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Introduction to Pharmaceutical Management > Strategic planning > Flashcards

Strategic planning Flashcards

1
Q

Strategic Planning in Pharmacy Operation

A
  1. What is the primary objective of business planning in the pharmacy environment?
  2. What are the** important components** of a business plan for a proposed clinical pharmacy service?
  3. What are the principal factors to include in an analysis of the potential financial performance of a proposed new program?
  4. For whom is a business plan written?
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2
Q

is one of the most common types of planning that is conducted
by health care organizations.

A

Strategic planning

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3
Q

True or False: Strategic planning is not unique to pharmacies or health care organizations; in
fact, it represents a core management activity that is employed
by all businesses.

A

True

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4
Q

represents the purposeful efforts taken by an organization (for
our purposes, a pharmacy organization) to maximize its future
success.

A

planning

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5
Q

Other term for planning

A

management planning

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6
Q

Who has the duty of management planning

A

Duties of Manager

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7
Q

Long term (5–20 years); scope includes all aspects of the organization;

viewpoint is external—how the
organization interacts with or controls

its environment.

A

Strategic Planning

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8
Q

To ensure that the organization is doing the right thing Addresses what business the organization is in, or ought to be in, provides a framework for more detailed and day-to-day decisions.

A

Strategic planning

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9
Q

Short term (1–5 years); scope is specific to the immediate actions that need to be taken to move the organization forward;

viewpoint is internal—day-to-day accomplishment

A

Operational planning

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10
Q

To ensure that the organization is prepared perform the immediate tasks and objectives to meet the goals and strategy of the organization. To ensure that the organization is doing things right.

A

Operational planning

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11
Q

Short term (1–5 years); can be used to make decisions to start a new business, expand a business, or terminate a business.

A

Business planning

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12
Q

Midterm (1–10 years); scope is specific to the resource or resources defined in he plan—specific resources may include human resources, information/technology resources,
financial resources, capital and
facilities, and others; viewpoint is
internal—the resource needs of the organization.

A

Resource planning

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13
Q

To ensure the resources necessary to achieve the goals and strategy of the organization.

____________ can be comprehensive (all resources needed to achieve goals and strategic plan of the organization) or can focus on a specific type of resource.

A

Resource planning

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14
Q

Midterm (1–10 years); scope specific to the structural aspects of the organization including divisions, reporting relationships, coordination, control; viewpoint is internal—how the company organizes itself.

A

Organizational planning

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15
Q

Short to long term (1–20 years); scope is specific to the particular situation that may occur; viewpoint is both external
(if the situation is created in the environment) and internal.

A

Contingency planning

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16
Q

To provide a fallback option or direction should the original strategy of the organization fail or should something unexpected occur. Contingency planning can occur for a specific anticipated situation, the most common of which are business-related crises (such as a labor strike), natural disasters, and changes in management personnel.

A

Contingency planning

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17
Q

Steps in the Planning Process

A
  1. Define or Orient
  2. Assess
  3. Establish goals
  4. Identify
  5. Establish Objectives
  6. Define responsibilities
  7. Write and communicate
  8. Monitor progress
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18
Q

_______ the planning process to a
singular purpose or a desired result (vision/mission).

A

Define or Orient

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19
Q

______ the current situation.

A

Assess

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20
Q

Establish ______.

A

goals

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21
Q

_________ to reach those goals.

A

Identify strategies

22
Q

Establish _______ that support progress toward those goals.

A

objectives

23
Q

_________ and timelines for each
objective.

A

Define responsibilities

24
Q

_______ the plan.

A

Write and communicate

25
Q

________ toward meeting goals and objectives.

A

Monitor progress

26
Q

An important part of the process of strategic planning is

A

to create momentum and to motivate personnel within the pharmacy organization.

27
Q

Strategic planning has a lot to do with defining

what a company is all about and

creating a “______” about the organization.

A

story

28
Q

The communication of the organization’s story occurs across a

number of different statements that may be products of

_________

A

strategic planning

29
Q

Most essential of these statements

are the ________

A

vision statement and the mission statement.

30
Q

what the pharmacy organization

wants to be at some future time point.

A

Vision

31
Q

True or False: The vision

shouldn’t be too complex and multidimensional, but the

statement should be short.

A

False, The vision may be complex and multidimensional, but the vision statement should be short.

32
Q

The __________ should make people think and should motivate people to strive something greater.

A

vision statement

33
Q

Defines your purpose

A

Mission

34
Q

Extends your mission to an ideal future state

A

Vision

35
Q

A company vision statement should ________ to _______ for the organization.

A

inspire employees, create a
different future

36
Q

The _________ of the organization is used in the strategic planning process as both the beginning point and the end point.

A

Vision

37
Q

The vision is also used to define _______ of
the organization.

A

the mission

38
Q

The _____ is also used to define the mission of
the organization.

A

Vision

39
Q

True or False: That is, once the vision is set, then strategic planning is about how
to reach that end point.

A

True

40
Q

drives both the mission of the organization and its
values, and presumably, these together guide the daily

business decisions

A

Vision

41
Q

The ________ is the purpose of the company.

A

Mission

42
Q

defines what the company does or is.

A

Mission statement

43
Q

It is a statement of the present going ahead into

the near future.

A

mission statement

44
Q

It is a document written to create a

sense of purpose for customers and employees.

A

mission statement

45
Q

True or False: The mission statement should be short—usually no more than
Three sentences.

A

false, two

46
Q

It focuses on the common purpose of the
organization and may draw from the values or beliefs held by
the organization.

A

Mission statement

47
Q

The mission statement ________ from others that _____

A

should help to
differentiate the company, provide the same products or
services.

48
Q

Example: The department will achieve an organized

approach to cost containment and cost

reduction.

A

Strategy

49
Q

Example: Develop an ongoing workload-monitoring

system based on a system of pharmacy service

units.

A

Goal

50
Q

Example: To develop a workload-monitoring system that identifies distributive and clinical workload by satellite area To use the workload statistics to predict staffing needs To evaluate overuse and underuse of staff based on the need for the activities performed

A

Objectives

51
Q

Examples: Determine what distributive and clinical

indicators will be used

Develop a method for collecting the workload

statistics

Collect hours worked by staff category and

satellite area

Develop a monthly productivity report by area

Analyze staffing patterns in comparison with

workload statistics

A

Tasks/action plans

Introduction to Pharmaceutical Management (17 decks)

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