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IPAML > M5: DIRECTING > Flashcards

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
Q

Disciplinary actions must be ______ with the violation, and CLEARLY EXPLAINED to all affected

A

PROMPT, COMMENSURATE

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26
Q

LONG DELAYS between employee action and disciplinary steps are viewed as _____

A

INDECISIVE

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27
Q

Common Grounds for Discipline or Dismissal

A

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

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28
Q

PROGRESSIVE DISCIPLINE

A

VERBAL WARNING AND COUNSELING
FORMAL WRITTEN WARNING
FINAL WRITTEN WARNING
SUSPENSION WITHOUT PAY
TERMINATION / DISMISSAL

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29
Q

formal verbal, ORAL REPRIMAND about the consequences of failing to perform as expected

A

VERBAL WARNING

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30
Q

a COOPERATIVE ATTEMPT at identifying and correcting the problem

A

COUNSELING

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31
Q

used for MORE SERIOUS ERRORS—failure to meet job requirement, violation of rules or policies—or when VERBAL COUNSELING IS INEFFECTIVE

A

FORMAL WRITTEN WARNING

32
Q

A formal written warning should be

A

EXPLICITLY STATED AND RETAIN A COPY IN THE FILE

33
Q

FIRST FORMAL STEP that may result in eventual employee discharge

A

FORMAL WRITTEN WARNING

34
Q

FINAL disciplinary action PRIOR TO DISMISSAL

A

FINAL WRITTEN WARNING

35
Q

TEMPORARY RELEASE of employee from duty for 30-working days WITHOUT PAY

A

SUSPENSION WITHOUT PAY

36
Q

how many days pag suspension without pay

A

30 working days

37
Q

Used for MORE SERIOUS INCIDENTS OR REPITITIONS of improper performance or conduct

A

SUSPENSION WITHOUT PAY

38
Q
  • INITIATED BY THE HEADS of the department/unit
  • Sets the effective date
  • Employee must be notified 2 WEEKS PRIOR to the dismissal
A

TERMINATION OR DISMISSAL

39
Q

IN termination or dismissal, an employee must be notified ____ prior to dismissal

40
Q

Pharmacy owner needs to be alert for signs of ________—slowdowns, tardiness, accidents, excessive waste

A

EMPLOYEE DISCONTENT

41
Q

By identifying and focusing on those areas WHERE PROBLEMS ARE MOST LIKE TO OCCUR, the employer will increase the changes of early detection

A

IMPROVING EMPLOYEE RELATIONS

42
Q

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

A

QUICK RECOGNITION

43
Q
  • 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
A

AIRING OF COMPLAINTS

44
Q
  • 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
A

EQUITABLE RESOLUTION

45
Q

shifting an employee from one position to another WITHOUT INCREASING his duties, responsibilities, or pay

46
Q

shifting an employee to a new position in which BOTH HIS STATUS AND RESPONSIBILITIES ARE INCREASED

47
Q

may be temporary or permanent, voluntary or involuntary

A

SEPARATION

48
Q
  • TEMPORARY AND VOLUNTARY
  • usually the least senior, newest hire; bankruptcy
49
Q
  • INVOLUNTARY AND PERMANENT
  • incompetence, insubordination
50
Q
  • VOLUNTARY AND PERMANENT
  • low salary and morale
A

RESIGNATION

51
Q
  • EITHER voluntary or involuntary upon reaching the retirement age of 65
A

RETIREMENT

52
Q

ability to INFLUENCE THE ACTION of others

A

LEADERSHIP

53
Q

LEADERSHIP is based on the three elements

A

Leader
Person being led
Situation

54
Q

According to _____ (1985), “Managers are people WHO DO THINGS RIGHT, and leaders are people who do the right thing.”

A

BENNIS AND NNAUS

55
Q

_____focus on PERFORMING THE JOB on behalf of the organization, BY THE BOOK

56
Q

_____ CONSIDER THE NEEDS of the organization and their people

57
Q

become leaders within their organizations, practice setting, providing new pharmacy service, or community organizations

A

PHARMACISTS

58
Q

become leaders in student pharmacy organizations by providing services to local comm. orgs. and providing disease-state management services

59
Q

_____ is concerned with change and with MOTIVATING EMPLOYEES to move toward a shared vision

A

LEADERSHIP

60
Q

____ is concerned with the HANDLING OR RUNNING an organization, not necessarily a leader

A

MANAGEMENT

61
Q

focuses on the personal characteristics of a leader

A

TRAITS MODEL

62
Q
  • “I DECIDE”
  • Manager retains ABSOLUTE CONTROL
  • Manager has LITTLE CONFIDENCE in their employees’ ability to make decisions
  • FEW meetings
A

AUTOCRATIC STYLE

63
Q
  • “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
A

DEMOCRATIC STYLE

64
Q
  • “YOU DECIDE”
  • Decision making is given to the employee with CERTAIN SPECIFIED LIMITS
A

FREE REIN STYLE

65
Q

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?

A

CONTINGENCY MODEL

66
Q
  • 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
A

TASK ORIENTATION

67
Q
  • Leader engages in TWO-WAY COMMUNICATION
  • provides socio-emotional support, uses facilitative versus directive efforts or bringing about group change
A

RELATIONSHIP ORIENTATION

68
Q
  • INDIVIDUAL’S WILLINGNESS or ability to accept responsibility for a task
  • Possession of the necessary training or experience to perform task
A

FOLLOWER READINESS OR MATURITY

69
Q
  • 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
A

LEADERSHIP STYLE

70
Q
  • 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**
A

AFFILIATIVE STYLE

71
Q
  • 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**
A

AUTHORITATIVE STYLE

72
Q
  • 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**
A

COACHING STYLE

73
Q
  • 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**
A

COERCIVE STYLE

74
Q
  • 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*
A

DEMOCRATIC STYLE

75
Q
  • 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*
A

PACESETTING STYLE

IPAML (7 decks)

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