Pharmacy Management Prelim Flashcards
(80 cards)
1
Q
the responsible provision of drug therapy for the purpose of
achieving definite outcomes that improve the patients’ quality of
life
A
Pharmaceutical care
2
Q
*From Pharmaceutical care to
A
Medication Therapy Management (MTM )
3
Q
(government system in w/c
most of important decisions are
made by state officials rather
than by elected representatives)
A
bureaucracy
4
Q
3 key attributes of bureaucracy
A
➢Rational authority
➢Positional authority
➢Charismatic authority
5
Q
Management Key concepts
A
I. Traditional (classical Management)
II. Human Relations Focus
III. Integrating Management Theories
IV. Contingency Management
V. Contemporary Management
6
Q
An attribute of bureaucracy where it’s about the law ,procedures & rules
A
➢Rational authority
7
Q
An attribute of bureaucracy where it’s about the superior vs subordinate
relationship
A
Positional Authority
8
Q
An attribute of bureaucracy where it focuses on the personal
qualities of an individual
A
➢Charismatic authority
9
Q
Focuses on machine-worker relationship to
improve the –efficiency of production
A
Scientific theories
10
Q
–tool used for scheduling
overlapping tasks
A
Gantt chart
11
Q
a chart in which a series of horizontal lines
shows the amount of work done or production
completed in certain periods of time in relation
to the amount planned for those periods.
A
Gantt chart
12
Q
Emphasized the manager
and the functions of management
A
administrative management
13
Q
– today’s managers need to have a
vision of what they want to create and energy to
make it happen
A
Energize
14
Q
- much like the coach of a team
- managers who empower their employees provide
them with training, resources, and advice and
occasionally discipline and then let the employees get
the job done
A
Empower
15
Q
It does mean that mangers need to provide their employees
with the training, resources, and authority needed to their
jobs
A
Support
16
Q
➢While managers can energize, empower, and support
their employees, if they cannot communicate their
messages, they will not be effective, and their
organizations will suffer.
A
Communicator
17
Q
Henry Fayol’s 5 functions of management
A
1.Planning Forecast and plan
2.Organizing /Organize
3.Commanding / Command
4.Coordinating /Coordinate
5.Controlling / Control
18
Q
*Universal goal of an organization is to achieve an
integration of multiple individual efforts into a
synergistic whole.
A
Follet’s managerial concept’s
19
Q
-were designed to find ways
to increase worker productivity
A
*Hawthorne studies
20
Q
is a motivational theory in psychology comprising a five-tier model
of human needs, often depicted as hierarchical
A
*Maslow’s hierarchy of needs
21
Q
The Mc Gregor Theory composed of 3 theories which are
A
Theory X, Y, & Z
22
Q
pessimistic –do not like to work
and they must be strictly controlled and
forced to work
A
Theory x
23
Q
optimistic – work objective
(commitment)
A
Theory Y
24
Q
value of employee participation,
trust and employee empowerment
A
Theory Z
25
=multiple units that operate as 1 system
Integrating Management theories
26
Organizations produce
Input and output
27
=connection between organizational policies or
procedures and the characteristics of the
situation
=focus on circumstances
Contingency
28
Contemporary management
quality as an integral part of goods and services
29
Help the organization move forward
Mission
30
based on fundamental motivating principles,
values associated w/ life
Vision
31
a short & striking or memorable
phrase used in advertising or motto
Slogan
32
PHARMACEUTICAL CARE PRACTICE DOMAIN
* I. RISK MANAGEMENT
* II.PATIENT ADVOCACY
* III.DISEASE MANAGEMENT
* IV.PHARMACEUTICAL CARE SERVICES MARKETING
* V. BUSINESS MANAGEMENT
33
Devise system of data collection
* Perform prospective drug utilization review
* Document therapeutic interventions and activities
* Obtain over-the-counter medication history
* Calculate dosages for drugs with a narrow therapeutic index
* Report adverse drug events to FDA
* Triage patient’s needs for proper referral
* Remain abreast of newly uncovered advice effects and drug-drug
interactions
Risk Management
34
* Serve as patient advocate with respect to social, economic and
psychological barriers to drug therapy
* Attempt to change patients’ medication orders when barriers to
compliance exist
* Counsel patients on new and refill medications as necessary
* Promote patient wellness
* Maintain caring, friendly relationship with patients
* Telephone patients to obtain medication orders called in and not
picked up
PATIENT ADVOCACY
35
* Provide information to patients on how to manage their disease
state/condition
* Monitor patients’ progress resulting from pharmacotherapy
* Carry inventory of products necessary for patients to execute a
therapeutic plan(ex inhalers, nebulizers, glucose monitors, etc)
* Supply patients with information on support and educational
groups(ex. American diabetes association, multiple sclerosis society)
Disease Management
36
Meet prominent prescribers in the local area of practice
* Be an active member of professional associations that support the
concept of pharmaceutical care
* Make available an area for private consultation services for patients
as necessary
* Identify software that facilitates pharmacists’ patient care-related
activities
PHARMACEUTICAL CARE SERVICES
MARKETING
37
FACTORS AFFECTING THE DELIVERY OF
PHARMACY PRODUCTS AND SERVICES
* 1.PATIENT DEMOGRAPHICS
* 2.ATTITUDES AND BELIEF SYSTEMS
* 3.THIRD PARTY PAYERS AND COVERAGE ISSUES
* 4.COMPETITIVE MARKETS
* 5.TECHNOLOGY
38
* AGING POPULATIONS
* FEMALES AS DECISION MAKERS
* ETHNIC COMPOSITION OF PATIENTS
PATIENT DEMOGRAPHICS
39
* BELIEFS ABOUT DISEASE, SICK ROLE AND MEDICATION-TAKING
* TRUST IN THE HEALTH CARE DELIVERY SYSTEM
* DIRECT-TO-CONSUMER ADVERTISING OF PRESCRIPTION DRUGS
ATTITUDES AND BELIEF SYSTEMS
40
* COMPLEXITY/DIFFERENCES AMONG PAYER’S POLICIES
* FORMULARIES
* LIMITED NETWORKS
* LIMITED ACCESS FOR SOME PATIENTS
* LACK OF KNOWLEDGE BY PATIENTS
THIRD-PARTY PAYERS AND COVERAGE
ISSUES
41
* DIMINISHED MARGINS
* DIVERSITY IN THE TYPES OF PROVIDERS OFFERING
PRODUCTS AND SERVICES
COMPETITIVE MARKETS
42
* SOFTWARE
* AUTOMATED DISPENSING TECHNOLOGY
TECHNOLOGY
43
Use technicians and other staff to free up the
pharmacist’s time
BUSINESS MANAGEMENT
44
* 1.ACCOUNTING
* 2.FINANCE
* 3.ECONOMICS
* 4.HUMAN RESOURCES MANGEMENT
* 5.MARKETING
* OPERATIONS MANAGEMENT
MAnagerial Sciences
45
* KEEP THE BOOKS
* RECORD FINANCIAL TRANSACTIONS
* PREPARE FINANCIAL STATEMENTS
* MANAGE CASH FLOWS
* ANALYSIS OF PROFITABILITY
* DETERMINE BUSINES STRENGTHS AND WEAKNESSES
* COMPUTE TAXES OWED TO FEDERAL, STATE AND LOCAL
GOVERNMENTS
Accounting
46
* DETERMINE FINANCIAL NEEDS
* IDENTIFY SOURCES OF CAPITAL
* DEVELOP OPERATING BUDGETS
* INVEST PROFITS
* MANAGE ASSETS
Finance
47
* DETERMINE OPTIMAL MIX OF ALBOR AND CAPITAL
* DETERMINE OPTIMAL OUTPUT
* DETERMINE OPTIMAL HOURS OF BUSINESS OPERATION
* DETERMINE LEVELS OF INVESTMENT INTO RISK MANAGEMENT
Economics
48
* CONDUCT JOB ANALYSIS
* HIRE PERSONNEL
* ORIENT AND TRAIN PERSONNEL
* MOTIVATE PERSONNEL FOR PERFORMANCE
* APPRAISE PERSONNEL PERFORMANCE
* ALLOCATE ORGANIZATIONAL REWARDS
* TERMINATE EMPLOYMENT
HUMAN RESOURCES MANAGEMENT
49
* IDENTIFY COMPETITIVE ADVANTAGES
* IMPLEMENT COMPETITIVE ADVANTAGES
* IDENTIFY TARGET MARKETS
* EVALUATE PROMOTIONAL STRATEGIES
* SELECT PROPER MIX OF MERCHANDISE
* PROPERLY ARRANGE AND MERCHANDISE PRODUCTS
* PRICE GOODS AND SERVICES
MARKETING
50
* DESIGN WORKFLOW
* CONTROL PURCHASING AND INVENTORY
* PERFORM QUALITY ASSURANCE INITIATIVES
OPERATIONS MANAGEMENT
51
* people should perform tasks specific to their skills.
* No one person should be expected to perform all the skills needed to run an organization
* Work of all kinds must be divided & subdivided and allotted to various persons
according to their expertise in a particular area
SPECIALIZATION/DIVISION OF LABOR
52
➢people with responsibility also have sufficient authority within an organization to ensure that a task is performed
➢Authority refers to the right of superiors to get exactness from their subordinates.
➢Responsibility means obligation for the performance of the job assigned.
➢Note that responsibility arises wherever authority is exercised
AUTHORITY with CORRESPONDING
RESPONSIBILITY
53
➢people should follow rules, with consequences for not following rules
➢Discipline means sincerity, obedience, respect of authority & observance of rules and
regulations of the enterprise
➢Subordinate should respect their superiors and obey their order
Discipline
54
➢the organization has an administrator who is recognized as having the ultimate authority (ex. CEO or president)
➢A subordinate should receive orders and be accountable to one and only one boss at a time
UNITY of COMMAND
55
➢the organization has sense of direction or vision that is
recognized by all members (x. mission statement)
➢People engaged in the same kind of business or same kind of activities must have the same objectives in a single plan
➢Without unity of direction, unity of action cannot be achieved
UNITY of DIRECTION
56
➢the goals of the organization supersedes the goals of any individuals within the
organization
➢Interest of any on employees should not take precedence over interests of the organization as a whole
SUBORDINATION of INDIVIDUAL INTEREST
to GENERAL INTEREST
57
➢Employees should be paid appropriately given the market for their skills and their level of responsibility
➢Paid workers should be fair, reasonable, satisfactory & rewarding of the efforts
➢Should accord satisfaction to both employer and employees
REMUNERATION of STAFF
58
➢Performing similar tasks at a single location is more effective than performing these tasks at multiple locations
➢It refers to the degree to which subordinates are involved in decision making whether
decision making is centralized (to management) or decentralized (to subordinates)
CENTRALIZATION
59
➢each employee has one, and only one, direct supervisor
➢Chain of superiors ranging from the ultimate authority to the lowest
➢Communications should follow this chain. If following chain creates delay, cross-
communication can be allowed if agreed to by all parties and superiors are kept informed
SCALAR CHAIN/LINE of AUTHORITY
60
➢This principle is concerned with proper tasks that should be
performed in a systematic fashion or arrangement of things
and people
➢Arrangement of things is called material order
➢Placement of people is called social order
ORDER
61
➢supervisors should treat employees with a sense of fairness
➢Means combination of fairness, kindness & justice
➢Employees should be treated with kindness & equity if devotion is expected of them
EQUITY
62
➢benefits should go to employees who have stayed with an organization longer
➢Employees should not be moved frequently from one job position to another (period of job should be fixed)
STABILITY of TENURE
63
➢organization and employees are more effective when they are proactive, not reactive
➢It means eagerness to initiate actions without being asked to do so
➢Management should provide opportunity to its employees to suggest ideas, experiences & new method of work
INITIATIVE
64
➢Teamwork
➢Harmony in the work groups and mutual understanding among the members
➢It refers to team spirit (inspires workers to work hard)
ESPRIT de CORPS
65
➢process which brings together resources and unites them in such a
way that, collectively, they achieve goals or objectives in the most
efficient manner possible(accdg to tootelian and gaedeke)
Management
66
to control the movement or behavior of, to lead or direct
or to succeed in accomplishing (websters dictionary)
Manage
67
* process of designing and maintaining an environment in which
individuals work together in groups to effectively and efficiently
accomplish selected aims
* goals and objectives
* leadership
Management
68
The process of achieving company goals effectively and efficiently by engaging
in the five major functions of planning ,organizing , leading, commanding and
controlling of company’s resources.
Management
69
-represents on going functions or primary activities
engaged in by managers (Plan, Do, Check, Command, Act)
Process
70
➢ ________ resources e.g. employees
➢ __________ resources e.g. bank loan or
investment from shareholders
➢ _________ resources e.g. machinery,
inventory
➢ _____________ resources e.g. knowledge
Human
Financial
Physical
Information
71
➢getting the most output from the least amount of inputs
➢Doing things right
➢Concerned with means
➢Achieving the objectives in time
EFFICIENCY
72
* Aim of managers is to increase _____________, ___________________, & ________________
productivity, effectiveness and efficiency
73
➢completing activities so that organizational goals are attained
➢Doing the right things
➢Concerned with ends
➢Achieving objectives on time
Effectiveness
74
* Managers at the level are ultimately responsible for
the following:
* Make long-term plans
* Establish policies
* Represent the company
* Referred to as executives of the company
* Oversees the overall planning for the company
Top-management
75
* Managers that are responsible for the
following:
* Develop detailed plans and procedures to implement
goals
* Make decisions
* Direct first-level managers
Middle-management
76
is directly responsible for the
following:
* Implement plans
* Assist middle-level managers
* Oversee workers
* Oversee the day-to-day operations to ensure the company
is smoothly run
*First-line management
77
Roles of Management
Self-management(Decisional)
Organizational (Informational)
Interpersonal
78
* Managers should be able to make decisions such as deciding
which new projects to invest, handle unexpected event or
crisis and assign resources between divisions of the company.
* Both professional and personal requires self management
* Budgeting
*Organizing resources to develop new product
Self Management(Decisional) role
79
* Managers are required to receive and transmit both internal and
external information for analysis and decision-making.
Hold meetings
Hold press conference
➢involves actions that affect groups of people
Organizational (Informational) role
80
* Manager’s task is to co-ordinate different people of the company. i.e.
to build relationships with subordinates and outsiders.
* Training
* Performing activities that involve outsiders
➢occurs between the manager and one other person
Interpersonal role
