pharmacy management phcl-420 professor t. al-najjar teacher & coordinator male & female...

Pharmacy ManagementPHCL-420

Professor T. Al-NajjarTeacher & CoordinatorMale & Female Campus

Week #Teaching Faculty Lectures Date Lecture Topic

1NA

Mon 26 JanWhy study pharmacy management?Introduction: course objectives, course syllabus (expectations for the course, grade distribution, activities, attendance…etc).Wen 28 Jan

2NA

Mon 2 Feb Management functionsWen 4 Feb Planning in pharmacy operation

3NA/LA

Mon 9 Feb Planning in pharmacy operation Wen 11 Feb Operational Management

4LA

Mon 16 Feb Operational ManagementWen 18 Feb5NA

Mon 23 Feb Ensuring Quality in pharmacy operationWen 25 Feb

6NA

Mon 2 Mar Midterm Exam 1 (Topics: management functions, Planning, & Quality)

Wen 4 Mar Organizational structure and behavior 7NA

Mon 9 Mar Organizational structure and behaviorWen 11 Mar Human resources Management

8NA

Mon 16 Mar Leadership in pharmacy Wen 18 Mar

9 Mon 23 Mar Midterm Semester Break Wen 25 Mar10TA

Mon 30 Apr Financial ReportsWen 1 Apr

11TA/LA

Mon 6 Apr Financial Reports

Wen 8 Apr Purchasing and inventory management

12LA

Mon 13 Apr Purchasing and inventory managementWen 15 Apr

13LA

Mon 20 Apr Midterm Exam 2 (Financial Reports, Purchasing & Inventory)

Wen 22 Apr Time Management14LA

Mon 27 Apr Time ManagementWen 29 Apr Management Skills: Team building

15LA

Mon 4 May Management Skills: Team buildingWen 6 May

Activity Points

2 Midterm exams 45

activities/assignments/quizzes 15

Final Exam 40

Total 100

Pharmacy Management: Essentials for All Practice Settings.

By Shane P Desselle, David P. Zgarrick. McGraw-

Hill Professional 3rd ed.

Why we study“Management”

• Manage• Webster's Dictionary is :

• To control the movement or behavior • To lead or direct • To succeed in accomplishing task

Need to be in control of our self & surroundings and successful in the tasks we performed

• Management• Is “a 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.

Need to use resources efficiently to perform their tasks. Thus all pharmacists should view themselves as managers.

• Leadership: ability to inspire or direct others (L. skills desirable for managers , but they do not necessarily go hand in hand)

• Managers:– Simply people who perform management

activities– Anyone who has a task to accomplish or a goal to

achieve is also a manager– Thus all pharmacists, regardless of their job

responsibilities or position, should view themselves as managers!

• Classical management theory• F. W. Taylor, an executive with

Bethlehem Steel.• Published The Principles of Scientific

Management in 1911• Five functions: Forecasting and planning,

organizing, commanding, coordinating, and controlling

• Reduced to four Practice daily by each of us

M. Process

Activities that managers perform

Resources that managers need

Levels at which managers make decisions.

• Follow 3 dimensions:

Management Process

• Planning • Planning is predetermining a course

of action based on one's goals and objectives. • Must consider many factors (internal

and external E.)…. Future - proactive • Formal:

• Plans of which drug products to carry or what professional services to offer.

• To strategic/ business plans for pharmacy

• Informal. • A plan of how to get there (What time do

I need to arrive? What form of transportation should I take? What route should I follow?).

• Organizing • Is the arrangement and

relationship of activities and resources necessary for the effective accomplishment of a goal or objective.

• Next to which drug products or services should be offered.

• Resources (what-how and when)Weather, traffic reports, gas, car, childcare, etc

• Leading or directing • Fayal's command and coordinate • Bringing about purposeful action

toward some desired outcome. • By yourself or working with others

to lead them to where you want your organization to be.

• Orient, train, instruct, and order.

• Control or evaluation • Control or evaluation involves reviewing the

progress that has been made toward the objectives that were set out in the plan.

• What actually happened but also why • Quality-control (patients receive the desired

medication in the appropriate manner) • Goods & services met the goals in terms

• Clients ..high-quality patient care or improved clinical outcomes

• Provider .. job satisfaction? Did it improve the profitability of the pharmacy or organization?.

• If not arrived on time (traffic accident, Rd constructions, snooze etc.).

Management Activities

Plan

Organize

Lead

Control

The Resources

Money

People

TimeMaterial

information

• M. activities• Must be• In order• Cycle (Figure)

• Planning is required• New• Change• Wrong

Levels of ManagementSelf-managementPharmacist ensuring that every prescription is dispensed?

Interpersonal management pharmacist counseling a patient about a medication?

Organizational managementPharmacist planning to add a new service to his chain community pharmacy chains?

Modern Views

• Have a vision and ideas about what would like to see their organizations become in the future.Energize

• Provide the employees with training, resources, and advise and then let them get the job done Empower

• Letting their employees know when they have done a good job, as well as helping them to learn when things are not going well.

Support

• The corner stone of communications is trust.Communicate

• Energize. • Today's managers need to have a vision of what they want to

create and the energy to make it happen. • When you think of good managers with whom you have

worked with,• Not those just want to keep doing the same thing every day for

the rest of their lives. • They have ideas about what they would like to see their

organizations become in the future, and the energy and enthusiasm to attract others to want to join them in achieving their goals.

• They are always trying to make the best stressful situations, especially when the level of resources available may be less than they desire.

• In pharmacy today, good managers are often pharmacists who want to see the profession move forward by developing new goods and services, especially those that improve patient care.

• Their energy and enthusiasm attract motivated pharmacists and other personnel who share their vision and want to work with them.

• Find the resources they need to carry out their vision or make the most of what they already have.

• Not only does the power of energy and enthusiasm work for pharmacists, but it also benefits pharmacy students.

• Empower. • Highly educated & skilled professional, the last thing

they want is to have a manager? there decisions &telling you how you should do your job.

• In today's environment, managers should empower their employees to do what needs to be done.

• Manager is very much like coach (MBO) • Coaches develop a game plan; select players; provide

them with training, resources, and advice; and then step back and let the players execute the game plan.

• Good coach empower their players to carry out the game plan.

• Empowerment: training, resources, and advice and then let the employees get the job done.

• Support. • Next to empowerment , should not just leave them

on their own, especially when things start to go wrong.

• Today, good managers need to be coaches, collaborators, and sometimes even cheerleaders for their employees.

• Support is not to do their employees' work or always agree with the decisions employees make on the job.

• It does mean to provide employees with the training, resources, and authority needed to do their jobs.

• Good coaches, letting employees know when they have done a good job, as well as helping them learn when things are not going so well.

• Mindful to balance the needs and resources of their org. with what employees need.

• Manager must also consider how much money is available for employee raise amongst other potential uses of his org. financial resources.

• Communicate. • In today's information-laden environment, communication

between managers and employees is more important than ever.

• 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.

• The cornerstone of communications in any environment is trust. If employees feel that they can bring up any question or concern to a manager, they will likely be more receptive to what the manager has to say.

• Vast number of ways in which they can communicate. • Over the telephone,• Via voice mail or • e-mail, • in a text message, or even through • A social network such as Facebook or Twitter.

• Make it easier for managers and employees to communicate with each other, care must be taken in using these methods.

• Not every method of communication is appropriate (e.g., disciplining or firing an employee in a text message is not a good idea).

• Why Should I Study Management? • While there is certainly a role for applying self-management skills, most pharmacy

managers agree that managing a pharmacy practice successfully requires a unique set of skills. Some of these skills can be quite technical [e.g., financial management , requiring a knowledge base that goes beyond what many pharmacists bring to their practices.

• These skills should be learned just as one would learn medicinal chemistry, pharmacology, or therapeutics.

• Something else to keep in mind is that in today's workplace, what might be common sense to you may not make sense at all to the other people you encounter. Pharmacists today work with employees, other health professionals, and especially patients who come from a wide variety of racial, ethnic, cultural, and educational backgrounds. People from diverse backgrounds bring with them an incredible amount of insight and experience.

• Pharmacists who do not take this diversity into account when working with people may find themselves frustrated and not able to achieve their goals and objectives effectively.

• This book presents material that is relevant to both pharmacy students and pharmacists. Pharmacy students who use this book will find that many of the scenarios that start each chapter are directed toward experiences to which they can relate.

• There may be some of you right now who think that your life has a lot in common with Krista Connelly's. We anticipate that this is the case. The information provided in each chapter not only will help students to better deal with management issues they are currently experiencing but will also help to prepare them for what to expect in the future as pharmacists.

• Pharmacists who use this book often have a good idea of why they need to have management skills. After all, they are living pharmacy practice management on a daily basis! The information provided in this book should help provide pharmacists with the skills they will need to better meet the challenges they face every day.

• In addition, the last six chapters of this book describe how pharmacists in a variety of practice settings apply management skills on a daily basis.

Professor T. Alnajjar PHCL-420 - 1436

25

Chapter 4. Strategic Planning in Pharmacy

Operations

Professor T. AlnajjarPHCL-420

• Learning ObjectivesA. Provide an overview of planning activities conducted

by pharmacy and health care organizations.B. Describe the general process common to all types of

planning.C. Describe the purpose of strategic planning, and

illustrate the specific steps to develop a strategic plan.

D. Differentiate a vision statement from a mission statement.

E. Identify barriers and limitations to planning.


27

• Planning in General • Purposeful efforts taken by an

organization to maximize its future success (the process of attaining objectives).• A management (manager) duty • One of the four key functions • Crucial because it supports the other

three • Involve more than just managers at

high levels.


28

• Planning activities • Many different types . • Business, Financial, Operational,

Organizational , Resource, and Strategic planning.

• Differ in the purpose • For example: resource planning

(Human resources , Information technology planning which focuses specifically on the present and future I. needs and the technologies and systems to meet those needs)


29

• Because of its importance• Many organizations invest significant

time and resources in these efforts. • Source of success • Large companies delegated to a

special department and often an outside consultants.

• Planning process may vary by the type of planning and the size of the organization or system.

• Planning for hospital pharmacy versus the clinical pharmacy services, or information management.


30

• Planning (sophistication).• Relatively simple and straightforward. • Involve extensive analyses of data with

complicated forecasting, decision-making models, and algorithms.

• Nevertheless, all planning processes s share a few basic characteristics:

• Eight steps in Table 4-2• May be expanded or condensed• Key components:

1. Understanding the purpose2. Assessing the situation3. Establishing goals, and 4. Devising a method to accomplish those

goals.


31

• Steps in the Planning Process1. Define or orient the planning process to a

singular purpose or a desired result (vision /mission).

2. Assess the current situation. 3. Establish goals. 4. Identify strategies to reach those goals. 5. Establish objectives that support progress

toward those goals. 6. Define responsibilities and timelines for each

objective. 7. Write and communicate the plan. 8. Monitor progress toward meeting goals and

objectives.

Steps in the Planning ProcessDefine the vision and

mission

Assess the current

situation

Establish goalsIdentify

strategies to reach those

goalsEstablish

objectives that support progress

toward those goals

Define responsibilitie

s and timelines for

each objective

Write and communicate

the plan

Monitor progress toward

meeting goals and objectives


33

• Strategic Planning (S.P)• Purpose: to ensure doing the right things

now and in the future. • Addresses: what ? business is in or ought to

be in, and helps to determine long-term goals.

• Community pharmacy? “prescription business” or “health care business”?.

• Health system: “hospital business” or A “business that provides a continuum of care”?

• Answers may influence how it views itself and how it conducts its business

• Thus providing a framework for more detailed planning and day-to-day decisions.


34

• S.P • Defined as the process of selecting an

organization's goals, determining the policies and programs (strategies) necessary to achieve specific objectives en route to those goals, and establishing methods necessary to ensure that the policies and strategic programs are implemented (Steiner et al., 1982).

• More broadly: an effort that enables the optimal deployment of all organizational resources within current and future environmental constraints.

• This results in to an increase the likelihood that an organization will survive, and preferably thrive, in the future.


35

• S.P and Business P. are the most common types

• Differ in the purpose. • S.P is about achieving a long-term vision

and making sure the org. is doing the things necessary to ensure overall success,

• B.P focuses on a the feasibility of a specific program (usually a new initiative).

• B.P (and others) must occur within the context of the S.P of the org.

• S.P can be viewed as the overarching effort that should guide all other types of planning, and even the day-to-day activities of the org.


36

• S.P (history)• Used in evaluating performance • Companies that engage in long-

range strategic planning are often more successful. • Reactive S.P is not the ideal, but it is

often necessary, especially in rapidly changing industries such as H.C .

• Preferably, proactive S.P enables to control environment instead of vice versa.


37

• Provocative thinking• In a position to control and recreate business

environment. • A type of strategic thinking (the pinnacle of

planning efforts) — to be most competitive.• An examples

• The evolution of electronic products and services of Apple, Inc., that respond to customer needs and reshape the digital environment, from the iMac and MacBook, to the iPod, iPhone, and now the iPad.

• Social networking Web site, Facebook, and the professional networking Web site, LinkedIn, and the group discount Web site, Groupon.

• Both developed a new markets for interaction via the Internet that did not exist previously.


38

• S.P • Distinguish from other types of planning.

• Time horizon • Long-term planning.

• Actual timeline may vary or in some cases may not be known

• Because the future is unknown, it is difficult to predict with any accuracy the amount of time it will take to reach long-term goals.

• Nevertheless, a key component of strategic planning is to identify time periods (10 to 20 years) or as short as 2 years.

• In a survey by the Net Future Institute:• 2 years (40.2 percent), 5 years (32.7 percent) and 1

year (17.9 percent). • Many were high-tech industries (rapid change may

impair longer-term planning). • H.C is also an industry of rapid change, though the

time horizon may be longer.


39

• 5-year time periods • May not result in any truly sustainable

competitive advantages or a significant org. metamorphosis.

• Goals that incorporate new paradoxes or visionary changes may be difficult for employees to believe if the time period for accomplishing those goals is too short.

• Nevertheless, this is the time period that must be congruent with these goals, not vice versa.

• The worst mistake would be to “dumb down” the goals to make them consistent with a shorter time period.


40

• Vision and Mission • Important part of the S.P process as it create

momentum and to motivate personnel. • S.P is all about creating a “story” about the org. • Org. story is communicated through a number

of different statements (products of S.P) • Vision and mission are the most essential. • Vision

• Is what the pharmacy org. wants to be at some future time point.

• May be complex and multidimensional, while at the same time it must be concise.

• It should make people think and motivate them, especially employees, to create a different and better future for the org.

• CVS Vision: is “to improve the quality of human life”. Is a lofty goal to inspire org. & employees.


41

• Vision • Used as beginning point and end

point? • Next how to reach such end point. • Therefore it define the mission • Mayo Clinic:• Vision is to “provide an unparalleled

experience as the most trusted partner for healthcare”.

• Such vision drives the mission including its values, and presumably, guide daily business .


42

• Mission• Is the purpose of the company. • Defines what the company does or is. • It is a statement of the present going ahead into

the near future. • It is a document written to create a sense of

purpose for customers and employees. • It should be short, usually no more than two

sentences. • Focus on the common purpose and may draw from

its values or beliefs. • Help to differentiate from others that provide the

same products or services. • Not only what the company does but also how it

does it (essentially the differentiating point). • Mayo Clinic's mission statement is “to inspire hope,

and contribute to health and well-being by providing the best care to every patient through integrated clinical practice, education and research.”


43

• Mission• Elements (eg. community pharmacy )

• The intended (or target) customers• The core values of the pharmacy (such as compassion, respect, and

confidentiality), • The key services and products provided by the pharmacy, • The benefits incurred by customers (such as improved health and

improved safety), and • The desired public image of the pharmacy.

• All pharmacy org. should have a mission statement. • Kerr Drugs mission statement that focuses on the company's key priorities

—“providing healthcare solutions with exceptional customer service”. • CVS Caremark mission is to “…provide expert care and innovative solutions

in pharmacy and health care that are effective and easy for our customers”• Pfizer Inc. is to “apply science and our global resources to improve health

and well-being at every stage of life.”

• Creates a sense of purpose (employees & customers) • Kerr Drugs employee know that their customers will expect help

with their medications and their health and they should strive to provide excellent service everyday.


44

• Slogan • Kerr Drugs' slogan is “For a Healthy Relationship. ”

Pfizer's slogan is “Working Together for a Healthier World.

• Convey a message to customers about the organization.

• May be more marketing driven, or serves a similar role.

• Send a message to both customers and employees• Must be congruent with actions or lost credibility. • Nike: “Just Do It!”. Bring inspiration and innovation

to every athlete in the world, also create a powerful image of what this company is all about

• ” Again, these slogans are brief yet convey meaningful messages.

• “I'm Loving It” for McDonalds, “It's the Real Thing,” for Coke,.


45

• Vision, mission, (others) are • Critical elements in S.P • Established before its process (as a

foundation). • Process include

1. Structuring2. Facilitating, and 3. Implementing

• Is similar to other types of planning • Steps Table 4-2 • Each S followed by tactic (example):

Tactical planning is of a much short time frame/horizon than S.P.

pharmacy management phcl-420 professor t. al-najjar teacher & coordinator male & female...

Documents

inventory management

aprtime management wen

operational management

management skills

management activities

management process slide

pharmacy wen

feboperational management