Exam 1 Study Guide - Gab’s Quizlet

Question 1

Apothecary

Answer 1

Small pharmacies that bought bulk chemicals to make products

Question 2

How were apothecaries usually managed?

Answer 2

By families

Question 3

Health maintenance organizations (HMOs)

Answer 3

A type of health insurance plan that provides care through a network of providers for a prepaid fee

Question 4

What did apothecaries do?

Answer 4

Give medical advice
Provide remedies for healing
Sold protective meds & chemicals

Question 5

Prospective payment system (PPS)

Answer 5

Medicare reimbursement method

Pays a fixed amount for a specific service, rather than reimbursing based on the actual services provided

Question 6

What are HMOs designed for?

Answer 6

Reduce the cost of medical care while still maintaining quality

Question 7

What are payment amounts in PPS based on?

Answer 7

classification system for the service, such as diagnosis-related groups for inpatient hospital services

Question 8

Coaching

Answer 8

A tool managers use to provide employees support, direction, and advice to help an individual or group to come to conclusions on their own and see ways to improve their performance

(Like coaching employees to be better at their jobs)

Question 9

Pharmaceutical care (PC)

Answer 9

A practice in which the pharmacist takes responsibility for a patient’s drug related needs and is held accountable for this commitment

Question 10

Variance

Answer 10

The difference between the actual realized amount and the budgeted amount

Question 11

New employee orientation

Answer 11

Program provided by the hiring manager or staff to help a newly hired employee become familiar w/ the new position and info about the organization

Question 12

Budget

Answer 12

Financial plan that is used to estimate the results of future operations

Question 13

Leadership involves the ability to…

Answer 13

Guide, inspire, and direct others

Question 14

What is the difference between managers and leaders?

Answer 14

Managers use resources and apply ethical principles when making decisions and solving problems

Question 15

Medication therapy management (MTM)

Answer 15

A service that helps people better understand their medications and health conditions

Question 16

MTM services

Answer 16

Review of all meds including: rx, OTC, vitamins, supplements

Written summary of the review

List of the actions to help pt track their progress

Education, counseling, and resources

Coordination of care

(We Really Can’t Let Everyone)

Question 17

What setting can MTM services be provided in?

Answer 17

A variety of settings including:
- outpatient settings
- long term settings
- community dwelling adults

Question 18

What patients can MTM services be useful for?

Answer 18

Chronic conditions
Take a single high risk med
At high risk for ADEs

Question 19

MTM services can help patients _______ w/ their healthcare providers

Answer 19

Communicate better

Question 20

Coverage plans and MTM services

Answer 20

Medicare drug coverage plans MUST offer MTM services to members who meed certain requirements

These services are usually free

Question 21

Chronic medication management (CMM)

Answer 21

Strategy to help pts w/ chronic diseases manage their rx meds

Question 22

What is the goal of chronic medication management programs?

Answer 22

Improve health outcomes and quality of life by helping patients take their meds as prescribed

Question 23

SMART goals

Answer 23

Specific
Measurable
Attainable
Realistic
Timely

Question 24

What does setting a solid goal create?

Answer 24

A long term vision for a pharmacy

Helps motivate personnel to achieve the vision

Question 25

SMART goal setting

Answer 25

Formal process in which you define targets for the pharmacy to achieve

Question 26

How long can it take to accomplish short term goals?

Answer 26

1-2 months

Question 27

How long can it take to accomplish long term goals?

Answer 27

Over the course of several months, a year, or several years (Basically any goals that take more than 2 months to accomplish)

Question 28

Critical goals

Answer 28

Goals essential for the pharmacy to continue operating successfully

Question 29

What is an example of a critical goal

Answer 29

A specific % of meds processed w/ a generic equivalent or a lower cost therapeutically equivalent alternative

Question 30

Solution oriented goals

Answer 30

Goals helping to provide a more desirable business condition or to take advantage of a business opportunity

Question 31

Example of a solution oriented goal

Answer 31

Establishing a specific # of pharmacist administered immunizations for the pharmacy to provide

Question 32

Nice to have goals

Answer 32

Goals that make improvements to enhance business

Question 33

What do nice to have goals usually relate to?

Answer 33

Making activities faster or easier

Question 34

Example of a nice to have goal

Answer 34

Creating a loyalty program for patrons of a pharmacy or pharmacy program designed to help asthma patients adhere to their med regimens

Question 35

Types of goals reached with SMART goals

Answer 35

Short term Long term Critical Solution oriented Nice to have Individual Team

Question 36

What can be considered an indispensable management skill?

Answer 36

Communication

Question 37

What is the purpose of effective communication?

Answer 37

To deliver a message, influence, and bring about change

Question 38

Communication is both ____ and ____

Answer 38

Verbal and nonverbal

Question 39

What are the four elements of communication?

Answer 39

Sender Receiver Message Environment

Question 40

What is a revenue and expense report?

Answer 40

Defined by a time and provides a listing of revenues and expenses for the business unit

Question 41

Management is the art of…

Answer 41

Maximizing productivity by using and developing people’s talents, while providing them self enrichment and opportunities for growth

Question 42

Contingency planning

Answer 42

Development of strategies to address possible future: - risks - problems - undesirable situations

Question 43

What are exit strategies?

Answer 43

Plans for leaving a position, investment, program, or business

Question 44

Exit strategies should leave both positions…

Answer 44

Well positioned for future achievements

Question 45

Exit strategies may involve ____

Answer 45

Succession planning

Question 46

In exit strategies, what should exiting individuals have?

Answer 46

Personal action plans

Question 47

In exit strategies, what should exiting organizations have?

Answer 47

Plans that minimize disruption to operations and protect financial solvency

Question 48

Resources that are managed

Answer 48

Time Money People Materials Info

Question 49

Pharmacy care practice domains

Answer 49

Disease and medication therapy management Pharmacy care services marketing Risk management Business management Patient centered care delivery (Don’t Push Really Bad Pills)

Question 50

What is the role of a pharmacy manager?

Answer 50

Serve a multifaceted role Involves both operating the pharmacy and managing people who work there

Question 51

What is the role of a direct supervisor?

Answer 51

Overseeing personnel such as: - techs - students/interns - non-licensed and registered personnel

Question 52

Direct role

Answer 52

Reporting up to someone else, such as middle/senior management or pharmacy owner

Question 53

Pharmacy managers may also interact w/ _____

Answer 53

Other senior management members

Question 54

What is the role of administrator of pt products and services?

Answer 54

Ensuring the target products & services needed by the targeted pt, customer, or client groups are available and maintained

Question 55

As an administrator, a pharmacy manager has to ____ and ___ people on the receiving end of these services

Answer 55

Interact and communicate Ex. Wholesale distributors and suppliers

Question 56

Role of colleagues to other pharmacists

Answer 56

Participating as a member of a group of pharmacist professional who may be consulted for: - mentoring - training - education - advice

Question 57

What are the managerial sciences

Answer 57

Economics Finance Accounting Marketing HR management Operations management

Question 58

Economics can be considered the ____ and ____ of the production and distribution of goods and services

Answer 58

Description and analysis

Question 59

What does economics assist with?

Answer 59

Determining optimal mix of capital and other resources to produce prescription goods and services

Question 60

What does economics help us to understand?

Answer 60

Consumer purchase behavior

Question 61

Finance

Answer 61

The study of investments and how people and business acquire, generate, and use money

Question 62

What do finance studies aim to do?

Answer 62

Price assets based on their risk level and expected rate of return

Question 63

Accounting

Answer 63

Utilization of data to calculate financial ratios to compare business performance w/ industry averages

Question 64

Financial accounting

Answer 64

Summary, analysis, and reporting of financial transactions pertaining to a business

Question 65

Management accounting

Answer 65

The use of accounting data for business decision making, devising, planning, and performance of the production

Question 66

Marketing

Answer 66

The action or business of promoting and selling products or services and includes decisions around product/service pricing, placement, and promotion

Question 67

What does marketing examine?

Answer 67

The concept of transactional exchanges between 2+ parties

Question 68

Human resource management

Answer 68

The process of achieving organizational objectives through the management of people Focuses on policies and systems in a business organization

Question 69

How does HR management maximize human performance?

Answer 69

By balancing fair and equitable treatment to promote effective work environments (HR is there to make sure you’re being treated right but only because they want you to do your job)

Question 70

Operations management

Answer 70

Designing and controlling the process of production and redesigning business operations in the production of goods and services

Question 71

What does operations management assist with?

Answer 71

Ensuring business operations are efficient in using as few resources as needed and are effective in terms of meeting customer needs

Question 72

What does operations management preside over?

Answer 72

The conversion of inputs and outputs

Question 73

Fayol’s 5 management functions

Answer 73

1. Forecast and plan 2. Organize 3. Command 4. Coordinate 5. Control

Question 74

Steps of the management cycle

Answer 74

Planning Organizing Leading Controlling

Question 75

Planning

Answer 75

Predetermining a course of action based upon an organization’s goals and objectives

Question 76

Organizing

Answer 76

Arranging activities and resources necessary for the effective accomplishment of goals and/or objectives

Question 77

Leading

Answer 77

Bringing about purposeful action by others to achieve the desired goals/objectives or outcomes

Question 78

Controlling

Answer 78

Reviewing outcomes and processes Then determining what happened and why Then making appropriate changes or effectively seeking remedy

Question 79

Levels of management

Answer 79

Self management Interpersonal management Organizational management

Question 80

Self management

Answer 80

Managing time Managing your own conflicts Managing your emotions Setting priorities

Question 81

Interpersonal management

Answer 81

Includes: - other pharmacists - techs - support staff - store or health system supervisors - patients - families - other caregivers - supplier personnel - other healthcare professionals *and many others

Question 82

Organizational management

Answer 82

Actions that affect groups of people Ex. Policies or any decision that can impact a wide variety of stakeholders

Question 83

Managing up

Answer 83

The process of working with your boss to obtain the best possible results

Question 84

Managing up strategies

Answer 84

Clarify roles and expectations Know boss’s work & communication styles Provide boss w/ complete info Be dependable & trustworthy Assist boss in better managing his/her time Be positive and appreciative Disagree w/ tact and respect

Question 85

360º feedback

Answer 85

Feedback tool for managers Process allows feedback from all angles (employees, peers, boss)

Question 86

Definitions of value

Answer 86

The regard that something is held to deserve The importance, worth, or usefulness of something The measure of the benefit provided by a good or service

Question 87

Federal Food, Drug, and Cosmetic Act

Answer 87

A set of laws passed by the congress in 1938 Gave authority to the US FDA to oversee the safety of: - food - drugs - medical devices - cosmetics

Question 88

Durham-Humphrey Amendment

Answer 88

1952 amendment to FFDCA that established 2 med categories: rx and OTC

Question 89

What amendment defined which drugs require an rx and which can be used safely without medical supervision?

Answer 89

Durham-Humphrey Amendment

Question 90

Patient protection and affordable care act

Answer 90

Established pilots for: - integrated care delivery - comprehensive med review for Medicare beneficiaries - grants specifically for MTM programs

Question 91

What is now considered a key component in the provision of pharmacy care services?

Answer 91

MTM

Question 92

Fayol’s 14 principles for organizational design and effective administration

Answer 92

1. Specialization/division of labor 2. Authority w/ corresponding responsibility 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interest to general interest 7. Renumeration of staff 8. Centralization 9. Scalar chain/line of authority 10. Order 11. Equity 12. Stability 13. Initiative 14. Esprit of corps

Question 93

Directive/autocratic managerial style

Answer 93

Monitoring a team member closely and providing more explicit instructions and demands

Question 94

Example of when to use direct/autocratic managerial style

Answer 94

A pharmacy team member taking a new responsibility (ie monitoring pharmacy)

Question 95

Coaching/paternalistic managerial style

Answer 95

Working w/ a team member to resolve a concern or issue

Question 96

Example of when to use coaching/paternalistic managerial style

Answer 96

Discussion w/ pharmacy team member who feels resentful because they were not selected for a new responsibility Illuminate why the member was not selected for the task

Question 97

Supportive/democratic managerial style

Answer 97

Encouraging a team member to identify and build upon them (So as to gradually take on more tasks and risks)

Question 98

Example of when to use supportive/democratic managerial style

Answer 98

Working w/ a pharmacy team member who has been given a new responsibility by providing individualized instruction and continuous feedback

Question 99

Delegating/Laissez-fare managerial style

Answer 99

Providing a team member w/ the autonomy and trust w/ key responsibilities and decision making

Question 100

Example of when to use delegating/laissez-faire managerial style

Answer 100

Providing responsibilities to the pharmacy team member who monitors pharmacy inventory

Question 101

Common motivators for Generation Y (1978-1995)

Answer 101

Positive reinforcement Autonomy Positive attitude Diversity Technology

Question 102

Communication considerations for Generation Y (1978-1995)

Answer 102

Create a fun, learning work environment Ask them for feedback and provide them w/ constant feedback Encourage them to take risks

Question 103

Common motivators for Gen X (1966-1977)

Answer 103

Entrepreneurial spirit Independent Continuous feedback Creative Loyalty

Question 104

Communication considerations for Gen X (1966-1977)

Answer 104

Use email Provide regular feedback and share info regularly Use informal communication styles

Question 105

Common motivators for baby boomers (1947-1965)

Answer 105

Competition Teamwork Success driven Hard workers Dedicated to a cause

Question 106

Communication considerations for baby boomers (1947-1965)

Answer 106

Recognize that how they are approached is important to them Use an open, direct style Answer their questions thoroughly

Question 107

Common motivators for traditionalists (before 1946)

Answer 107

Private Hard workers Respect for authority Trustworthy Social order

Question 108

Communication considerations for traditionalists

Answer 108

They are private, so don’t expect active sharing of their thoughts Face to face or written communication preferred Their time is important - have a purpose and don’t waste their time

Question 109

What often influence whether the receiver is going to listen and therefore whether the message is received?

Answer 109

The tone of the message

Question 110

What may affect whether or not you have to listen closer/harder when communicating w/ people?

Answer 110

If they have an accent or not

Question 111

What involves hearing the message, asking questions regarding the message, and observing during the communication process?

Answer 111

Listening and questioning skills

Question 112

What does a person’s body language often convey?

Answer 112

Approachability Receptivity to viewpoints Opinions

Question 113

What does body language include?

Answer 113

Gestures Facial expression Eye contact Body posture Eye contact Physical contact Body posture Body space Proximity to other people

Question 114

How does attainment inspire motivation?

Answer 114

Allows employees to work toward both short term and long term goals This creates a record of achievement and growth

Question 115

Attainment

Answer 115

Motivate employees by constantly introducing new tasks that build on one another

Question 116

Belonging

Answer 116

Because individuals find the social aspects of their job to be the most meaningful, you can motivate them by making them feel as if they are part of a larger group

Question 117

Power

Answer 117

Treat employees like in house experts and frequently ask them for advice

Question 118

How does the aspect of power inspire motivation?

Answer 118

It will instantly plug employees into what makes them feel motivated because they will savor the chance to offer their opinions and see that you take them seriously

Question 119

Independence

Answer 119

Provide clear goals and allow these employees to find the best way to produce results

Question 120

Respect

Answer 120

Recognize employees contributions and acknowledge the value of their opinions Give them time to express their perspectives and do not interrupt them while they are talking

Question 121

Equity

Answer 121

Take care to be fair when making decisions about your staff’s: - work schedules - job titles - scope of responsibilities - pay - benefits To ensure there are no hints of inequities

Question 122

Relative value theorem

Answer 122

Predicts that nay professional service must have potential for generating a high PV in the minds of potential buyers if it is to succeed in the workplace

Question 123

What is the equation for relative values theorem?

Answer 123

P + S x PV = RV

Question 124

Price (P)

Answer 124

Cost includes monetary and nonmonetary factors (eg time)

Question 125

Service (S)

Answer 125

Things/features that distinguish a good/service and that which can be marketed

Question 126

Perceived value (PV)

Answer 126

The actual cognitive perceptions of tradeoff How well does the good/service meet emotional, mental, physical, cultural needs How well does it project the image I want to project How satisfactory has my experience been

Question 127

Leadership definition

Answer 127

An act of instance of leading, guiding, or providing direction

Question 128

Formal leadership

Answer 128

Formal power and authority bestowed through organization

Question 129

Informal leadership

Answer 129

Create and articulate compelling visions of the future to achieve success, but do so without the power and authority granted to formal leaders

Question 130

Professionalism

Answer 130

The standards, behaviors, and character of an individual engaged in tasks related to their work/profession Includes honor, integrity, and respect

Question 131

Catabolic leadership can be described as

Answer 131

Breakdown of complex molecules

Question 132

Anabolic leadership can be described as

Answer 132

Build up or creation of molecules

Question 133

Skills that leaders share

Answer 133

Clear, guiding vision Passion Integrity Trust Curiosity Calculated risk taking

Question 134

Top down leadership

Answer 134

Autocratic or hierarchal

Question 135

Bottom up leadership

Answer 135

Participatory or servant

Question 136

Leadership across those in an organization

Answer 136

Collaboration or democratic

Question 137

Affiliative leadership style

Answer 137

Forging relationships, team building

Question 138

Autocratic/hierarchal leadership style

Answer 138

Independent decision making

Question 139

Democratic/collaboration leadership style

Answer 139

Facilitate input from members of organization

Question 140

Laissez-faire leadership style

Answer 140

Provide resources, but little decision

Question 141

Transformational leadership style

Answer 141

Use societal and spiritual values to bolster performance and motivation

Question 142

Servant leadership style

Answer 142

Meet the needs of those they lead and help them grow

Question 143

Kotter’s 8 steps to create transformative change

Answer 143

Establish Build Develop Communicate Remove Generate Consolidate Create

Question 144

Establish

Answer 144

Establish a sense of urgency

Question 145

Build

Answer 145

Build the guiding coalition

Question 146

Develop

Answer 146

Develop a vision and strategy

Question 147

Communicate

Answer 147

Communicate the change vision

Question 148

Remove

Answer 148

Remove barriers to empower broad-based action

Question 149

Generate

Answer 149

Generate short term wins

Question 150

Consolidate

Answer 150

Consolidate wins and produce more change

Question 151

Create

Answer 151

Create a new organizational culture

Question 152

Emotional intelligence

Answer 152

The ability/capacity to perceive, assess, and manage the emotions of oneself and others

Question 153

What aspects are involved in emotional intelligence?

Answer 153

Self awareness Self regulation Self motivation Relationship management Empathy

Question 154

Self awareness

Answer 154

Be aware of your emotions as they arise

Question 155

Self regulation

Answer 155

Manage your impulses, soothe yourself, and respond appropriately

Question 156

Self motivation

Answer 156

- Delay gratification - Stay motivated and persistent in face of setbacks

Question 157

Empathy

Answer 157

Understand other’s feelings, needs, wants, and concerned

Question 158

Relationship management

Answer 158

Manage other’s emotions Organize groups Negotiate solutions

Question 159

What are hallmarks of self-awareness?

Answer 159

Self confidence Realistic self assessment Self deprecating sense of humor

Question 160

What are hallmarks of self regulation?

Answer 160

Trustworthiness and integrity Comfort w/ ambiguity Openness to change

Question 161

Motivation

Answer 161

A passion to work for reasons that go beyond money or status A propensity to pursue goals w/ energy and persistence

Question 162

Hallmarks of motivation

Answer 162

- Strong drive to achieve - Optimism, even in the face of failure - Organizational commitment

Question 163

Hallmarks of empathy

Answer 163

Expertise in building & retaining talent Cross cultural sensitivity Service to clients and customers

Question 164

Hallmarks of social skills

Answer 164

- Effectiveness in leading change - Persuasiveness - Expertise in building and leading teams

Question 165

What are some characteristics of a high performing team?

Answer 165

Mutual trust Good communication Effective leadership External support Internal support Negotiating skills Clear goals Unified commitment

Question 166

What are the 5 dysfunctions of a team?

Answer 166

Inattention to results Avoidance of accountability Lack of commitment Fear of conflict Absence of trust

Question 167

Inattention to results

Answer 167

Status and ego

Question 168

Avoidance of accountability

Answer 168

Low standards

Question 169

Lack of commitment

Answer 169

Ambiguity

Question 170

Fear of conflict

Answer 170

Artificial harmony

Question 171

Absence of trust

Answer 171

Invulnerability

Question 172

3 origins of authority

Answer 172

Traditional Bureaucratic Charismatic

Question 173

Traditional authority

Answer 173

Customs and traditions

Question 174

Bureaucratic authority

Answer 174

Based on rules or established laws

Question 175

Charismatic authority

Answer 175

Based on power/persuasion and personal magnetism

Question 176

What are the 5 sources of power?

Answer 176

Legitimate power Reward power Coercive power Expert power Referent power

Question 177

Reward power

Answer 177

Based on ability to provide material/non-material inducements

Question 178

Legitimate power

Answer 178

Based on followers’ perception that leader has the right to lead

Question 179

Expert power

Answer 179

Based on individual’s knowledge and expertise

Question 180

Referent power

Answer 180

Based on personal charm/appeal and followers’ desire to emulate

Question 181

Coercive power

Answer 181

Based on ability to threaten & punish

Question 182

Several common characteristic that true leaders have

Answer 182

- Ability to articulate a compelling vision - Passion - Integrity - Encouragement - Curiosity, daring, taking calculated risks

Question 183

Level 1 of collins hierarchy of executive behaviors

Answer 183

Individuals make contributions independently

Question 184

Level 2 of collins hierarchy of executive behaviors

Answer 184

People who work well in team settings

Question 185

Level 3 of collins hierarchy of executive behaviors

Answer 185

Competent managers

Question 186

Level 4 of collins hierarchy of executive behaviors

Answer 186

Classic definition of a leader

Question 187

Level 5 of collins hierarchy of executive behaviors

Answer 187

Executive leader driven by goals

Question 188

What trait is shown by someone who acts assertively?

Answer 188

Competent

Question 189

What trait is shown by someone who admits their mistakes?

Answer 189

Cooperative

Question 190

What trait is shown by someone who challenges the status quo?

Answer 190

Credible

Question 191

What trait is shown by someone who communicates well?

Answer 191

Decisive

Question 192

What trait is shown by someone who delegates, entrusts, and empowers?

Answer 192

Diplomatic

Question 193

What trait is shown by someone who demonstrates integrity?

Answer 193

Emotionally stable

Question 194

What trait is shown by someone who encourages?

Answer 194

Innovative

Question 195

What trait is shown by someone who listens?

Answer 195

Optimistic

Question 196

What trait is shown by someone who makes others feel important?

Answer 196

Passionate

Question 197

What trait is shown by someone who negotiates successfully?

Answer 197

Persuasive

Question 198

What trait is shown by someone who provides good direction?

Answer 198

Responsible

Question 199

What trait is shown by someone who resolves conflict?

Answer 199

System thinker

Question 200

What trait is shown by someone who stays involved?

Answer 200

Visionary

Question 201

Level 5 leaders

Answer 201

More focused on the organization or cause than self Driven by goals, not recognition/fortune/power Exhibit many possible leadership styles

Question 202

What is critical to successful patient and workplace communication?

Answer 202

Respect

Question 203

What does the sender and receiver model include?

Answer 203

A sender and receiver

Question 204

Sender

Answer 204

Person who conveys the message using words and non-verbal cues

Question 205

Receiver

Answer 205

Person who decodes the words and cues to interpret the messages Then become the sender by giving feedback on the message

Question 206

What does each individual bring to a situation?

Answer 206

Knowledge Experience Culture Communication skills

Question 207

What occurs when both the sender and the receiver interpret the meaning of the message in the same way?

Answer 207

Effective communication

Question 208

Face to face communication incorporates 3 elements

Answer 208

Words Tone of voice Body language

Question 209

What are the 3 Vs?

Answer 209

Verbal Voice Visual

Question 210

What occurs when a person says one thing, but their body language, tone, or other nonverbal cues suggest something different?

Answer 210

Mixed messages

Question 211

What can influence verbal message reception?

Answer 211

Voice rate Volume Intonation Pitch

Question 212

Nonverbal communication may account for more than ___% of the way messages are received

Answer 212

90%

Question 213

Barriers to effective communication

Answer 213

Physical barriers Status differentials Time constraints Word choices Cultural and gender related differences

Question 214

Why can active listening be difficult?

Answer 214

The difference in the amount of material people can understand vs the amount people can speak You can understand more than someone can speak, so your mind has room to wander

Question 215

What affects active listening?

Answer 215

Speaker Settings Styles Subject

Question 216

What are some techniques that show an employee that you are listening?

Answer 216

Let the employee know you hear the question — both the emotion and the content Probe/ask questions to clarify info presented Advise to provide comments Paraphrase to describe what the person is saying Provide empathetic response Use nonverbal communication

Question 217

Active voice

Answer 217

When the subject is performing the action

Question 218

When is it useful to use an active voice?

Answer 218

When an action is being required In letters, email policies/procedures, other communication forms

Question 219

Passive voice

Answer 219

When the subject is acted upon

Question 220

When is it useful to use a passive voice?

Answer 220

When you do not want to assign blame Who may have specifically did something Communicate bad news

Question 221

Medium

Answer 221

Channel through which messages pass

Question 222

What are examples of mediums?

Answer 222

Memos Emails One on one exchanges Written (MEOW)

Question 223

Best practices for professional texts

Answer 223

Keep them short Offer another level of service Focus on building relationships first Be personal Limit frequency and ensure quality content Do not reply w/ one word Provide relevant content Set boundaries Offer short answer options Impart value Ensure that other individuals opt in

Question 224

Four key rules for developing a presentation

Answer 224

Remember that you are telling a story or asking for something Less is more Style and formatting are key Tell them what you care going to say and then tell them what you have to say

Question 225

Nonverbal key elements

Answer 225

Posture Facial expression Eye contact Gestures Touch

Question 226

What are some strengths of nonverbal communication?

Answer 226

Can convey emotions and attitudes more effectively than words alone Can reinforce or contradict verbal communication Can communicate messages when verbal communication is not possible/appropriate Can enhance interpersonal relationships & rapport Can be used to provide feedback to others

Question 227

Weakness of nonverbal communication

Answer 227

Can be misinterpreted or misunderstood because it is often implicit and not explicit in style Can be influenced by cultural or personal differences, leading to intercultural miscommunication Can be used to deceive or manipulate others due to its often ambiguous nature Can create discomfort or awkwardness in some situations Can be unintentionally distracting and unprofessional

Question 228

Strengths of verbal communication

Answer 228

Can convey complex ideas and emotions effectively through tones of voices, pitch, and urgency When face to face, it allows immediate feedback and clarification Tailored to the audience Can enhance interpersonal relationships and bonding Can be used to persuade or influence others Central to culture building

Question 229

Weakness of verbal communication

Answer 229

Can be misunderstood or misinterpreted Tone, pitch, and volume of voice may unintentionally change the message being delivered Can be influenced by linguistic differences even within one culture Poor language proficiency and the presence of speech impediments Ambient noise can easily obscure the message Prone to misremembering

Question 230

Strengths of visual communication

Answer 230

Quickly communicates complex information and relationships between ideas Captures attention especially when good color combos are used Easier to understand than words alone Can evoke emotions and inspire actions Enhances comprehensions

Question 231

Weakness of visual communication

Answer 231

Can be challenging to interpret at times May misrepresent or oversimplify complex concepts Can be time consuming and costly to create Not ideal for conveying sensitive or detailed messages Can be distracting or overwhelming

Question 232

Strengths of written communication

Answer 232

High accuracy Clarity Efficient

Question 233

Weakness of written communication

Answer 233

Lack of emotion Delay in communication Misinterpretation

Question 234

Barriers of communication

Answer 234

Gender Emotional Language Status Cultural Organizational Semantic Inattention Physical Personal

Question 235

Poor culture within the organization causes

Answer 235

- Stringent rules - Over regulations - Status relationships - Complexity and inadequate facilities - Lack of opportunity for growth & improvement - Heavy on management

Question 236

Internal and external environments when it comes to organizational barriers

Answer 236

Lack of appropriate workspace Poor lighting Staff shortages Outdates equipment Noise Separation of employees

Question 237

8 tips for active listening

Answer 237

Paraphrase Ask questions Use positive body language Show empathy Avoid judgement Don’t give advice too quickly Evaluate the conversation Listening may be enough

Question 238

Bracketing

Answer 238

Give up the perspective that our frame of reference is the correct one

Question 239

Miscommunications in texting

Answer 239

Emoji misfire Delayed responses Abbreviation ambiguity Autocorrect chaos Incomplete information Sarcastic interpretations Acronym oops Time zone issues Too brief Misread punctuation Subject change Misplaced emphasis Ambiguous invitations Multitasking distractions Assumption of prior knowledge Overuse of capital letters

Question 240

What should you do when faces w/ an angry customer, patient, or caregiver?

Answer 240

Stay calm Validate pt’s emotions Ask pt questions Apologize

Question 241

What does staying calm entail?

Answer 241

Stop and breathe Silence is okay while you gain your thoughts

Question 242

How should you validate the patient’s emotions?

Answer 242

“I hear your frustration and understand you did not plan your day around having to stand here and wait for us to clarify”

Question 243

When asking the pt questions, what should you do?

Answer 243

Use open ended questions Become and investigator

Question 244

What does apologizing entail?

Answer 244

It doesn't mean you’re wrong or assigning blame It’s about expressing regret that someone is upset

Question 245

Thomas-Kilmann conflict mode instrument

Answer 245

Competing Accommodating Avoiding Compromising Collaborating

Question 246

What are the elements of a collaborative conversation?

Answer 246

Identify the problem Identify all possible solutions Decide which solution is best Determine how to implement the solution Assess the outcome of a solution

Question 247

Strategies managers can use to manage a group conflict

Answer 247

Establish protocols for conflict Equip employees w/ tools and confidence to manage conflict Screen for conflict competence during hiring and promotion Refuse to hear arguments until parties in conflict have exhausted the ability to reach a consensus Establish a conflict escalation protocol Make process of conflict resolution transparent

Question 248

Principled negotiation supports ____ and ____ relationships

Answer 248

Productive and long term

Question 249

What does principle negotiation involve?

Answer 249

Identifying own interests Seek to understand the interests of the other party Work together to develop potential options Evaluate possibilities Reach agreement that benefits other parties

Question 250

Problem solving process

Answer 250

1. Define the problem 2. Analyze the problem 3. Develop possible solutions 4. Analyze proposed solutions 5. Select the best solution given the environment and parties involved 6. Plan the next course of action

Question 251

Conflict

Answer 251

Disagreement through which the parties involved perceive a threat to their needs, interests, concerns

Question 252

Mutually beneficial compromises

Answer 252

Can be reached if conflict is viewed as an opportunities to recognize and appreciate the concerns of others rather than as a win or lose situation

Question 253

Factors that may prompt conflict within a pharmacy setting

Answer 253

Heavier than normal workloads Being understaffed The introduction of new staff members and/or leaders Scheduling disagreements High noise or distraction levels Introduction of new protocols or procedures Inadequate understanding of job duties Impression that pharmacist makes the money but techs do the work After a med error has occurred

Question 254

Feelings conversation

Answer 254

Related to emotions inherent in the conflict

Question 255

Identify conversation

Answer 255

Internal conversation we have w/ ourselves about what a particular situation means to us personally

Question 256

Common ways to respond to conflict

Answer 256

Personal awareness Competing mode Accommodating mode Avoiding mode Compromising mode Collaborating mode

Question 257

Personal awareness

Answer 257

Supporting effective resolution of conflict

Question 258

Competing mode

Answer 258

Win at all costs mentality Assertive and uncooperative

Question 259

Accommodating mode

Answer 259

Unassertive and highly cooperative Neglect own needs to help others

Question 260

What is the result of responding to conflict w/ accommodating mode?

Answer 260

Lose-win

Question 261

Avoiding mode

Answer 261

Unassertive and uncooperative Simply do not deal with conflict Don’t pursue their needs to others needs

Question 262

What is the result of responding to conflict using avoidance?

Answer 262

Lose-lose

Question 263

Compromising mode

Answer 263

Moderate assertiveness and cooperativeness

Question 264

What is the goal of using compromising mode?

Answer 264

Find a compromising situation that accommodates all disagreeing parties

Question 265

What is the result of using a compromising mode when responding to conflict?

Answer 265

Lose-lose

Question 266

Collaborating mode

Answer 266

Assertive and cooperative Find solutions satisfying to all

Question 267

What is the result of using collaborative mode when resolving conflict?

Answer 267

Win-win

Question 268

What does BATNA stand for?

Answer 268

Best alternative to a negotiated agreement

Question 269

BATNA

Answer 269

The course of action a party will take if a negotiation and no agreement is reached

Question 270

Why is BATNA an important source of power?

Answer 270

An individual has greater power when others perceive them to have equal or better options to the deal being offered The most powerful party in a negotiation is the one who can most easily walk away from an offer

Question 271

Authority

Answer 271

Formal or official power bestowed on individuals

Question 272

Greater authority gives one greater ____ in negotiating

Answer 272

Flexibility

Question 273

What is one rule of negotiating?

Answer 273

Individuals should partner w/ those that have the authority to make a deal

Question 274

Who might be perceived as powerful negotiators?

Answer 274

People w/ a positive and confident attitude

Question 275

4 standard responses to conflict and how individuals act

Answer 275

Opportunism Avoidance Accommodation Collaboration

Question 276

When is negotiation necessary?

Answer 276

When 2+ people/entities have a difference of opinion

Question 277

Cooperation

Answer 277

Work together to find mutually beneficial solutions to conflicts

Question 278

Trust

Answer 278

Share info without feeling that it will be used against them opportunistically

Question 279

Trust is also needed for partners to make ___

Answer 279

Concessions

Question 280

What can happen without trust?

Answer 280

Neither partner will make the first move necessary to break an impasse

Question 281

Why is having imagination essential?

Answer 281

Many negotiations revolve around a multitude of issues and varying importance to the parties

Question 282

___ and ___ can help parties look beyond the one or two easily recognizable paths to a solution

Answer 282

Imagination and creativity

Question 283

Principled negotiation

Answer 283

Uses objective standards to address the concerns of the individuals or organizations involved to reach mutually acceptable standards

Question 284

2 types of standards involved in principled negotiation

Answer 284

Objective standards Personal standards

Question 285

Objective standards

Answer 285

Criteria that both negotiating parties agree on and in which they have confidence APPLIED TO EACH POTENTIAL SOLUTION

Question 286

Personal standards

Answer 286

Refer to each party’s best alternative to the negotiated agreement or fallback position if not pursuing the negotiation

Question 287

Communication behavior modes

Answer 287

Passive Aggressive Assertive

Question 288

Passive communication behavior mode

Answer 288

Seek to avoid conflict at all costs

Question 289

Aggressive communication behavior mode

Answer 289

Focus on winning despite all costs

Question 290

Assertive communication behavior mode

Answer 290

Lies between 2 extremes above and is center of principled negotiation Involves giving and receiving respect

Question 291

Active listening involves remaining ____ while you digest another’s message or position and then responding in a way that conveys you have done so

Answer 291

Nonjudgemental

Question 292

Tough tactics

Answer 292

When one negotiating party attempts to manipulate the other and leads to resistance

Question 293

Agreement to tough tactics

Answer 293

If you feel criticism or a portion of it is valid in negotiation, simply agreement

Question 294

Disagreement to tough tactics

Answer 294

Disagreeing w/ criticism raised if you feel it’s illegitimate

Question 295

Inquiry to tough tactics

Answer 295

Asking questions that may evoke criticism to address unexpected criticism

Question 296

Fogging to tough tactics

Answer 296

Technique when unsure of the accuracy of a concern raised or of validity

Question 297

Postponing to tough tactics

Answer 297

When a negotiator is unsure about a term

Question 298

Broken record response to tough tactics

Answer 298

When a negotiator is not interested in altering their position

Question 299

Inadequate preparation

Answer 299

When negotiators do not do their homework and are not sufficiently versed in the issue at hand before engaging in principled negotiation

Question 300

Positional bargaining

Answer 300

Negotiation strategy whereby a party holds onto their position without regard for the other party or underlying concerns

Question 301

Stalemate

Answer 301

Situation in which neither side can prevail in a negotiating and parties disbands

Question 302

Doer personality

Answer 302

Action oriented Likes to get things done Energetic Decisive

Question 303

What is the problem with having a doer personality?

Answer 303

Can frustrate teammates Does not allow time to process events before getting comfortable w/ a plan of action

Question 304

Thinker personality

Answer 304

Considers current and future implications Engages in conversations w/ teammates Asks insightful questions Ponders various options before formulating a plan

Question 305

What is the problem w/ having a thinker personality?

Answer 305

If time allows it’s appreciated, but in crisis mode, teammates can become impatient Too slow responding to issues

Question 306

Communicatory personality

Answer 306

People oriented Mastery of language skills to persuade and sell their ideas Can be assertive at times Wants visibility Likes praise

Question 307

Why can having a communicator personality be bad?

Answer 307

May be perceived as abrasive Talking at vs listening

Question 308

Analyzer personality

Answer 308

Highly analytical Thoughtful Detail oriented Likes to concentrate on task Likes consistency

Question 309

Why can having an analyzer personality be bad?

Answer 309

You may be seen as a finger pointer

Question 310

When conflict occurs, what 3 issues are at play?

Answer 310

What happened conversation Feelings conversation Identity conversation

Question 311

The “what happened” conversation

Answer 311

Assume your view/interpretation of the matter is right Assuming what other intentions are Assigning blame

Question 312

The feelings conversation

Answer 312

Displayed or not displayed Unable to be a good listener Judgement

Question 313

The identity conversation

Answer 313

Challenging a person’s sense of who they are Question person’s competency

Question 314

Steps in principled negotiation

Answer 314

1. Uncoupled parties from the problem 2. Target underlying concerns 3. Develop joint solutions 4. Apply standards

Question 315

What do uncoupled parties from the problem focus on?

Answer 315

The issues rather than the people and personalities involved

Question 316

Target underlying concerns

Answer 316

Uncover the true issues leading to the lack of agreement

Question 317

Develop joint solutions

Answer 317

Work collaboratively to generate multiple options

Question 318

Apply standards

Answer 318

Use objective standards to: - ensure fairness - assess whether a proposed solution meets your personal expectations

Question 319

7 tips to resolve workplace conflict

Answer 319

Find common ground Investigate the situation Follow up Document the incident Establish roles Agree on a solution Brainstorm solution

Question 320

Find common ground

Answer 320

Highlight share goals/interests as a basis for constructive dialogue — acknowledging varied paths to the same end

Question 321

Investigate the situation

Answer 321

- Engage w/ stakeholders - Identify unmet needs - Determine if medication is needed - Understand both viewpoints to pinpoint conflict origin

Question 322

Brainstorm solutions

Answer 322

Facilitate a brainstorming session Encourage nonjudgemental idea sharing and collaborative pros/cons discussion

Question 323

Agree on a solution

Answer 323

Through negotiation Aim for a resolution that is fair, realistic, and resonates w/ the previously identified common ground

Question 324

Establish roles

Answer 324

Clearly outline responsibilities to shift from blame to teamwork Ensure everyone understands their contribution to the resolution

Question 325

Document the incident

Answer 325

Record details like: - involved parties - conflict nature - resolution - commitments for clarity and future reference

Question 326

Follow up

Answer 326

Maintain open communication Ensuring adherence to agreements Checking on employee well-being Showcasing organizational commitment

Question 327

Organization

Answer 327

A group of individuals working to reach a common goal Can be as small as a family or a global corporation

Question 328

Organizations have…

Answer 328

Visions Mission Values

Question 329

Visions

Answer 329

The organization’s long term goals and aspirations

Question 330

Mission

Answer 330

The organization’s purpose

Question 331

Values

Answer 331

The organization’s central priorities

Question 332

Organization values

Answer 332

Cores Aspirational Permission to play Accidental

Question 333

Core values

Answer 333

Deeply ingrained principles and cultural cornerstones

Question 334

Aspirational values

Answer 334

What is needed for success in the future but currently lacking in the org

Question 335

Permission to play values

Answer 335

Reflect minimal behavioral and social standards required by an employee

Question 336

Accidental values

Answer 336

Arise spontaneously without being cultivated

Question 337

Systematic and scientific analysis of individuals, groups, and organizations

Answer 337

How groups of people work together Understand, predict, and affect human behavior to improve the performance of individuals in groups Ultimately to affect the functioning and success of the organizations in which individuals and groups work

Question 338

Why should pharmacists understand organizational behavior?

Answer 338

Understand, predict, and affect individual performance Needs to improve the functioning of the pharmacy

Question 339

The vision can be seen as the organization’s ____

Answer 339

Broad statement

Question 340

What does the vision describe?

Answer 340

The tomorrow and the long term future Who serves the organization

Question 341

How would you describe an organization’s mission?

Answer 341

The why and how The core purpose of the organization How the org fills its vision Tells the world what the org does Tells the world how the org does it every day

Question 342

Organizational behavior

Answer 342

Systematic and scientific analysis of individuals, groups, and organizations

Question 343

How is a profession different than an occupation?

Answer 343

Professions are deliberately granted autonomy, including the exclusive right to determine who can do the work and how it should be done

Question 344

Organizational structure

Answer 344

1. Differentiation 2. Formalization 3. Centralization 4. Division of labor 5. Unity of command 6. Span of control 7. Departmentalization

Question 345

Differentiation

Answer 345

The degree to which units in an org are dissimilar

Question 346

What is the other name for differentiation?

Answer 346

Complexity

Question 347

How can differentiation occur?

Answer 347

Horizontally Vertically Spatially

Question 348

Narrow horizontal differentiation

Answer 348

Units are very SIMILAR to each other SMALL numbers of units

Question 349

Wide horizontal differentiation

Answer 349

Units are very DIFFERENT from each other LARGE numbers of units

Question 350

What can horizontal differentiation be based on?

Answer 350

Types of education, profession, and background of individuals Types of goos and services provided Types of business in the organization

Question 351

Example of horizontal differentiation

Answer 351

Multi-ownership of a variety of related industries Health system w/ other types of facilities

Question 352

How is vertical differentiation classified?

Answer 352

Based on the depth of the organizational hierarchy

Question 353

How is vertical differentiation usually expressed?

Answer 353

In an organizational chart

Question 354

What are the 3 aspects of vertical differentiation?

Answer 354

Chain of command Authority Responsibility

Question 355

Chain of command

Answer 355

Pathways up and down an org chart — who reports to who

Question 356

Authority

Answer 356

Rights given to a certain position based on position in org chart

Question 357

If someone has authority, what can they do?

Answer 357

Give orders and expect that they can be carried

Question 358

Responsibility

Answer 358

Making sure that work is actually completed

Question 359

Responsibility requires ____

Answer 359

Authority

Question 360

Line positions in vertical differentiation

Answer 360

Positions commented by a solid line in an org chart

Question 361

What do line positions represent in vertical differentiation?

Answer 361

Direct reporting relationships important to the overall objectives of an organization

Question 362

Staff positions in vertical distribution

Answer 362

Positions connected by a dashed line in an org chart

Question 363

What are staff positions?

Answer 363

Positions that advise, supplement, and support “line” positions

Question 364

Spatial differentiation

Answer 364

Degree to which an organization’s units are spread out geographically

Question 365

Formalization

Answer 365

The degree to which jobs are standardized in an org

Question 366

Centralization

Answer 366

The degree to which decision making is concentrated at a single point in an org

Question 367

What is a potential problem of HIGH centralization?

Answer 367

Micromanagement

Question 368

What is a potential problem of low centralization?

Answer 368

Giving staff level employees added responsibility for goal achievement without the authority over others needed to accomplish the goals

Question 369

Division of level

Answer 369

The degree of work tasks are divided into specific parts The degree to which specific personnel perform only specific work tasks

Question 370

What is the positive consequence of division of labor?

Answer 370

Perhaps more efficient

Question 371

What is the negative consequence of division of labor

Answer 371

Too narrow job focus and decreased job satisfaction

Question 372

Why does the unity of command principle exist?

Answer 372

Individuals should report to one (and only one) supervisor

Question 373

Span of control

Answer 373

The number of people a manager can effectively supervise

Question 374

Factors impacting span of control

Answer 374

Skill level of staff employees — need for training Skill level of manager Need for communication between administrator and staff Geographic location

Question 375

Departmentalization

Answer 375

Grouping individuals to perform specific tasks

Question 376

Informal organization

Answer 376

Means of communicating and influence outside the formal organizational structure

Question 377

Job satisfaction

Answer 377

Emotional response or the comparison between our expectations and perceived reality of the position

Question 378

Organizational commitment

Answer 378

Emotional attachment Accepting the organization’s goals and values Putting forth efforts and wanting to maintain membership

Question 379

Job stress

Answer 379

Comes in the form of: - role ambiguity - role overload w/ dissatisfaction associated w/ job stress

Question 380

Job turnover

Answer 380

Cost of filling new positions w/ losing experienced individuals How to maintain employees Understanding the push away from a current position to a possible pull from another position

Question 381

Well-being

Answer 381

The overall physical, social, spiritual, financial, and other mindset of the individual How to maintain employee well-being in the workplace

Question 382

Emotions

Answer 382

Intense feelings Emotional labor Emotional intelligence

Question 383

Trait theories

Answer 383

Focused on identifying personality traits that could distinguish leaders from non-leaders

Question 384

What are the 3 basic leadership styles in behavioral theory?

Answer 384

Autocratic Democratic Laissez-faire

Question 385

3 basic dimensions in situational or contingency based theory

Answer 385

Task & relationship orientation Behavior Follower readiness

Question 386

Leader-member exchange theory

Answer 386

Leaders establish special relationships w/ a small group of followers early on in the tenure of the leader

Question 387

What are the 4 key functions of managers?

Answer 387

Planning Organizing Leading Controlling

Question 388

Strategic plan

Answer 388

A statement of the method for achieving an organization’s goals

Question 389

SWOT analysis

Answer 389

a method of analyzing the business to identify its strengths, opportunities, weaknesses, and the threats

Question 390

Where is SWOT analysis used?

Answer 390

Market planning

Question 391

Vision statement

Answer 391

An articulation of future goals or desired long term achievements A description of the organization’s desired future direction

Question 392

Strategic positioning

Answer 392

Performing different activities from competitors or performing similar activities in different ways

Question 393

Objectives

Answer 393

Broad statements of direction that are externally focused

Question 394

Strategic planning purpose

Answer 394

Ensure that the org is doing the right things now and in the future

Question 395

Strategic planning process

Answer 395

1. Strategic goals 2. Determining policies and programs to achieve set goals 3. Ensure policies and procedures are implemented 4. Increases likelihood of survival in the future

Question 396

Planning process

Answer 396

- Planning phase - Strategizing - Post planning phase - Communicating the plan - Implementing the plan - Monitoring the progress and assessing results

Question 397

Steps in the planning process

Answer 397

1. Define or orient the planning to a singular purpose/desired result 2. Assess the current situation 3. Establish goals 4. Identify strategies to reach those goals 5. Establish objectives that support progress toward the goals 6. Define responsibilities and timelines for each objective 7. Write and communicate the plan 8. Monitor progress toward meeting goals and objectives

Question 398

What is the purpose of strategic planning?

Answer 398

To ensure that the org is doing the right thing Address what business the org is in or ought to be Provide a framework for more detailed planning and day to day decisions

Question 399

Characteristics of strategic planning

Answer 399

Long term (5-20 years) Includes all aspects of the org External viewpoint (how the org interacts w/ or controls its environments)

Question 400

Purpose of operational planning

Answer 400

Ensure that the org is prepared Ensure the org performs the immediate tasks and objectives to meet the goals and strategy of the org Ensure that the org is doing the right thing

Question 401

Characteristics of operational planning

Answer 401

Short term (1-5 years) Scope is specific to the immediate actions that need to be taken to move the org forward Viewpoint is internal (day to day accomplishment of tasks)

Question 402

What is the purpose of business planning?

Answer 402

to determine feasibility of a specific business or program make a decision about investing in and moving forward w/ a program

Question 403

Characteristics of business planning

Answer 403

short term (1-5 years) can be used to make decisions to: - start a new business - expand a business - terminate a business

Question 404

what is the purpose of resource planning?

Answer 404

ensure that the resources necessary to achieve goals and strategy of the organizations comprehensive or focuses on a specific type of resource

Question 405

characteristics of resource planning

Answer 405

mid term (1-10 years) scope is specific to the resource or resources defined in the plan viewpoints are internal (the resource of the organization)

Question 406

what is the purpose of organizational planning?

Answer 406

ensure that an organization is organized appropriately to meet the challenges of the future

Question 407

What are the key elements of organizational planning?

Answer 407

Reporting relationships Definition of responsibilities Definition of authorities

Question 408

characteristics of organizational planning

Answer 408

mid term (1-10 years) scope specific to the structural aspects of the organization including: - division - reporting relationships - coordination - control viewpoint is internal (how the company organizes itself)

Question 409

what is the purpose of the contingency planning?

Answer 409

to provide feedback option or direction if the original strategy of the organization fails or something unexpected occurred

Question 410

when would contingency planning occur?

Answer 410

for a specific anticipated situation

Question 411

what are the most common anticipated situations in contingency planning?

Answer 411

business related crisis (ex. labor strike) changes in management personnel

Question 412

characteristics of contingency planning

Answer 412

short-long term (1-20 years) scope is specific to the particular situation that may occur viewpoint is both external and internal

Question 413

When would contingency planning occur?

Answer 413

For a specific anticipated situation

Question 414

What is the purpose of the emergency planning?

Answer 414

To address the emergencies that may be expected in the workplace

Question 415

Characteristics of emergency planning

Answer 415

Mid term (1-10 years) Scope specific to the particular situation that may occur Viewpoint is both external and internal

Question 416

Barriers to effective planning

Answer 416

1. Failure to commit sufficient time to the planning effort 2. Interpersonal issues such as struggles over power or politics and individual/group resistance to change 3. Lack of planning skills 4. Failure to plan far enough into the future 5. Constantly changing environment 6. Failure to implement owing to lack of time or lack of resources 7. Failure to monitor progress 8. Lack of support of top executive/board of directors

Question 417

Business plan

Answer 417

Formal document that contains background info about the intended opportunity and key participating members

Question 418

A business plan ____ and ____ supporting info concerning attaining goals

Answer 418

Describes and details

Question 419

Line of credit

Answer 419

A loan issued to a business that is usually used to satisfy cash flow problems at various times of the year

Question 420

Profit and loss statement

Answer 420

Defined by a period of time and provides a listing of revenues and expenses for the business unit

Question 421

Break-even point

Answer 421

The volume of activity where expenses are equal to benefits

Question 422

Target market

Answer 422

The specific individuals/groups within the market that are most likely to be potential customers for the goods or services of the business

Question 422

Where are mission statements found?

Answer 422

In a business plan or corporate documents/websites

Question 423

Return on investments

Answer 423

Net income (or loss) divided by the amount invested

Question 424

Limited liability corporation

Answer 424

Type of company the is a hybrid and provides the protected liability of a corporation, and yet the tax efficiencies and operational flexibility of a partnership

Question 425

Variable cost

Answer 425

Costs that change as activity level changes

Question 425

Payback time

Answer 425

The period to reach the break-even point The time it takes for income to equal or exceed the initial investment and ongoing expenses in a program

Question 426

Fixed cost

Answer 426

An expenditure or expense that does not vary w/ the volume of activity, at least in the short term

Question 427

Competitive advantage

Answer 427

The aspects of a business that give it an edge over the competition

Question 427

Junior partnership

Answer 427

Equity is earned by the buyer over a period of time

Question 427

Positioning

Answer 427

The act of designing the company’s offering and image to occupy a distinct place in the mind of a target market

Question 427

Market

Answer 427

The population of consumers for which the service/product is applicable

Question 428

Competitor

Answer 428

A business competing for the same market dollars/customer base

Question 429

How can markets be classified?

Answer 429

Geographically By specific characteristics Combo of factors

Question 430

Market analysis

Answer 430

The part of a business plan that contains: - the industry outlook - info about target market - potential market - regulatory concerns - other info

Question 431

Executive summary

Answer 431

The part of the business plan that is placed first

Question 432

(T/F): the executive summary is the most important section and is 1-2 pages in length

Answer 432

True

Question 433

What is the executive summary compared to in a medical journal

Answer 433

The abstract

Question 434

Expense

Answer 434

A past or current expenditure

Question 434

Payer

Answer 434

Individuals/entities that pay for services In healthcare, payers are typically: - 3rd party insurance - manages care orgs - government

Question 435

Financial statements

Answer 435

Document that provides info about financial status, including: - balance sheet - income statement - statement of owner’s equity - statement of cash flows

Question 436

Who can be stakeholders

Answer 436

The public Stockholders Employees Board members

Question 437

Stakeholders

Answer 437

Anyone w/ an interest in a company, service, or product

Question 438

Market share

Answer 438

% of share of the market that the business serves or desired to serve

Question 438

Market segment

Answer 438

A subgroup of the total market A group of customers/potential customers whose members have a common characteristic related to how and why they might use the good/service

Question 439

Forecasting

Answer 439

Estimating/projecting costs, revenues, or both Estimating the trends in the economy/any other variable

Question 440

Components of a business plan

Answer 440

- Cover page and title - Brief personalized letter to reader - Table of contents - Executive summary - Description of company/SVC/background - Marketing and sales plan - Operation and management plan - Funding request - Financial projections (3-5 years) - Appendices

Question 441

Business profile

Answer 441

Define and describe intended business and explain how you plan to achieve goals

Question 442

What should be included in a business profile?

Answer 442

Timelines to accomplish tasks and review the plan Mission and vision statements

Question 443

Marketing analysis and plans

Answer 443

Provide an overview/analysis of the target market Including identification of competitors and strategies for marketing and expending the business

Question 444

What should a marketing analysis and plan include?

Answer 444

SWOT analysis

Question 445

Operations and management

Answer 445

Describe the intended organizational structure and operations, including: - assigned responsibilities and tasks - workflow - required resources and expenses

Question 446

What should you address in the operations and management section of a business plan?

Answer 446

Staffing/personnel plans How prior experiences of you & your staff are applicable to the business Any personnel gaps/needs

Question 447

Financials/economic assessment

Answer 447

Provide a complete assessment of the economic environment in which your business will operate

Question 448

What should a financial/economic assessment include?

Answer 448

A one year cash flow assessment that incorporates your capital requirements Your assessment of what could go wrong and how you plan to handle problems

Question 449

Summary/conclusion

Answer 449

Highlights the critical points of the proposal

Question 450

How long should the summary/conclusions section of a business plan be?

Answer 450

Less than one page

Question 451

Appendices

Answer 451

Includes supporting documents and other materials that can support the proposal

Question 452

Considerations for selecting a location to open a pharmacy or other service

Answer 452

Access Location Zoning Population Visibility Costs

Question 453

What are the 5 Cs of credit?

Answer 453

Character Capacity Capital Collateral Conditions

Question 453

Sources of funding

Answer 453

- SBA loans - Angel investors and venture capitalists - Credit cards - Bank loans - Home equity loans

Question 454

Return on investments (ROI)

Answer 454

A performance measure used to evaluate the efficiency of an investment

Question 455

How do you calculate ROI?

Answer 455

The benefit (return) of an investment divided by cost of investment

Question 456

How are results of ROI usually expressed?

Answer 456

% or ratio

Question 457

ROI equation

Answer 457

(Gain from investment - cost of investment) / cost of investment

Question 458

Quid pro quo sexual harassment

Answer 458

According to the EEOC, this occurs when a job benefit is directly tied to an employee submitted to unwanted sexual advances

Question 459

How are submissions to the quid pro quo sexual harassment conduct made?

Answer 459

Either explicitly or implicitly as a term of the individual’s emploement via a position of power

Question 460

Omnibus Budget Reconciliation Act of 1990 (OBRA 90)

Answer 460

Established pt counseling standards Requires an offer to counsel be made to a pt on a prescribed med and maintenance of a pt’s profile

Question 460

What did OBRA 90 establish?

Answer 460

DUR programs

Question 460

Centers for Medicare and Medicaid Services

Answer 460

Federal agency within the US dept of health and human services Administers the medicARE program Works in partnership w/ individual state governments to administer medicAID program State’s children’s health insurance program HIPAA standards

Question 461

Just cause

Answer 461

Legally acceptable/sufficient reasons a pharmacy manager can take employment such as: - dismissal - suspension (with or without pay) - other disciplinary action Based on an employee’s conduct at work

Question 462

Health Insurance Portability and Accountability Act of 1996 (HIPAA)

Answer 462

Established the privacy and security rules for covered entities such as: - healthcare providers - healthcare clearing houses - health plans

Question 463

What did HIPAA establish?

Answer 463

The concept of PHI

Question 464

Protected health information (PHI)

Answer 464

Any info concerning the past/present/future physical or mental health of an individual

Question 465

When was HIPAA enacted?

Answer 465

1996

Question 466

Why was HIPAA enacted?

Answer 466

To improve access to healthcare through increased portability and continuity of health insurance Specifically allowing workers to retain healthcare coverage when the changed or lost a job

Question 467

Reasonable accommodations

Answer 467

A modification of a job for someone w/ a disability to allow an otherwise qualified person to perform the job

Question 468

Covered entity

Answer 468

A person/org that provides healthcare or possesses healthcare records

Question 469

Minimum necessary (HIPAA)

Answer 469

Covered entity must make a reasonable effort to limit the exposure of PHI to the minimum necessary to accomplish the intended purpose of the use, disclosure, or request

Question 470

Privacy rule requires health plans/providers to develop/distribute a privacy note w/ the following:

Answer 470

How the covered entity may use/disclose PHI about an individual The individual’s rights concerning the information and how the individual may exercise these rights The covered entity’s legal duties w/ respect to the info Who individuals can contact for further info about the covered entity’s privacy policies

Question 470

Expectations to the minimum necessary principle include disclosures

Answer 470

To healthcare providers for treatment purposes To the individual who is the subject of the info Made w/ the individuals permission Required to comply w/ laws

Question 471

Permitted disclosures under HIPAA: 12 national priority purposes

Answer 471

1. Required by law 2. Public health activities 3. Victims of abuse, neglect, or domestic violence 4. Health oversight activities 5. Judicial and administrative proceedings 6. Law enforcement purposes 7. Cadaveric eye, organ, or tissue donation 8. Research 9. Serious threat to health or safety 10. Essential government functions 11. Workers’s comp

Question 471

(T/F): the privacy rule does not require that every risk of an incidental use or disclosure of PHI be eliminated

Answer 471

True

Question 472

Incidental disclosures

Answer 472

Use/disclosure of PHI that occurs as a result of an otherwise permitted use/disclosure

Question 473

Non-routine disclosures

Answer 473

Any other type of disclosure to anyone without a direct treatment relationship that involves communication of PHI for any reason other than permitted and incidental

Question 474

What must be obtained for any non-routine disclosure?

Answer 474

A release form documenting permission of the pt

Question 475

A pt can request a listing of any non-routing disclosures for ___ years after an occurrence

Answer 475

6

Question 476

Who updated HIPAA rules?

Answer 476

Health Information Technology for Economic and Clinical Health (HITECH) Act that is part of the American Recovery and Reinvestment Act of 2009

Question 477

What are the updated HIPAA rules

Answer 477

Established a tiered penalty scheme for HIPAA violations up to $1.5M Covered entity is responsible for HIPAA violations, even if it claims violation was unknown, unless corrected within 30 days of discovery Provided state attorney general w/ authority to enforce HIPAA regulations Changed liability for business associates Breach notification rule Marketing/3rd party communications regarding meds Business associate agreements

Question 478

What are the 3 categories for which the specific requirements OBRA 90 says a pharmacy/pharmacist must do in order to receive medicaid reimbursement?

Answer 478

Prospective DUR Pt counseling Maintenance of pt records

Question 479

Why was the rx drug marketing act of 1987 enacted?

Answer 479

Ensure the safety of effectiveness of prescription drug products purchased by consumers Avoid the unacceptable risk of counterfeit, adulterated, misbranded, subpotent, or expired drugs being sold to the public Prohibition of reimportation of prescription drug samples Ban on the resale of drugs by hospitals and other entities

Question 480

Haight act

Answer 480

Governs the internet as a means of drug distribution An amendment to the controlled substances act Enacted into law into 2008

Question 481

What does the Haight act do?

Answer 481

Adds the statement that “no controlled substance may be delivered, distributed, or dispensed by means of the internet without a valid rx” Further specifies that, for an rx to be valid, a pt-practitioner relationship must exist and that the practitioner must conduct at least one in person medical exam Includes language to practice of telemedicine Established internet VIPPS certification

Question 482

Each ___ drafts its own laws governing the practice and duties of a governing pharmacy agency

Answer 482

State

Question 483

What does the BOP generally have the authority to do?

Answer 483

License pharmacy professionals and pharmacy facilities Impose discipline on pharmacy professionals and pharmacies

Question 484

Civil liability

Answer 484

Malpractice and professional negligence

Question 485

Administrative liability

Answer 485

Determined by governing bodies such as state BOPs

Question 486

Medication error

Answer 486

Any preventable event that may cause or lead to inappropriate medication use or patient harm while the medication is in the control of the healthcare professional, patient, or consumer

Question 487

E-prescribing

Answer 487

Rxs sent electronically from prescriber to a pharmacy to be dispensed

Question 488

What is e-prescribing an example of?

Answer 488

Pharmacy informatics

Question 489

What can barriers of e-prescribing include?

Answer 489

Lack of broad back internet connections Lack of established network connections Unwillingness of clinicians to participate Limitations in a system’s ability to retrieve pt data Lack of standards in information exchange

Question 490

Automation

Answer 490

Any technology, machine, or device linked to a control system (eg computers) to manage machinery and process

Question 491

What can appropriate application allow an org to achieve?

Answer 491

Improved operating efficiencies, safety, quality, and customer service as well as the opportunity to reduce overall costs

Question 492

How can optimal pharmacy design and layout options be developed?

Answer 492

By performing a workflow analysis

Question 493

How can a workflow analysis be defined?

Answer 493

A systematic process by which tasks being performed in a particular work environment are broken down into individual steps and evaluated for variables such as: - accuracy - safety - efficiency - customer/pt satisfaction

Question 494

Practicing pharmacy includes:

Answer 494

Evaluating & filling prescriptions/med orders Dispensing medications Participating in medicine/device selection & monitoring Collaborative drug therapy management agreements Administering medications to patients Performing medication reviews

Question 495

What are the 5 rights of medication admin?

Answer 495

Right patient Right drug Right dose Right route Right time

Question 496

Factors that contribute to med errors

Answer 496

Wrong time Omission Prescribing mistake Unauthorized drug Improper dose Wrong dosage form Wrong administration/technique Deteriorated drug

Question 497

What do highly reliable orgs deploy for medication errors?

Answer 497

Independent redundancies

Question 498

Latent error examples

Answer 498

Poor handwriting Incomplete information Unclear labeling High workload

Question 499

What is the core function of the pharmaceutical supply chain?

Answer 499

To provide efficient, safe, and reliable access to pharmaceutical drugs

Question 500

Drug supply chain security act (DSCSA)

Answer 500

Sets forth requirements for trading partners regarding the tracing of rx pharmaceutical products during distribution throughout the US

Question 501

the DSCA is title ___ of the drug quality and security act

Answer 501

2

Question 502

What do the interoperable, electronic tracing systems of the DSCA allow the FDA to do?

Answer 502

Protect US consumers by readily identifying compromised prescription pharmaceutical products and remove them from the supply chain Including those that may be counterfeit, stolen, contaminated, dangerous, or harmful

Question 503

What does the DSCSA require the wholesale distributors and 3rd party logistics providers to obtain?

Answer 503

National licensure Report licensure status to the FDA annually

Question 504

Goal of inventory management

Answer 504

To minimize the financial amount invested in inventory and hold procurement and carrying costs at the lowest possible amounts, all while balancing supply and demand

Question 505

What are the 3 methods used to manage inventory?

Answer 505

Visual method Periodic method Perpetual method

Question 506

Visual method to manage inventory

Answer 506

Requires designee to look at the number of units in inventory and compare them w/ a listing of how many should be carried

Question 507

Periodic method to manage inventory

Answer 507

Requires designee to count the stock in hand at predetermined intervals and compare it with minimum desired level

Question 508

Perpetual method

Answer 508

These systems are computerized inventory management systems and are the most efficient method to manage inventory This allows inventory to be monitored at all times

Question 509

Can C2s be ordered electronically?

Answer 509

Yes

Question 510

What must be obtained in order for a pharmacy to fill an electronically ordered CII drug?

Answer 510

A DEA controlled substance ordering system digital service that is obtained once the pharmacy is registered w/ the US DEA

Question 511

What does purchasing involve?

Answer 511

Buying the right product In the right quantity At the right price At the right time Right product is determined in the demand forecasting process

Question 512

Cost of goods sold (COGS)

Answer 512

Inventory + associated costs

Question 513

In COGS, profits may increase by as much as ____ for every ____ decrease

Answer 513

15% 1%

Question 514

Demand management

Answer 514

Methodology used to generate, revise, and improve a demand forecast of the products and services that the org will provide to customers

Question 514

Inventory management

Answer 514

Methodology used to control inventory and stock Includes controlling inventory levels and overseeing ordering and storage inventory

Question 515

What is the objective of inventory management?

Answer 515

To meet sales and customer service levels at optimal cost

Question 516

Procurement

Answer 516

The functions of buying products and services for a specific business purpose

Question 517

Sourcing

Answer 517

The methodology used to identify and manage the right product suppliers, considering vendor capabilities, pricing, and service level

Question 518

Purchasing

Answer 518

The process used to finalize order quantities, order, and receive the products

Question 519

What are the 4 general costs associated w/ inventory

Answer 519

Acquisition Procurement Carrying Stock outs (shortage costs)

Question 520

Acquisition costs

Answer 520

The price the pharmacy pays for the product

Question 521

Procurement costs

Answer 521

Costs associated w/ purchasing the product

Question 522

What are the costs that can be associated w/ purchasing products?

Answer 522

Checking inventory Placing/receiving orders Stocking products Paying invoices

Question 523

Carrying costs

Answer 523

Refer to the: - shortage - handling - insurance - cost of capital - opportunity costs Also includes costs associated with loss due to: - theft - deterioration - damage

Question 524

What costs must be balanced?

Answer 524

Procurement and carrying costs

Question 525

Stock out costs

Answer 525

Cost of not having a product on the shelf when a pt needs/wants it

Question 526

Inventory turnover ratio (ITOR)

Answer 526

Most common ratio used to determine how well a pharmacy is managing its inventory

Question 527

What can you calculate ITOR for?

Answer 527

Entire pharmacies Departments Individual pharmacies

Question 528

What are 2 advantages of increasing ITOR

Answer 528

Reducing investment in inventory frees capital for other business activities Increase in return on investment in inventory

Question 528

How is ITOR expressed

Answer 528

As a ratio

Question 528

Formula for ITOR

Answer 528

COGS / [(beginning inventory value + ending inventory value) / 2]

Question 529

3 types of stock to consider

Answer 529

Cycle stock/basic stock Butter/safety stock Anticipatory or speculative stock

Question 530

Buffer/safety stock

Answer 530

Additional inventory that is needed in case of a supply/demand fluctuation

Question 531

Cycle stock/basic stock

Answer 531

Regular inventory that is needed to fulfill orders

Question 532

Anticipatory/speculative stock

Answer 532

Inventory that is kept on hand because of expected future demand or expected price increase

Question 533

Stock depth

Answer 533

The point where it is reasonably certain that the item will be available on demand

Question 534

What is considered in stock depth?

Answer 534

Rate of sale Time between stock checks Time to receive order Safety stock

Question 535

What is the formula for reorder point?

Answer 535

[(review time + lead time) x average demand] + safety stock

Question 536

What has the reorder point formula been used to develop?

Answer 536

An EOQ model which describes the level of inventory & qty at which combined costs of purchasing and carrying inventory are at a minimum

Question 537

What does terms of sales pertain to?

Answer 537

Discounts and dating

Question 538

Discounts

Answer 538

Describe the period of time allowed as an incentive for purchasing large quantities

Question 539

Noncumulative qty discounts

Answer 539

A qty of the same product being purchased on the same order

Question 540

Cumulative qty discounts

Answer 540

Discounts involving a variety of products in separate orders over a period of time

Question 541

Cash discounts

Answer 541

Small discounts offered for the prompt payment of invoices

Question 542

Serial discounts

Answer 542

Multiple discounts applied at the same time

Question 543

2/10 net 30

Answer 543

A trade credit extended to the buyer from the seller (usually wholesaler)

Question 544

Dating

Answer 544

Both the time before the specified amount of the discount may be taken and the time at which payment becomes due

Question 545

3 types of dating

Answer 545

Prepayment Collect on delivery Delayed dating

Question 546

Prepayment dating

Answer 546

Payment before ordering or delivery

Question 547

Collection delivery dating

Answer 547

Where there is no time before discount may be taken and payment is due

Question 548

Delayed dating

Answer 548

Invoice is due sometime in the future

Question 549

Pharmacy buying group

Answer 549

Defined as a pharmacy organization whose purpose is to seek better drug prices for its members based on their collective buying power

Question 550

Pharmacy buying group is also called

Answer 550

GPO Group purchasing org

Question 551

Shrinkage

Answer 551

When items are lost, stolen, or misplaced

Question 552

Reverse distributor

Answer 552

Pharmacy wholesaler focusing on processing of returns/credits

Question 553

Why can slow turns hinder a performance w/ a good GM - ROI

Answer 553

Ties up the org’s money

Question 554

What is JIT purchasing?

Answer 554

“Just in time” purchasing the last unit of an item sells, the next unit arrives before it is needed

Question 555

Economic order qty - number of units/order

Answer 555

The ideal timing for purchase occurs at the point where total costs are minimized because procurement & carrying costs are =

Question 556

Planogram

Answer 556

Merchandising blueprint that designates: - stick levels - product positions - number of product facings

Question 557

What did the FDA amendment act of 2007 give the FDA new authorities and responsibilities to do?

Answer 557

To enhance drug safety including the authority to require manufacturers to develop and implement a Risk Evaluation and Mitigation Strategy (REMS) for certain meds w/ serious safety concerns to ensure that the risks of the drug do not outweigh the risks

Question 558

What are REMS?

Answer 558

Safety strategy intended to manage known or potential risks associated w/ the drug product and may include several different components

Question 559

What are 3 examples of REMS programs w/ protocol impacting pharmacists (name the drugs)

Answer 559

Oxycontin Jynarque Palynziq

Question 560

Specialty pharmaceuticals

Answer 560

Treat chronic, complex, and rare diseases Have a minimum of 4/7 additional characteristics related to the distribution, care, delivery, and/or cost of the med

Question 561

Actual acquisition cost

Answer 561

The price that the pharmacy pays the drug wholesaler/manufacturer to obtain the drug product

Question 562

Average acquisition cost

Answer 562

An average of the prices paid by different pharmacies for drug products

Question 563

Average acquisition cost may be determined by…

Answer 563

Pharmacy survey

Question 564

Average manufacturer price

Answer 564

The average received by a manufacturer from wholesalers for drugs distributed to the retail pharmacies

Question 565

Average wholesaler price

Answer 565

A list price for what drug wholesalers charge pharmacies An overestimate of what the wholesaler actually charges the pharmacy

Question 566

Wholesaler acquisition cost

Answer 566

A list price for what pharmaceutical manufacturers charge drug wholesalers An overestimate of what manufacturers actually charge wholesalers

Question 566

Maximum allowable cost

Answer 566

The max cost the 3rd party will pay for a multi source drug Typically an average of the generic price from several manufacturers

Question 567

Impact of drug shortages on healthcare system

Answer 567

Having to constantly find alternatives to drugs delays treatment New processes and protocols must be created each time another med shortage is announced ED staff & 1st responders working in the field must be trained and re-trained on which drugs to use in particular cases Overall, shortages cause inconvenience and risk for pt’s frustration for emergency care providers Increase cost of care

Question 568

Economic impact of drug shortages

Answer 568

Staff time to resolve issues Difference in cost of desired drug for treatment Disease progression Adverse outcomes

Question 569

ASHP survey respondents note that drug shortages increase the pharmacy’s bottom line by ___

Answer 569

5-20%

Question 570

What % rate of pts received alternative meds w/ subsequent inadequate treatment due to drug shortages?

Answer 570

35%

Question 571

What % of HCPs made an error when substituting an alternative drug or drug form in strength for the med in short supply?

Answer 571

27%

Question 572

What % of pts received no treatment w/ a vital med due to drug shortages?

Answer 572

27%

Question 573

What is the outcome rate of pharmacy staff making an error when trying to compound a product or drug strength that was unavailable?

Answer 573

6%

Question 574

Factors contributing to local/regional drug shortages

Answer 574

Stockouts HCPs Over reliance on just in time inventory management Unanticipated emergencies

Question 575

What % of new drug shortages happen because of unknown reasons?

Answer 575

18%

Question 575

What factors contribute to national drug shortages?

Answer 575

Customs delays for imported ingredients Discontinuation due to profit margin Domino effect as HCPs use an alternative to a drug in short supply, causing supplies of the alternative to dwindle Drug diversion Limited production capacity for older sterile injectables, long lead times, and manufacturing process complexities Low demand/unexpected increase in demand Manufacturing problems Off label use pursuant to social media coverage Panic ordering once a shortage develops Technical difficulties, quality concerns, bacterial/chemical composition Unanticipated disruptions Unanticipated increased use/abuse of specific meds/med classes Unknown reasons

Question 576

What % of drug shortages happen because of quality issues?

Answer 576

62%

Question 577

What % of new drug shortages happen because of an increase in demand?

Answer 577

12%

Question 578

What % of new drug shortages happen because of natural disasters?

Answer 578

5%

Question 579

What % of new drug shortages happen because of product discontinuation?

Answer 579

3%

Question 580

FDA report of drugs most likely affected by shortages

Answer 580

1. Antineoplastics 2. Corticosteroids 3. Hormones 4. Oral liquids 5. Prefilled syringes (crash carts) 6. Cardioplegia solutions 7. ICU drugs 8. Operating room drugs 9. ADHD meds 10. Parenteral nutrition products 11.Antimicrobials, injectable opioids

Question 581

FDA definition of drug product shortage

Answer 581

A situation in which the total supply of all clinically interchangeable versions of an FDA regulated drug is inadequate to meet the current or projected demand at the patient level A period of time when the demand/projected demand for the drug within the US exceeds the supply of the drug

Question 582

ASHP and University of Utah definition of drug product shortage

Answer 582

Supply issue that affects how the pharmacy prepares/dispenses a drug product or influences pt care when prescribers must use an alternative agent

Question 583

What was a regulatory effort to curb shortages?

Answer 583

The creation of title X of the 2012 FDA Safety and Innovation Act (FDASIA)

Question 584

Title X of FDASIA

Answer 584

Requires manufacturers of drugs that are life supporting, life sustaining, or intended for use in prevention or treatment of debilitating diseases or conditions to notify the FDA if they anticipate a supply chain disruption w/ timelines

Question 585

What does title X of FDASIA require?

Answer 585

Manufacturers to notify FDA ≥ 6 months in advance if discontinuation or interruption in supply, unless it’s impossible

Question 586

What does the title X of FDASIA direct the FDA to do?

Answer 586

Specifically determine if the medication is subject to a production quota under section 306 of the the controlled substance Make the FDA take a number of steps if they can anticipate a drug shortage, such as inspections, fast tracks, and reopen lines

Question 587

Drug supply chain

Answer 587

1. Producers of raw materials 2. Manufacturers 3. Regulators 4. Wholesalers/distributors 5. Prime vendors 6. Group purchasing orgs 7. Healthcare orgs 8. Pt

Question 588

L-O-Q framework

Answer 588

Listen Owning 1-2 the interaction Quit taking it personally

Question 589

What is good about the L-O-Q framework, even if it is hard to do?

Answer 589

Replace negative thoughts & emotions w/ more productive thoughts & emotions

Question 590

LATTE method

Answer 590

Listen to customer Acknowledge the complaint Take action by solving the problem (if possible) Thank them Explain why problem occurred

Question 591

The LATTE method uses _____ w/ conflict

Answer 591

Emotional intelligence

Question 592

Action steps to take when a shortage occurs

Answer 592

1. Identification 2. Evaluation 3. Clinical & operational assessment 4. Impact analysis 5. Finalization of shortage response plan

Question 593

Identification when a shortage occurs

Answer 593

Begins cascade of actions when a drug shortage occurs or seems imminent

Question 594

Evaluation when shortage occurs

Answer 594

Examines procedure and financial implications to assess the potential impact of pt care

Question 595

Clinical assessment when shortage occurs

Answer 595

Identifies the pt population likely to be affected & therapeutic alternatives

Question 596

Operational assessment when shortage occurs

Answer 596

Provides shortage details Estimates current drug supply on site & at alternative sources Evaluates past use Estimates the supply of alternative therapy

Question 597

Impact analysis when shortage occurs

Answer 597

Evaluates factors relevant to the shortage determine the potential impact on pt care and costs

Question 598

Finalization of a shortage response plan

Answer 598

Used to double check all elements of the management plan Followed by organization wide communication

Question 599

What are the pharmacy’s responsibilities in a drug shortage

Answer 599

Create a multidisciplinary drug shortage committee that routinely meets to discuss drug shortages Develop, review, and approve written contingency plans Vary if shortage is local or national Determine if treatment can be paused or discontinued Identify alternatives or treatment options Communicate concerns to all clinical staff Implement medication rationing Track & report med errors Take action to prevent errors from occurring Track burden associated w/ staff time and alternative options

Question 600

Is “creating a multidisciplinary drug shortage committee that routinely meets to discuss drug shortages” clinical or administrative?

Answer 600

BOTH

Question 601

How should you go about making a drug shortage committee

Answer 601

Connect w/ various key stakeholders including pharmacy buyers, clinical pharmacy managers, and/or clinical informatics Develop a standard review process for communicating and making decisions as a group Set up a repository for documenting decisions and discussion

Question 602

How should you go about developing, reviewing, and approving written contingency plans?

Answer 602

Plans should cover purchasing, storage, preparation, dispensing, and possible alternatives Such plans will make future shortages easier to handle

Question 603

How should you go about verifying if the shortage is a local or national issue?

Answer 603

Check ASHP & FDA websites Differentiate between stockouts and shortages Work w/ colleagues in other parts of the country if the problem is local Avoid speculation Develop an institution specific drug shortage list and update it regularly

Question 604

How do you go about determining if treatment can be paused/discontinued?

Answer 604

Prescribers take the lead here but should involve & inform the interdisciplinary team

Question 605

How do you go about identifying alternatives/treatment options?

Answer 605

The interdisciplinary team should collaborate to identify good alternatives & consider burden to pts, potential outcomes, and cost

Question 606

Is “developing, reviewing, and approving written contingency plans” clinical or administrative?

Answer 606

BOTH

Question 607

Is “verifying shortage is a local or national issue” administrative or clinical

Answer 607

Administrative

Question 608

Is “determining if treatment can be paused or discontinued” administrative or clinical?

Answer 608

Clinical

Question 609

Is “identifying alternatives or treatment options” administrative or clinical?

Answer 609

Clinical

Question 610

How do you go about communicating concerns to all clinical staff?

Answer 610

Group emails, newsletters, and group texts Use easy to understand language & get info as early as possible Describe the reasons for the shortage & management methods Develop alerts and active clinical decision support that present ordering providers w/ alternative solutions

Question 611

Is “communicating concerns to all clinical staff” admin or clinical?

Answer 611

Admin

Question 612

How do you go about implementing med rationing?

Answer 612

Create policies that will describe how rationing will be implemented and who will triage pts by greatest need

Question 613

Is “implementing med rationing” admin or clinical?

Answer 613

Admin

Question 614

How do you go about tracking & reporting med errors?

Answer 614

Share findings of med errors to an internal multidisciplinary team including: - pharmacy - nursing - ordering providers Report med errors to external agencies such as ISMP, FDA, and BOP

Question 615

How do errors occur in a drug shortage?

Answer 615

Different strength of a drug is used Infusion rate is adjusted Clinicians or pts are unfamiliar w/ an alternative

Question 616

Is tracking & reporting med errors admin or clinical?

Answer 616

Admin

Question 617

How do you go about taking action to prevent errors from reoccurring?

Answer 617

Educate clinicians about alternative agents’ potential adverse rxn profiles

Question 618

Is “taking action to prevent errors from reoccurring” admin or clinical?

Answer 618

BOTH

Question 619

How do you go about tracking burden associated w/ staff time & alternative options?

Answer 619

Tracking all costs associated w/ outages and include them (eg time spent dealing w/ insurers)

Question 620

Is “tracking burdens associated w/ staff time & alternative options” admin or clinical?

Answer 620

Admin