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INTRODUCTION TO PHARMACY > MOD4 > Flashcards

MOD4 Flashcards

(45 cards)

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1
Q

A process of acquiring, deploying
and retaining ๐˜„๐—ผ๐—ฟ๐—ธ๐—ณ๐—ผ๐—ฟ๐—ฐ๐—ฒ of
sufficient quantity and quality,
to create positive impacts on the
organizationโ€™s effectiveness
a. staffing
b. HUMAN RESOURCES
MANAGEMENT (HRM)
c. PROBLEMS THAT MAY
ARISE

A

staffing

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2
Q

Comprises the recruitment processes
leading to the employment of the
staff.
a. staffing
b. HUMAN RESOURCES
MANAGEMENT (HRM)
c. PROBLEMS THAT MAY
ARISE

A

Staffing

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3
Q

defined as the process of achieving
organizational objectives through the management of people.
a. staffing
b. HUMAN RESOURCES
MANAGEMENT (HRM)
c. PROBLEMS THAT MAY
ARISE

A

HRM

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4
Q

Tasks includes recruiting, hiring, training, developing, and firing employees.
a. staffing
b. HUMAN RESOURCES
MANAGEMENT (HRM)
c. PROBLEMS THAT MAY
ARISE

A

HRM

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5
Q

Pharmacists often are poorly managed and led
a. staffing
b. HUMAN RESOURCES
MANAGEMENT (HRM)
c. PROBLEMS THAT MAY
ARISE

A

PROBLEMS THAT MAY
ARISE

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6
Q

A manager may contribute to medication errors by emphasizing quantity of work over quality of
work.
a. staffing
b. HUMAN RESOURCES
MANAGEMENT (HRM)
c. PROBLEMS THAT MAY
ARISE

A

PROBLEMS THAT MAY
ARISE

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7
Q

Poorly managed pharmacists-poor dispensing habits, provide inadequate supervision of technicians, or maintain incomplete medical documentation.
a. staffing
b. HUMAN RESOURCES
MANAGEMENT (HRM)
c. PROBLEMS THAT MAY
ARISE

A

PROBLEMS THAT MAY
ARISE

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8
Q

Poorly managed technicians- bad work habits or do not communicate with pharmacists.
a. staffing
b. HUMAN RESOURCES
MANAGEMENT (HRM)
c. PROBLEMS THAT MAY
ARISE
d. Personnel policies

A

PROBLEMS THAT MAY
ARISE

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9
Q

critical importance to the staffing process
a. staffing
b. HUMAN RESOURCES
MANAGEMENT (HRM)
c. PROBLEMS THAT MAY
ARISE
d. Personnel policies

A

Personnel policies

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10
Q

Pharmacist, of course have to be ๐—น๐—ถ๐—ฐ๐—ฒ๐—ป๐˜€๐—ฒ๐—ฑ and adhere to requirements for continuing education.
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination

A

Licensing and registration

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11
Q

A major issue is the number of hours per week, the number of days per week, evening and holiday work, and the time and methods of payment for both regular and overtime work.
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination

A

Hours

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12
Q

The bulk of a personโ€™s earnings come from a base salary or wage and incentives like bonuses.
Competitive wages must be paid to attract and retain competent personnel
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination

A

Compensation

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13
Q

Health insurance, discounts on merchandise, pension plans, and other benefits can play a major role in staffing.
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination
k. Fringe benefit

A

Fringe benefit

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14
Q

scheduling cannot be
allowed to disrupt the operation of the business
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination
k. Fringe benefit

A

Vacations

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15
Q

To what extent will employee be allowed time off for personal needs, emergencies, holiday, birthdays
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination
k. Fringe benefit

A

Time off.

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16
Q

Each employee should be given adequate training for the job.
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination
k. Fringe benefit

A

Training

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17
Q

Conflicts with employees will occur. The best course of action is to plan for them and establish a procedure
for handling grievances in an expeditious manner.
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination
k. Fringe benefit

A

Grievances

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18
Q

A major consideration in the staffing process is whether higher level positions can be filled from within
the pharmacy.
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination
k. Fringe benefit

A

Promotion

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19
Q

Promoting an insider as opposed to hiring an outsider is a sensitive matter, and one that affects the
pharmacyโ€™s ability to retain good employees.
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination
k. Fringe benefit

20
Q

Will there be a review of employee
performance? What factors will be included in such a review? How will the reviews be used?
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination
k. Fringe benefit

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A

Personnel review

21
Q

Clear written policies must be developed to make the termination as clear as possible from both an operational and legal standpoint.
a. Hours
b. Licensing and registration
c. Compensation
d. Vacations
e. Time off.
f. Training
g. Grievances
h. Promotion
i. Personnel review
j. Termination
k. Fringe benefit

22
Q

Process of ๐—ฎ๐˜๐˜๐—ฟ๐—ฎ๐—ฐ๐˜๐—ถ๐—ป๐—ด ๐—ท๐—ผ๐—ฏ ๐—ฐ๐—ฎ๐—ป๐—ฑ๐—ถ๐—ฑ๐—ฎ๐˜๐—ฒ๐˜€ with the right characteristics and skills to fit job openings.

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A

RECRUITING APPLICANTS

23
Q

Before a manager begins to recruit and select employees, he should perform certain ๐—ฎ๐—ป๐—ฎ๐—น๐˜†๐˜€๐—ฒ๐˜€ and describe the jobs or functions for his pharmacy.
a. Job analysis
b. Jon description
c. Job specification

24
Q

Emphasizes ๐—ฝ๐—ฒ๐—ฟ๐˜€๐—ผ๐—ป๐—ฎ๐—น ๐—พ๐˜‚๐—ฎ๐—น๐—ถ๐˜๐—ถ๐—ฒ๐˜€
a. Job analysis
b. Job description
c. Job specification

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A

Job specification

25
It provides the basis for selecting the ๐—ฟ๐—ถ๐—ด๐—ต๐˜ ๐—ฒ๐—บ๐—ฝ๐—น๐—ผ๐˜†๐—ฒ๐—ฒ๐˜€ for each position in the pharmacy a. Job analysis b. Job description c. Job specification
Job specification
26
Emphasizes the work elements to be performed a. Job analysis b. Job description c. Job specification
Job description
27
It is the statement that identifies what the ๐—ท๐—ผ๐—ฏ ๐—ฐ๐—ผ๐—ป๐˜€๐—ถ๐˜€๐˜๐˜€ of and who are the ๐˜€๐˜‚๐—ฝ๐—ฒ๐—ฟ๐˜ƒ๐—ถ๐˜€๐—ผ๐—ฟ๐˜€ to whom they are accounted for. a. Job analysis b. Job description c. Job specification
Job description
28
in professional journals and other periodicals can be an effective method of recruiting staff pharmacist and pharmacy managers. A. Advertising B. Drop-ins C. Walk-in D. Write-in
Advertising
29
A help wanted sign in a pharmacyโ€™s window is a specialized form of advertising A. Advertising B. Drop-ins C. Walk-in D. Write-in
Drop-ins
30
People who show up in the forum without invitation A. Advertising B. Drop-ins C. Walk-in D. Write-in
Walk-in
31
People who write unsolicited job seeking letters A. Advertising B. Drop-ins C. Walk-in D. Write-in
Write-in
32
Major source of recruiting job candidates from a lot of websites A. Advertising B. Drop-ins C. Walk-in D. Write-in E. On-line recruiting
On-line recruiting
33
A process of choosing which people would best fill specific jobs A. SELECTING AN EMPLOYEE b. HUMAN RESOURCES MANAGEMENT (HRM) c. PROBLEMS THAT MAY ARISE
SELECTING AN EMPLOYEE
34
The applicant is given the opportunity to demonstrate occupational skills A. Integrity test B. Job proficiency test C. Psychological test D. Aptitude test E. Personality test F. Interests test
Job proficiency test
35
Test that measures โ€œsocial conscientiousnessโ€ the extent of a personโ€™s integrity as it relates to job behavior. A. Integrity test B. Job proficiency test C. Psychological test D. Aptitude test E. Personality test F. Interests test
Integrity test
36
Includes aptitude tests, personality tests and interests tests. A. Integrity test B. Job proficiency test C. Psychological test D. Aptitude test E. Personality test F. Interests test
Psychological test
37
measure the potential of performing the job satisfactorily, given sufficient training. โ€œMental ability testโ€. A. Integrity test B. Job proficiency test C. Psychological test D. Aptitude test E. Personality test F. Interests test
Aptitude test
38
measure personal traits and characteristics that could be related to job performance A. Integrity test B. Job proficiency test C. Psychological test D. Aptitude test E. Personality test F. Interests test
Personality test
39
measure preferences for engaging in certain activities and interest in specific occupations; designed to indicate whether a person would enjoy aparticular activity or occupation A. Integrity test B. Job proficiency test C. Psychological test D. Aptitude test E. Personality test F. Interests test
Interests test
40
While the employee may not be working to full capacity, at least some productivity is gained during the training period. A. Job Rotation B. On-the-Job training (OJT) C. Creation of โ€œassistant toโ€ positions D. Off-the-Job Training
On-the-Job training (OJT)
41
Employees trade jobs on a relatively frequent basis during the training period so that each has an opportunity to manage a whole spectrum of positions. A. Job Rotation B. On-the-Job training (OJT) C. Creation of โ€œassistant toโ€ positions D. Off-the-Job Training
Job Rotation
42
Make the trainee an โ€œassistant toโ€ A. Job Rotation B. On-the-Job training (OJT) C. Creation of โ€œassistant toโ€ positions D. Off-the-Job Training
Creation of โ€œassistant toโ€ positions
43
Training off the premises A. Job Rotation B. On-the-Job training (OJT) C. Creation of โ€œassistant toโ€ positions D. Off-the-Job Training
Off-the-Job Training
44
The salary level of employees must be ๐—ฟ๐—ฒ๐—ฎ๐˜€๐—ผ๐—ป๐—ฎ๐—ฏ๐—น๐˜† ๐—ฐ๐—น๐—ผ๐˜€๐—ฒ, but it should not be more than the pharmacy can afford or more than what is commensurate with the duties of the job. A. WAGE B. REGULAR EMPLOYEE C. PROBATIONARY EMPLOYEE D. CONTRACTUAL EMPLOYEE
WAGE
45
should be assessed in conjunction with the wage programs, since they can be very expensive if not administered properly. A. WAGE B. REGULAR EMPLOYEE C. PROBATIONARY EMPLOYEE D. CONTRACTUAL EMPLOYEE F. BENEFIT PROGRAMS
BENEFIT PROGRAMS

INTRODUCTION TO PHARMACY (6 decks)

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