7355 Exam 1.docx

**7355 Exam 1** **Session 1a: Pharmacy management functions** **Define management and describe the function of a manager** - To control movement or behavior of, to lead or direct, or to succeed in accomplishing. - **[Management functions: Fayol's Five]** - Planning, organizing, co...

**7355 Exam 1** **Session 1a: Pharmacy management functions** **Define management and describe the function of a manager** - To control movement or behavior of, to lead or direct, or to succeed in accomplishing. - **[Management functions: Fayol's Five]** - Planning, organizing, commanding, coordinating, controlling **Compare and contrast between management and leadership** - Leadership: ability to inspire or direct others - Management: to control movement or behavior of, to lead or direct, or to succeed in accomplishing **Discuss the differences between classical and modern management** - **[Classical] --** hierarchical nature (management/worker) - Managers **responsible** for goal achievements - Workers have input not **how** goal is achieved and shares in the rewards - **[Modern]** **--** adaptation is a must - Healthcare professionals are skilled persons - Some have more skills than the manager - Knowledge persons -- ask "what should I be doing" - Modern managers: - **Energize** -- have a "vision" and energy to make "it" happen (enthusiasm) attracting others to achieve the "common" goal and make the "best" of stressful situations**.** - **Empower** -- last "thing" skilled people want is being told "do your job." Instead, provide *resources, training, advice*. Then "get" out of the way. - **Support** -- coach, collaborate. Balance needs and resources vs. employee "wants." Can be financial, time or people. - **Communicate -- essential otherwise, NO SUCCESS** **Describe and apply the management process** - **The management process (3 dimensions)** 1. **Levels of manager impact** (individual, interpersonal, and organizational) - Self-management: most frequent - Daily decisions: professional vs personal - Prioritize and manage time (ex: prescription dispensing vs. clinical activities) - Interpersonal management - B/w manager and other people - Professional -- workplace - Personal -- family, friends and others - Organizational management - Groups of people (pharmacists, techs, clerks, staff) - "Executive decision" 2. **Actions taken by managers** (plan, organize, lead and control) - *\*Fayol's 5 adapted to the "Four" activities that managers perform -- COMMAND and COORDINATE merged into LEAD* - **[PLAN]** Pre-determine the course of action based on goals and objectives - **[ORGANIZE]** arranging and relating activities and resources to accomplish goals and activities - Goal, what resources are needed? How to obtain resources? When to obtain resources? - **[LEAD]** purposeful action toward the outcomes, directing others to where you want the organization to go - **[CONTROL (evaluation)]** reviewing process - What happened? Why did it happen? Quality control checks (CQI) 3. **Resources managed** (money, people, time, materials, and info) - All resources managed can be considered "scarce" - **Financial** -- "money" can be measure of "success" and can be used to obtain the resources - **People** -- teamwork: work with others - **Time** -- finite: time management. Professional vs personal time **Session 1b: Innovation and entrepreneurship** **Describe innovation and entrepreneurship** - Innovation: type of change where new ideas may lead to radical transformative breakthroughs that transform practice environments or incremental improvement in existing products, processes, or services - At the heart of innovation is the entrepreneur who innovates by introducing new products or services, means of production or organizational structure - Entrepreneurship: practice of organizing, managing and assuming risk of a business - Intrapreneur: person who operates as an entrepreneur but is an employee of the organization **Describe key characteristics of entrepreneurship and intrapreneurship** - 5 stages of intrapreneurship process 1. Define the opportunity/problem, including data collection and analysis 2. Building support 3. Mobilizing resources 4. Executing the project 5. Completing the venture +-----------------------------------+-----------------------------------+ | **ENTREPRENEURSHIP** | **INTRAPRENEURSHIP** | +===================================+===================================+ | - Need autonomy & freedom | - Need autonomy & freedom | | | | | - -- | - Must work within existing | | | corporate hierarchy | | - Often starts without existing | | | support networks | - Have an existing support | | | network | | - Have to locate/obtain | | | resources | - Rely on existing | | | organizational | | - Face personal financial risk | funds/resources | | | | | - Image and reputation must be | - Face career risk in the event | | created over time | of failure | | | | | | - Firm can lend its name and | | | reputation to new venture | +-----------------------------------+-----------------------------------+ **Contrast MICRO and MACRO views of entrepreneurship** +-----------------------------------+-----------------------------------+ | **MICRO ENTREPRENEURSHIP** | **MACRO ENTREPRENEURSHIP** | +===================================+===================================+ | Focuses on describing | Focuses on identifying | | **[internal]** | **[external]** | | characteristics associated with | components associated with | | success -- mainly those within | entrepreneurial effectiveness -- | | the actual control or direction | mainly those | | of entrepreneurs (**[internal | **[beyond]** the | | locus]** of control) | immediate direction or control of | | | entrepreneurs (**[external | | 3 schools of thought: | locus]** of control) | | | | | 1. **Entrepreneurial trait** | Key factors: | | | | | Attempt to identify traits | 1. **Environmental** | | among historically successful | | | entrepreneurs (Achievement, | Involves aspects of | | Creativity, Determination, | institutions (values and | | Technical Knowledge) | norms) that create the | | | infrastructure from which | | 2. **Venture opportunity** | entrepreneurs operate | | | | | Seeking resources to obtain, | 2. **Financial/capital** | | develop and implement | | | products, processes, or | Stresses importance of | | services | analyzing and acquiring | | | external fund (cash flow | | 3. **Strategic formulation** | management) | | | | | Process of planning | 3. **Displacement** | | effectively -- leveraging | | | specific resources to be used | Choice to be entrepreneur may | | explicitly for | = being prevented, | | entrepreneurial functions | redirected/displaced from | | | conducting other activities | +-----------------------------------+-----------------------------------+ **Differentiate strategy from operational effectiveness** - Strategy: plan that integrates an organization's major goals, policies, and action sequences into a cohesive whole - Involves: - SWOT analysis - Ask logical questions about ways to deliver value and quality to customers - Strategic positioning: used to help orgs achieve sustainable competitive advantage - Operational effectiveness: conducting activities that are similar to competitors but offering **improvements** - Value to consumers through best practice methods (total quality management, reengineering, benchmarking, six sigma) - Orgs that excel through changing market conditions address both strategy and operational effectiveness **Identify methods to stimulate innovation with organizations** - Set conditions necessary to encourage innovation - Identify the problem/opportunity that you want to innovate - Generate ideas to solve the problem - Experiment and pilot ideas to test how well they work in practice - Share innovations with stakeholders **Define four categories of risk incurred by entrepreneurs** 1. Financial 2. Career 3. Social 4. Psychological **Session 2a: Organizational structure and behaviors** **Discuss what is organizational behavior** - Systematic and analysis of individuals, groups, and organizations - Purpose: predict, understand, and affect human behavior for improvement +-----------------------------------+-----------------------------------+ | **BEHAVIORAL DISCIPLINES** | **ORGANIZATIONAL PRINCIPLES** | +===================================+===================================+ | - Psychology | - Organizations require | | | **knowledge of purpose** | | - Sociology | | | | - **External environments** | | - Social psychology | influence organizations | | | | | - Anthropology | - Center of ANY organization is | | | a **set of VALUES** | | - Political science | (influence the organization) | | | | | | - **Structure** is needed for | | | operational implementation | | | | | | - **Relationships** -- | | | reporting, communication, | | | decision-making, | | | accountability, norms, and | | | rewards are included | | | | | | - **Organizational culture -- | | | system of shared meaning** | | | | | | | | | | | | - **Culture:** understanding | | | and beliefs regarding "how | | | things are done here\..." | | | | | | | | | | | | - Characters by "**core | | | values**" widely held and | | | accepted by the people | | | | | | - **Organizational climate**: | | | psychological atmosphere of | | | the place (trust, morale, | | | employee support) | +-----------------------------------+-----------------------------------+ - ORGANIZATIONAL CULTURE - Hierarchical - Group - Rational - Developmental - ORGANIZATIONAL STRUCTURE - Differentiation -- VERTICAL -- degree of dissimilar units (AKA complexity) - Formalization -- jobs are standardized (pharmacists' scope) - Centralization -- decision-making is concentrated at a single point - Division of Labor -- divides work into specific parts - Unity of Command -- person reports to only one person - Span of Control -- how many persons report to the manager - Departmentalization -- grouping persons according to certain tasks **Describe the elements of traditional and new organization forms** - **[Simple]**: one person runs the entire org - **[Machine bureaucracy]**: complex formal environment with clear lines of authority - Highly efficient in standardized tasks - Boring for employees (mail order Rx) - **[Professional bureaucracy]**: decisions made by professionals who carry out the tasks - **[Divisional]**: autonomous units coordinated by a central headquarter - **[Adhocracy]**: very informal, little centralization, and work done in teams (ex: research development team) - **[Virtual]**: small core of persons - Major functions are outsourced, no departments, centralized decision-making - **[Leaner organization]**: accomplished by *downsizing* (do "more with less") - **[Boundary-less organization]**: - Chains of command are eliminated - Spans of control -- unlimited - Departments replaced by empowered teams - Highly flexible and responds to changing external environment - **[Organizational teams]**: small \# of persons committed to a common purpose - **4 team types:** - **[Work]**: units responsible for production/services - **[Parallel]**: draws members from other sources that the organization does not perform - **[Project]**: one-time output, can draw members from other units and then returns - **[Management]**: coordinate/direct **Identify the different types of teams and their roles** - Work -- units responsible for production/services - Parallel -- draws members from other sources that organization does not perform - Project -- one-time output, can draw members from other units and then returns - Management -- coordinate/direct **Distinguish between formal and informal organizational structure** - **[Organizational structure]** - 3 main aspect: - **[Differentiation]**: degree of dissimilar units (aka complexity) - Vertical: depth of hierarchy - Spatial: organizations units are located - Can have both vertical and horizontal differentiation - Large systems have extensive differentiation - **[Formalization]**: jobs are standardized (pharmacist' scope of practice) - Presence of rules, procedures, technical competence, and impersonality - **[Centralization]**: decision-making is concentrated at a single point - Problems arise when employees are responsible for a goal and have no authority to gather the resources - **[Informal organizational structure:]** - Can influence individual behavior - Communication w/in the organization - Formal communications: meeting (and minutes), memos, reports - Informal communications: "grapevine" rumors, gossip, speculation - Norms and accountability influenced by informal means - Norms: rules of conduct; accountability: achievement **Session 2b: Communicating effectively in the workplace** **Cite the communication skills that pharmacist managers need to be effective in their roles** - Vernal and non-verbal communication: verbal, voice and visual **Explain how relationships affect communication** - Every time 2 people have a communication transaction, a relationship is formed - Transaction may result in positive or negative feelings - These feelings are present in future communications b/w them - Work to establish good rapport with employees **List common communication barriers** - **Physical** [one of the most common in distance] - [Closer proximity] -- more frequently engaged and less strained - Mitigated by regular communication - Can by symbolic: office door/desk - **Status differentials** - [Downward communication]: supervisor sends message to employee (command) - [Upward]: employee sends message to supervisor (inform) - [Minimized by] creating environment which all [employees are free to ask questions and opinions are solicited and valued] regardless of title/position/values - **Time constraints** - Common in pharmacy settings due to work volume - Managers should schedule regular time w/ employees (individually and collectively) - **Word choices/semantic barriers** - When people assign different meanings to words - Avoid jargon - **Cultural and gender-related differences** - Sensitivity to traditions is critical - Appreciating culture difference supports effective communication - Women and men often differ in speaking characteristics and conversational rituals - Women are more likely to be indirect **Apply active listening skills** - **Active listening**: the act of [hearing thoughtful attention] - Material people can understand 400 words/minute - Amount people can speak 150 words/minute - Affected by [the 4's]: - Speaker - Setting - Style - Subject - [Benefits for the manager]: - Learning from what they hear - Employees feel appreciated more cooperation/productivity and better morale - [To improve listening]: - Remove barriers - Focus on conversation - Stop talking and don't interrupt - Discontinue all other tasks and look directly at other party - Listen for the message - Provide response/feedback - [To show employee you are listening]: - Let employee know you hear the message both emotion and content - Probe or ask questions - Advice or provide contents - Paraphrase what person is saying - Provide empathetic response - Use nonverbal communication **Tailor messages appropriately for the intended audience, considering cultural and generational differences** - Messages should contain appropriate language for the audience - Be sensitive to culture/generational/gender differences - Use simple language and avoid jargon - Align messages with employee interests - Communicate in ways that recipient is comfortable with **Determine when passive language is more appropriate than active language** - Passive voice may be a better option when you do not want to - Assign blame - Directly state who did something - Communicate bad news - Should use active voice when an action is required - Appropriate when writing letters, proposal, policies, procedures - [Active voice]: when the subject is performing the action - [Passive voice]: when the subject is acted upon **Describe attributes of effective presentations** - Presentations using PowerPoint should include visual elements 1. Remember you are [telling a story] - use inoffensive humor, startling facts, and/or rhetorical questions 2. Less is more - [Less is 50 words on a slide] 3. Style and formatting are key - Fonts should be consistent and legible - Color contrast should be used (light background/dark text) - [Title box]: no more than 2 lines - Include horizontal and vertical logic 4. Tell what you are going to say and what you have said - Present a map/overview at beginning - Conclusion, do a brief summary - Practice in front of a mirror, use relaxation techniques, nervousness is normal **Session 3a: Managing conflict and building consensus** **Describe positive and negative perceptions of conflict.** - **Positive** - Chance to express opinion and ideas - Can lead to change, opinion expression, invoke visions - **Negative** - Disagreement in which parties see a threat to their needs/interests or concerns - Any situation in which incompatible opinions, values, attitudes, or intentions occur together - Can evoke visions of workplace tension and battles - Mutually beneficial compromise possible if conflict viewed as an opportunity to recognize and appreciate the concerns of others **Recognize the most common causes of organizational conflict.** - Heavier than normal workloads, understaffing issues, introduction of new staff/leaders, scheduling disagreements, high noise levels, new protocols, and procedures, after medication error occurs - [Things causes conflict] - Personal challenge - Communication styles - Personalities - How they approach work - Important to ensure operations are done **[CONSISTENTLY]** to reduce conflict - **In the pharmacy** - Heavier than normal workloads - Understaffed - Intro of new staff members/leaders - Scheduling disagreements - High noise levels - Intro of new protocols or procedures - Not understanding job duties - Impression that pharmacist makes the money, but tech does the work - After a med error has occurred - [Individual perception/opinions/life experiences] influence interpretation of events and create conflict - Weekly check-ins, huddles, etc. at shift changes - **[3 issues are at play when conflict occurs]** - **What happened? conversation** - Someone blaming someone - **The feelings conversation** - Emotions that the conflict brought up - **The identify conversation** - What a situation means to us personally - Am I overreacting? - [Personal values and preferred methods of communication] **Compare the pros and cons of different conflict management approaches.** Thomas-Kilmann Conflict Mode - Competing - Assertive and uncooperative - Win at all costs - Competing - Win-lose - Accommodating - Unassertive - Highly cooperative - Self-sacrificing - Fulfill someone else's needs - Lose-win - Avoiding - Unassertive and uncooperative - Don't pursue ANY interests - Doesn't mean they aren't stressed, they just don't engage - Lose-lose - Compromising - Moderate assertiveness/cooperativeness - Want to find common ground - Worried about the **relationship** - Lose-lose - Collaborating - Assertive and cooperative - Mutually satisfying - Understand opposing views - BUT more time, communication, back and forth - Win-win - Preferred because it focuses energy on attacking the problem instead of individuals - Individuals can operate under every conflict mode - Collaborate w/ people you're close to and compete with those you don't know - You will favor one over the other **Identify the preparation that should occur prior to discussing conflicting needs or points of view.** - Conflict resolution pre-work includes: - Analyzing your own interests and those of others - Defining your desired outcome - Considering natural points of agreement and intersection b/w your interest and others - Listing factors that might derail the conversation and developing strategies to keep convo on track **Summarize the five steps of a collaborative conversation.** 1. Identify the problem 2. Identify all possible solutions 3. Decide which solution is best 4. Determine how to implement the solution 5. Assess the outcome of the solution **Explain the importance of separating interests and positions in a conflict situation.** - **Neutral facilitator** - Separate interest of participants and interest of position - Group establishes ground rules - Common goal **Session 3b: Leading and managing change** **Discuss the importance of change and consequences of maintaining the status quo.** - Orgs that embrace change and meet demand swill be successful while those that are resistant to change may lose competitive edge and market share - Forward thinking and exceptional leadership and management are required to facilitate positive transformation - Change triggers are external, although internal forces may help initiate change - Ability to adapt and change is important when: external environment is turbulent/uncertain, organization is employing competitive strategies **List change drivers associated with pharmacy and health care.** - New opportunities that promote organizational success - Perceived dangers that may decrease organizational success **Cite characteristics of transformational leaders; discuss the differences b/w good managers and transformational leaders.** - Inspire motivation - Exemplify influence - Provide individualized attention and equitable treatment - Courage and initiative to challenge existing norms and boundaries - Facilitate intellectual stimulation - Encourage discussions about possible futures **Outline the eight common errors made during the organizational change initiatives.** 1. Not establishing a great enough sense of urgency 2. Not creating a powerful guiding coalition 3. Lacking a vision 4. Underly or poorly communicating the vision by a factor of 10+ 5. Not removing obstacles to the new vision 6. Not systematically planning for/creating short-term wins 7. Declaring victory too soon 8. Not anchoring changes in the organizations culture **Describe the value of deliberate change methods.** **Explain the critical roles that pharmacy leaders and managers play in advancing organizational change.** - 4 areas in the transformation process where careful analysis is required - Transformation event - Pharmacist leader must be able to effectively communicate logical reasons for change and articulate a clear vision - Employees should have access to someone they can talk to about how change may affect them - Defining problems and opportunities should occur early in the change process - Transformation program - How the transformation should occur and who should lead it is specific to each organization and its external environment - 1^st^ step in transformation is gaining an understanding of the org, and its goals, activities, processes, and stakeholders, etc. - Transformational change requires vision, goals, action plans, resources, skills, behavioral adjustments, positive/negative reinforcements - Transformation outcome - Includes short and long-term achievements - Important to measure change and reward desired behaviors and positive results - Results should encompass the entire process of transformation - Leaders/managers analyze transformation results; communicate answers to stakeholder question - Transformation myth - During any change process managing perceptions is essential - Leaders and managers have little control over effect of perceptions on external stakeholders, but invest time and effort in controlling internal effects of perceptions - Open and frequent communication may limit development of inaccurate perceptions **Design effective interventions to manage resistance to change.** **Define the components of a persuasive campaign for change** - Phase 1: convince employees that change in imperative; demonstrate why new direction is the right one - Phase 2: position and frame preliminary plan; gather feedback; announce final plan - Phase 3: manage employee mood through constant communication - Phase 4: reinforce behavioral guidelines to avoid backsliding