Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Pharma administration > Pharmacy Management Prelim > Flashcards

Pharmacy Management Prelim Flashcards

1
Q

the responsible provision of drug therapy for the purpose of
achieving definite outcomes that improve the patients’ quality of
life

A

Pharmaceutical care

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

*From Pharmaceutical care to

A

Medication Therapy Management (MTM )

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

(government system in w/c
most of important decisions are
made by state officials rather
than by elected representatives)

A

bureaucracy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

3 key attributes of bureaucracy

A

➢Rational authority
➢Positional authority
➢Charismatic authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Management Key concepts

A

I. Traditional (classical Management)
II. Human Relations Focus
III. Integrating Management Theories
IV. Contingency Management
V. Contemporary Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

An attribute of bureaucracy where it’s about the law ,procedures & rules

A

➢Rational authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

An attribute of bureaucracy where it’s about the superior vs subordinate
relationship

A

Positional Authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

An attribute of bureaucracy where it focuses on the personal
qualities of an individual

A

➢Charismatic authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Focuses on machine-worker relationship to
improve the –efficiency of production

A

Scientific theories

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

–tool used for scheduling
overlapping tasks

A

Gantt chart

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

a chart in which a series of horizontal lines
shows the amount of work done or production
completed in certain periods of time in relation
to the amount planned for those periods.

A

Gantt chart

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Emphasized the manager
and the functions of management

A

administrative management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

– today’s managers need to have a
vision of what they want to create and energy to
make it happen

A

Energize

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q
  • much like the coach of a team
  • managers who empower their employees provide
    them with training, resources, and advice and
    occasionally discipline and then let the employees get
    the job done
A

Empower

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

It does mean that mangers need to provide their employees
with the training, resources, and authority needed to their
jobs

A

Support

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

➢While managers can energize, empower, and support
their employees, if they cannot communicate their
messages, they will not be effective, and their
organizations will suffer.

A

Communicator

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Henry Fayol’s 5 functions of management

A

1.Planning Forecast and plan
2.Organizing /Organize
3.Commanding / Command
4.Coordinating /Coordinate
5.Controlling / Control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

*Universal goal of an organization is to achieve an
integration of multiple individual efforts into a
synergistic whole.

A

Follet’s managerial concept’s

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

-were designed to find ways
to increase worker productivity

A

*Hawthorne studies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

is a motivational theory in psychology comprising a five-tier model
of human needs, often depicted as hierarchical

A

*Maslow’s hierarchy of needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

The Mc Gregor Theory composed of 3 theories which are

A

Theory X, Y, & Z

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

pessimistic –do not like to work
and they must be strictly controlled and
forced to work

A

Theory x

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

optimistic – work objective
(commitment)

A

Theory Y

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

value of employee participation,
trust and employee empowerment

A

Theory Z

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

=multiple units that operate as 1 system

A

Integrating Management theories

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Organizations produce

A

Input and output

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

=connection between organizational policies or
procedures and the characteristics of the
situation
=focus on circumstances

A

Contingency

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Contemporary management

A

quality as an integral part of goods and services

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Help the organization move forward

A

Mission

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

based on fundamental motivating principles,
values associated w/ life

A

Vision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

a short & striking or memorable
phrase used in advertising or motto

A

Slogan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

PHARMACEUTICAL CARE PRACTICE DOMAIN

A
  • I. RISK MANAGEMENT
  • II.PATIENT ADVOCACY
  • III.DISEASE MANAGEMENT
  • IV.PHARMACEUTICAL CARE SERVICES MARKETING
  • V. BUSINESS MANAGEMENT
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Devise system of data collection
* Perform prospective drug utilization review
* Document therapeutic interventions and activities
* Obtain over-the-counter medication history
* Calculate dosages for drugs with a narrow therapeutic index
* Report adverse drug events to FDA
* Triage patient’s needs for proper referral
* Remain abreast of newly uncovered advice effects and drug-drug
interactions

A

Risk Management

34
Q
  • Serve as patient advocate with respect to social, economic and
    psychological barriers to drug therapy
  • Attempt to change patients’ medication orders when barriers to
    compliance exist
  • Counsel patients on new and refill medications as necessary
  • Promote patient wellness
  • Maintain caring, friendly relationship with patients
  • Telephone patients to obtain medication orders called in and not
    picked up
A

PATIENT ADVOCACY

35
Q
  • Provide information to patients on how to manage their disease
    state/condition
  • Monitor patients’ progress resulting from pharmacotherapy
  • Carry inventory of products necessary for patients to execute a
    therapeutic plan(ex inhalers, nebulizers, glucose monitors, etc)
  • Supply patients with information on support and educational
    groups(ex. American diabetes association, multiple sclerosis society)
A

Disease Management

36
Q

Meet prominent prescribers in the local area of practice
* Be an active member of professional associations that support the
concept of pharmaceutical care
* Make available an area for private consultation services for patients
as necessary
* Identify software that facilitates pharmacists’ patient care-related
activities

A

PHARMACEUTICAL CARE SERVICES
MARKETING

37
Q

FACTORS AFFECTING THE DELIVERY OF
PHARMACY PRODUCTS AND SERVICES

A
  • 1.PATIENT DEMOGRAPHICS
  • 2.ATTITUDES AND BELIEF SYSTEMS
  • 3.THIRD PARTY PAYERS AND COVERAGE ISSUES
  • 4.COMPETITIVE MARKETS
  • 5.TECHNOLOGY
38
Q
  • AGING POPULATIONS
  • FEMALES AS DECISION MAKERS
  • ETHNIC COMPOSITION OF PATIENTS
A

PATIENT DEMOGRAPHICS

39
Q
  • BELIEFS ABOUT DISEASE, SICK ROLE AND MEDICATION-TAKING
  • TRUST IN THE HEALTH CARE DELIVERY SYSTEM
  • DIRECT-TO-CONSUMER ADVERTISING OF PRESCRIPTION DRUGS
A

ATTITUDES AND BELIEF SYSTEMS

40
Q
  • COMPLEXITY/DIFFERENCES AMONG PAYER’S POLICIES
  • FORMULARIES
  • LIMITED NETWORKS
  • LIMITED ACCESS FOR SOME PATIENTS
  • LACK OF KNOWLEDGE BY PATIENTS
A

THIRD-PARTY PAYERS AND COVERAGE
ISSUES

41
Q
  • DIMINISHED MARGINS
  • DIVERSITY IN THE TYPES OF PROVIDERS OFFERING
    PRODUCTS AND SERVICES
A

COMPETITIVE MARKETS

42
Q
  • SOFTWARE
  • AUTOMATED DISPENSING TECHNOLOGY
A

TECHNOLOGY

43
Q

Use technicians and other staff to free up the
pharmacist’s time

A

BUSINESS MANAGEMENT

44
Q
  • 1.ACCOUNTING
  • 2.FINANCE
  • 3.ECONOMICS
  • 4.HUMAN RESOURCES MANGEMENT
  • 5.MARKETING
  • OPERATIONS MANAGEMENT
A

MAnagerial Sciences

45
Q
  • KEEP THE BOOKS
  • RECORD FINANCIAL TRANSACTIONS
  • PREPARE FINANCIAL STATEMENTS
  • MANAGE CASH FLOWS
  • ANALYSIS OF PROFITABILITY
  • DETERMINE BUSINES STRENGTHS AND WEAKNESSES
  • COMPUTE TAXES OWED TO FEDERAL, STATE AND LOCAL
    GOVERNMENTS
A

Accounting

46
Q
  • DETERMINE FINANCIAL NEEDS
  • IDENTIFY SOURCES OF CAPITAL
  • DEVELOP OPERATING BUDGETS
  • INVEST PROFITS
  • MANAGE ASSETS
A

Finance

47
Q
  • DETERMINE OPTIMAL MIX OF ALBOR AND CAPITAL
  • DETERMINE OPTIMAL OUTPUT
  • DETERMINE OPTIMAL HOURS OF BUSINESS OPERATION
  • DETERMINE LEVELS OF INVESTMENT INTO RISK MANAGEMENT
A

Economics

48
Q
  • CONDUCT JOB ANALYSIS
  • HIRE PERSONNEL
  • ORIENT AND TRAIN PERSONNEL
  • MOTIVATE PERSONNEL FOR PERFORMANCE
  • APPRAISE PERSONNEL PERFORMANCE
  • ALLOCATE ORGANIZATIONAL REWARDS
  • TERMINATE EMPLOYMENT
A

HUMAN RESOURCES MANAGEMENT

49
Q
  • IDENTIFY COMPETITIVE ADVANTAGES
  • IMPLEMENT COMPETITIVE ADVANTAGES
  • IDENTIFY TARGET MARKETS
  • EVALUATE PROMOTIONAL STRATEGIES
  • SELECT PROPER MIX OF MERCHANDISE
  • PROPERLY ARRANGE AND MERCHANDISE PRODUCTS
  • PRICE GOODS AND SERVICES
A

MARKETING

50
Q
  • DESIGN WORKFLOW
  • CONTROL PURCHASING AND INVENTORY
  • PERFORM QUALITY ASSURANCE INITIATIVES
A

OPERATIONS MANAGEMENT

51
Q
  • people should perform tasks specific to their skills.
  • No one person should be expected to perform all the skills needed to run an organization
  • Work of all kinds must be divided & subdivided and allotted to various persons
    according to their expertise in a particular area
A

SPECIALIZATION/DIVISION OF LABOR

52
Q

➢people with responsibility also have sufficient authority within an organization to ensure that a task is performed

➢Authority refers to the right of superiors to get exactness from their subordinates.

➢Responsibility means obligation for the performance of the job assigned.

➢Note that responsibility arises wherever authority is exercised

A

AUTHORITY with CORRESPONDING
RESPONSIBILITY

53
Q

➢people should follow rules, with consequences for not following rules

➢Discipline means sincerity, obedience, respect of authority & observance of rules and
regulations of the enterprise

➢Subordinate should respect their superiors and obey their order

A

Discipline

54
Q

➢the organization has an administrator who is recognized as having the ultimate authority (ex. CEO or president)

➢A subordinate should receive orders and be accountable to one and only one boss at a time

A

UNITY of COMMAND

55
Q

➢the organization has sense of direction or vision that is
recognized by all members (x. mission statement)

➢People engaged in the same kind of business or same kind of activities must have the same objectives in a single plan

➢Without unity of direction, unity of action cannot be achieved

A

UNITY of DIRECTION

56
Q

➢the goals of the organization supersedes the goals of any individuals within the
organization

➢Interest of any on employees should not take precedence over interests of the organization as a whole

A

SUBORDINATION of INDIVIDUAL INTEREST
to GENERAL INTEREST

57
Q

➢Employees should be paid appropriately given the market for their skills and their level of responsibility

➢Paid workers should be fair, reasonable, satisfactory & rewarding of the efforts

➢Should accord satisfaction to both employer and employees

A

REMUNERATION of STAFF

58
Q

➢Performing similar tasks at a single location is more effective than performing these tasks at multiple locations

➢It refers to the degree to which subordinates are involved in decision making whether
decision making is centralized (to management) or decentralized (to subordinates)

A

CENTRALIZATION

59
Q

➢each employee has one, and only one, direct supervisor

➢Chain of superiors ranging from the ultimate authority to the lowest

➢Communications should follow this chain. If following chain creates delay, cross-
communication can be allowed if agreed to by all parties and superiors are kept informed

A

SCALAR CHAIN/LINE of AUTHORITY

60
Q

➢This principle is concerned with proper tasks that should be
performed in a systematic fashion or arrangement of things
and people

➢Arrangement of things is called material order

➢Placement of people is called social order

A

ORDER

61
Q

➢supervisors should treat employees with a sense of fairness

➢Means combination of fairness, kindness & justice

➢Employees should be treated with kindness & equity if devotion is expected of them

A

EQUITY

62
Q

➢benefits should go to employees who have stayed with an organization longer

➢Employees should not be moved frequently from one job position to another (period of job should be fixed)

A

STABILITY of TENURE

63
Q

➢organization and employees are more effective when they are proactive, not reactive

➢It means eagerness to initiate actions without being asked to do so

➢Management should provide opportunity to its employees to suggest ideas, experiences & new method of work

A

INITIATIVE

64
Q

➢Teamwork

➢Harmony in the work groups and mutual understanding among the members

➢It refers to team spirit (inspires workers to work hard)

A

ESPRIT de CORPS

65
Q

➢process which brings together resources and unites them in such a
way that, collectively, they achieve goals or objectives in the most
efficient manner possible(accdg to tootelian and gaedeke)

A

Management

66
Q

to control the movement or behavior of, to lead or direct
or to succeed in accomplishing (websters dictionary)

A

Manage

67
Q
  • process of designing and maintaining an environment in which
    individuals work together in groups to effectively and efficiently
    accomplish selected aims
  • goals and objectives
  • leadership
A

Management

68
Q

The process of achieving company goals effectively and efficiently by engaging
in the five major functions of planning ,organizing , leading, commanding and
controlling of company’s resources.

A

Management

69
Q

-represents on going functions or primary activities
engaged in by managers (Plan, Do, Check, Command, Act)

A

Process

70
Q

➢ ________ resources e.g. employees
➢ __________ resources e.g. bank loan or
investment from shareholders
➢ _________ resources e.g. machinery,
inventory
➢ _____________ resources e.g. knowledge

A

Human
Financial
Physical
Information

71
Q

➢getting the most output from the least amount of inputs
➢Doing things right
➢Concerned with means
➢Achieving the objectives in time

A

EFFICIENCY

72
Q
  • Aim of managers is to increase _____________, ___________________, & ________________
A

productivity, effectiveness and efficiency

73
Q

➢completing activities so that organizational goals are attained
➢Doing the right things
➢Concerned with ends
➢Achieving objectives on time

A

Effectiveness

74
Q
  • Managers at the level are ultimately responsible for
    the following:
  • Make long-term plans
  • Establish policies
  • Represent the company
  • Referred to as executives of the company
  • Oversees the overall planning for the company
A

Top-management

75
Q
  • Managers that are responsible for the
    following:
  • Develop detailed plans and procedures to implement
    goals
  • Make decisions
  • Direct first-level managers
A

Middle-management

76
Q

is directly responsible for the
following:
* Implement plans
* Assist middle-level managers
* Oversee workers
* Oversee the day-to-day operations to ensure the company
is smoothly run

A

*First-line management

77
Q

Roles of Management

A

Self-management(Decisional)

Organizational (Informational)

Interpersonal

78
Q
  • Managers should be able to make decisions such as deciding
    which new projects to invest, handle unexpected event or
    crisis and assign resources between divisions of the company.
  • Both professional and personal requires self management
  • Budgeting
    *Organizing resources to develop new product
A

Self Management(Decisional) role

79
Q
  • Managers are required to receive and transmit both internal and
    external information for analysis and decision-making.

Hold meetings
Hold press conference

➢involves actions that affect groups of people

A

Organizational (Informational) role

80
Q
  • Manager’s task is to co-ordinate different people of the company. i.e.
    to build relationships with subordinates and outsiders.
  • Training
  • Performing activities that involve outsiders

➢occurs between the manager and one other person

A

Interpersonal role

Pharma administration (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions