MODULE 1 SCOPE OF PHARMACY MANAGEMENT Flashcards
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.
Management
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.
Leadership
Formulate objectives, programs, policies, procedures, rules and regulations in order to achieve the goals of the business.
Planning
It also involves “forecasting” or making decisions in advance.
Planning
The most critical element of management.
Planning
It refers to grouping together of people, establishing relationship among them, and defining the authority and responsibility that the personnel have.
Organizing
It is a process of identifying all the tasks to be performed within the pharmacy and then grouping them in a logical way.
Organizing
The work of a manager is to entrust others with responsibility and authority and to create accountability for results
Delegating
The sum of the rights and power assigned to a position
Authority
The obligation to perform responsibility and exercise authority in conformance with understood and accepted performance standards.
Accountability
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.
Staffing
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.
Directing
It is a continuous process.
Directing
It is a process of finding different ways to keep personnel productivity and motivated to achieve the goals of the pharmacy.
Directing
It is challenging task that often separates the highly competent from the less skilled managers.
Directing
It is the process of measuring and correcting the activities of subordinates and the company itself to assure conformity to plans.
Controlling
It is the most overlooked management process.
Controlling
It involves periodic assessment of the status of the pharmacy.
Controlling
It is the manager’s fail-safe mechanism
Controlling
It identifies problems and opportunities in their early stages so as to provide time to take appropriate actions.
Controlling
•Financial statement
•Inventory
Quantitative
•Patient satisfaction
•Employee performance
Qualitative
PRESIDENTS, CHIEF EXECUTIVE OFFICERS, OR SENIOR VICE PRESIDENTS.
a. Middle
b. First level
c. Top
Top
BRANCH MANAGERS, PROJECTS MANAGERS, FARM MANAGERS, OR FINANCE MANAGERS.
a. Top
b. Middle
c. First level
Middle
PRODUCTION SUPERVISORS, CLERICAL SUPERVISORS, SCHOOL SUPERVISORS, OR HOSPITAL SUPERVISORS
a. Top
b. Middle
c. First level
First level
Leadership
a. Decisional
b. Informational
c. Interpersonal
Interpersonal
Monitor
a. Decisional
b. Informational
c. Interpersonal
Informational
Resource allocator
a. Decisional
b. Informational
c. Interpersonal
Decisional
Disturbance handler
a. Decisional
b. Informational
c. Interpersonal
Decisional
Figure head
a. Decisional
b. Informational
c. Interpersonal
Interpersonal
Liaison
a. Decisional
b. Informational
c. Interpersonal
Interpersonal
Spokesperson
a. Decisional
b. Informational
c. Interpersonal
Informational
Disseminator
a. Decisional
b. Informational
c. Interpersonal
Informational
Negotiator
a. Decisional
b. Informational
c. Interpersonal
Decisional
Entrepreneur
a. Decisional
b. Informational
c. Interpersonal
Decisional
This role includes hiring, training, motivating and disciplining employees.
Leadership
The manager, as in charge of the/organization/department, coordinates the work of others and leads his subordinates.
Leadership
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.
Figurehead
Manager has to perform the functions of
motivation, communication, encouraging team spirit and the like.
Liaison role
He has to coordinate the activities of all his Requires the manager to interact with other
subordinates.
Liaison role
Requires the manager to interact with other
managers outside the organization to secure favours and information.
Liaison role
The manager represents his organization in all matters of formality.
Liaison role
Manager gets the information by scanning his environment, subordinates, peers and superiors.
Monitor role
Manager seeks and receives information concerning internal and external events so as to gain understanding of the organization and its environment
Monitor role
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
Monitor role
They represent the organization to outsiders
Spokesperson role
Required to speak on behalf of the organization and transmit information on organization’s plan, policies and actions
Spokesperson role
Has to keep his superior informed of every development in his unit, who in turn inform the insiders and outsiders.
Spokesperson role
Manager is a creator and innovator
Entrepreneurship role
Initiates and oversees new products that will improve their organization’s performance
Entrepreneurship role
Seeks to improve his department, adapt to the changing environmental factors.
Entrepreneurship role
The manager would like to have new ideas, initiates new projects and initiates the developmental projects.
Entrepreneurship role
Manager represents the organization in bargaining and negotiations with outsiders and insiders, in order to gain advantages for his own unit
Negotiator role
Negotiates with the subordinates for improved commitment and loyalty, with the peers for cooperation, coordination and integration.
Negotiator role
Managers take corrective action to response to previously unforeseen problems
Disturbance Handler role
Manager involuntarily responds to pressure for example, worker strike, declined sales.
Disturbance handler role
Should have an open-door policy and allow the subordinates to express their opinions and share their experiences, in making effective decisions.
Resource allocator role
Manager should empower his subordinates by delegating his authority and power.
Resource allocator role
Passes some of the privileged information directly to his subordinates, peers and superiors who otherwise have no access to it
Disseminator role
