Essential Management Skills for Pharmacy and Business Managers

433 Pages·2013·3.12 MB·English

by  Titus De Silva

Healthcare Management / Quality & Patient Safety
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A very comprehensive book that, if thoroughly read, understood, and implemented,
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will lead to best practice for this industry sector. ... I recommend this book as
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compulsory reading at least for all pharmacy and business management, professional v Management Skills
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or otherwise, but more particularly as a compressive training manual for all staff in a
group environment.
—Bruce Craig Munro (CNZM), BSC, BCA, ACA, Former CEO, Penfolds Wines
for Pharmacy
Limited, New Zealand and Chairman of the New Zealand Wool Board
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One clear conclusion is that the vast literature on business management can give a
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range of answers on important issues ... . This book puts these generic issues into the and Business
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specific context of the community pharmacy and gives sound and valuable advice on
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how to successfully manage this type of business. s
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—Dr. David Taylor, BSc Pharmacy (Hons.), PhD, Former Director of Product s
Managers
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Development, Analytical Development, and Project Management, AstraZeneca, UK me
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As a manager you will be expected to resolve a range of legal, ethical, operational, human t
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resource, and financial issues that affect your organization. Essential Management yia Titus De Silva, PhD
Skills for Pharmacy and Business Managers supplies the understanding you will
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need to manage the day-to-day challenges in this increasingly competitive environment.
Presenting a wealth of information on how to resolve common issues across all sectors of nM
the pharmacy environment, it uses case studies to illustrate the methods required to create d
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a patient-focused business where teamwork flourishes and continuous improvement
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becomes a reality.
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The book describes the kinds of things that will most often go wrong in organizations s
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of all types and sizes and provides proven methods for resolving these issues. It explains i
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how to develop and implement an effective quality management system in the pharmacy
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or a retail operation that complies with external standards. Outlining an efficient se
performance appraisal system, it describes how to manage diversity and details time- sn
tested problem solving, conflict management, and stress management techniques. t
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With coverage that includes employee management, quality management, and quality
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assurance, the book describes how to create a harmonious work environment that
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promotes effective communication among pharmacy staff, medical professionals, care l
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givers, patients, and customers. Complete with links to further information in each s
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chapter, it arms you with the tools to empower and motivate your employees to provide
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world-class patient and customer care.
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K18943
ISBN: 978-1-4665-8258-3
90000
www.crcpress.com
9 781466 582583
www.productivitypress.com
K18943 cvr mech.indd 1 4/12/13 11:08 AM

Essential
Management Skills
for Pharmacy
and Business
Managers
Dr. Titus De Silva
Consultant, Pharmacy Practice, Quality Management, Food Safety
B.Sc. (Chemistry), B.Sc. (Pharmacy) Hons.,Post-graduate Dip. (Computer Sci.),
MBA, Ph.D., C.Chem.,FRSC., MRPharmS., MPS.
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742
© 2013 by Taylor & Francis Group, LLC
CRC Press is an imprint of Taylor & Francis Group, an Informa business
No claim to original U.S. Government works
Version Date: 20130403
International Standard Book Number-13: 978-1-4665-8259-0 (eBook - PDF)
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This book is dedicated to all my teachers for
sharing their knowledge and wisdom with me.
© 2010 Taylor & Francis Group, LLC

Contents
Review of Essential Management Skills
for Pharmacy and Business Managers ..................... xix
Foreword .................................................................... xxi
Preface ......................................................................xxiii
Acknowledgments ................................................... xxvii
About the Author ...................................................... xxix
1 Managing Professionals ...........................................1
1.1 Scenario ......................................................................1
1.2 Introduction ................................................................2
1.3 Definitions ..................................................................2
1.4 Attributes of a Professional ........................................4
1.5 Needs of a Professional ..............................................6
1.6 Leadership Style ..........................................................7
1.7 Techniques for Managing Professionals ....................8
1.8 Dealing with Performance Issues ..............................9
1.9 Revisiting the Scenario ..............................................10
References ..........................................................................11
2 Management Theories ............................................13
2.1 Introduction ...............................................................13
2.2 Classical Management Approach ..............................15
2.2.1 Scientific Management ....................................15
2.2.2 Administrative Management ...........................17
2.2.3 Weber’s Theory of Bureaucracy .....................19
© 2010 Taylor & Francis Group, LLC v
vi  ◾  Contents
2.3 Behavioral Management Approach ...........................20
2.3.1 Hawthorne Studies .........................................21
2.3.2 Maslow’s Motivation Theory ..........................22
2.3.3 McGregor’s Theory X and Theory Y .............22
2.4 Management Science Theory ....................................24
2.5 Organizational Environment Theory ........................24
2.5.1 Open and Closed Systems Theories ..............25
2.5.2 Contingency Theory .......................................25
References ..........................................................................27
3 Managing a Pharmacy ...........................................29
3.1 Scenario .....................................................................29
3.2 Introduction ...............................................................30
3.3 Definitions .................................................................30
3.4 Management Styles ....................................................31
3.5 Types of Managers ....................................................32
3.6 Traditional Roles of a Manager .................................33
3.6.1 Planning ..........................................................34
3.6.2 Organizing ......................................................34
3.6.3 Directing .........................................................34
3.6.4 Coordinating ...................................................35
3.6.5 Controlling ......................................................35
3.7 Management Skills.....................................................35
3.7.1 Technical and Professional Skills ...................36
3.7.2 Conceptual and Intellectual Skills .................36
3.7.3 Ethical Skills ....................................................36
3.7.4 Human Resource Skills ..................................37
3.8 Pharmacy Manager’s Roles ........................................38
3.9 Revisiting the Scenario ..............................................38
References ..........................................................................39
4 Managing Change ..................................................41
4.1 Scenario .....................................................................41
4.2 Introduction ...............................................................42
4.3 Definitions .................................................................42
4.4 Triggers ......................................................................43
4.5 History of Changes ...................................................44
© 2010 Taylor & Francis Group, LLC
Contents  ◾  vii
4.6 Three Components of Change .................................44
4.6.1 Scope .............................................................44
4.6.2 Depth ..............................................................45
4.6.3 Duration ..........................................................47
4.7 Methods of Achieving Changes ................................47
4.7.1 Structural ........................................................48
4.7.2 Cost Cutting ...................................................48
4.7.3 Process ...........................................................48
4.7.4 Cultural ...........................................................49
4.8 Resistance to Change ................................................49
4.8.1 Insecurity and Fear .........................................49
4.8.2 Social Issues ....................................................49
4.8.3 Economic Issues .............................................50
4.8.4 Stability ...........................................................50
4.8.5 Impact on Business Units of the
Organization ...................................................50
4.8.6 Inconvenience .................................................50
4.8.7 Unions .............................................................50
4.9 Overcoming Resistance to Change ...........................51
4.10 Lewin’s Change Process Model .................................52
4.11 Managing Change ......................................................52
4.11.1 Longest’s Plan .................................................52
4.11.2 Kotter’s Eight-Step Plan ..................................53
4.11.3 Pettinger’s Four-Step Plan ...............................53
4.11.4 Newton’s Nine-Step Plan ................................54
4.11.5 Change Management Models in Health
System Pharmacy Practice in the
United States ...................................................56
4.11.6 Proposed Structure for Change Management ...59
4.12 Competencies of a Change Agent .............................59
4.13 Why Change Management Fails ...............................61
4.14 Revisiting the Scenario ..............................................63
References ..........................................................................65
5 Managing Risk .......................................................67
5.1 Scenario .....................................................................67
© 2010 Taylor & Francis Group, LLC
viii  ◾  Contents
5.2 Introduction ..............................................................68
5.3 Definitions ................................................................68
5.4 Type of Risks .............................................................69
5.4.1 How Do Mistakes Happen?............................70
5.5 Continuous Risk Management Process .....................70
5.5.1 Identification of Risks .....................................73
5.5.2 Risk Analysis ...................................................76
5.5.3 Planning ..........................................................89
5.5.4 Tracking ..........................................................94
5.5.5 Control ............................................................94
5.6 Communication .........................................................95
5.7 Why Do Risk Management Programs Fail? ..............95
5.8 Case Study of a Successful Risk Management
Program .................................................................... 98
5.8.1 Stage 1: Oversight Committee ....................... 98
5.8.2 Stage 2: Five-Component Risk
Management Program ................................... 99
5.8.3 Stage 3: Creating a Culture of Life Safety
and Management Risk ..................................100
5.8.4 Outcome .......................................................100
5.9 Revisiting the Scenario ............................................101
References ........................................................................103
6 Problem Solving ...................................................105
6.1 Scenario ...................................................................105
6.2 Introduction .............................................................106
6.3 Process .....................................................................107
6.3.1 Identification of the Problem .......................108
6.3.2 Collection of Data .........................................109
6.3.3 Identification of the Causes of the Problem 109
6.3.4 Selection of Causes .......................................111
6.3.5 Generating Solutions ....................................112
6.3.6 Evaluation of the Solution for Feasibility .....112
6.3.7 Selection of the Best Options or Options ...112
6.3.8 Generation of the Action Plan .....................112
6.3.9 Implementation and Monitoring ..................113
© 2010 Taylor & Francis Group, LLC