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MODULE 1 - SCOPE OF PHARMACY MANAGEMENT ACTIVITIES OF PLANNING MANAGEMENT Developing activities - establish the results to be accomplish...

MODULE 1 - SCOPE OF PHARMACY MANAGEMENT ACTIVITIES OF PLANNING MANAGEMENT Developing activities - establish the results to be accomplished. Forecasting - estimate and practice future conditions and ⬧ is defined as the art and science of planning, organizing, events. staffing, directing, and controlling of human efforts and Programming- establish the sequence and priority of resources for the general good within the organizational action step to be followed in achieving objectives. framework and economic environment of the firm. Scheduling - establish a time sequence for program step. Budgeting - allocate resources to achieve an objective within specified period of time. ⬧ a process which brings together resources and unites Developing Policies - establish standing decision that them in such a way that, collectively, they achieve goals or applies to concern to the enterprise as a whole objectives in the most efficient manner possible. Establishing procedures - standardize the work that must be done uniformly if the objectives are to be achieved. LEADERSHIP AND MANAGEMENT ORGANIZING MANAGEMENT it refers to grouping together of people, establishing relationship among them, and defining the authority and a discipline of managing things in the best possible manner. It responsibility that the personnel have. is the art or skill of getting the work done through and with others. a process of identifying all the tasks to be performed within the pharmacy and then grouping them in a logical way. LEADERSHIP 3 steps: quality of influencing people, so that the objectives are attained willingly and enthusiastically. It is not exactly same 1. identification or grouping of the work done as management, as leadership is one of the major elements of 2. delegation of authority and responsibility management. 3. establishment of relationships among them Delegating - the work of a manager is to entrust others with THE MANAGEMENT PROCESS: 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 and exercise authority in conformance with understood and accepted performance standards STAFFING managers must have technical knowledge of the job to be performed and the feel for the human element of how people will fit in their work environments. determines: ▪ positions to be filled PLANNING ▪ job description PLANNING ▪ source of potential applicants formulate objectives, programs, policies, procedures, rules, and ▪ search, interview, and select applicants regulations to achieve the goals of the business. ▪ orient and train the new employee it is related to decision - making as it selects the best - course of action to follow. ▪ and evaluate their performance. it also involves “forecasting” or making decisions in advance. DIRECTING the most critical element of management. is a process which sets personnel goals; establishes work standards; develops leadership style; motivate personnel, 1 trains and retrains personnel; evaluate personnel; discipline the whole organization. These are the presidents, and dismiss personnel as necessary, promote personnel chief executive officers, or senior vice presidents. it involves keeping personnel and other resources focused on 2. Middle managers lead the activities of the the goals of the pharmacy and ensuring that they are used in a supervisors, and in some cases, those of the workers. manner consistent with the policies established by the owner. These are the branch managers, projects managers, farm managers, or finance managers. a continuous process. 3. First-level managers are the lowest level of a process of finding different ways to keep personnel management. These are the production supervisors, productivity and motivated to achieve the goals of the pharmacy. clerical supervisors, school supervisors, or hospital supervisors. They supervise workers or employees. CONTROLLING MANAGER’S ROLE AND SKILL is the process of measuring and correcting the activities of subordinates and the company itself to assure conformity to plans. is the most overlooked management process. it involves periodic assessment of the status of the pharmacy. when properly used, CONTROLLING is the manager‘s fail- safe mechanism. it identifies problems and opportunities in their early stages so as to provide time to take appropriate actions. There are ten basic roles displayed by managers. These are: The following are ways in which control can be maintained: INTERPERSONAL QUANTITATIVE 1. Leadership - the manager coordinates the work of others Financial statements to determine if revenues and and leads his subordinates. this role includes hiring, expenses are within budgeted limits training, motivating and disciplining employees. Inventory 2. Figurehead role - managers perform the duties of a QUALITATIVE ceremonial and symbolic in nature such as welcoming Evaluating levels of patient satisfaction official visitors, signing legal documents etc as head of the Employee performance organization or strategic business unitor department. 3. Liaison role - the manager has to perform the functions of LEVELS OF MANAGEMENT motivation, communication, encouraging team spirit and the like. this role also requires the manager to interact with other managers outside the organization to secure favours and information. INFORMATIONAL 4. Monitor role - the manager seeks and receives information concerning internal and external events so as to gain understanding of the organization and its environment. 5. Spokesperson role - managers also perform a spokesperson role when they represent the organization to 1. Top managers are the top executives of the outsiders. Manager is required to speak on behalf of the organization. They are involved in the operations of 2  organization and transmit information on organization’s 7. Write and communicate the plan. plan, policies and actions. 8. Monitor progress toward meeting goals and objectives. 6. Disseminator role - Manager disseminates the information, he collects from different sources and PRINCIPLES OF MANAGEMENT through various means. He passes some of the privileged information directly to his subordinates, peers and ⬧ Henry Fayol superiors who otherwise have no access to it. ⬧ French Industrialist DECISIONAL ⬧ The first to issue a complete statement on a theory of general management 7. Resource allocator role - Setting up of a time schedule for ⬧ He provided the “14 Principles of Management” the completion of an operation or approval of expenditure on a particular project, etc., are the functions which the managers perform in the role of a resource allocator. 14 PRINCIPLES OF MANAGEMENT 8. Disturbance handler role - managers take corrective 1. DIVISION OF WORK action to response to previously unforeseen problems. Disturbance handler role presents the manager as the ⬧ Assignment of specialized jobs to various involuntarily responding to pressures. For example, worker departments and/or positions. strike, declining sales, bankruptcy of a major customer etc. ⬧ Work specialization is the best way to use the human resources of the organization. 9. Negotiator role - the manager represents the organization in bargaining and negotiations with outsiders and insiders, 2. PARITY OF AUTHORITY & RESPONSIBILITY in order to gain advantages for his own unit. ⬧ Managers must be able to give orders. 10. Entrepreneurship role - as an entrepreneur, the manager ⬧ Authority gives them this right. is a creator and innovator. He initiates and oversees new products that will improve their organization’s ⬧ Responsibility arises wherever authority is exercised. performance. MODULE 2 - PLANNING PHARMACY OPERATIONS 3. SPAN OF CONTROL ⬧ The specific and limited number of subordinates PLANNING that a manager can effectively handle and control ⬧ The principle of span of control states that there are ⬧ Also known as FORETHOUGHT only so many employees a manager can effectively ⬧ It is the process of thinking about and organizing the supervise. activities required to achieve a desired goal. 4. UNITY OF COMMAND ⬧ It represents the purposeful efforts taken by an organization to maximize its future success. ⬧ Every employee should receive orders from only one ⬧ It involve more than just managers at high levels, but superior. it also involve front line employees. ⬧ Time and resources are invested in this stage for 5. UNITY OF DIRECTION better outcome. ⬧ There should be one boss and one plan for a group of activities having the same objective. STEPS IN THE PLANNING PROCESS 1. Define or orient the planning process to a singular 6. SCALAR CHAIN purpose or a desired result (vision/mission). 2. Assess the current situation. ⬧ In any organizational structure, ultimate authority 3. Establish goals. rests at the top and flows downward. 4. Identify strategies to reach those goals. 5. Establish objectives that support progress toward those ⬧ Scopes of the limits to authority and responsibility goals. must be well delineated on paper as well as in the 6. Define responsibilities and timelines for each objective. minds and actions of employers and employees. 3  ⬧ This is especially true in hospitals where there 9. STABILITY OF TENURE potentially can be many “bosses” ⬧ Employees should be given enough time and period to prove his worth to the company. 7. SUBORDINATION OF INDIVIDUAL INTEREST TO GENERAL INTEREST 10. “ESPRIT DE CORPS.” ⬧ The interest of one employee or group of ⬧ This principle explains that “in union there is employees should not prevail over the interest of strength.” the business. ⬧ It emphasizes the need for teamwork and the importance of communication in obtaining it. 8. CENTRALIZATION ⬧ It is the extent to which authority is concentrated. It is a system of management wherein major policies are made only by the top management. 11. SIMPLICITY 13. EQUITY ⬧ Unnecessary elements should be eliminated from ⬧ It results from kindness and justice. all activities as well as from the process and procedures established for carrying them. 14. REMUNERATION ⬧ The method of payment should be fair and should 12. ORDER afford the maximum possible satisfaction to ⬧ Ensure that there is a place for everything. employees and employer. This principle is based on “equal pay for equal work.” TYPES OF PLANNING IN PHARMACY ORGANIZATIONS Many different types of planning activities occur within pharmacy organizations. The most common types include: ⬧ business planning, ⬧ resource planning, ⬧ financial planning, ⬧ organizational planning, and ⬧ operational planning, ⬧ strategic planning. TYPE PURPOSE CHARACTERISTICS To ensure that the organization is doing the right things. Long term (5–20 years); scope includes all aspects of Strategic Addresses what business the organization is in, or ought to the organization; viewpoint is external—how the Planning be in, provides a framework for more detailed planning and organization interacts with or controls its environment. day-to-day decisions. Short term (1–5 years); scope is specific to the To ensure that the organization is prepared perform the Operational immediate actions that need to be taken to move the immediate tasks and objectives to meet the goals and Planning organization forward; viewpoint is internal -day-to-day strategy of the organization. accomplishment of tasks. To determine the feasibility of a specific business or Short term (1–5 years); can be used to make decisions Business program. Business planning is used to make a decision to start a new business, expand a business, or terminate Planning about investing in and moving forward with a program. a business. To ensure the resources necessary to achieve the goals Midterm (1–10 years); scope is specific to the resource and strategy of the organization. Resource planning can be or resources defined in the plan—specific resources may Resource comprehensive (all resources needed to achieve goals and include human resources, information/ technology Planning strategic plan of the organization) or can focus on a specific resources, financial resources, capital and facilities; type of resource. viewpoint is internal. Organizationa To ensure that an organization is organized appropriately to Midterm (1–10 years); scope specific to the structural l Planning meet the challenges of the future. Key elements include aspects of the organization including divisions, reporting 4  reporting relationships, definition of responsibilities, and relationships, coordination, control; viewpoint is definition of authorities. internal—how the company organizes itself. To provide a fall back option or direction should the original strategy of the organization fail or should something Short-to-long term (1–20 years); scope is specific to the Contingency unexpected occur. Contingency planning can occur for a particular situation that may occur; viewpoint is both Planning specific anticipated situation, the most common of which external (if the situation is created in the environment) are business-related crises (such as a labor strike), natural and internal. disasters, and changes in management personnel. ⬧ The mission is the purpose of the company. STRATEGIC PLANNING ⬧ The mission statement defines what the company does STRATEGIC PLANNING or is. ⬧ the process of selecting an organization‘s goals, ⬧ It is a statement of the present going ahead into the determining the policies and programs near future. ⬧ necessary to achieve specific objectives until goals are ⬧ It is a document written to create a sense of purpose for customers and employees. met. ⬧ The mission statement should be short ⬧ it is also about establishing methods necessary to ⬧ It focuses on the common purpose of the organization ensure that the policies and strategic programs are implemented. ⬧ The mission statement should help to differentiate the company from others that provide the same products or ⬧ Most essential of these statements are the vision services. statement and the mission statement. OBJECTIVE AND GOALS VISION AND MISSION Objectives - are established at organizational, departmental, or individual level. It has something to do VISION with the direction in which an individual or organization wants to move. ⬧ The vision is what the pharmacy organization wants to be at some future time point. Goal - prescribes a definite scope and suggests direction to maximize the efforts of a manager. ⬧ The vision statement should be short. ⬧ The vision statement should make people think and OPERATIONAL PLANNING should motivate people to strive for something greater. ⬧ It is the process of mapping out the actions ⬧ A company vision statement should inspire employees necessary to accomplish short-term objectives. to create a different future for the organization. ⬧ It focuses on determining the day-to-day activities ⬧ The vision of the organization is used in the strategic that are necessary to achieve the long-term goals of planning process as both the beginning point and the the organization. end point. ⬧ Strategic planning defines what to do, and ⬧ That is, once the vision is set, then strategic planning is operational planning defines how to do it. about how to reach that end point. ⬧ The operational plan is an outline of the tactical ⬧ The vision is also used to define the mission of the activities or tasks that must occur to support and organization implement the strategic plan—sometimes called tactics. MISSION MODULE 3 - ORGANIZATIONAL BEHAVIOR IN PHARMACY 5 ORGANIZING ⮚ Organizing is important to the management system it is the process of grouping together of men and because it is the primary mechanism that managers use establishing relationships among them, defining the to activate the plans. authority and responsibility of personnel. ⮚ Organizing creates and maintains relationships between all organizational resources by indicating which it is the process of establishing orderly uses for all resources resources are to be used for specified activities and when, within the management system. where, and how they are to be used. a primary focus of organizing is determining both what ⮚ Organizing effort helps managers minimize costly individual employees will do in an organization and how weaknesses, such as duplication of effort and idle their individual efforts should best be combined to advance organizational resources the attainment of organizational objectives. THE BASIC PROCESS OF ORGANIZING FOLLOWS A SERIES OF SEVEN STEPS: The Five Main Steps of the Organizing Process 1. Define the goals of the pharmacy. 2. Identify and define each task to be completed. 3. Group related tasks into jobs that can be assigned to an employee. 4. Group into job units that are related in some manner (e.g.,skills needed, a facet of pharmacy operations). 5. Assign a manager to each unit and provide the manager with necessary authority and responsibility to complete the jobs within the unit. 6. Arrange these units relative to one another both horizontally and vertically and establish who reports to whom. 7. Establish a control system for measuring the progress and achievements of each group. The first step the pharmacy manager would take to initiate THE NATURE OF ORGANIZATION the organizing process would be to reflect on the pharmacy’s Organization refers to the designated structure of the plans and objectives. activities, processes and people who make up the business. The second and third steps of the organizing process focus It is the executive structure of a business, a framework or on tasks to be performed within the management system. backbone by which the work of a business provides the The fourth organizing step is determining who will dispense, required channels, points of origin, and flow of management who will do the patient counselling, who will prepare the direction and control. medicines, and what the details of the relationship between PRINCIPLES OF ORGANIZATIONAL STRUCTURE the pharmacists will be. Organizational structure is the division of activities for In the fifth step, evaluating the results of the implemented executives, departments, and group of workers. organizing strategy, the pharmacy manager gets feedback on how well the strategy is working. If the structure is logically designed, functionally correct and competently staffed, the business has laid much of the FUNDAMENTALS OF ORGANIZING groundwork towards eventual achievement of goals. 1. The structure must reflect objectives and plans because Every company should have a chart of its organization so the activities of the organization are based on them. that the structure may be visualized as a whole. 2. The structure must reflect authority given to top and middle management. 3. The structure should reflect their external environment Three Major Aspects of Organizational Theories to permit contributions by members of the group and to help people gain objectives efficiently and effectively. 1. Differentiation or Complexity refers to the degree to 4. The organization must be manned – consider people’s which units are dissimilar. limitations, customs, and traditions. 2. Formalization refers to the degree to which jobs in the IMPORTANCE OF ORGANIZING organization are standardized 3. Centralization refers to extent to which decision making is concentrated at a single point in the organization. TYPES OF DIFFERENTIATION: 6 1. HORIZONTAL DIFFERENTIATION CENTRALIZATION ⮚ degree of differentiation based on how many different types of either people or units are included ⮚ Centralization refers to the extent to which decision in the organization. making is concentrated at a single point in the ⮚ can also take the form of multi-ownership of a organization. variety of related industries 2. VERTICAL DIFFERENTIATION. ⮚ Usually the very top levels of management make most of the policy decisions in a centralized ⮚ it refers to the depth of the organizational organization. hierarchy. ⮚ one key feature of an organization is the chain of ⮚ More recently, the trend has been to decentralize command, or the number of levels between the decision making and move it down in the organization to lower levels of management and/or owner or president of the organization and the staff. even to staff-level employees. ⮚ it typically is represented by ORGANIZATIONAL CHART. ORGANIZATIONAL CHART ⮚ an organizational chart depicts the reporting Purposes: relationships and the hierarchy of authority in an organization. a. assists one to view the firm‘s structure as a whole b. assists management to divide the different duties or 3. SPATIAL DIFFERENTIATION. functions in the business c. shows the grouping of departments for easier direction and control of activities ⮚ It is the degree to which the location of an d. sorts the responsibilities of the positions so that organization‘s units is in one place or spread across time and effort are not duplicated and wasted. several locations. Types of Organizational Structures ⮚ Spatial differentiation can also occur when different FORMAL departments are located in different areas ⮚ As organizations spatially differentiate, more it serves as a basis for customizing a structure to meet the preferences of the owner and the goals of the pharmacy. coordination between these units is necessary. INFORMAL ⮚ Spatial differentiation is also related to the amount of it can strengthen the cohesiveness within the pharmacy horizontal and vertical differentiation. and it can increase the chances of goal achievement for all. FORMALIZATION include: Formal Organizational Structure ⮚ Presence of rules -the degree to which the behavior it is essential that everybody within the pharmacy understand of organizational members is subject to his or her position, reporting relationships, and tasks to be organizational control performed. 1. LINE ORGANIZATION ⮚ Procedural specifications -the extent to which organization members must follow organizationally ⬧ it refers to a direct straight-line responsibility and defined techniques in dealing with situations they control from the top management. encounter ⬧ all personnel are involved in some facet of the ⮚ Technical competence - universal standards are preparation and sale of the pharmacy’s prescription and used in the personnel selection and advancement non-prescription merchandise. process ⬧ managers have the right to demand compliance in their subordinates ⮚ Impersonality -the extent to which both organization members and outsiders are treated ⬧ found mostly in small pharmacies that employ without regard to individual qualities. relatively few people – typically three to eight. 7 ⬧ this method is the most effective and efficient in a ⮚ a homogenous group of employees that is too large small pharmacy to be effectively supervised by one person can be grouped on the basis of numbers. ⮚ Direct straight-line responsibility and control is established from the general manager to the department or section head on the same level of authority is independent of the other. 3. ORGANIZATION BY FUNCTION ADVANTAGES OF LINE ORGANIZATION ⮚ it is applied to situations where there is considerable diversity in jobs and skills required to perform them ‫٭‬ Easy to obtain quick, decisive action. satisfactorily. ‫٭‬ Easy to define responsibility ‫٭‬ Lower overhead expenses DISADVANTAGES OF LINE ORGANIZATION ‫٭‬ Load on each department head increases ‫٭‬ Instructions are not given directly to the worker who is to execute the orders ‫٭‬ Less acquisition of expert knowledge in a particular field and wide experience of the line executives 2. LINE-AND-STAFF ORGANIZATION Professional functions would include prescription dispensing, ⬧ this form of organization is the most common for larger patient consultation, patient drug record system, home health aids pharmacies that have experienced degree of success. Merchandising functions would include purchasing, inventory ⬧ line management still is held responsible for the control, display advertising and personal selling, except operations of the business but are now assisted by prescription and professional goods. technical specialists. Financial functions would include the general financing, budgeting, accounting, operational analysis and control. Personnel functions would include recruiting, selecting, firing, training, employee performance evaluation, wage determination RESULTS OF GOOD ORGANIZATION Informal Organization Structure ⮚ Establishing responsibility and preventing —buck 1. ORGANIZATION BY TIME passing ⮚ one of the easiest methods for organizing a ⮚ Providing easier communication. homogenous group of employees is on the basis of ⮚ Eliminating jurisdictional disputes between their working hours. individuals. ⮚ Helping develop executive ability. ⮚ Aiding in measuring a person's performance against his charges and responsibilities. ⮚ Aiding in equitable distribution of work, functions, and/or personnel supervision. 2. ORGANIZATION BY NUMBER 8  establishing employment policies is a critical importance to ⮚ Permitting expansion and contraction without the staffing process seriously disrupting the structure. by having these, both management and prospective ⮚ Pointing out —dead-end jobs: employees will understand what employment with the pharmacy means. DELEGATION OF TASKS 1. LICENSING AND REGISTRATION. DELEGATION ⮚ pharmacist, have to be licensed and adhere to it is the process of entrusting and transferring responsibility and authority by the top management to the requirements for continuing education. lowest level. 2. HOURS it is a skill that the manager performs effectively if he practices it. ⮚ a major issue is the number of hours per week, the number of days per week, evening and holiday work, Elements of Delegation and the time and methods of payment for both regular and overtime work. 1. Responsibility – this is the work or duty assigned to a particular position. 3. COMPENSATION 2. Authority – refers to the power or the right to be obeyed. It is the sum of the power and rights entrusted ⮚ the bulk of a person’s earnings come from a base to make possible the performance of the work delegated. salary or wage and incentives like bonuses. 3. Accountability – is the answerability of the obligation to competitive wages must be paid to attract and perform the delegated responsibility and to exercise the retain competent personnel. authority for the proper performance of the work. It cannot be delegated. 4. FRINGE BENEFITS Types of Authority ⮚ health insurance, discounts on merchandise, pension plans, and other benefits can play a major role in a. TRADITIONAL – it is the right to give others orders and staffing. the power to exact obedience. b. BEHAVIORIST/SOCIAL SCIENTIST – they believe that 5. VACATIONS authority is given by subordinate to superior. c. FUNCTIONAL – authority based on expertise and ⮚ how long will vacations be? when can they be taken? specialization while it is important for employees to have a vacation time, such scheduling cannot be allowed to disrupt MODULE 4 - HUMAN RESOURCE MANAGEMENT IN the operation of the business. PHARMACY 6. TIME OFF STAFFING ⮚ to what extent will employee be allowed time off for a process of acquiring, deploying and retaining workforce of sufficient quantity and quality, to create personal needs, emergencies, holiday, birthdays. positive impacts on the organization’s effectiveness 7. TRAINING comprises the recruitment processes leading to the employment of the staff. ⮚ each employee should be given adequate training done by the human resources management for the job HUMAN RESOURCES MANAGEMENT (HRM) ⮚ In a small pharmacy, responsibility for training is often vested with the owner who may or may not be Human resources management (HRM) is defined as the a good teacher. In chain and hospital settings, process of achieving organizational objectives through the professional training staff may be in place to management of people. undertake this function. Tasks includes recruiting, hiring, training, developing, and 8. GRIEVANCES firing employees. ⮚ conflicts with employees will occur. the best course PERSONNEL POLICIES of action is to plan for them and establish a 9  procedure for handling grievances in an expeditious ⮚ Job Description manner. JOB ANALYSIS 9. PROMOTION ⮚ Before a manager begins to recruit and select ⮚ a major consideration in the staffing process is employees, he should perform certain analyses and whether higher level positions can be filled from describe the jobs or functions for his pharmacy. within the pharmacy. JOB SPECIFICATION ⮚ promoting an insider as opposed to hiring an outsider is a sensitive matter, and one that affects the ⮚ emphasizes personal qualities pharmacy’s ability to retain good employees. ⮚ it provides the basis for selecting the right 10. PERSONNEL REVIEW employees for each position in the pharmacy ⮚ will there be a review of employee performance? ⮚ A statement of the human qualifications necessary what factors will be included in such a review? how to do the job. usually contains items as: will the reviews be used? Education Experience 11. TERMINATION Training Skills ⮚ clear written policies must be developed to make JOB DESCRIPTION the termination as clear as possible from both an operational and legal standpoint. ⮚ emphasizes the work elements to be performed RECRUITING APPLICANTS ⮚ it is the statement that identifies what the job Process of attracting job candidates with the right consist of and who are the supervisors to whom characteristics and skills to fit job openings. they are accounted for. ⮚ A statement containing items such as: The preferred recruiting method is to begin with a large number of possible job candidates and then give serious Job title considerations to a much smaller number. Job summary Duties Recruitment activities start with thorough understanding of Supervision given the position to be filled so the broad range of potential Working conditions employees can be narrowed intelligently. Step 2: Requisition of New Employee Candidate Interview Strategic Human Resource Planning Application ⮚ It is a process of anticipating and providing for the Opportunity movement of the people into, within, and out of an Skills organization to support the firm's business strategy. Career 4 STEPS OF STRATEGIC HUMAN RESOURCE PLANNING: Job analysis is aimed at determining a job description and a 1. Planning for future needs job specification 2. Planning for future turnover 3. Planning for recruitment, selection and lay offs STEPS IN RECRUITMENT 4. Planning for training and development Step 1: Job Analysis, Job Specification, and Job Step 2: Actual Recruitment of Applicants Descriptions 1. INTERNAL SOURCES/INTERNAL RECRUITING ⮚ Job Analysis ⮚ Most internal movements are promotions. ⮚ Job Specification 10  ⮚ Many organizations post or circulate announcements of 1. Completed indicates request only the job applicant’s career information that anticipated job openings among employees before they objective predicts success in the job attempt to recruit applicant externally. 2. Initial provides a quick asks questions 2. EXTERNAL SOURCES/EXTERNAL RECRUITING Screening evaluation on the on experience, applicant salary 1) Advertising 3. Testing measures may include ⬧ Advertising a position is open in one way of applicant’s job, computer skills, and ability testing, reaching the full spectrum of possible applicants. to learn on the software, job handwriting, ⬧ Advertising in professional journals and other analysis, lie periodicals can be an effective method of detector tests, recruiting staff pharmacist and pharmacy and urinalysis managers. 4. Background checks calls the 2) Drop-ins Investigation truthfulness of applicant's applicant’s previous ⬧ help wanted sign in a pharmacy’s window is a resume or supervisor (with application form permission) and specialized form of advertising confirms 3) Public employment agencies information from applicant 4) Private employment agencies 5. In-depth finds out more conducted by the 5) School placement selection about the manager to interview applicant as an whom the 6) Walk-in individual applicant will report ⬧ People who show up in the forum without 6. Physical Ensures effective others invitation examination performance by performed by applicants; the company's 7) Write-in protects other medical doctors. employees ⬧ People who write unsolicited job seeking letters against diseases; establishes 8) On-line recruiting health records on applicant; ⬧ Major source of recruiting job candidates from a protects from lot of websites unjust work's SELECTION compensation claims A process of choosing which people would best fill specific 7. Job offer fills a job vacancy offers a salary jobs or position plus benefit package Management must have a procedure for screening applicants - a means of sorting out the qualified from the unqualified. ADMINISTERING EMPLOYMENT TESTS An established procedure ensures that all relevant questions 1. Job proficiency test are asked and information obtained. ⮚ the applicant is given the opportunity to demonstrate STEPS IN THE SELECTION PROCESS occupational skills PROCEDURES PURPOSES ACTIONS AND 2. Psychological test TRENDS ⮚ includes aptitude tests, personality tests and interests’ tests. 11 ADMINISTERING EMPLOYMENT TESTS- Aptitude test – measure the potential of performing the job TRAINING satisfactorily, given sufficient training. “Mental ability test”. is important to the employee’s and the pharmacy’s success Personality test – measure personal traits and because a person who is not well prepared for a job will most characteristics that could be related to job performance. likely do unsatisfactory work and never reach his or her full potential. Interests test – measure preferences for engaging in certain activities and interest in specific occupations; designed to The purpose of training is to help employees meet the indicate whether a person would enjoy a particular activity or changing demands of their jobs. occupation Training comes in two primary forms: orientation and job 3. Integrity test training. ⮚ test that measures “social conscientiousness” the The purpose of orientation training is to welcome new extent of a person’s integrity as it relates to job employees, present a positive first impression, provide behavior. information that will permit them to settle into their new responsibilities, and establish early expectations of EMPLOYEE ORIENTATION performance and behaviour. Newly Hired Employees Job training helps current employees learn new information and skills to do their jobs and refresh capabilities that may ⮚ Be oriented to the pharmacy and the position. have diminished over time. ⮚ Be trained so that the work will be done properly. TRAINING METHODS ⮚ Be told that future advancement within the The kind of training program used will depend on the type of job and whether the employees are being prepared for pharmacy will be based on the job performance. management or non-management positions. THE ORIENTATION PROCESS A. MANAGEMENT TRAINING & DEVELOPMENT An orientation program may span several days, weeks, or even 1. On-the-Job training (OJT) months depending on the job and pharmacy. While the employee may not be working to full capacity, at On the first day , the new employee should meet other least some productivity is gained during the training period. employees and learn about the physical facilities and the pharmacy's processes and policies. Training involves showing how to do the job and letting the employee actually perform the tasks In chain and hospital settings, the employee also needs an orientation to the parent company's operating processes and 2. Job Rotation policies. Employees trade jobs on a relatively frequent basis during EMPLOYEES HANDBOOK the training period so that each has an opportunity to manage a whole spectrum of positions. It is possible to familiarize the new employee with pharmacy policies and procedures through a simple explanation during Not only do employees gain a broader perspective; they the first day or two of employment. develop their expertise in every major aspect of the pharmacy’s operations An employee handbook also can be of considerable value in 3. Creation of “assistant to” positions future cases of labor disputes. A document that contains the goals policies, and procedures Make the trainee an “assistant to” relevant to the employee and the job he/she is assuming. He/she does odd jobs and essentially watches and learns the various processes and procedures and performs in a staff or EMPLOYEES TRAINING & DEVELOPMENT advisory position Whether a new employee is brought in to fill a position or the 4. Off-the-Job Training job is being staffed by an existing employee, some degree of training will be necessary. Training off the premises. 12 Seminars, college courses, and the like may be a better 6. Service Incentive Leave (Vacation) - every employee who preparation for serving the pharmacy’s needs. has rendered at least one year of service shall be entitled to a yearly service incentive leave of five days with pay. These usually are paid for by the pharmacy and may be taken 7. Service charges - service being purchased. during working hours. 8. Separation pay – compensation that will be granted to employees who have resigned from work 9. Retirement pay - cash benefit paid either in monthly B. NON-MANAGEMENT TRAINING & DEVELOPMENT pension to an employee who can no longer work due to New employees in non-management job also must be trained old age - the process maybe less time consuming, complex and 10. 13th Month pay expensive than training future managers. 11. Maternity benefits 12. Paternity leave Non-management people are the mainstays of the pharmacy, so they should also be trained. Module 5: PRINCIPLES OF DIRECTION 1. On-the-Job Training DIRECTING Most frequently used training methods for ⬧ It is the heart of management process non-management positions, jobs tend to be routine, and employers typically do not want to invest considerable sums ⬧ Involves guiding and motivating other people to work of money in training. for a common purpose 2. Apprenticeships and Internships ⬧ A basic management function that includes building an effective work climate and creating opportunity for Jobs that require extensive training and practice often are guiding, inspiring, overseeing and instructing people handled on an apprenticeships or internships basis. towards accomplishment of goals Such preparation may take several years and utilizes both on- and off-the-job training. PERSONNEL One of the most valued of all assets in any business that WAGE does not appear in the balance sheet -the pharmacy employees. The salary level of employees must be reasonably close, but it should not be more than the pharmacy can afford or more The quality and loyalty of the personnel often make the than what is commensurate with the duties of the job. difference between a pharmacy's success or failure. Establishing the salary should include a process of examining Good personnel relations motivate people to perform over what comparable people are making and what the and beyond their "call of duty" pharmacy can afford to pay. BENEFIT PROGRAMS MANAGING THE WORKFORCE Modern management recognizes the need to foster good ⮚ Benefit programs should be assessed in conjunction with employee relations. the wage programs since they can be very expensive if Concerted efforts must be made to provide a work not administered properly. environment conducive to success. ⮚ Some of the common benefits are vacations, holidays, This involves cultivating morale, developing appropriate group insurance, bonuses, saving plans, profit sharing, leadership styles, making a continuous effort to do their stock options, and several services best, and constructively evaluating their performance LABOR STANDARD LAWS TIPS ON MANAGING PEOPLE 1. Minimum wage – the basic salary for a month 1. Periodically review each position in the pharmacy. Take a 2. Holiday pay - benefits quarterly look at the job. Is work being duplicated? Is it 3. Premium pay – additional compensation for work structured so that it encourages the employee to become performed involved? Can a part-time person fill the job? 4. Overtime pay – work performed beyond normal working 2. Play a private mental game. Imagine that the pharmacy hours. must get rid of one employee. If one person had to go, who 5. Night Shift Differential - extra pay for work rendered would it be? How would the job be realigned? anytime between 10 p.m. and 6 a.m. 13  ⬧ Everyone likes to feel independent and self confident, 3. Use compensation as a tool rather than viewing it as evil. and wants to be recognized and appreciated from Reward quality work. Investigate the possibility of using raises time to time. and bonuses as incentives for higher productivity ⬧ If the opportunity for ego satisfaction is not present, 4. Remember that there are new ways of controlling employees will certainly look elsewhere. absenteeism through incentive compensation plans When the employer provides the opportunity for employees to achieve their ego needs through work experience, jobs take on added personal value. PERSONAL GOALS 5. Self Actualization Needs Employees bring aspiration to the pharmacy in the hope that they will be satisfied. ⬧ While few ever really achieve this, it is important that Abraham Maslow in 1943 suggested that there are five people have the opportunity to try. different sets of needs that the employer must satisfy. ⬧ When employees feel they have gone as far as they can Thus one set of goals does not become of much importance with the pharmacy, but still are not fully satisfied, they until more basic, lower level goals must be satisfied. either look to other opportunities for employment or lose interest in their jobs PERSONAL GOALS SUGGESTION SYSTEM 1. Survival or Physiological Needs A method that provides a confidential means for employees ⬧ For the employer, it is important that the employees to air their complaints and make positive recommendations for pharmacy improvement. earn enough to survive economically. Interview and surveys tent to be more expensive to develop ⬧ Wages well below the levels needed to purchase food and may be inaccurate if the employees perceive any danger in and shelter make it necessary for the employee to work being honest. elsewhere. 2. Safety and Security Needs Nevertheless, they are useful in spotting troubles in their early stages. ⬧ In addition to being physically safe, most people work more productively when they feel secure in their In addition, the simple fact that the employer cares enough to positions ask employees often bolsters morale by itself ⬧ The fear of being fired or laid off is not conductive to Employees may have many good ideas for improving the high levels of productivity. preparation or sale of the pharmacy's products and services, but they be reluctant to suggest them because: ⬧ By maintaining rigorous standards in hiring and Fear that the management will think of it as a reflection on continually training employees, it becomes less likely them for not having thought of the idea that they will need to be fired. ⬧ Building a stable work environment is a common goal. Believe that the pharmacy will get the benefit from the suggestion and they get none 3. Social Needs ⬧ The desire to belong and to be accepted by others, Afraid that suggesting a new and untried idea will make them appear peculiar in the eye of fellow employees and especially by the peer group, is important. management ⬧ The employer must make sure that both the trainee and the work group understand the role and position of the FIVE ELEMENTS OF AN EMPLOYEE SUGGESTION new employee. SYSTEM 1. A suggestion box to keep employees reminded of the ⬧ Mutual acceptance should be cultivated to establish the plan and to receive their ideas type of working environment that will satisfy the social 2. An administrator to gather suggestions, obtain needs of al evaluations from operatin officials concemed, and otherwise see to the smooth functioning of the 4. Esteem or Ego Needs suggestion system 3. A committee to consider suggestions and approved afterwards 14 4. Recognition and rewards for ideas that are accepted ✔ Self-confident and suitable explanations for those that are not 5. A follow up system to see that good ideas are put to use, 4. Social characteristics either immediately or whatever changing conditions make ✔ Charming applicable ✔ Tactful LEADERSHIP ✔ Popular ⮚ The art or process of influencing people so that they will ✔ Cooperative strive willingly and enthusiastically towards the 5. Task-related activities achievement of group goals ✔ Driven to excel LEADERSHIP STYLE ✔ Ready acceptance of responsibility ⮚ It refers to the approach the manager uses to direct the ✔ Initiative actions of the employees ⮚ How the manager views and treats employees will have ✔ Task-oriented significant effects on worker' morale and motivation ✔ Good interpersonal skills THEORIES OF LEADERSHIP Behavioral Model: LEADERSHIP STYLES ⮚ concerned with change and with motivating Autocratic employees to move toward a shared vision ⮚ "I decide" ⮚ The manager retains absolute control ⮚ The manager has little confidence in their employees' ability to make decisions ⮚ Few meetings Democratic ⮚ "We decide" Trait Model: Personal Characteristics of a Leader 1. Physical ⮚ The decision making is shared fully between the owner ✔ Young to middle-aged and employees ✔ Energetic ⮚ The manager has great confidence in their employees Make decisions in the best interest of the pharmacy ✔ Striking appearance ⮚ It tends to get ego involved in the pharmacy ✔ Talk and slender ⮚ Serves to improve their morale and motivation 2. Social Background ✔ Educated at the right schools ⮚ Many meetings Free Rein ✔ Socially prominent upwardly mobile ⮚ " You decide" 3. Personality ✔ Adaptable ⮚ The decision making is given to the employee within certain specified limits ✔ Aggressive CONTINGENCY MODEL ✔ Emotionally stable ⮚ examines the relationship between the characteristics of ✔ Dominant a given situation and a leader's behavior 15  Democratic leaders use social skill as the primary means for directing the activities of a group. The democratic style uses collaboration and teamwork to gain buy-in from constituents PACESETTING STYLE Pacesetters set high standards of performance for themselves and expect others to have the same high standards. 4 SYSTEMS OF MANAGEMENT System 1 LEADERSHIP STYLE EXPLOITIVE-AUTHORITATIVE ⮚ refers to the approach the manager uses to direct the ⮚ Its managers are highly autocratic actions of employees. ⮚ Have little trust to subordinates AFFILIATIVE STYLE ⮚ Motivate people through fear and punishment and only creates harmony and builds emotional bonds helps create a feeling of belonging and security through occasionally rewards feedback and reward systems ⮚ Engage in downward communication focus on praise and belonging, though, does not help when there is poor individual performance that needs ⮚ Limit decision-making to the top correction System 2 The affiliative leader tends not to deliver bad news to a BENEVOLENT-AUTHORITATIVE person, thus not allowing the employee to grow or change bad habits. ⮚ Its managers have a patronizing confidence and trust to subordinates AUTHORITATIVE STYLE although sounding "bossy" is one of the most positive ⮚ Motivate with rewards and some fear and punishments styles a leader can employ ⮚ Permit some upward communication display self-confidence, empathy, and the ability to develop cooperation and teamwork when leading the ⮚ Solicit some ideas and opinions from subordinates organization leader motivates the team toward a new vision by ⮚ Allow some delegation of decision-making but with close providing a trusting environment in which individuals policy control know their roles in achieving organizational goals authoritative leader develops the end vision while System 3 allowing the team to determine how to achieve the vision CONSULTATIVE COACHING STYLE ⮚ Managers have substantial but not complete confidence help employees improve performance over the long term and trust in subordinate coach delegates responsibility to subordinates for the dual purpose of achieving outcomes and encouraging ⮚ Usually try to make use of subordinates' ideas and employees to develop new skills opinions ⮚ Use rewards for motivation with occasional punishment COERCIVE STYLE Individuals practicing the coercive style of leadership and some participation demand immediate compliance with orders and ⮚ Engage in communication flow both up and down directives Primarily associated with leaders displaying a strong ⮚ Make broad policy and general decisions at the top while sense of self-management, but focusing little on allowing specific decisions to be made at lower levels others ⮚ Act consultatively in other ways DEMOCRATIC STYLE System 4 16 PARTICIPATIVE-GROUP one form or another, seeking to reach a goal that will satisfy the need. ⮚ Managers have complete trust and confidence in subordinates in all matters Understanding what motivates people and applying that knowledge can facilitate the development and maintenance of ⮚ Always get ideas and opinions from subordinates and a strong and loyal workforce. constructively use them What people want from their work has changed remarkably ⮚ Give economic rewards little through the years. A challenging job is a key motivator, especially among professionals, because it allows for a feeling ⮚ Engage in much communication both up and down and of achievement, growth, responsibility, advancement, with peers enjoyment of the work itself, and earned recognition. ⮚ Encourage decision making throughout the organization FACTORS INFLUENCING MOTIVATION AND STRATEGY ⮚ Operate among themselves and with their subordinates ✔ Attainment as a group Motivate these employees by constantly introducing new tasks that build on one another. Allow them to work toward both short- and long-term goals, thus creating a record of achievement and growth. ✔ Power Treat these employees like in-house experts, and frequently ask them for advice. This will instantly plug into what makes them feel motivated because they Will savor the chance to offer their opinions and see that you take them seriously. ✔ Belonging Because these individuals find the social aspects of their job to be the most meaningful, you can motivate them by making them feel like they are part of a larger group. For example, arrange meetings where they can collaborate and share ideas, or assign them to project teams. Organize lunches to enable them to connect with others. ✔ Independence Provide clear goals and allow these employees to find the best way to produce results. When possible, offer them the MANAGEMENT GRID flexibility to set their own hours and choose projects. ❖ Production Manager ✔ Respect Recognize the contributions and acknowledge the value of ▪ Concerned about the product and service aspects of these employees' opinions. Give them time to express their the pharmacy and has no regard for the employees or perspective, and do not interrupt them while they are talking. their work conditions Listen to them carefully and provide them with undivided ❖ Personnel Manager attention when interacting. If you choose not to follow one of their recommendations, explain your rationale. ▪ Concerned with employees and their work conditions, ✔ Equity a true paternalistic approach that assumed that if Take care to be fair when making decisions about your stall's employees are well cared for, the productive effort work schedules, job titles, scope of responsibilities, pay, and will follow naturally benefits to ensure there are no hints of inequities. Explain your rationale for making decisions so that employees will MOTIVATING PROFESSIONALS understand the process you used to make choices. Invite Motivation theory revolves around needs, actions, and goals. employees to speak up in the event they believe they have been treated inequitably. When you have a need (a wish, a desire, a want, a life requirement), it moves you into action. You stay in action, in 17  ORGANIZATION COMMUNICATION Disciplinary actions must be prompt, commensurate with the violation, and clearly explained to all affected. ⮚ One of the most critical factors in the area of personnel Long delays between the time of the employee action and the relations resulting disciplinary steps usually viewed as indecisive ⮚ Perhaps nothing creates more problems and destroys To be effective therefore, employee practices calling for employees morale and motivation faster than a discipline or dismissal should be well communicated, and breakdown in the communication process within the management actions promptly taken pharmacy GROUNDS FOR DISCIPLINE OR DISMISSAL ⮚ Lapses in communication lead to ✔ Refusal to work or take direction Rumor Innuendo ✔ Disorderly conduct General distrust ✔ Tardiness and absenteeism FLOW OF COMMUNICATION PROCESS ✔ Poor treatment of customers ⮚ One-Way Communication ✔ Stealing from pharmacy or other employees Moves from top to down and do not allow for much dialogue between the employer and the employee ✔ Destruction of pharmacy property While one-way can be expedient, it often leads to ✔ Violation of safety practices employee dissatisfaction because employees are not involved in the management process ✔ Alcohol or drug abuse This approach does not gain the input of employees ✔ Gambling while on the job who are closer to the pharmacy's basic operations ⮚ Two-Way Communication EMPLOYEE DISCIPLINE & DISMISSAL Allows information to move from the employer to the Discipline must be positive in nature and not a personal attack employee and from the employee to the employer that embarrasses or destroys the employee's sense of This is generally preferred since it involves and utilizes self-worth employees to the great extent Corrective action should be oriented towards improving future performance rather than punishing past mistakes EMPLOYEE DISCIPLINE & DISMISSAL Discipline should be directed toward the mistake and not used to make an example of the person being disciplined Dismissing personnel can place great strains on a pharmacy PROGRESSIVE DISCIPLINE and is never pleasant experience The owner should try to maintain an open mind and try to understand the problem from the prospective of the employee By openly discussing the problem and the methods of resolving it, the employer will hopefully find a solution that is fair and acceptable to all In many cases, the true problem will be a personal one that is due to mental, financial, or health difficulties. SAMPLE DISCIPLINARY PROCEDURE 1. Verbal warning and counseling Simply being willing to listen to the troubled employee and showing concern and sympathy may all that is necessary ⮚ Counseling should be a cooperative attempt at Whatever the cause, the pharmacy owner must be ready to identifying and correcting the problem deal with the fact that discipline or dismissal may be called for 2. Formal written warning ⮚ Used for more serious errors (failure to meet job Such actions have to be based on a clear understanding of the ground rules for employment requirement, violation of rules or policies) or when