Introduction To Pharmacy
Management
Jean Ganub, RPh
Learning Objectives
• Define the terms management and manager.
• Compare and contrast management and leadership.
• Compare and contrast classical views of management
with modern views.
• Describe the management process within the contexts of
what managers do, resources they manage, and levels at
which managers perform their roles.
• Evaluate the need for a management perspective to
better serve patients and improve outcomes to drug
therapy
What Is Management?
• Manage:
• To control the movement or behavior of
• To lead or direct
• Or to succeed in accomplishing
What Is Management?
• A process which brings together resources and unites
them in such a way that, collectively, they achieve goals
or objectives in the most efficient manner possible."
Resources
T
a
s
k
s
Goals
What Is Management?
• Managers are simply people who perform management
activities
• Anyone who has a task to accomplish or a goal to achieve
is also a manager
• Thus all pharmacists, regardless of their job responsibilities
or position, should view themselves as managers!
• Leadership?
The Managerial Sciences
Accounting Finance Economics
• Keep the books • Determine the financial needs • Determine optimal mix of labor
• Record financial transactions • Identify sources of capital and capital
• Manage cash flow • Develop operating budget • Determine optimal output
• Analysis of profability • Invest profits • Determine optimal hrs of business
operation
Human resources Marketing Operations management
management • Identify competitive advantage • Design workflow
• Conduct job analysis • Identify target markets • Perform quality assurance
• Hire personnel • Evaluate promotional strategies initiative
• Orient and train personnel • Price goods and service
• Appraise performance
• Motivate personnel
Classical View of Management
• Both Taylor and Fayol argued that all organizations,
regardless of size or objective, had to perform a standard
set of functions to operate efficiently.
• Fayol's five management functions (planning, organizing,
commanding, coordinating, and controlling) became
widely accepted throughout the industrialized world.
•.
Classical View of Management
• However, most of Taylor’s and Fayol’s work was
developed based on the workplace conditions of the 18th,
19th and early 20th centuries. The great industries of those
times focused primarily on the mass production of tangible
goods
• The role of administrators was to command and control
their employees, and the role of workers was to carry out
the tasks without question.
Modern View of Management
• Today, the number of people involved in the provision of
services increased more than in the production of tangible
goods as before.
• In many cases, today’s administrators have less formal
education and fewer technical skills than the people they
are supervising.
The Management Process
There are three dimensions of management:
Levels at
Activities Resources
which
that that
managers
managers managers
make
perform need
decisions.
The Management Process: Management Activities
• Planning
• predetermining a course of action based on one's goals and
objectives
• internal and external environments
• formal vs. informal plans
The Management Process: Management Activities
• Organizing
• the arrangement and relationship of activities and resources
necessary for the effective accomplishment of a goal or objective
• what resources she needs,
• how she will go about obtaining these resources,
• when she will need to obtain them
The Management Process: Management Activities
• Leading
• bringing about purposeful action toward some desired outcome.
• It can take the form of actually doing something yourself or working
with others to lead them to where you want your organization to be.
The Management Process: Management Activities
• Controlling
• reviewing the progress that has been made toward the objectives
that were set out in the plan.
• This step involves not only determining what actually happened but
also why it happened.
• Performing quality-control checks
The Management Process: Management Activities
Plan
Organiz
Control
e
Lead
The Management Process: Resources
• Organizations and individuals must use resources
efficiently to achieve their goals and objectives. Why?
The Management Process: Resources
Money
informatio
People
n
Material Time
Levels of Management
• pharmacist counseling a patient about a medication?
• Pharmacist ensuring that every prescription is dispensed?
• Pharmacist planning to add a new service to his chain
community pharmacy chains?
Managing Today’s Health Care Organizations
• Health care organizations such as hospitals and
pharmacies present a number of managerial challenges to
administrators.
• most health care workers are highly educated and skilled
professionals.
• Staff-level health care workers have more knowledge and
expertise of their particular area than their administrators.
Integrating Modern and Classical Views of
Management
• Modern views of management suggest that managers
must adapt their management activities to their workers.
• Today's manager in addition to classical management
functions, needs to:
• Energize.
• Empower
• Support
• Communicate
Integrating Modern and Classical Views of
Management
• Have a vision and ideas about what would
Energize like to see their organizations become in the
future.
• Provide the employees with training,
Empower resources, and advise and then let them get
the job done
• Letting their employees know when they have
Support done a good job, as well as helping them to
learn when things are not going well.
Communicate • The corner stone of communications is trust.
Why Should I Study Management?
Group Performance Task
• In your assigned group, answer the following questions on the
next slide and present it in class through a Talk Show
Segment. Your group will design the flow of the segment and
the name of the talk show.
• Since it is just a segment of a talk show, the duration of it
should last a maximum of 5 minutes to complete the interview
using all the 5 questions given.
• You can secure and provide all the needed paraphernalia (i.e.
projector, stage designs)
• Date of Performance: November 27 2019 (Wednesday)
Group Performance Task
• How have pharmacists’ roles in delivering pharmaceutical
products and services evolved over the past few decades?
What roles and functions do pharmacists perform today?
• What is the significance of management within the context of
the pharmaceutical care and medication therapy management
movements? Why has its significance typically been overlooked
by pharmacists and pharmacy students?
• What are some of the myths surrounding the confluence of
business practices and the provision of patient care by
pharmacists?
• What evidence exists that a business perspective is critical to
providing effective pharmacy services to patients?
• What are the managerial sciences, and how can pharmacy
practitioners use them effectively?
