at different points in time
Both leader and manager
49
Although not essential it certainly helps a manager if he or she is also a good leader
Role conflict
50
Conversely, leaders do well if they have some degree of
Management skills
51
They may not need a leader and may find leaders dominating
Self motivated groups
52
Demi find a natural leader emerge based on his or her specialized skills
Small teams
53
Management responsibilities
Managers must have a strong commitment to patient care
Managers must design systems that achieve comprehensive drug use control than appropriate drug therapy outcomes
A departmental organizational structure should recognize, empower, and encourage the growth of practitioners and practice leaders
The apartments culture must reward innovation, nurture human interaction, and result in a thoughtful, creative version
54
Key responsible areas of pharmacy managers
Safe and effective drug use control
People
Productivity
Fiscal resources
Compliance
Vigilance
55
They have mastery over their area of responsibility and ask the leader what else they can do to help achieve the overall organizational goals
Most skilled managers
56
A good manager understands the difference between what is important and what is urgent and knowing when to do which one first
Managing time
57
These are urgent and important
Crisis
Pressing problems
Deadline driven projects
58
These are not urgent but important
Prevention, PC activities
Relationship building
Recognizing new opportunities
Planning, recreation
59
These are urgent but not important
Interruptions, some calls
Some mail, some reports
Some meetings
Proximate, pressing matters
Popular activities
60
These are not urgent and not important
Trivia, busy work
Some mail
Some phone calls
Time wasters
Pleasant activities
61
Being dedicated to pharmacy practice and patient care, as well as being always professional, is more vital
Commitment
62
The manager sets the tone for the values and culture of the areas being managed
Your management style
63
Because of the complexity in diversity of pharmacy work the best management style is to manage by walking around rather than by staying in offices most of the time
Being in touch with your people
64
The most difficult skills for new managers are
Decision making and understanding organizational behavior and politics
65
Managers must make difficult decisions and acknowledge that_______is not always possible
Universal agreement
66
These can be perplexing as practically everyone is unique
Dealing with organizational politics and behavior
67
This is crucial for a rookie pharmacy manager because they've very certainly encountered comparable scenarios
Mentor
68
The relevance of connecting the pharmacy with other important departments and personal is critical to the sustainability of an organization in the advancement of a program
Alliance
69
Every pharmacy manager should include forming a______ with nursing and medical professionals
Strong alliance or cooperation
70
Knowing innovative, evidence-based services that improve pharmacy in patient care services helps pharmacy programs advance more quickly
Keeping up
71
Pharmacy managers who give compelling data and convincing arguments are the ones who get programs off the ground
Being persuasive
72
Managers must be
Organized
Use time wisely
Achieve efficient and quality results
Help achieve the vision of the leader
73
Every pharmacy business and every pharmacy employee needs pharmacy managers that are
Committed to patient care
Have good ethical behavior and interpersonal skills
Can develop strong alliances and collaborations
Stay up with the literature pharmacy and drug therapy
Justify new services are more staff when needed
74
These are the skills you have that do not relate to your specific job
Non-technical skills
75
Non-technical skills are also called as
Soft skills
76
These skills relate more to your personal qualities and habits than your technical abilities
Non-technical skills
77
These skills affect how you interact with others and how you complete your work
Non-technical skills
78
They may help you be more productive and foster a positive well-functioning work environment
Non-technical skills
79
Examples of non-technical skills
Communication
Cooperation
Adaptability
Organization
Collaboration
Creativity
Time management
Prioritization
Enthusiasm
Emotional intelligence
80
Allows you to share information effectively with others
Communication
81
Refers to your ability to work as a team
Cooperation
82
Reflects your ability to process handle and respond to changes
Adaptability
83
It helps you create and maintain an orderly workspace and develop processes that allow you to complete your work efficiently
Organization
84
Relate on how well you work with others on a project to achieve a shared goal
Collaboration
85
Helps you view challenges in new ways
Creativity
86
Reflects how you structure your work day and use your time
Time management
87
Reflects to how you will determine what your most important tasks are
Prioritization
88
The first year excitement about the specific job or your desired industry
Enthusiasm
89
Relates to your ability to understand your own emotions as well as how well you understand and respond to the emotions of others
Emotional intelligence
90
What is the full name of your professor in PMNL
Ms. Leila Lajara Rivera RPh
