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PMNL 111 > LEADERS VERSUS MANAGEMENT > Flashcards

LEADERS VERSUS MANAGEMENT Flashcards

1
Q

It is doing the right thing

A

Leadership

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2
Q

It is doing things right

A

Management

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3
Q

It means the ability of an individual to influence motivate and enable others to contribute toward the effectiveness and success of the organizations of which they are members

A

Leadership

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4
Q

Management comprises

A

Directing and controlling

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5
Q

It comprises directing and controlling a group of one or more people or entities for the purpose of coordinating and harmonizing that group two words accomplishing a goal

A

Management

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6
Q

What is the purpose of management

A

Coordinating and harmonizing

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7
Q

Leaders are often called

A

Brilliant and mercurial with great charisma

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8
Q

They are loners and private people

A

Leaders

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9
Q

They are comfortable taking risk sometimes seemingly wild and crazy risks

A

Leaders

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10
Q

They have high levels of imagination

A

Leaders

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11
Q

They tend to be rational, under control problem solvers

A

Managers

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12
Q

Managers often focus on

A

Goals, structures, personnel, and availability of resources

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13
Q

Managers personalities lean towards

A

Persistence, strong will, analysis, and intelligence

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14
Q

Leaders are more people oriented while managers are

A

Task oriented

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15
Q

Managers are task oriented while leaders are

A

People oriented

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16
Q

Leaders are more focused on leading people while managers focus on

A

Managing work

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17
Q

Managers focus on managing work while leaders are more focused on

A

Leading people

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18
Q

Leaders outcomes are more of

A

Achievements

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19
Q

Managers outcomes are more of

A

Results

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20
Q

Leaders simply look at the problems and device no creative solutions

A

Approach to task

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21
Q

The simply look at the problems and device new creative solutions

A

Leaders

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22
Q

What do leaders use to excite motivate and focus others to solve problems and Excel

A

Charisma and commitment

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23
Q

They create strategies, policies and methods to create themes and ideas that combine to operate smoothly

A

Managers

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24
Q

Managers empower people by soliciting their

A

Views, values and principles

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25
Q

They believe that this combination of abuse values and principles reduces inherent risk and generate success

A

Managers

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26
Q

In terms of approaching to risk leaders are

A

Risk takers

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27
Q

In terms of approaching to risk managers are

A

Risk averse

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28
Q

The role of decision making of leaders are

A

Involved

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29
Q

The role of decision making of managers are

A

Facilitative

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30
Q

Styles of leaders

A

Transformational, consultative and participative

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31
Q

Styles of managers

A

Dictatorial, autocratic, transactional, consultative and democratic

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32
Q

Leaders are influential and charismatic while managers are formal authority and position-based

A

Power through

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33
Q

In power through leaders are

A

Influential and charismatic

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34
Q

In power through managers are

A

Formal authority and position based

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35
Q

In organization leaders have

A

Followers

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36
Q

In organization managers have

A

Subordinates

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37
Q

In organization leaders appeal to

A

Heart

38
Q

In organization managers appeal to

A

Head

39
Q

These are two different ways of organizing people

A

Managing and leading

40
Q

It is setting a new direction or vision for a group that they follow

A

Leadership

41
Q

It controls or directs people/resources in a group according to principles or values that have already been established

A

Management

42
Q

The leader uses passion and stirs emotion, while managers uses

A

Formal and rational method

43
Q

The manager uses a formal rational method while the leader uses

A

Passion and stirs emotions

44
Q

People naturally in willingly follow leaders due to their

A

Charisma and personality traits

45
Q

Manager is being obeyed due to the

A

Formal authority vested in him or her

46
Q

As a result people tend to be more loyal towards

A

Leaders

47
Q

Is one of the several facets of management

A

Leadership

48
Q

Open the same people play where different hats at different points in time

A

Both leader and manager

49
Q

Although not essential it certainly helps a manager if he or she is also a good leader

A

Role conflict

50
Q

Conversely, leaders do well if they have some degree of

A

Management skills

51
Q

They may not need a leader and may find leaders dominating

A

Self motivated groups

52
Q

Demi find a natural leader emerge based on his or her specialized skills

A

Small teams

53
Q

Management responsibilities

A

Managers must have a strong commitment to patient care

Managers must design systems that achieve comprehensive drug use control than appropriate drug therapy outcomes

A departmental organizational structure should recognize, empower, and encourage the growth of practitioners and practice leaders

The apartments culture must reward innovation, nurture human interaction, and result in a thoughtful, creative version

54
Q

Key responsible areas of pharmacy managers

A

Safe and effective drug use control
People
Productivity
Fiscal resources
Compliance
Vigilance

55
Q

They have mastery over their area of responsibility and ask the leader what else they can do to help achieve the overall organizational goals

A

Most skilled managers

56
Q

A good manager understands the difference between what is important and what is urgent and knowing when to do which one first

A

Managing time

57
Q

These are urgent and important

A

Crisis
Pressing problems
Deadline driven projects

58
Q

These are not urgent but important

A

Prevention, PC activities
Relationship building
Recognizing new opportunities
Planning, recreation

59
Q

These are urgent but not important

A

Interruptions, some calls
Some mail, some reports
Some meetings
Proximate, pressing matters
Popular activities

60
Q

These are not urgent and not important

A

Trivia, busy work
Some mail
Some phone calls
Time wasters
Pleasant activities

61
Q

Being dedicated to pharmacy practice and patient care, as well as being always professional, is more vital

A

Commitment

62
Q

The manager sets the tone for the values and culture of the areas being managed

A

Your management style

63
Q

Because of the complexity in diversity of pharmacy work the best management style is to manage by walking around rather than by staying in offices most of the time

A

Being in touch with your people

64
Q

The most difficult skills for new managers are

A

Decision making and understanding organizational behavior and politics

65
Q

Managers must make difficult decisions and acknowledge that_______is not always possible

A

Universal agreement

66
Q

These can be perplexing as practically everyone is unique

A

Dealing with organizational politics and behavior

67
Q

This is crucial for a rookie pharmacy manager because they’ve very certainly encountered comparable scenarios

A

Mentor

68
Q

The relevance of connecting the pharmacy with other important departments and personal is critical to the sustainability of an organization in the advancement of a program

A

Alliance

69
Q

Every pharmacy manager should include forming a______ with nursing and medical professionals

A

Strong alliance or cooperation

70
Q

Knowing innovative, evidence-based services that improve pharmacy in patient care services helps pharmacy programs advance more quickly

A

Keeping up

71
Q

Pharmacy managers who give compelling data and convincing arguments are the ones who get programs off the ground

A

Being persuasive

72
Q

Managers must be

A

Organized
Use time wisely
Achieve efficient and quality results
Help achieve the vision of the leader

73
Q

Every pharmacy business and every pharmacy employee needs pharmacy managers that are

A

Committed to patient care
Have good ethical behavior and interpersonal skills
Can develop strong alliances and collaborations
Stay up with the literature pharmacy and drug therapy
Justify new services are more staff when needed

74
Q

These are the skills you have that do not relate to your specific job

A

Non-technical skills

75
Q

Non-technical skills are also called as

A

Soft skills

76
Q

These skills relate more to your personal qualities and habits than your technical abilities

A

Non-technical skills

77
Q

These skills affect how you interact with others and how you complete your work

A

Non-technical skills

78
Q

They may help you be more productive and foster a positive well-functioning work environment

A

Non-technical skills

79
Q

Examples of non-technical skills

A

Communication
Cooperation
Adaptability
Organization
Collaboration
Creativity
Time management
Prioritization
Enthusiasm
Emotional intelligence

80
Q

Allows you to share information effectively with others

A

Communication

81
Q

Refers to your ability to work as a team

A

Cooperation

82
Q

Reflects your ability to process handle and respond to changes

A

Adaptability

83
Q

It helps you create and maintain an orderly workspace and develop processes that allow you to complete your work efficiently

A

Organization

84
Q

Relate on how well you work with others on a project to achieve a shared goal

A

Collaboration

85
Q

Helps you view challenges in new ways

A

Creativity

86
Q

Reflects how you structure your work day and use your time

A

Time management

87
Q

Reflects to how you will determine what your most important tasks are

A

Prioritization

88
Q

The first year excitement about the specific job or your desired industry

A

Enthusiasm

89
Q

Relates to your ability to understand your own emotions as well as how well you understand and respond to the emotions of others

A

Emotional intelligence

90
Q

What is the full name of your professor in PMNL

A

Ms. Leila Lajara Rivera RPh

PMNL 111 (13 decks)

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