IPAML Finals PDF

PRPM120 [IPAML] - FINALS Aquino, Zuendie Pearl D. | BSP1E According to Bassett and Metzger (1986): MODULE 5: MOTIVATION AND LEADERSHIP When you have a need (a wish, a de...

PRPM120 [IPAML] - FINALS Aquino, Zuendie Pearl D. | BSP1E According to Bassett and Metzger (1986): MODULE 5: MOTIVATION AND LEADERSHIP When you have a need (a wish, a desire, DIRECTING a want, a life requirement), it moves It is the heart of management process. you into action. You stay in action, in Involves guiding and motivating other one form or another, seeking to reach a people to work for a common purpose. goal that will satisfy the need. Yet action A basic management function that ceases when the need is satisfied, and includes building an effective work no action takes place until the need climate and creating opportunity for surfaces. Because what another person guiding, inspiring, overseeing and specifically needs or wants is rarely instructing people towards known, applying the theory is very accomplishment of goals. difficult. Directing is also the act around which all What people want from their work has performances in the organization hinge. changed remarkably little through the It is “getting the job done” with that, it years. A challenging job is a key is important to point out that direction motivator, especially among is one percent giving instructions and 99 professionals, because it allows for a percent seeing to it that the job is done feeling of achievement, growth, efficiently. responsibility, advancement, enjoyment of the work itself, and earned TIPS ON MANAGING PEOPLE recognition. 1. Periodically review each position in the pharmacy. Take a quarterly look at the COMMUNICATION job. Is work being duplicated? Is it Willard and Merrihue describe four principles that structured so that it encourages the managers can use to employee to become involved? Can a ensure effective communication with their part-time person fill the job? employees: 2. Play a private mental game. Imagine 1. Managers should seek to gain the that the pharmacy must get rid of one confidence of their employees. employee. If one person had to go, who 2. Managers should seek to gain the respect would it be? How would the job be of their employees. realigned? 3. There should be good upward and 3. Use compensation as a tool rather than downward communication between viewing it as evil. Reward quality work. managers and employees. Investigate the possibility of using raises 4. Because half of communication is active and bonuses as incentives for higher listening, it is important to listen productivity. carefully to achieve full understanding 4. Remember that there are new ways of of the information received. controlling absenteeism through incentive compensation plans. PROGRESSIVE DISCIPLINE AND DISMISSAL Progressive discipline is defined as a DISTINCT QUALITIES WITHIN HEALTH CARE series of acts taken by management in Health care is distinct from other response to unacceptable performance industries in that it involves the care of by employees. human beings. The role of progressive discipline is to The stakes are appreciably higher, and escalate the consequences of poor there is an absolute necessity for a high employee performance incrementally level of quality in the work performed. with a goal of improving that behavior. Responses by management to MOTIVATING PROFESSIONALS undesirable behavior become Motivation theory revolves around progressively severe until the employee needs, actions, and goals. either improves, resigns, or is Understanding what motivates people terminated from the position. and applying that knowledge can facilitate the development and maintenance of a strong and loyal workforce. 1 EMPLOYEE DISCIPLINE AND DISMISSAL 5. Termination or dismissal Whatever the cause, the pharmacy Usually initiated by the heads of the owner must be ready to deal with the department/unit. fact that discipline or dismissal may be Set the effective date. called for Employee must be notified 2 weeks prior Such actions have to be based on a clear to the dismissal. understanding of the ground rules for employment. IMPROVING EMPLOYEE RELATIONS Disciplinary actions must be prompt, The pharmacy owner needs to be alert commensurate with the violation, and for signs of employee discontent – clearly explained to all affected. slowdowns, tardiness, accidents, Long delays between the time of the excessive waste. employee action and the resulting By identifying and focusing on those disciplinary steps usually viewed as areas where problems are most likely to indecisive. occur, the employer will increase the Some Common Grounds for Discipline or chances of early detection Dismissal Refusal to work or take direction. Disorderly conduct. TYPES OF IMPROVING EMPLOYEE RELATIONS Tardiness and absenteeism. 1. Quick Recognition Poor treatment of customers. - Whether a complaint is serious, valid Stealing from pharmacy or other or resolved to the employee’s employees. satisfaction the longer it lingers Destruction of pharmacy property. before being treated, the more it Violation of safety practices. strains the long-term Alcohol or drug abuse. employer-employee relationship. Gambling while on the job. 2. Airing of Complaints Progressive Discipline - Closely related to this early ⬇ Verbal Warning and Counseling recognition is the need for an outlet ⬇ Formal Written Warning for discontent. ⬇ Final Written Warning - When employees have no established ⬇ Suspension without Pay means of airing complaints, they ⬇ Termination/ Dismissal often resort to counterproductive measures that are more difficult to Sample Disciplinary Procedure recognize. 1. Verbal warning and counseling Counseling should be a cooperative 3. Equitable Resolution attempt at identifying and correcting - Even if the pharmacy owner makes the problem. every effort to identify problems 2. Formal written warning quickly and create an open Used for more serious errors (failure to employer- employee atmosphere, it meet job requirement, violation of rules will be of little value if grievances or policies) or when verbal counseling is are not resolved equitably. ineffective. - Not eliminating the conflict will Explicitly stated and retain a copy in the certainly damage this relationship file 3. Final written warning The final disciplinary action prior to dismissal. 4. Suspension without pay The temporary release of an employee from duty for 30-working days without pay. Used for a more serious incident or repetitions of improper performance/conduct. 2 MOVEMENT OF PERSONNEL TRAIT MODEL: Personal Characteristics of a 1. Transfer Leader - Shifting an employee from one position 1. Physical to another without increasing his ✔ Young to middle-aged duties, responsibilities or pay. ✔ Energetic ✔ Striking appearance 2. Promotion ✔ Tall and slender - Shifting an employee to a new position to which both his status and 2. Social background responsibilities are increased. ✔ Educated at the right schools ✔ Socially prominent upwardly mobile 3. Separation - It can be temporary or permanent, 3. Personality voluntary or involuntary. ✔ Adaptable a. Lay-off – temporary and voluntary. ✔ Aggressive b. Discharge - involuntary and permanent. ✔ Emotionally stable c. Resignation – voluntary and permanent. ✔ Dominant d. Retirement – can either be voluntary or ✔ Self-confident involuntary upon reaching the retirement age of 65. 4. Social characteristics ✔ Charming LEADERSHIP ✔ Tactful ❤ It is the ability to influence the actions of ✔ Popular others. ✔ Cooperative ❤ It is based on the three elements: a. Leader 5. Task-related activities b. Person being led ✔ Driven to excel c. Situation ✔ Ready acceptance of responsibility ❤ Leaders are not always managers, and ✔ Initiative managers are not always leaders. Those ✔ Task-oriented who display characteristics of both are ✔ Good interpersonal skills typically best for organizations. ❤ According to Bennis and Nanus (1985), Behavioral Model/Leadership Styles “Managers are people who do things right 1. Autocratic Style and leaders are people who do the right “I decide” thing.” The manager retains absolute ❤ Managers typically focus on performing the control. job on behalf of the organization, routinely The manager has little confidence in invoking the five functions of planning, their employees’ ability to make organizing, directing, coordinating, and decisions. controlling. In contrast, leaders consider Few meetings. the needs of the organization as well as the needs of the people they are leading 2. Democratic Style ❤ Pharmacists can become leaders within “We decide”. their pharmacy professional organizations, The decision making is shared fully their practice setting, in providing a new between the owner and employees. pharmacy service, or in community The manager has great confidence in organizations. their employees ❤ Students can be leaders in their student Make decisions in the best interest of pharmacy organizations by providing the pharmacy. services to local community organizations It tends to get ego involved in the and providing disease-state management pharmacy. services. Serves to improve their morale and motivation. THEORIES OF LEADERSHIP Many meetings. Concerned with change and with motivating employees to move toward a shared vision. 3. Free Rein Style a. TRAITS MODEL “You decide”. b. BEHAVIORAL MODEL The decision making is given to the c. CONTINGENCY MODEL employee within certain specified limits. 3 Contingency Model The affiliative leader tends not to 1. Task orientation deliver bad news to a person, thus - Leader engages in one-way not allowing the employee to grow or communication by defining the roles change bad habits. of individuals and members of the group. B. Authoritative style - Explain what do, as well as when, Although sounding “bossy,” it is one where, how much, and by when of the most positive styles a leader specific tasks are to be can employ. accomplished. They display self-confidence, empathy, and the ability to develop 2. Relationship orientation cooperation and teamwork when - Leader engages in two-way leading the organization. communication. Leader motivates the team toward a - Provides socio-emotional support, new vision by providing a trusting and uses facilitative versus directive environment in which individuals efforts of bringing about group know their roles in achieving change. organizational goals. Authoritative leader develops the 3. Follower readiness or Maturity end vision while allowing the team to - Individual’s willingness or ability to determine how to achieve the vision accept responsibility for a task. - Possession of the necessary training C. Coaching style or experience to perform the task. Help employees improve performance over the long term. Leadership Style Coach delegates responsibility to - It refers to the approach the manager subordinates for the dual purpose of uses to direct the actions of the achieving outcomes and encouraging employees. employees to develop new skills. - How the manager views and treats employees will have significant effects D. Coercive style on worker’ morale and motivation. Individuals practicing the coercive - The style of leadership selected by a style of leadership demand pharmacy owner depends on several immediate compliance with orders factors: and directives a. Degree of self confidence the Primarily associated with leaders pharmacy owner has. displaying a strong sense of self- b. Degree of confidence the management, but focusing little pharmacy has in subordinates. c. to the survival or success of the E. Democratic style pharmacy. Importance of decisions Democratic leaders use social skill as d. Extent to which employees want the primary means for directing the decision making responsibilities. activities of a group. The democratic style uses STYLES OF LEADERSHIP collaboration and teamwork to gain Whereas many theories help an individual buy-in from constituents. understand how to lead, there remain styles of leadership that a person can adopt to influence F. Pacesetting style the actions and behaviors of others. Pacesetters set high standards of performance for themselves and A. Affiliative style expect others to have the same high Creates harmony and builds standards. emotional bonds. Helps create a feeling of belonging and security through feedback and reward systems. Focus on praise and belonging, though, does not help when there is poor individual performance that needs correction. 4