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IPAML 2023 > MODULE 1 SCOPE OF PHARMACY MANAGEMENT > Flashcards

MODULE 1 SCOPE OF PHARMACY MANAGEMENT Flashcards

1
Q

is a discipline of managing things in the best possible manner. It is the art or skill of getting the work done through and with others. It can be found in all the fields, like education, hospitality, sports, offices etc.

A

Management

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2
Q

is a quality of influencing people, so that the objectives are attained willingly and enthusiastically. It is not exactly same as management, as leadership is one of the major element of management.

A

Leadership

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3
Q

Formulate objectives, programs, policies, procedures, rules and regulations in order to achieve the goals of the business.

A

Planning

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4
Q

It also involves “forecasting” or making decisions in advance.

A

Planning

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5
Q

The most critical element of management.

A

Planning

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6
Q

It refers to grouping together of people, establishing relationship among them, and defining the authority and responsibility that the personnel have.

A

Organizing

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7
Q

It is a process of identifying all the tasks to be performed within the pharmacy and then grouping them in a logical way.

A

Organizing

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8
Q

The work of a manager is to entrust others with responsibility and authority and to create accountability for results

A

Delegating

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9
Q

The sum of the rights and power assigned to a position

A

Authority

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10
Q

The obligation to perform responsibility and exercise authority in conformance with understood and accepted performance standards.

A

Accountability

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11
Q

Managers must have technical knowledge of the job to be performed and the feel for the human element of how people will fit in their work environments.

A

Staffing

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12
Q

involves keeping personnel and other resources focused on the goals of the pharmacy and ensuring that they are used in a manner consistent with the policies established by the owner.

A

Directing

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13
Q

It is a continuous process.

A

Directing

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14
Q

It is a process of finding different ways to keep personnel productivity and motivated to achieve the goals of the pharmacy.

A

Directing

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15
Q

It is challenging task that often separates the highly competent from the less skilled managers.

A

Directing

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16
Q

It is the process of measuring and correcting the activities of subordinates and the company itself to assure conformity to plans.

A

Controlling

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17
Q

It is the most overlooked management process.

A

Controlling

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18
Q

It involves periodic assessment of the status of the pharmacy.

A

Controlling

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19
Q

It is the manager’s fail-safe mechanism

A

Controlling

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20
Q

It identifies problems and opportunities in their early stages so as to provide time to take appropriate actions.

A

Controlling

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21
Q

•Financial statement
•Inventory

A

Quantitative

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22
Q

•Patient satisfaction
•Employee performance

A

Qualitative

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23
Q

PRESIDENTS, CHIEF EXECUTIVE OFFICERS, OR SENIOR VICE PRESIDENTS.

a. Middle
b. First level
c. Top

A

Top

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24
Q

BRANCH MANAGERS, PROJECTS MANAGERS, FARM MANAGERS, OR FINANCE MANAGERS.

a. Top
b. Middle
c. First level

A

Middle

25
Q

PRODUCTION SUPERVISORS, CLERICAL SUPERVISORS, SCHOOL SUPERVISORS, OR HOSPITAL SUPERVISORS

a. Top
b. Middle
c. First level

A

First level

26
Q

Leadership

a. Decisional
b. Informational
c. Interpersonal

A

Interpersonal

27
Q

Monitor

a. Decisional
b. Informational
c. Interpersonal

A

Informational

28
Q

Resource allocator

a. Decisional
b. Informational
c. Interpersonal

A

Decisional

29
Q

Disturbance handler

a. Decisional
b. Informational
c. Interpersonal

A

Decisional

30
Q

Figure head

a. Decisional
b. Informational
c. Interpersonal

A

Interpersonal

31
Q

Liaison

a. Decisional
b. Informational
c. Interpersonal

A

Interpersonal

32
Q

Spokesperson

a. Decisional
b. Informational
c. Interpersonal

A

Informational

33
Q

Disseminator

a. Decisional
b. Informational
c. Interpersonal

A

Informational

34
Q

Negotiator

a. Decisional
b. Informational
c. Interpersonal

A

Decisional

35
Q

Entrepreneur

a. Decisional
b. Informational
c. Interpersonal

A

Decisional

36
Q

This role includes hiring, training, motivating and disciplining employees.

A

Leadership

37
Q

The manager, as in charge of the/organization/department, coordinates the work of others and leads his subordinates.

A

Leadership

38
Q

Managers perform the duties of a ceremonial and symbolic in nature such as welcoming official visitors, signing legal documents etc., as head of the organization or strategic business unit or department.

A

Figurehead

39
Q

Manager has to perform the functions of
motivation, communication, encouraging team spirit and the like.

A

Liaison role

40
Q

He has to coordinate the activities of all his Requires the manager to interact with other
subordinates.

A

Liaison role

41
Q

Requires the manager to interact with other
managers outside the organization to secure favours and information.

A

Liaison role

42
Q

The manager represents his organization in all matters of formality.

A

Liaison role

43
Q

Manager gets the information by scanning his environment, subordinates, peers and superiors.

A

Monitor role

44
Q

Manager seeks and receives information concerning internal and external events so as to gain understanding of the organization and its environment

A

Monitor role

45
Q

This is done through reading magazines and talking with others to learn the changes in the public’s tastes, what competitors may be planning, and the like

A

Monitor role

46
Q

They represent the organization to outsiders

A

Spokesperson role

47
Q

Required to speak on behalf of the organization and transmit information on organization’s plan, policies and actions

A

Spokesperson role

48
Q

Has to keep his superior informed of every development in his unit, who in turn inform the insiders and outsiders.

A

Spokesperson role

49
Q

Manager is a creator and innovator

A

Entrepreneurship role

50
Q

Initiates and oversees new products that will improve their organization’s performance

A

Entrepreneurship role

51
Q

Seeks to improve his department, adapt to the changing environmental factors.

A

Entrepreneurship role

52
Q

The manager would like to have new ideas, initiates new projects and initiates the developmental projects.

A

Entrepreneurship role

53
Q

Manager represents the organization in bargaining and negotiations with outsiders and insiders, in order to gain advantages for his own unit

A

Negotiator role

54
Q

Negotiates with the subordinates for improved commitment and loyalty, with the peers for cooperation, coordination and integration.

A

Negotiator role

55
Q

Managers take corrective action to response to previously unforeseen problems

A

Disturbance Handler role

56
Q

Manager involuntarily responds to pressure for example, worker strike, declined sales.

A

Disturbance handler role

57
Q

Should have an open-door policy and allow the subordinates to express their opinions and share their experiences, in making effective decisions.

A

Resource allocator role

58
Q

Manager should empower his subordinates by delegating his authority and power.

A

Resource allocator role

59
Q

Passes some of the privileged information directly to his subordinates, peers and superiors who otherwise have no access to it

A

Disseminator role

IPAML 2023 (1 decks)

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