pharm ad chapter 1

7/31/2019 Pharm Ad Chapter 1

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PharmaceuticalAdministration and

Management 1

Centro Escolar University

School of Pharmacy

SY 2012-2013


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Chapter 1: The Management Process

The manager in the pharmacy cannot always

determine in advance what will be the final

consequences of decisions pertaining to the

activities of the pharmacy.

A good pharmacy manager will prepare plans,

organize all available resources, staff the

pharmacy, direct activities and control action. It isthen necessary to know what management is all

about


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Is defined as the art and science ofplanning, organizing, staffing,

directing, and controlling human efforts and resources for the general good

within the organizational framework and economic environment of the

firm


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Manager relates to and manages his environment

Administrator is one who adopts to his

environment in order to survive in it and obtain

sustenance from it

Manager andAdministrator


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Management of a pharmacy requires

focus, an organized effort to bring

together all the resources available and

uniting collectively so as to achieve the

goals of pharmacy in the most efficientmanner as possible


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Management Styles

Managers have to perform many rolesin an organization and how theyhandle various situations will dependon their style of management. A

management style is an overallmethod of leadership used by amanager. There are two sharplycontrasting styles that will be broken

down into smaller subsets : Autocratic Permissive


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Combining these categories with democratic(subordinates are allowed to participate indecision making) and directive(subordinates aretold exactly how to do their jobs) styles gives us

four distinct ways to manage:

Directive Democrat

Directive Autocrat

Permissive

Democrat

Permissive Autocrat


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In What Situations would eachstyle be Appropriate or

Inappropriate?

Managers must also adjust theirstyles according to the situation thatthey are presented with. Below are fourquadrants of situational leadership thatdepend on the amount of support andguidance needed:


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Quadrants of situationalleadership

Telling: Works best when employeesare neither willing nor able to do thejob (high need of support and high

need of guidance).

Delegating: Works best when the

employees are willing to do the joband know how to go about it (lowneed of support and low need of

guidance).


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Participating: Works best whenemployees have the ability to do thejob, but need a high amount of

support (low need of guidance buthigh need of support).

Selling: Works best when employeesare willing to do the job, but dontknow how to do it (low need ofsupport but high need of guidance).


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Should manager

practice only onemanagement style?


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Different Styles of Management

The Captain of Industry Style

The Human Relations Style

The Hard-Nose Style

The Management-by-Pressure style

The Management-by-Objectives Style


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Different Principles of Decision-Making

1. One needs to give patience, time and thought to

decision-making especially when one is on unfamiliar

ground

2. Weighing the gain versus riskprinciple3. Anticipation in terms ofresults and problem arising

from the decision

4. Decisions are best made when there is a master plan to

guide the manager

5. Balance the urgency of the decision against the

deliberation


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Factors of Decision-MakingProcess


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The Different ManagementProcess

1.Planning2.Organizing

3.Staffing4.Controlling

5.Directing


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Planning

Assessment of internal resources Established goals Develops general policies and procedures Develops business strategies

Most critical element of management


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Planning

Importance as to:

Purpose DirectionAchievement

Effectiveness Guidance


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Difficult because it focuses on unknown

future.

Requiresassumptions that may or may not

come true or that may or may not occur.

Context of Planning


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Flexible, allows changes as conditions

warrants.

influence conditions and turn it to the

pharmacys advantage

Planning


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Factors to be considered inPlanning:

1. An introspective look at the pharmacys current

strength and weaknesses

2. An evaluation of the environment within which the

pharmacy operates, the strength and weaknesses of its

competitors

3. Formulations of objectives (long and short term)

Long termMore than 5 years Short term _ 1-3 years

The achievement of short-term objectives helps

the pharmacy moves closer to its long term goals


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Organizing

Identify task to be performed

Arrange task on logical order

Combined task into appropriate groups

Designate employees into groupsProvide authority and responsibility

Define methods for evaluation

accountability

It is defined as a process ofidentifying all the

taskto be performed within the pharmacy and then

grouping them in logical way.


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Areas in Organizing

1. Financial

2. Human

3. Material Resources


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Delegating: The work of the manager is to entrust others

with responsibility and authority and to create accountability

for results

Authority: the sum of the rights and power assigned to a

position

Accountability: The obligation to perform responsibility andexercise authority in conformance with understood and

accepted performance standards


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involves determine the humanresource needs of the pharmacyidentifying sources of possible employees,

screening applicants and selecting the one

most qualified to fit the job specifications.


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Determine the position to be filled Prepare job description Identify sources of potential applicants

Search for applicants, interviewapplicants,

Select applicants, orient new employee, Train new employee, Evaluate new employees performance


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Define requirements

Recruitment may be from internal or external

Conduct phone reference checksto find outwhether each final candidates superiors would rehire

him

Select people on the basis of past performance


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DirectingIt is a process of finding differentways to keep personnel

productivity and motivatedtoachieve the goals of the pharmacy

It is challenging task that offerseparates the highly competentfrom the less skilled managers


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Set personal goalsEstablish work standards

Develop leadership style

Motivate personnelTrain and retain personnel

Evaluate personnel

Discipline and dismiss personnel asnecessary

Promote personnel


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Directing 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.

While planning , organizing, and staffing are

undertaken periodically, directing goes continuously.


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Controlling Most overlooked management process since it is

commonly assumed that the process is sufficient to ensure

that the pharmacy is operating effectively and efficiently.

It involves periodic assessment of the status of the

pharmacy

The most important consideration in controlling is monitorthe pharmacys progress as it moves through the fiscal year


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Controlling

Establish points for periodic monitoring of pharmacy

Measure pharmacy performance

Examine strategies and recommend changes as

appropriate

Develop annual performance measurement

Evaluate annual performance of pharmacy


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Controlling

When properly used, controlling is themanagers fail-safe mechanism.

It identifies problems and opportunities in theirearly stages so as to provide time to take

appropriate actions.

In this way, many problems can be eliminated

or at least alleviated and opportunities can be

taken advantage of while it still exists


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Thank you very

h!

END OF CHAPTER 1

The conventional definition of management is

getting work done through people, but real

management is developing people through work.

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