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M5: DIRECTING Flashcards

1
Q

HEART of the management process

A

DIRECTING

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2
Q

involves GUIDING and MOTIVATING other people

A

DIRECTING

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3
Q

BASIC MANAGEMENT FUNCTION that includes building EFFECTIVE WORK CLIMATE and creating opportunities for overseeing and instructing people toward goals

A

DIRECTING

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4
Q

ACT AROUND which all the opportunities which all performances in the organization hinge

A

DIRECTING

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5
Q

GETTING THE JOB DONE; 1% giving instructions and 99% seeing to it that
the job is done efficiently.

A

DIRECTING

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6
Q
  • take a QUARTERLY LOOK at the job EVERY 3 MONTHS
  • Is the work being duplicated? Is it structured to encourage employee to become involved? Can a part-time person fill the job?
A

PERIODICALLY REVIEW EACH POSITION IN THE PHARMACY

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7
Q

how many months yung QUARTERLY LOOK

A

3 MONTHS

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8
Q
  • Imagine that the pharmacy MUST GET RID OF ONE EMPLOYEE
  • If one person had to go, who would it be? How would the job be realigned?
A

PLAY A PRIVATE MENTAL GAME

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9
Q
  • REWARD QUALITY WORK
  • Investigate the possibility of using raises and bonuses as incentives for higher productivity
A

USE COMPENSATION AS A TOOL RATHER THAN VIEWING IT AS EVIL

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10
Q

Remember that there are new ways of controlling absenteeism through _______

A

INCENTIVE COMPENSATION PLANS

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11
Q

involves CARE OF HUMAN BEINGS

A

HEALTH CARE

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12
Q

in HEALTH CARE, stakes are appreciably ____, and there is an absolute necessity for a high level of quality in the work performed

A

HIGHER

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13
Q

motivation theory revolves around _______

A

NEEDS, ACTIONS, AND GOALS

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14
Q

When you have a need—wish, desire, want, life requirement— it ____

A

MOVES YOU INTO ACTION

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15
Q

You stay in action seeking to ___ to satisfy the need and no action takes places until the need surfaces

A

REACH A GOAL

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16
Q

UNDERSTANDING WHAT MOTIVATES PEOPLE and applying that knowledge can facilitate the development and maintenance of a _____

A

STRONG AND LOYAL WORKFORCE

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17
Q

Rotations and a challenging job is a _____, especially among professionals, as it allows for feelings of achievement, growth, responsibility, enjoyment, and earned recognition

A

KEY MOTIVATOR

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18
Q

how many principles

A

FOUR

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19
Q

FOUR PRINCIPLES that manages can use to ensure effective communication with their employees (tao)

A

WILLARD AND MERRIHUE

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20
Q

FOUR PRINCIPLES

A

gain CONFIDENCE
gain RESPECT
GOOD UPWARD AND DOWNWARD COMMUNICATION
ACTIVE LISTENING

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21
Q

defined as series of acts taken by management in RESPONSE TO UNACCEPTABLE PERFORMANCE by employees

A

PROGRESSIVE DISCIPLINE

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22
Q

role is to ESCALATE THE CONSEQUENCES of poor employee performance incrementally with a goal of IMPROVING THE BEHAVIOR

A

PROGRESSIVE DISCIPLINE

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23
Q

response by management become ____ until the employee either improves, resigns, or is terminated from the position

A

PROGRESSIVELY SEVERE

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24
Q

Such actions have to be based on a clear understanding of the _____

A

GROUND RULES FOR EMPLOYMENT

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25
Disciplinary actions must be ______ with the violation, and CLEARLY EXPLAINED to all affected
PROMPT, COMMENSURATE
26
LONG DELAYS between employee action and disciplinary steps are viewed as _____
INDECISIVE
27
Common Grounds for Discipline or Dismissal
REFUSAL to work or take direction DISORDERLY conduct TARDINESS and absenteeism POOR TREATMENT of customers STEALING from pharmacy or other employees DESTRUCTION of pharmacy property VIOLATION of safety practices ALCHOHOL or drug abuse GAMBLING while on the job
28
PROGRESSIVE DISCIPLINE
VERBAL WARNING AND COUNSELING FORMAL WRITTEN WARNING FINAL WRITTEN WARNING SUSPENSION WITHOUT PAY TERMINATION / DISMISSAL
29
formal verbal, ORAL REPRIMAND about the consequences of failing to perform as expected
VERBAL WARNING
30
a COOPERATIVE ATTEMPT at identifying and correcting the problem
COUNSELING
31
used for MORE SERIOUS ERRORS—failure to meet job requirement, violation of rules or policies—or when VERBAL COUNSELING IS INEFFECTIVE
FORMAL WRITTEN WARNING
32
A formal written warning should be
EXPLICITLY STATED AND RETAIN A COPY IN THE FILE
33
FIRST FORMAL STEP that may result in eventual employee discharge
FORMAL WRITTEN WARNING
34
FINAL disciplinary action PRIOR TO DISMISSAL
FINAL WRITTEN WARNING
35
TEMPORARY RELEASE of employee from duty for 30-working days WITHOUT PAY
SUSPENSION WITHOUT PAY
36
how many days pag suspension without pay
30 working days
37
Used for MORE SERIOUS INCIDENTS OR REPITITIONS of improper performance or conduct
SUSPENSION WITHOUT PAY
38
- INITIATED BY THE HEADS of the department/unit - Sets the effective date - Employee must be notified 2 WEEKS PRIOR to the dismissal
TERMINATION OR DISMISSAL
39
IN termination or dismissal, an employee must be notified ____ prior to dismissal
2 WEEKS
40
Pharmacy owner needs to be alert for signs of ________—slowdowns, tardiness, accidents, excessive waste
EMPLOYEE DISCONTENT
41
By identifying and focusing on those areas WHERE PROBLEMS ARE MOST LIKE TO OCCUR, the employer will increase the changes of early detection
IMPROVING EMPLOYEE RELATIONS
42
Whether a complaint is serious, valid, or resolved to the employee’s satisfaction, the longer it lingers, the more it strains long term employer-employee relations
QUICK RECOGNITION
43
- closely related to this early recognition is the NEED FOR AN OUTLET OF DISCONTENT - when employees have no established means of airing complaints, they often resort to counterproductive measures that are more difficult to recognize
AIRING OF COMPLAINTS
44
- even if the pharmacy owner makes every effort to identify problems quickly and create an open employer-employee atmosphere, it will be of little value if GRIEVANCES ARE NOT RESOLVED EQUITABLY - NOT ELIMINATING THE CONFLICT will certainly damage this relationship
EQUITABLE RESOLUTION
45
shifting an employee from one position to another WITHOUT INCREASING his duties, responsibilities, or pay
TRANSFER
46
shifting an employee to a new position in which BOTH HIS STATUS AND RESPONSIBILITIES ARE INCREASED
PROMOTION
47
may be temporary or permanent, voluntary or involuntary
SEPARATION
48
- TEMPORARY AND VOLUNTARY - usually the least senior, newest hire; bankruptcy
LAY OFF
49
- INVOLUNTARY AND PERMANENT - incompetence, insubordination
DISCHARGE
50
- VOLUNTARY AND PERMANENT - low salary and morale
RESIGNATION
51
- EITHER voluntary or involuntary upon reaching the retirement age of 65
RETIREMENT
52
ability to INFLUENCE THE ACTION of others
LEADERSHIP
53
LEADERSHIP is based on the three elements
Leader Person being led Situation
54
According to _____ (1985), “Managers are people WHO DO THINGS RIGHT, and leaders are people who do the right thing.”
BENNIS AND NNAUS
55
_____focus on PERFORMING THE JOB on behalf of the organization, BY THE BOOK
MANAGERS
56
_____ CONSIDER THE NEEDS of the organization and their people
LEADERS
57
become leaders within their organizations, practice setting, providing new pharmacy service, or community organizations
PHARMACISTS
58
become leaders in student pharmacy organizations by providing services to local comm. orgs. and providing disease-state management services
STUDENTS
59
_____ is concerned with change and with MOTIVATING EMPLOYEES to move toward a shared vision
LEADERSHIP
60
____ is concerned with the HANDLING OR RUNNING an organization, not necessarily a leader
MANAGEMENT
61
focuses on the personal characteristics of a leader
TRAITS MODEL
62
- “I DECIDE” - Manager retains ABSOLUTE CONTROL - Manager has LITTLE CONFIDENCE in their employees’ ability to make decisions - FEW meetings
AUTOCRATIC STYLE
63
- “WE DECIDE” - Decision making is SHARED fully between the owner and employees - Manager has GREAT CONFIDENCE in their employees - Make decisions in the best interest of the pharmacy - Tend to GET EGO INVOLVED in the pharmacy - Improves morale and motivation - MANY meetings
DEMOCRATIC STYLE
64
- “YOU DECIDE” - Decision making is given to the employee with CERTAIN SPECIFIED LIMITS
FREE REIN STYLE
65
examines the relationship between the characteristic of a given situation and the behavior of your leader; how will a given react in a given situation?
CONTINGENCY MODEL
66
- Leader engages in ONE-WAY COMMUNICATION by defining the roles of individuals and members of the group - Explain what to do and when, where, how much, and by when specific tasks are to be accomplished
TASK ORIENTATION
67
- Leader engages in TWO-WAY COMMUNICATION - provides socio-emotional support, uses facilitative versus directive efforts or bringing about group change
RELATIONSHIP ORIENTATION
68
- INDIVIDUAL'S WILLINGNESS or ability to accept responsibility for a task - Possession of the necessary training or experience to perform task
FOLLOWER READINESS OR MATURITY
69
- APPROACH THE MANAGER USES to direct the actions of the employees - how the manager views and treats employees will have significant effects on worker morale and motivation
LEADERSHIP STYLE
70
- creates HARMONY and builds EMOTIONAL BONDS - creates a feeling of BELONGING and SECURITY through FEEDBACK AND REWARD SYSTEM - focus on PRAISE and belonging, though, goes not help when there is poor individual performance that needs correction - affiliative leader tends NOT TO DELIVER BAD NEWS to a person, thus not allowing the employee to grow or change bad habits - May be affective but problems may arise**
AFFILIATIVE STYLE
71
- Although sounding “BOSSY” - one of the MOST POSITIVE styles a leader can employ - leader motivates the team toward a new vision by providing a TRUSTING ENVIRONMENT in which individuals know their roles in achieving organizational goals - leader develops the END VISION while allowing the team to determine how to achieve the vision - BEST PRIMARY TOOL for leading individuals**
AUTHORITATIVE STYLE
72
- Help employees improve performance OVER THE LONG TERM - Coach DELEGATES RESPONSIBILITY to subordinates for the dual purpose of achieving outcomes and encouraging employees to develop new skills - best primary tool for leading individuals**
COACHING STYLE
73
- Leadership demand IMMEDIATE COMPLIANCE with orders and directives - Primarily associated with leaders displaying strong sense of SELF MANAGEMENT, but focusing little on others - Use SPARINGLY as it produces NEGATIVE EFFECTS to the employees**
COERCIVE STYLE
74
- Leaders use SOCIAL SKILL as the primary means for directing the activities of a group - _____ style uses COLLABORATION AND TEAMWORK to gain buy-in from constituents - May be affective but problems may arise*
DEMOCRATIC STYLE
75
- Leaders set HIGH STANDARDS of performance for themselves and expect others to have the same high standards - More AUTOCRATIC - Use sparingly as it produces negative effects to the employees*
PACESETTING STYLE

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