PPA 2 Exam 2 Flashcards
(104 cards)
1
Q
Leadership
A
Creating an environment in which members of your team can be successful.
2
Q
What do leaders do?
A
There is a balanced mix of management and leadership.
3
Q
How leaders get it done
A
Strategy, structure, people
4
Q
Strategy
A
Setting a compelling direction, constant clear communication, sound informed decision making, leading change, analytics and metrics to measure performance
5
Q
Structure
A
Clearly defined/aligned goals and objectives, hard wired processes to reduce variation, transparent metrics to measure performance, organization structure to support the vision, budgets that match goals and objectives, high performing teams.
6
Q
People
A
Get the right people, set clear expectations, provide regular feedback, motivate, develop, coach, achieve alignment with vision/goals, reward and recognition
7
Q
What leaders need
A
Energy, strong internal compass and set of values, a relentless focus on achieving the vision, leaders must show up for the good and the bad, flexibility, vulnerability, disciplined approach, contextual intelligence.
8
Q
Leadership extension
A
In many cases you will have a team of other leaders to assist you. They are an extension of you, and you will be subject to and judged by their actions, they must be fully aligned with your program of leadership, develop the team.
9
Q
Human Resource Management (HRM)
A
The organizational activities needed to acquire, develop, retain, and utilize human resources
10
Q
HRM issues
A
Equal employment opportunity, human resource planning, recruitment and selection, training and development, performance evaluation, compensation, benefits and services.
11
Q
Equal employment opportunity
A
The employment of individuals in a fair and unbiased manner utilizing employment policies that incorporate laws, executive orders, court decisions, and regulations to end job discrimination.
12
Q
Affirmative action
A
Making a concerted effort to hire persons who were discriminated against in the past. Using, at least in part, the race, sex, or age of a person in reaching an employment decision.
13
Q
Equal Pay Act of 1963
A
Requires all employers covered by the Fair Labor Standard Act and others to provide equal pay for equal work regardless of sex
14
Q
Title VII of Civil Rights Act of 1964
A
Prohibits discrimination in employment on the basis of race, color, religion, sex, or national origin; created the Equal Employment Opportunity Commission (EEOC) to enforce the provisions of Title VII
15
Q
Age Discrimination in Employment Act of 1967
A
Prohibits private and public employers from discriminating against persons 40 years of age or older in any area of employment because of age; exceptions are permitted where age is a bona fide occupational qualification
16
Q
Equal Employment Opportunity Act of 1972
A
Amended Title VII of Civil Rights Act of 1964; strengthens EEOC’s enforcement powers and extends coverage of Title VII to government employees, faculty in higher education, and other employers and employees
17
Q
Americans with Disabilities Act of 1990
A
Prohibits discrimination in employment against persons with physical or mental disabilities or the chronically ill; enjoins employers to make reasonable accommodation to the employment needs of the disabled; covers employers with 15 or more employees
18
Q
Civil Rights Act of 1991
A
Provides for compensatory and punitive damages and jury trials in cases involving intentional discrimination; requires employers to demonstrate that job practices are job related and consistent with business necessity; extends coverage to US citizens working for American companies overseas
19
Q
Family and Medical Leave Act of 1993
A
Requires all employers with 50 or more employees to provide 12 weeks of unpaid leave for family and medical emergencies
20
Q
Uniformed Services Employment and Reemployment Rights Act of 1994
A
Protects the employment rights of individuals who enter the military for short periods of service
21
Q
Human resource planning
A
A two-step process that involves forecasting future human resource needs and then planning how to adequately fulfill and manage these needs.
22
Q
Human resource inventories
A
The skills, abilities, and knowledge that exist within the firm already.
23
Q
Human resource forecast
A
The firms future requirements based on numbers available, skill mix, and external labor supply
24
Q
Action plans
A
The recruitment, selection, training, orientation, promotion, development, and compensation plans used
25
Control and evaluation
The monitoring system used to determine the degree of attainment of human resource goals
26
Recruitment
The set of activities used to attract qualified job candidates with the abilities and attitudes needed to help an organization achieve its objective.
27
Selection
The process by which an organization chooses from a list of applicants the person or persons who best meet the criteria for the position available, considering current environmental and financial conditions
All selection methods must show job-relatedness- a relationship to successful job performance `
28
Types of screening interviews
Structured interviews, semi structured interviews, situational interview
29
Behavior based interviews (BBI)
A process that allows the interviewer to dive deeper into the candidates background, experiences, skills and behaviors
Each question is aligned to a component of the leadership model then the candidate is asked to describe an example of when they effectively exhibited that behavior to effectively lead.
30
Typical interview format
```
Motivational fit question
Role based questions
Managerial skill question
Our leadership model questions
Diversity and inclusion questions
```
31
Interview preparation
1. ) Research the industry and the company
2. ) Nail down 3-5 "selling points" you bring to the employer
3. ) Anticipate the interviewers concerns or reservations
4. ) Practice
5. ) Win the first 5 minutes
6. ) Be assertive
7. ) Be positive and close the interview on a positive note "I was excited about this position prior to the interview and am even more so after hearing more about the role"
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BAR format
Answer BBI questions in BAR format
Background
Action
Result
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Training
The systematic process of altering employees behavior to further organizational goals
34
Development
the acquisition of knowledge and skills that employees may use in the present or future
35
Formal training program
an effort by the employer to provide opportunities for the employee to acquire job-relatedness skills, attitudes, and knowledge
36
Learning
The act by which individuals acquire skills, knowledge, and abilities that result in a relatively permanent change in their behavior
37
Performance evaluations
Typically, an annual, formal process. Evaluate success and also help identify training and development programs. Provide associates with feedback regarding strengths and weaknesses, help determine potential career path within the organization.
38
Objectives-two lenses
Future- learn how to administer an effective personnel review as a manager (of people)
Current- learn how to receive an effective performance review in your current job (to position you better for future employment opportunities)
39
Green employee praise
Tell the person what he/she did, share your feelings or that of others, encourage more of the same behavior
40
When to use green employee praise
Can be used with learners or veterans
| Do your homework, be specific, praise immediately, dont evaluate, dont add work, never "but"
41
Green employee reprimand
Get the facts first, tell the person what he or she did, share your feelings or those of others in the workplace, pause, affirm past performance
42
The performance appraisal is used to
Summarize and communicate with employee about individual performance, balanced for positive and negative issues
Translate overall business goals into specific objectives for an individual
Discover training needs, assess potential for career growth
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What is gained in a performance appraisal?
Clear knowledge of what is expected of the employee, recognition of effort, participation of the associate in decisions that affect the associates, highlight strengths and improvement areas for the employee, specify how the employee can improve and grow within the organization.
44
Steps in performance appraisal
Step 1- preparing
Step 2- appraisal meeting
Step 3- goal setting
45
Performance appraisal, step 1 Preparing
Involvement of the employee in the process leading up to the review is key because everybody wants their voice to be heard. If involved appropriately, the system is perceived to be fair. The employee is more likely to demonstrate commitment to goals if involved in the goal setting.
46
Techniques for business writing
Less is more, should be effortless to read, get to the point, conform to standard English, good writing sounds like good speech, avoid redundancy, avoid drama and flagrant words, be factual, feelings are not persuasive
47
Performance appraisal, step 2- appraisal meeting
Objectives of a performance appraisal meeting. To learn what the employee thinks of their own performance (nothing should be a surprise! Go to praise/reprimand file), plan for the next appraisal meeting.
48
Discussion during the appraisal meeting
Supervisor learns about the employees motivations and workplace issues. Employee will learn the basic expectations for themselves; supervisor will learn how to help the employee reach goals.
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What to review during performance appraisal?
Measurements versus previously planned goals
Job competencies
Developmental opportunities
Celebrate success!
50
Addressing poor performance on a performance appraisal
Is motivation or behavior the issue?
Motivation- discuss for understanding of the role in the business plan, discuss how it affects the associates and others, discuss training and the future rewards for activating better performance
Behavior- discuss the reasons for poor performance. Look for the reward that encourages repeated unwanted behavior.
51
Performance appraisals- Step 3- Goal setting
Represent a change in behavior/activity intended to reach a business outcome, but not change the personality or character of the associate
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SMART
```
Specific
Measurable
Attainable
Results oriented, relevant or related
Time-limited
```
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Goal setting- career
Should be from the employee.
Discuss motivation if too "low", dont discount if too "high"
Be flexible, have short and long term components.
54
Managers
Control and administer an entire enterprise. Managers manage the resources of the organization, to achieve the ultimate goal.
55
Supervisors
Someone who is the leader in the first line management of the organization and thus looks after the work and performance of the employees.
56
Supervisor task
Supervise people at work
57
Manager task
To manage the 5 M's: men, money, material, method, machinery
58
What is a supervisors focus?
People and their actions
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What is a managers focus?
People and things
60
First line managers
Pharmacy manager
| Supervise the work of operative (non-managerial) employees
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Middle management
Regional manager, VP of business development
| Supervise and coordinate the work of lower-level managers in a subunit of the organization
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Top management
CEO
| Set direction for and oversee the operation of the entire firm
63
Supervision problems in the pharmacy
Handling, scheduling, prolong absences, employee injury, impaired pharmacy staff, leap-frogging, employee retains an attorney, inappropriate attire, families intervene
64
What skills are required by pharmacy supervisors?
```
Technical skills
Analytical skills
Decision-making skills
Computer skills
People skills
Communication skills
Ethical skills
Emotional skills
Conceptual skills
```
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Secondary skills of all managers
Communication
| Computer
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First-line management primary skills
Technical, decision-making, people
67
Middle management primary skills
Analytical, decision making, people
68
Top management primary skills
Analytical, conceptual, decision making, people
69
Managerial roles
Interpersonal roles- figurehead, leader, liaison
Informational roles- monitor, disseminator, spokesperson
Decisional roles- entrepreneurial, disturbance handler, resource allocation, negotiator
70
The supervisors responsbilities
Administrative responsibilities- develop departments annual objectives, budget, meetings, communication, job description, provide resources.
Personnel functions- monitor/evaluate performance, job description, scheduling, corrective/disciplinary action, interview, stay abreast of changes in profession.
Leadership functions- motivate, encourage, resolve conflict, recognize issues and make decisions, reach consensus, evaluate decisions routinely.
71
Supervision skills/tools
Know the management principles, labor laws and regulations
Execute the workplace rules and expectations
Motivate employee
Conduct communication
Team building
Know to delegate/empower
Discipline
Conduct interview, performance evaluation, mentoring, complaints, grievance
Decision making
Improvement method
Deal with changes
72
Delegation
Decide what you can delegate
Explain exactly what you want done- "what, why, where, when, who", in 5-10 sentences, outcomes. How you will measure success, tools/suggestions, due date and report
Give all tools to do the job, understand limitations, once delegated, let employee do it.
Encourage employees to talk about it, give credit, and understand that mistakes happen. Conduct periodic project review to ask leading questions to help the employee identify his own mistakes. Only intervene if you see a mistake that may hurt someone and cause serious damage.
73
Personal characteristics needed
Need to balance courage and compassion
Courage- need to encourage immediately and not be afraid of being disliked
Compassion- know just where, when and how hard to do, earn respect through your fairness and consistency
74
Professional etiquette
If you expect your staff to be on time and stay all day, you need to as well
Say please/thank you
Use professional language and avoid profanity
Always drop a note to recognize acts of kindness, accomplishments, or special happenings to the staff
When presenting a project, paper, or findings, give everyone who contributed credit.
When your staff enter, stand, greet them, and offer them a seat
Instead of saying "shes my employee" say "we work together"
75
Underpinning of success
Review the organizations goals, determine how the pharmacy goals relate to the big picture, articulate goals to all staff members, determine the tasks that must be done based on acceptable priorities, build communication process so employees how when and how information will be communicated, assign job responsibilities, schedule staff and activities
76
Prepare for the unexpected
Have a contingency plan for snowstorm, excessive heat, tornadoes, and floods
Cross-train your staff
Be in a constant state of readiness for inspection by the State Board
Patients will present problems in your waiting area
77
Organization expectations
Loyalty, commitment, quality, honesty and good judgment, initiative, responsiveness, punctuality, professional skills, professional growth, discretion
78
Management skills and functions
Planning, controlling, organizing, leading
Leading- technical, human, communication skills
Organizing- human, communication skills
Controlling- technical skills
Planning- conceptual and decision-making skills
79
Managers need to see decisions through
```
Identify objectives
Analyze relevant factors
Consider all alternatives
Select the best options
Implement the decision
Evaluate the results
```
80
Importance of managing pharmacy workflow?
Pharmacists spend only 25% of their time on clinical activities.
Pharmacy needs to fulfill more medication filling and become health management centers.
More tasks, more Rxs, more competition, changing profession
81
Goals of managing pharmacy
Improve accuracy of dispensing, improve efficiency (reduce cost and pt wait time), optimize operation and resource utilization, expand more patient care roles, reduce job stress, improve job and pt satisfaction
82
Managing pharmacy efficiency and quality
We have a dispensing system, what outcome do we want to achieve? Efficiency and quality.
How do we achieve this? System improvement by automation and technology, re-engineering operations, facility design, lean process, planning and training, reduce physical motions and stress, cognitive lead
83
Keys to manage workflow
Effectiveness- applying the right resources to the required activities.
Efficiency- getting the maximum result from the least costly resource
84
If you are dealing with workflow issues you need to know the labor units required
Process times- receiving Rx, data entry, filling, inspection, dispensing, counseling
Know the process performance- where are the bottle necks? Receiving Rx, data entry, filling, inspection, dispensing, counseling
85
Pharmacy workflow analysis techniques
Workflow analysis
Workflow sampling
Stopwatch
86
Workflow analysis
To identify steps involved in all process.
2 approaches- information and operational analysis (operational recommended).
You need to identify all steps in the analysis in regards to the symbols. You need to determine the functions/activities, review douments, interview, chart and validate the process.
Benefits- standardize the process, visualize the process
87
Symbols in workflow analysis
```
O- operation
--> Transportation
Square- inspection
D- delay
upside down triangle- storage
```
88
Workflow sampling
Take a snapshot of the time period. Shows what each person does during certain periods of time.
Macro view to quantify overall system performance.
Steps- define the categories, pilot test, determine sample size, collect data, analyze data
Benefits- determine efficacy of staff utilization and determine the improvement
89
Stopwatch
Microview of workflow analysis. To quantify the duration of specific segments.
Steps- determine elements, sample size, collect and analyze data
90
Re-engineer workflow instructions
Eliminate unnecessary operations or elements. Value added, non-value added but necessary, non-value added
Combine operations or elements
Change the sequence of operations
Simplify the necessary operations, apply automated technologies
Utilize the most efficient resources
Design/renovate facilities
91
Lean six sigma
Lean- identify waste or non value added activities from the customer perspective and then determine how to eliminate it "the right way"
Six sigma- measure of quality. Number of defects in a process. Statistically based methodology to improve process by systematically eliminating defects.
92
Identifying the 8 wastes (non-value added)
```
Defects
Overproduction
Waiting
Not utilizing employee skills
Transportation
Inventory/backlog
Motion
Excess processing
```
93
5S principle
Sort- keep what you want, delete what you dont
Simplify- organize to find quickly
Shine- defragment/reformat, empty trash folders, reduce/compress
Standardize- standard naming conventions, labeled correctly, filing rules
Sustain- training on new structure, scheduled reviews, standards, monitor data
94
Contents of functional program
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Goals and design assumptions- objectives, design scope, budget, construction limitation
Functions performed in pharmacy
Workflow analysis
Workload analysis
Equipment and fixture analysis
Storage analysis
Personnel and special requirement analysis
Function areas relationship analysis
Space determination
Schematic plans
```
95
Workload analysis
By functions, data include (existing or projected (average, max))
96
Personal objectives can be used
as a training list for new associates
At a new job assignment
For seasoned associates
97
Performance discussion form contains
1. ) Objectives (5 max)
2. ) Result/Measurement
3. ) Associate comments
4. ) Supervisor comments
5. ) Leadership behaviors
6. ) Career interests
7. ) Mobility
8. ) Overall statements
9. ) Overall rating- does not meet expectations, improvement needed, meets expectations, exceeds expectations
10. ) Signature
98
Leadership behaviors
```
Customer 1st
Communicates effectively and candidly
Results through Teamwork
Leads through positive influence
Coaches and develops others
Leads change and innovation
Executes with excellence
Provides clear and strategic direction
Supporting comments
```
99
What is the vision for the future of medication management
Autonomous pharmacy- replacing manual, error-prone activities with efficient, safe, automated processes to improve outcomes and reallocate talent to higher value, more satisfying tasks
100
The dependence on manual tasks and the lack of robust data collection poses serious risks in what five key areas:
safety, financial, efficiency, regulatory compliance, people
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Autonomous pharmacy
A strategic vision for the future in which medication management processes are fully automated, interoperable, and utilize data effectively to provide actionable information- maximizing safety, efficiency, and human potential, ensuring compliance and meeting desired outcomes.
102
The key components of autonomous pharmacy
Enterprise structure, IT, automation, data intelligence, human activity
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The autonomous pharmacy framework
```
Level 1- non autonomous pharmacy
Level 2- limited autonomous pharmacy
Level 3- intermediate autonomous pharmacy
Level 4- Highly autonomous pharmacy
Level 5- Fully autonomous pharmacy
```
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Level 5 autonomous pharmacy
Enterprise structure- fully integrated, automatic technology
IT- decentralized, cloud platform, fully integrated
Automation- fully automated and predictive management with dose tracked
Data intelligence- full visibility of data, enabling real-time workflow optimization and predictive intelligence
Human activity- pharmacy realize full scope of provider role in pt care and clinical activities.
