Transcript 3_PHCL 452 PART 4.pptx

Part 4
Pharmacy
Management & Marketing
(PHCL-452) …
431?
Professor T Al-Najjar
Dept of Clinical Pharmacy
College of Pharmacy – KSU
Professor Tawfeeg Alnajjar / department of
clinical pharmacy
1
•
Manager Functions
1.
2.
3.
4.
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Planning .... services that
should be provided to
improve patient care?
Org......how it should be
done (create structure)
Direct ....helping employee
to perform well
Control .... optimize use of
resources
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• Management
1.
2.
3.
4.
5.
6.
7.
8.
9.
Doing things right
Efficiency
Speed
Process
Bottom line
Methods
Practices
In the system
Climbing the ladder fast
• Organizing
•
Is the function of:
1. Creating the structure of working
relationship
2. Designing facility layout
3. Balancing workload, and
4. Scheduling work to be performed.
• It determine how effectively the
goals and objectives are
accomplished
• As this depends on:
1.
2.
How well the company goals are
broken down into jobs and
assignments, and
How well these are identified and
communicated throughout the
organization.
Work output
•Organizing to execute the work
output effectively
Departmention
•Group similar and related tasks
together
Authority
•Structure with different levels
(hierarchy, centralization,
formalization)
Coordination
•Between responsibility and
authority
Work Output
1,2,3, .....
Performance Standard
1,2,3,....
Tasks
Standard time
Staffing – Work volume
(types & #)
Dispensing
• A pharmacy work outputs
1. Out-patient service
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•
•
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Receiving
Preparing
Dispensing
Performance standards
3. Performance standard
1.
2.
Check Rx for:
a)
Details (clear and correct)
b)
Declared
c)
Legal requirements
d)
Valid
e)
Correctly written according to standard
Ensure patient is given relevant information regarding:
a)
Fees
b)
Exemptions
c)
Waiting and collection times
d)
Alternative delivery services
e)
Availability of medicine
3.
Take appropriate action if you suspect a prescription is a forgery
4.
Refer Rx to the appropriate person if you are unsure about any aspect
5.
Make the appropriate annotation on the referred Rx
6.
Make all referrals in a courteous manner
7. Confirm that Rx is appropriate for the individual
8. Fill dispensing records in accordance with Standard Operating Procedures
9. Counsel patient by providing all required information
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Next
1.
2.
Tasks (1) Rx monitoring, 2) Rx fillings, 3) Rx
delivery (P. counseling))
Jobs (description)
1.
2.
3.
Time required (standard time)
•
•
•
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4.
Pharmacists for (1) & (3)
P. technician for (2)
The amount of time required to perform task
effectively.
Take the average of group
Determine the # of pharmacists and pharmacy
technicians, ... required to run outpatient.
How.....
Resources required
Human - Physical - Financial
5.
6.
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-
Staffing
Scheduling
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Task Inventory Analysis
• This technique is used to determine the
knowledge, skills, and abilities
(KSAs) needed to perform a job
successfully.
• Analysis involves three steps:
1. Interview
2. Survey
3. Generation of a task by KSA matrix
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KSA matrix
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Rx monitoring
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Knowledge
•
Familiarize your self with the commonly
prescribe medications in the hospital
Skills
•
Quickly scan Rx information (Rx, medications,
and patient).
•
Take the appropriate Judgment
•
Communicate effectively with the required
individuals to correct possible errors.
Abilities (no obstacles)
•
Listening
•
Sufficient time
•
Documented acceptable pharmacist role
•
...
Job description
•
Job description
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•
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A written document
For each single job required certain skills.
Identifies, describes, and defines job in
terms:
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•
•
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Job summery
Qualification
Main duties & responsibilities
Other relevant duties?
Knowledge, skills and abilities (KSA matrix)
Working conditions, and other specifications.
Flexibility?
During orientation... review with
him/her...?
Avoid menial task
Director - associate D – supervisor –
officer – pharmacist (1,2,3) - P. Technician
- clerks
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2. Output
Efficiency (%)
1. Input
1. Resources .. Less wastage
2. Smoothness
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Job Design?
1. Using a variety of tools and
techniques to find the best way to
keep employees satisfied while
maintaining as high as possible
productivity, monetary or otherwise.
2. Through
1. Job enlargement (quantity)
2. Job rotation
3. Job enrichment (quality)
4. Skill variety
5. Autonomy: level of freedom
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Creating Org. Structure
• Determine how:
1. Employee behave or react (D)
2. Work is coordinated (rest)
• Combined:
1. Departmentation
2. Authority
1. Hierarchy
2. Formalization
3. Centralization
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Departmentation
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Defined:
•
Is the process of dividing activities into:
departments - units - subunits – divisions
– sections and jobs
Putting similar and related activities together.
Grouping resources ( human – methods –
equipment – Financial) that carry out a particular
task.
Outpatient: Rx (reviewing, processing, and
counseling):
Assigning who should work their, and what
technique, equip and budget.
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The idea is to:
1. Promotes activities through:
• Importance of D: specification,
autonomy, better management,
appraisal, budgeting, and supervision
2. Simplify and improve job & administration
3. Efficient distribution of authority,
responsibility
4. Complete job: tasks should fit together
since this gives the employee a sense of
doing a whole job from beginning to end
with a visible output.
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•
By:
1. Knowledge & skills (Rx Pharmacist, D.I
Phar, I.T Phar, Clinical Phar….)
2. Work process (Purchase, control,
dispensing, clinical, )
3. Business function (P.I line)
4. Time (shifts)
5. Output (parental, liquid, solid)
6. Clients (private, governmental,
military)
7. Place (out patient, inpatient, satellite,
Floor, …)
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Authority
• Defined
• Is the formal and legitimate right of a
manager to make decisions, issue
orders, and allocate resources to
achieve organizationally desired
outcomes.
• Next to departmenation
• Determined
1. Hierarchy
2. Centralization
3. Formalization
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• Initiate accountability
– Accountable (authority +
responsible + power )
– Helps in achieving efficiency in the
running of a concern.
– Through:
1. Avoiding wastage of time, money,
effort.
2. Duplication or overlapping of efforts
3. Bringing smoothness in a concern’s
working.
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Authority
•
Must be:
•
Position (not individual) related
•
Accepted by subordinate
•
Flow down vertically
•
Three types
•
Line : right to direct the work for final
production without consulting others (decide
and execute) …. in patient supervisor .....
•
Staff: supporting (1) …(advice and help others)
…… Associate Director
•
Functional (assigned function as associate dir
deal with certain medication safety issues).
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Hierarchy
• A body of persons having authority
• The activity of giving a rank in
order to the managerial positions.
• Span of control
• Set foundation for A
1. Top M: formulation of policies
(D)
2. Middle M: departmental
supervision (AD)
3. Lower M: foremen supervision
(S)
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Two structures
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Tall layer:
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Several layers between frontline and the top
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More formal (> supervision)
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Communication (<) within department.
•
Flat structures:
•
Few layers,
•
Often with large numbers of employees reporting
to a single manager
•
Decentralized approach.
A closely related concept is span of control (the
number of employees reporting to a single manager).
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Tall structures:
• Span of control tends to be smaller (no
magic No - ~ 7 or fewer)
• > opportunities for managers to
supervise and monitor
• Typical of large and well established
companies.
• Better at satisfying security needs of
employees?. (< mistakes – < A as
supervision is closer)
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Flat structures:
1. Involve a wider span of control (?
> 7-8 pharmacist + Tech).
2. No close supervision (self-reliant).
3. Provide greater satisfaction for
employees, and greater levels of
self-actualization.
4. > levels of role ambiguity
(disadvantage for employees who
need closer guidance from their
managers)
5. Advancement opportunities is
limited because of fewer
management layers.
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• Centralization
•
Degree to which D.M is
concentrated at higher levels.
•
Decentralized:
1.
2.
3.
4.
5.
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D.M & P. solving at L. levels (employees closer
to the problem in question).
Most employee feel more comfortable and
productive.
A sense of empowerment (make greater use
of human resources).
Decisions are often faster
Where job candidates are more likely to be
attracted .
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Centralized:
• Greater demands on the mental and
physical capabilities of those managers.
• Disadvantages (missing advantage of DC)
• Despite that centralization may lead to
more efficient operations, particularly if
the company is operating in a stable
environment.
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•
Formalization
•
•
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The extent to which policies, procedures, job
descriptions, and rules are written and explicitly
articulated.
Many written rules and regulations.
It control employee behavior, and employees have
little autonomy to decide on a case by case basis.
A high degree F
1. Reduced innovativeness (D.M only on crisis).
2. Reduced motivation and job satisfaction
3. A slower pace of decision making.
4. Service firm more
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•
•
Formalization
It makes
1.
2.
3.
4.
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Employee behavior more predictable (i.e. when
problem arise employees turn to handbook or
guideline)
Direction to employee
Consistency of behavior.
Reduces ambiguity
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• Co-ordination
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Between authority (power to
enforce rules and give orders)
and responsibility (duty or
obligation where some one is
held accountable)
(A) without ( R ) leads to ineffective
behavior and ( R ) without (A)
makes person ineffective.”
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•
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The process where the body’s neurons and
limbs work together to produce movement.
Or
• Different activities of the business are
properly adjusted and interlinked.
• Making different people or things work
together for a goal
• Operations and procedures are designed
in such a way to maximize efficiency and
productivity
Must exist or there is no org.
Good C. is a good L. & a good L. is a good M
Prerequisite for a good M.
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• Important:
•
Co-ordination must exist or there is
no management.
•
•
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As it communicate direction and guide
in that direction
As it lead to the establishment of (A
relationships among various groups.
As each employee understand roles
and responsibilities (mission)
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•
In particular
1. Integrate group effort
2. Facilitate mutual dependence
3. Help resolve conflict
4. Development of team spirit
5. Motivate sub-ordinates
6. Better relation
7. Optimum use of resources
8. Higher efficiency
9. Reduce wastages
10. Encourage initiative
11. Corporate image
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•
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C.P coordinator (from Job description)
• Reporting to the Pharmacy Director
• Successful candidate will serve as both:
1. A supervisor
• Supervising
• Scheduling
• Training pharmacy staff
• Assisting in the planning,
coordination and implementation
of pharmacy programs, projects
and services.
2. A specialist provide more specialized
and complex clinical and consultative
services regarding pharmacotherapy.
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Coordination Methods
1.
2.
3.
4.
5.
6.
7.
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Administrative controls
Delegation
Evaluation: such as that of performance
(planning work, setting goals, offering
feedback and reviews, offering opportunities
to learn more in one’s field, and rewarding
employees who perform well).
Policy and procedures
Quality control and operation management ..
(eg. programs that alert for over dose,
interaction, poly pharmacy,.....)
Risk, safety and liability (activities that
minimize risk, avoid liabilities and ensure
safety of employees such ......M. errors .....) .
Financial statements (F.S)
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• 1) Administrative controls
•
•
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Released reports (financial, status
reports, project, etc.)
Monitor what's being done, by
when and how.
Computerized such as integrated
management information systems,
project management software,
human resource information
systems, office automation
software, etc.
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1. Plan
1. Task
2. Resource
3. Schedule
2. Track
1. Update
3. Report: it tell
us ~ 36% of
the P. I (what
has been done)
during the
interval ..... (by
when) at ICU,
(by home)
were
implemented
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•
2) Delegation
•
Assigning responsibility to an employee to
complete a task, granting the employee
sufficient authority to gain the resources
to do the task and letting the employee
decide how that task will be carried out.
1.
2.
3.
4.
5.
6.
7.
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Get things done, in conjunction with other
employees.
Down ward transfer of authority from a
manger to subordinate
Major means of influence
Leading activity (rather than
controlling/coordinating) particularly when
held accountable where motivation and
inspiration exist.
Is crucial for manager success
Make M. job easy (freeing)
It is share accountability
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• Encourage M. to delegate A
1. Empowerment
2. Increase job satisfaction
• For success
1. Specifically assign task to individual
team members
2. Give correct amount of authority to
finish job
3. Make sure that he/she accept it
4. Create accountability
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•
Delegation
• Must be:
1.
2.
3.
4.
5.
•
•
•
•
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To the Wright person
Set expectation
Training
Offer constructive feedback
Let it go
Not dumping
Not assignment
Not abdication
Accept responsibility (key leadership
trait)
Good leaders delegate authority; they
never delegate responsibility!
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• 3) Evaluation
•
•
Carefully collecting & analyzing
information related to goals,
processes, outcomes in order to
make decisions.
Many types of evaluation:
•
•
•
•
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Performance (P.E)
Program
Process (eg. scorecards in marketing)
Etc.
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• Performance Evaluation
•
•
•
•
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Avoid halo/horn effect: (tendency
to rate to give high or low E), and
the other errors such as central
tendency, negative or positive
leniency.
Set goals for E
keep whole year records
Be fully participative
Self assessment against goal and
Job description.
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4) Policy & Procedure
• Policy: are principles, rules and guidelines
formulated or adopted by an organization
to reach its long-term goals and typically
published in a booklet or other form that
is widely accessible.
• Example:
• The pharmacy department is
responsible for insuring that all
medication used by patients is intact
and in date at the time of use (part of
Inventory Inspection for Expiration
Dating).
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Policy &Procedure
•
It shows what should be accomplished through a
procedure:
•
Determine the authorities and
responsibilities.
•
Delineate the normal method of tackling
things
•
They are protocols for implementation.
•
Outline the steps and their sequence towards
attaining policies
•
Proper use of resources
•
Internal / external SH
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5) Quality Control
•
Great attention nowadays
•
Q: Conformance to requirements
•
Control: is the process of comparing results
with standards and then take corrective
action when deviation occur. (QA: describe all
efforts to measure , assess, ensure, and
evaluate HC.
•
Terms
•
“Do it right the first time” DIRFT –
•
“Zero defects”
•
“Total quality management”
•
Six sigma
•
ISO 9000
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6) Risk & safety & Liabilities
•
M.E: are errors or mistakes in the medication use
process (prescribing, dispensing, administering of
drugs) that may result in negative outcomes.
•
Recommendation
•
Involve pt, resources that support pt self
management, increase access to pt data,
improve labeling, health I T, funds to
study, active involvement from out side
organizations.
•
Culture of safety
•
Measures
•
PDSA Cycle of Safety Improvement (Plan, Do,
Study, Act)
•
Structures
•
....
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• 7) Financial Statements
•
Will be discussed later at the end of
this part 4.
Directing
The process of preparing, instructing,
and guiding in a desired manner leading
to the attainment of organizational
goals.
•
•
•
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Leading
Guiding
Powering
Coordinating
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Consists
1) Preparing employee to perform task and
carried out assignment in a prescribed
fashion:
1) Orientation
2) Training
2) Guiding employee of how a work
assignment should be carried out.
1. Orders
2. Instructions Directing
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Orientation
•
Aimed to provide a new member quickly and
humanely With information they need to adjust to
their new Working environment.
•
Its effect on:
1) Labor turn over (reduced)
2) Loyalty (increased)
• Consider rate of adjustment (employee varies)
•
Avoid
1)
2)
3)
4)
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Excessive paper work
Immediate working
Menial tasks or low priority tasks
Overwhelmed with information
Subjects addressed ?
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Orientation
1. Preparation for the New Employee
a.
Review application form, resume, and job description.
b.
Prepare the work area: desk, tools, equipment, and supplies.
2. Welcome the New Employee
a.
The employee's supervisor or a member of personnel is ready to meet the new employee
at a designated place.
b.
Greet the new employee; review background and interests.
3 Background Information About Organization and Work Unit
a.
Provide the organization's history, mission, and major objectives.
b.
Give information about the goals of the work unit and how the unit fits into the overall
operations.
c.
Tour facilities including office or factory layout and special areas of interest to the
employee, e.g., lunchroom or cafeteria, parking facilities, restrooms, dispensary, and so
forth.
d.
Show how the employee's job fits into total picture.
4 Introduction of Employee to Coworkers
a.
Introduce to coworkers, giving their names and duties.
b.
Take the new employee to lunch the first day.
5 Outline Performance Expectations
a
Stress the performance standards of the organization relative to the employee's job.
b.
Provide a copy of the employee's job description and any other information about our
expectations.
c.
Indicate how performance is evaluated, by whom, and the frequency of evaluations.
6.
7.
Review Working Conditions, Policies, Rules, and Benefits
a.
Indicate hours of work (use of time sheets or time clocks, if used)
b.
Parking areas and arrangement, eg . permits
c.
Lunch periods, rest periods or breaks.
d.
Use of telephone for personal calls, use of corporate property and services.
vehicles, photocopying equipment, supplies, and mail.
e.
Vacations: When taken and length.
f.
Sick leave benefits.
g.
Union affairs, if applicable.
h.
Attendance and punctuality requirements.
i.
General appearance and job behavior.
j.
Pay periods and procedures required for being paid.
k.
Maintaining confidentiality of job information.
l.
People to contact for specific problems.
m.
Safety: Wearing of protective equipment and clothing, what to do if an accident
occurs, and reporting procedures after an accident.
n.
Smoking: When and where permitted.
o.
Reporting procedures when employee is sick.
Follow-Up
a.
Supervisory review of employee's progress.
b
Identification of problems and courses of action.
e.g.,
Consider
1. Anxiety
1. Employee
2. Supervisors
2. Employee special needs
1. Social
2. Medical
3. Financial
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•
Training
•
Transfer:
1.
2.
3.
•
Improve performance on skills: (one or
more)
1.
2.
3.
•
Operative
Interpersonal
Decision making
On-the-job training
1.
2.
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Knowledge: what to do and how to do
Attitude: the desire to use what has been
learn
Skill, the ability to apply newly acquired
knowledge
Most important
Supervisor based
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• Steps
1. Preparation
1. Job importance
2. Interference with other jobs in the
organization
3. Explaining the applicable terminology.
2.
3.
4.
5.
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Presentation
The trainee perform the job
Follow-up
Arrange job tasks (ascending) to
increase learning
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Orders & Instructions
1. Order is a command to perform:
2. Instructions: (how – when and where)
• Good training lead to less orders and
instructions
• Jobs varies (requires constant orders
and instructions)
• Orders:
1. Carried out
2. Favorable attitude
3. Task performed
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•
Orders
•
Stated either
•
•
•
Depends on:
•
•
•
•
•
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Authoritively
Democratically
Timing
Urgency of action
Amount of experience and
Supervisor acceptance as leader
Frame orders in terms of requests for
compliance proceeded with please and
ended with thank you.
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• Instructions
•
Five stages of element
1. Planning: (work objectives- when it
should begin –end)
2. Communication: most appropriate
(face to face-telephone-memo)
3. Verification: (feedback that –orderinstruction-method are understood))
4. Action: carried out within the
guidelines
5. Follow up: verify order carried out –
desired results
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Controlling
•
•
•
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The process of comparing results obtained to
objectives and taking corrective actions when
deviation occurs
Controlling
1. Human
2. Physical
3. Financial
Quality
Corrections
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• Major components:
1.
2.
3.
4.
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Standards (C. methods).
Measures performance
Compare with the standards
Making corrections (only when
results deviate from standards or
objectives, in attempts to correct
problems or bring the results we
wish to obtain back into line with
our goals).
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Control
(Human)
Complaints: is a verbal expression of a person's
feelings reflecting pain, dissatisfaction, resentment, or
discontent.
Complaint if not resolved ..submitted
in writing (grievance)
Silent G
Potential for > adverse
consequences in the future.
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Professor T najjar - PHCL-420
63
1. Ability to attain goals is considerably reduced
when unable to control E.
2. Lead to extensive disciplinary problems ....
imply a conflict-oriented working E.....
1. Low morale
2. Low productivity, and
3. Wasting of resources (resolving cases)
8/7/2016
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Pharm organ
Hosp
64
• Loosing:
1) Harmonious action
2) Focus on objectives
3) Cooperative attitude (share
common thinking, reaction, and
feeling)
4) Effective communication (frequently
and clearly).
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Pharm organ
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65
• Mostly due to:
1. Perceived injustices = denial of
fundamental rights
2. Injured feelings
3. Rather than (contract violations)
• In the forms:
1. Picking on employee (Discipline)
2. Ignore employee (supervisor).
3. Too many rules (supervision
methods).
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66
a)
29/07/1431
Complainer (grievant) expects:
1. Fair hearing
2. Private meeting conducted with impartiality
3. Maintain confidentiality
4. Listen to what your employee says and what is
meant (therapeutic value)
• Should be recognized as people with problems
worth hearing, but at the same time (culture):
1. Modify open door
2. Discount complaints of chronic complainers
3. Discourage reporter of problems no matter
how small.
Professor T najjar - PHCL-420
67
b) S. Grievers
•
May have a few silent grievant
•
For justice (locate and act upon the problems
offending them).
•
They do not complain (problem).
•
Have reason - not verbal.
•
Check for nonverbal cues as clues
1. Reduction in the positive behavior
2. Lack of cooperativeness
3. Refusal to C. beyond the minimum
4. Increased absenteeism and tardiness
5. Scowling facial expressions.
• Identify Why persons silently grieve (category:
injustice, injured feeling, or, contract violation).
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68
•
29/07/1431
Methods applied to solve complaints vary
1. Creating an atmosphere where people are willing
to talk (reducing their number, their grievances)
2. Short term goal is to have no disciplinary problems
(which is unrealistic, at least over a period of time
– because did not select + nor have you
participated in the development of their
behavior)….. You became responsible for
conditions you did not create.
• In the long run (create working relationships that
are largely free from disciplinary problems).
Professor T najjar - PHCL-420
69
3. Disciplinary process
•
•
•
•
•
•
29/07/1431
Discipline is a form of training to
produce a desired type of behavior
when deviations from the norm occur.
Its purpose: to modify behavior, and
not to inflicting pain.
Self-discipline (ideal situation).
Reducing negative affects of the
disciplinary process (style – methods)
are important.
Most disciplinary actions (penalties or
forms of negative reinforcement
varying in severity).
We may be surprised to learn that
punishment may not have inherent
magical reform qualities.
Professor T najjar - PHCL-420
70
4.
29/07/1431
Hesitations in taking disciplinary actions:
• Genuine dislike for hurting others
• Insufficient time to take corrective action because
the grievance process can be lengthy
• Lack of adequate records and evidence to back up
their charges
• Feeling of indebtedness to others for past favors
• Fear of blackmail because their own past behavior
violated organization policies or was not
exemplary.
Professor T najjar - PHCL-420
71
5.
6.
7.
29/07/1431
Misconduct is usually because:
•
Employee: lack of necessary job knowledge
•
Supervisor: did not treat employee individually
according to their preference
•
Organization: excessive P/P and rules
E: 15%)
Criteria gauge reasonableness of D. action:
•
Reasonableness of rules used to justify disciplines
•
Communication and understanding of rules
•
Length of service / past work record
•
Consistency in applying discipline.
•
Proof of violations.
•
Due process is followed
•
Equate discipline to the offense
Professor T najjar - PHCL-420
72
7. Types of Disciplinary Actions
•
Related to:
1. Nature of the offense
2. Range of disciplinary actions available to
us including the severity of discipline.
3. Any mitigating circumstances that would
reduce the severity of the penalty applied
to the offender.
•
In increasing order begin with:
•
•
•
•
29/07/1431
Verbal warning
Written warning (reprimand)
Suspension without pay
Discharge ... miscreant areas
unauthorized, and absences from work
that are unauthorized.
Professor T najjar - PHCL-420
73
+ Culture
Evolving, change = (Survival)
Org. E views “the ways
things done”.
St. Assignment ?
Shared values:
assumptions, norms, and
belief.
Reflect how they feel and
(think, react).
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Pharm organ
Hosp
74
The best way to escape from a P is to
solve it: culture change when org
identify, discover P and solve it
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Pharm organ
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75
Relationship
(external)
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Pharm organ
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76
To pharmacy
The Chief of Hospital
From pharmacy
Supports and approves
Adequate supply of safe, effective and good
quality drugs in appropriate dosage forms
consistent with the needs of the patients and
rationalizes drug utilization in collaboration with
the medical staff
Administrative Services
Budget – Supply – Supply - Billing
Submits budgetary requirements
Medical Social Work Service
patient classification & assistance for drug
Assure availability of drugs for those in need
availability to patients
Nursing Service
Medical Service
Responsible for patient’s drug needs and all other
Supply all drug related issues that affect their
drug-related matters
services
Coordinates on drug and drug-related matters
Close coordination
(formulary, review, drug related reports, ..)
Dietary Service
Provides referrals on request for TPN, enteral
nutrition
8/7/2016
Professor T Najjar PHCL-540
Pharm organ
Disseminate I on food drug interaction
Hosp
77
7) Financial statements
Reporting – last step in B cycle
(1)
Financing
(1)
(2)
Owner
Creditors
(3)
(2)
Owner
Equity
Liabilities
(2)
Investment
(1)
Assets
(3)
(4)
Conducting
Profitable
Operations
Revenue
(5)
Expenses
F. Report (F.S)
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Pharm organ
Hosp
79
•
Assets (investment)
•
•
Valuable resources owned or controlled
by the firm at a measurable cost.
Current (sold or consumed during the
year)
•
Cash sale……… cash
•
•
•
Credit sale ……. Account receivable
•
•
•
•
Not supply I
Must be turned several times (~ 12) ?
Advance payment ….. Prepaid expenses
Temporary investment … Sort Term Inv.
Non current (Fixed assets) (last for > than
a year)
•
8/7/2016
Credit sales (~ 1/3)
Manage collection
Goods purchase ….. Inventory
•
•
•
•
Source of B continuity
Cash flow statement
Furniture& Equipments
Professor T Najjar PHCL-540
Pharm organ
Hosp
80
•
Liabilities +Owner equity
•
•
•
R side of accounting equation
Liabilities (credit financing)
•
Current (during the year)
•
Credit purchase of goods or services …..
Account payable
•
Current portion of long term debits …
short term notes
•
Non current .. Long term notes (last for >
year)
Owner equity (owner financing)
•
Combined
•
•
8/7/2016
Owner (investment/ withdrawal)
Return (earning/ loss)
Professor T Najjar PHCL-540
Pharm organ
Hosp
81
•
Accounting Equation
•
•
•
•
•
Assets = Liabilities + Owner E
Balance sheet = Financial Position
Statement ‫قائمة المركز المالي‬
Purchase computer (6,000): increases
liabilities to pay for computer and
increases assets by the value of the
computer (or inc both owner and assets).
Layout = one side / two side
Perpetual and permanent record of the
financial status of the business.
•
•
8/7/2016
i.e. it reflect B performance since it was start
How much B worth at any point of time
Professor T Najjar PHCL-540
Pharm organ
Hosp
82
ASSETS
Current
•
Cash
•
Account receivable
•
Inventory
•
Prepaid expenses
•
S.T investment
•
Total current
Non Current
•
Furniture& Equipments
•
Total non current
•
Total assets
150,000
75,000
450,000
25,000
50,000
750,000
150,000
150,00
900,000
LIABILITIES
Current
•
Wholesalers
•
Delayed salaries
•
Current portion
•
Total current
Non current
•
Loans
•
Total non current
•
Total Liabilities
OWNER EQUITY
•
Starting Capital
•
Owner Invest.
•
Owner withdrawal
•
Returned (E/L)
•
Total Owner Equity
75,000
10,000
15,000
100,000
50,000
50,000
150,000
350,000
300,000
(100,000)
200,00
750,000
•
8/7/2016
Income Statement
•
Revenue – Expenses = Net Income
•
Revenue
•
Service business … Revenue
Retail business (goods) …. Sales (M. dept)
•
Expenses
•
Purchased of goods ….. COGS = retail B only
•
Sale – COGS ……….GM
•
Salaries (benefits) ……. Payrolls
•
Purchase of services, supply inventory, …
•
Expenses
•
Direct / indirect
•
Variable versus fixed
•
Controllable / non
•
Annual loss of fixed assets …….depreciation
•
Official ……………. Zakah (… Tax)
Professor T Najjar PHCL-540
Pharm organ
Hosp
84
Sale (Rev.)
•
Rx sale
•
Others sale
•
Total sale
350,000
650,000
1000,000
COGS
•
Rx
•
Others
•
Total
260,000
315,000
675,000
G.M
•
Rx
•
Others
•
Total
90,000
235,000
325,000
Expenses (others)
•
Salaries
•
Benefits
•
Allowances
•
Supply inv.
•
Housekeeping
•
Utilities
•
Repairs
•
Rent.
•
Depreciation ..
•
Advert..
•
Total before zakah
100,000
10,000
7,500
5,000
8,000
15,000
9,000
40,000
25,000
15,000
234,500
•
90,500
Net income
•
•
8/7/2016
Accounting Books
•
Journal:
•
Records daily transaction
•
Dual entry system (credit the giver and
debit the receiver) or .....
•
Ledger
•
Is a posting process to what has been
recorded in the journal
•
Arrange according the F.S begin by cash
•
Used to prepare trial balance, and then
F.S
Org such as hospitals: pharmacy department (in
the ledgers)
Professor T Najjar PHCL-540
Pharm organ
Hosp
86
•
F.S
1. Coordination (authority/responsibility)
1.
2.
3.
4.
5.
Marketing M (sales)
Purchase M (COGS/GM)
Employer M … payrolls
Vice president … (depreciation)
……..
2. Planning tool
3. Controlling technique
•
•
Results versus standards (budgeting)
Balance sheet
1.
2.
Effective use of …. (cash)
Needs for expansion ….. (…..
4. Used in calculating financial Ratios
8/7/2016
Professor T Najjar PHCL-540
Pharm organ
Hosp
87
BUDGETING
• Process of preparing the income
statement (revenue & expenses)
in advanced before the next
financial period.
• Avoid years 2014 versus 2013
8/7/2016
Professor T. najjar
PHCL-540
88
Obj. (General)
Next Year (2012) The aim of
pharmacy X is to reach net Profit of
SR 175,000
8/7/2016
Professor T. najjar
PHCL-540
89
I.S ?
Past year(s)
performance
2011
Sale (Rev.)
-
•
•
•
350,000
400,000
250,000
1000,000
Rx sale
Non Rx sale
Others
Total
COGS
•
Rx
•
Non Rx
•
Others
Total
G.M
•
Rx
•
Non Rx
•
Others
Total
260,000
270,000
145,000
675,000
90,000
130
105,000
325,000
2012
Prepare
2012
Income
statement =
budgeting
Why
Income
Statement ?
Expenses (others) •
•
•
•
•
•
•
•
•
•
Salaries
Benefits
Allowances
Supply inv.
Housekeeping
Utilities
Repairs
Rent.
Depreciation ..
Advert..
Total before zakah
Net income
8/7/2016
100,000
10,000
7,500
5,000
8,000
15,000
9,000
40,000
25,000
15,000
234,500
90,500
Professor T Najjar PHCL-540
Pharm organ
175,000
Hosp
90
1.
2.
3.
Before (90,000)
Data (C&A)
Actions
1.
Forecast (trends)
1.
2.
3.
2.
3.
4.
5.
6.
8/7/2016
Revenue: Last several years
Expenses: last year
New: M. potential
Extended hours (~ 20 H)
Sales?
Join P. group
Accountability
....
Professor T Najjar PHCL-540
Pharm organ
Hosp
91
Forecasting
1. Existing business
1. Last year (s) I.S
2. Forecast … monthly/ quarterly / annually
1.
2.
3.
Sales (last several years)
Expenses (last year)
Variable E
2. New business
•
8/7/2016
M potential: the estimated maximum
total sale (revenue) of all suppliers of a
product in a market during a certain
period.
Professor T Najjar PHCL-540
Pharm organ
Hosp
92
•
Forecasting
•
•
•
•
•
•
•
•
8/7/2016
Prediction of future events
Planning purposes
Essential manager skill (job description)
Initial and crucial step
Demand forecast:
• Sales, or
• A measure of demand (P. admissions or
discharges, or P. days).
An estimate of demand for the next 6 to 12
months.
Difficult and inexact process.
Based on
Past years' data , employing expert
judgment, or Both
Professor T. najjar
PHCL-540
93
FORECASTING
• For existing pharmacy
Calculation
%
Year
Sale
2009
850,000
----------
2010
900,000
5.88
2011
1,000,000
11.1
2012
~ 1085,000
1,000,000 +
8.5
(1,000,000 x 8.5/100)
8/7/2016
Professor T. najjar
PHCL-540
94
• Forecasting (New pharmacy)
– Based on the market potential (M.P)
– More difficult because no data on past
demand are available.
– Example
– Age
Total Rx
Average Rx
2X3
-------------------------------------------------------------<20
1,142
13.04
14,897
20 to 64 9,757
13.04
127,231
65 plus
8,239
13.04
107,437
--------------------------------------------------------------• Totals
9,138
249,564
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Professor T. najjar
PHCL-540
95
•
•
•
Market Share
Market potential (demand) = total demand in
the pharmacy's market area of those goods
and services provided by the pharmacy
(prescription and OTC drugs) or for hospital
(ear, nose, and throat procedures).
depends on the pharmacy's
• M. program:
1.
2.
3.
4.
•
8/7/2016
Pricing,
Advertising
Products carried
hours of operation, and services)
• Competition.
Assuming a 20% share, the pharmacy's sales
forecast would be 49,913 (249,564 x 0.20).
Professor T. najjar
PHCL-540
96
• Data Required
– Sales of drugs and drug sundries.
– Demography (age, sex, education, and race).
– Rx purchases by age group
– Admissions and discharges by age, sex,
diagnosis, and geographic areas.
– Average Rx prices.
– Rx purchases by age group.
– Drug use per occupied bed or patient in
hospital pharmacies.
8/7/2016
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PHCL-540
97
• Data Sources
1. Local census records
2. Sales and marketing magazine.
3. Publications of the National
Center for Health Statistics
4. Pharmaceutical companies (Lilly
Digest).
5. Trade journals such as Drug
Topics or American Druggist
(USA).
6. Published surveys: Lilly Hospital
Survey
7. Office of commerce
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PHCL-540
98
• Variable expenses
•
Sales = 8.5%
1.
2.
3.
4.
5.
6.
8/7/2016
COGS
Hourly salary
Repairs
Supply inventory
Advertising ?
….
Professor T. najjar
PHCL-540
99
2011
2012
Sale (Rev.)
1000,000
1,085,000
COGS
675,000
732,375
G.M
325,000
352,625
Expenses (others)
-
•
Salaries
100,000
---
•
Hourly salary
10,000
10,850
•
Allowances
7,500
---
•
Supply inv.
5,000
5,425
•
Housekeeping
8,000
---
•
Utilities
15,000
---
•
Repairs
9,000
9,765
•
Rent.
40,000
---
•
Depreciation ..
25,000
---
•
Advert..
15,000
16,275
Total before zakah
234,500
Net income
8/7/2016
90,500
Professor T. najjar
PHCL-540
100
•
8/7/2016
Planning process
•
Next to forecasting
•
Study effect of internal and external factors
on both revenues and expenses (fixed and
variable).
• External:
• Not under the control
• Such as inflation, business conditions, new
government regulations, new methods of
treatment, and changes in competition.
• Internal:
• Under the controlled
• Such as changes in prices, promotion,
service, hours of operation, and products.
Professor T. najjar
PHCL-540
101
• Actions
1.
2.
3.
4.
8/7/2016
20 h daily (instead of 16 h)
Advertisement
New contract (COGS less 10%)
Accountability
Professor T. najjar
PHCL-540
102
• Budget for (20 h)
•
Accounts affected
1. Sales
1.
2.
3.
Published data
Others
H sales
2. Var. expenses
3. Manpower
4. Utilities
8/7/2016
Professor T. najjar
PHCL-540
103
2011
2012
2012
(planning)
Sale (Rev.)
1000,000
1,085,000
1,285,000 ?
COGS
675,000
732,375
864,934
G.M
325,000
352,625
420,065
Expenses (others)
-
•
Salaries
100,000
100,000-
150,000
•
Hourly salary
10,000
10,850
5,500
•
Allowances
7,500
7,500
10,000
•
Supply inv.
5,000
5,425
6,000
•
Housekeeping 8,000
8,000
8,000
•
Utilities
15,000
15,000
18,000
•
Repairs
9,000
9,765
9,765
•
Rent.
40,000
40,000
40,000
•
Depreciation .. 25,000
25,000
25,000
•
Advert..
15,000
16,275
16,275
Total before
234,500
288,540
90,500
131,525
zakah
Net income
8/7/2016
Professor T. najjar
PHCL-540
104
•
Operating Budget
•
•
•
Basic steps similar (small or large org.)
1. Goal
2. Prepare
3. Revise
Complicated for large (many people involved)
Fore examples
•
Top management decides:
•
•
8/7/2016
Annual goals
Provides data on factors that affect
revenue and expense estimates
(allowable salary increases,
anticipated increases in operating
costs and prices, and new services).
Professor T. najjar
PHCL-540
105
Based on that
• Lower levels of the organization:
1. Sets goals for the unit (consistent with the
overall goals of the organization)
2. Develops plans to meet the goals.
3. Unit head prepares an operating budget
that will allow implementation of the
plans, and submits the unit budget to his
superior.
• Superior role
1. Review and negotiate unit budgets
2. Prepares the final roll-up budget
3. Distributes it throughout the organization.
8/7/2016
Professor T. najjar
PHCL-540
106
Superior responsibility
1. Ensure consistency with the overall goals
of the organization.
2. Meets the organization's revenue and
expense goals.
3. Coordinate budgets of units that depend
on each other.
4. In case of problem met the unit head to
discuss and resolve the problems.
5. The negotiation continues until mutually
acceptable estimates are agreed on.
6. Not to force unit head to accept
estimates as unit heads, and other
employees, will not be motivated to work
to attain levels of performance they
believe are unrealistic.
8/7/2016
Professor T. najjar
PHCL-540
107
Acceptance
• Unit head: agrees that budgeted figures are
realistic, and his department should be able to
meet.
• Superior: agree if budgeted revenue and
expenses are met, the operating unit and its
head would have acceptable performance.
• Both:
• Is contingent on there being no major
departures from the assumptions
underlying the budget.
• For example, if wage rates increased much
faster than anticipated, the unit head
would not be held to the budgeted
estimates of personnel costs.
8/7/2016
Professor T. najjar
PHCL-540
108
• Controlling
1. Performance Report
2. Corrective Action
8/7/2016
Professor T. najjar
PHCL-540
109
Results
Why is deviation?
i.e. Root Causes
Standard
8/7/2016
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Pharm organ
Hosp
110
Actual Stand.
Var. Effect
Performance Report
8/7/2016
Professor T Najjar PHCL-540
Pharm organ
Hosp
111
Performance
Report
2012
2012
Variance
Based on effect on
Actual
Budgeted
Sale (Rx)
1,365,000
1,285,000 ?
100,000
F
COGS
895,000
864,934
30,066
U
G.M
470,000
420,065
49,935
F
the net income
Expenses (others)
•
Salaries
100,000
100,000
0
•
Hourly salary
30,000
20,000
10,000
•
Allowances
15,000
15,000
0
•
Supply inv.
6,000
6,000
0
•
Housekeeping
8,000
8,000
0
•
Utilities
28,000
18,000
10,000
•
Repairs
9,765
9,765
0
•
Rent.
40,000
40,000
0
•
Depreciation ..
25,000
25,000
0
•
Advert..
16,275
16,275
0
Total before zakah 278,040
8/7/2016
258,040
Professor
T. najjar
PHCL-540
U
U
Based on:
1. Magnitude
2. Chronic
3. Long term effect
112
1. Selected
1. Sales
2. COGS
3. Hourly salary
2. Why?
3. Basis
4. Priorities (techniques)
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Professor T Najjar PHCL-540
Pharm organ
Hosp
113
Sales (F)
Greater
volume sold
Higher prices
Check
volume of I.
8/7/2016
G.M
0.34 /0.33
Professor T. najjar
PHCL-540
Higher sale ?
114
COGS (U)
Sales greater
Check volume
of I.
Prices higher
Improper
purchase
P.I prices
higher (check)
2) Improper
quantities
1) Failure to
take discount
3) Buying from
supplier ..
8/7/2016
Professor T. najjar
PHCL-540
115
Hourly Salary
(U)
Paid at a
higher rates
Worked
extra hours
Because sales
increases this is
expected reason
Check
records
?
1. check records for overtimes?
2. check contract?
8/7/2016
Professor T. najjar
PHCL-540
116
Budget:
• Employee Performance
• Performance standard for individual
employees, especially managers.
• Gives employees a goal to work toward
• Reasonable, realistic goals motivate
employees.
• To be perceive as reasonable, managers
must involve those employees responsible
for implementing the budget in setting
budget goals.
1. Accurate
2. Compliance
• Comparing the actual and budgeted
performance for the operating unit under
the manager's control will indicate how
well the manager performed for the year
8/7/2016
Professor T. najjar
PHCL-540
117
•
8/7/2016
Large org:
• Operating E (controllable or non-controllable).
• A chain pharmacy manager could control salary,
house keeping, and supplies expenses (controllable
expenses for him), but have little control over lease
payments or depreciation expenses (noncontrollable).
• It depends on the manager's level in the
organization (not inherent characteristic).
• Chain vice president (does make the decisions and,
as a result, can control the depreciation expense.
• Depreciation expense is non-controllable for the
pharmacy manager but controllable for the vice
president.
Professor T. najjar
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Organizing
• The function of putting tasks that must be
performed together in an orderly and
structured whole.
• The function of creating the structure of
working relationship, designing facility
layout, balancing workload, and scheduling
work to be performed.
• The act of rearranging elements following
one or more rules.
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Problem Solving Skills
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Define the Problems
(Carefully To)
•
•
Avoid asking wrong question.
Take action:
• Small problems become much
bigger in scope and difficult to
solve.
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•
Motivated by considering each:
1. Opportunity Knocking
2. Chance to get out of everyday rut..
……….Rather than…..
1. Real break
2. Or a stroke of luck
• Realize that the P. is the difference …
Poor P …… Proper P & Poor org. to proper org.
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Need To
1. Define problem
1. Problem / symptoms
2. Look at the issue variety of perspectives ….. not
to commit early
2. Identify its complexity
3. P.S process going to be used
1.Simple
2.Continuous
3.Limited resources to solve what is not working
4.Solving messy and confusing management
problems.
4. Be familiar with the tools:
1. Tracing P to its root or origin
2. Uncover factors such as (CATWOE)
Professor T. Najjar
PHCL-540
123
P.
No Training
Symptoms
Low
satisfaction
Per. standard
Late Rx
organization
Poor
Performance
Professor T. Najjar
Job dist.
PHCL-540
attitude
124
• Need to trace problem to its
origin(s)?
• Root Cause Analysis)
1. Why the problem occurred in the
first place.
2. Dig deeper to the less obvious
causes
• Fix the underlying
systems/processes that cause the
problem.
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1.
2.
3.
4.
5.
What do you see happening
(symptoms) ?
Data: proof that the problem
exists, duration and its impact
?
In particular the sequence of
events leads to the problem,
conditions allow it to occur,
other surrounding problems?
In particular why does the
causal factor exist, real
reasons?
What can be done, how,
responsible, and associated
risks)?
Professor T Najjar
4. I. R. Cause(s)
5.
3. I. Possible
C.F(s)
R. & I.
Solutions
2. Collect Data
1.
PHCL-540
Define the
Problem
126
1) 5-Whys
• One of the tools
• Popular 1970 (Toyota
production system)
• Explore cause/ effect
relationships
• Quickly drill down to the root
cause of a defect or problem
• May need more (is not gospel:
postulated that five iterations of
asking why is generally sufficient to
get to a root cause).
• Simple (example)
Professor T. Najjar
PHCL-540
127
Angry patient at the out patient
pharmacy
5 Whys
1. Why
because he did not receive his
Rx on the time as it was stated
2. Why
because it took much longer than
it was thought
3. Why
because under estimate
complexity
4. Why
because he did quick estimate
5. Why
because this step in performance
standard was only given 2 min.
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PHCL-540
128
2) Appreciation
•
•
•
•
•
•
Similar to 5 Why
Uncover factors that might be missed
Very useful brainstorming tool
Situational analysis
Understanding full implications of
fact (i.e. get the most information
out of a simple fact or statement).
Powerful for extracting maximum
information possible from a simple
fact or statement
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PHCL-540
129
Appreciation
So
what
?
• 25% cut in hospital budget ?
So
What
• To accommodate (reducing spending dramatically).
So
What
• Cut in staff, supplies, and research
So
What
• Staff morale is probably going to drop.
So
What
?
• come up with plenty of low-cost ways to boost morale without
spending money.
• Need to start thinking about this tomorrow, since the new budget will
go into effect in two months, and be able to manage the consequences.
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PHCL-540
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3) CATWOE
Professor T Najjar
PHCL-540
131
• Understanding the
different elements that
contribute to a
problem?
• Solution: did not
ignore SH
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Induce change
Stakeholders?
(Staff (Dept./College)
Affected by
(Students/ Staff/ Org.)
A
C
T
Change (output)
•
Less P.G program
Less activities (… R)
•
•
MSC
program
E
•
H.C/pharmacies/ P.I / ….
•
•
Less programs
Of value to fill in gaps
W
O
Professor T. Najjar
•
Global issues
•
•
Support programs
Of value
KSU (approval)
•
PHCL-540
•
Ok - against/ improve
133
CATWOE
1.
2.
–
3.
Detainee - C. employee – Agents
Transformer
1.
2.
3.
4.
5.
6.
A new technology mobile
phone is to be launched by
leading
company
simultaneously at different
locations at the same time
on a certain date which
has been announced and
there is great customer
response with booking
….the regional manager
tell the launching manager
that the truck detained …
bribe:
Vikram
Karve:
Organizational Ethics – A
Case Study – How to Resolve
Ethical Dilemma
ETHICS
Customers
Actors
Pay bribe …
Use 3 days
time to solve
problem ….
Prepare
customer for
big news
Worldwide (view predominantly
held)
Owner (directive)
Environment (law, reg.,...)
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PHCL-540
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Ethical
To presents a holistic view of the ethical
perspectives of concerned stakeholders
involved in the ethical dilemma. (next)
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Pharm organ
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135
• Customers
•
•
•
Ethical dilemma (promises vs. principles)
Reg. manager must keep his promises to customers regarding timely delivery
Not lose sight of the fact that bribes represent unproductive deadweight that
raises the cost of doing business which in turn is passed on to the customer.
• Actors
1. Set bad precedent as both could acquire a reputation that they can be easily
“milked” and are ethically vulnerable
2. Create an attitude that, in this company, bribery is simply standard operating
procedure.
3. The effect of “Do as I say, but not as I do” notion.
• Transformer
• Weltanschauung
(Worldwide) (World View Predominantly Held)
1. Bribery and corruption is almost universally condemned as it violates the core
ethical values of honesty and integrity.
Professor T. Najjar
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•
Owners
Top management:
1. “Launch must be a success at all costs” … concerned with only results not with the
means to achieve the results) - It encourages employees to abdicate moral
responsibility and take refuge in the “I was only following orders”.
2. When senior management fosters an attitude that anything goes, experience suggests
that it probably will and there is every chance that scams and scandals may occur.
3. Gains sales for non-business reasons runs the risk of being complacent about the
quality of its products or services (no longer feels the need to respond to the demands
and dynamics of market )
• Environment
1. The often given argument “well, others are doing it, so why not us” is certainly not
valid.
2. The prevailing ethical environment depends on the moral behavior of the majority of
citizens / organizational ethical behavior/ moral values/ code of conduct).
3. In the long term, it is not beneficial to conduct business in an environment where
lying, stealing, bribery, cheating and other immoral activities are permitted and
practiced by the majority, and that is why bribery is illegal in virtually every country
in the world.
Professor T. Najjar
PHCL-540
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Suggested solution
• Based on that: it clearly suggests that it is
the long-term interests of the SH involved in
the ethical decision that the regional
manager should:
1.
2.
3.
4.
5.
Decline to pay the bribe.
Apprise the top management of his decision.
Use the three days time available and try to
resolve the issue in the proper manner, with
the help of the top management, intervention
at higher levels and threat of counterexposure if necessary.
Take customers into confidence to cater for
the “worst case scenario”.
Ask the top management promulgate a code
of ethics which clearly prohibits all types of
bribes and illegal payments.
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‫هللا يستر ؟‬
M
1. Science?
2. Skills?
3. Attitude?
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Fuel prices have shot to their highest level ever.
1. So what?
To absorb this increase we will have to put our prices up considerably.
2. So what?
We may lose customers who are not prepared to pay the new prices.
3. So what?
Our revenue will be reduced.
4. So what?
We may be unable to pay the wages of our staff.
• The effect of increases on fuel prices on the business is the part of
the problem that must be addressed
• This is where the effects of the original problem start to have a
direct affect on business.
• Select appropriate action: such as cost-cutting measures, elsewhere
in the work (cut in the working hours of staff, being few, (given the
choice of working fewer hours, or no hours at all, the staff would
most likely be agreeable to this suggestion), or perhaps a
combination of these options, with a small price rise thrown in to
help things along.
• The use of appreciation in attempting to solve a problem is far
more efficient.
Professor T. Najjar PHCL-540
143
•
8/7/2016
In determining performance standards (DIS)
• Consider the following:
1. What does a good DIS look like?
1. Respond to requests
2. Profiles...
2. How many or how much is needed? (20 R / day)
3. How long should it take? (average 10 minutes)
4. When are the results needed? (immediate)
5. How accurate or how good is acceptable? (perfect)
6. Are there budget considerations?
7. Are there safety considerations?
8. Are there legislative or regulatory requirements that
require strict adherence?
9. Are there behaviors that are expected in your
department to promote teamwork, leadership, creativity,
customer service?
10. What results would be considered satisfactory?
11. What condition will exist when the duty is well
performed?
12. What is the difference between good and poor
performance?
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DIS:
1. To provide comprehensive, objective, and
unbiased information to health care
professionals; and ensure high-quality patient
care.
2. To teach pharmacy students, drug information
residents, pharmacists, and other health care
providers the skill of efficiently searching the
literature, critically analyzing the information, and
accurately communicating (both verbal and
written) the response.
3. To serve as an information resource center for
faculty, students, and health care professionals.
4. To conduct research for the advancement of drug
information and pharmacy.
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1.
•
Formalization
1.
Makes employee behavior more predictable (i.e. when problem arise employees turn to handbook or guideline)
2.
Direction to employee
Consistency of behavior.
Reduces ambiguity
Two structures
•
Tall layer:
•
•
•
•
Flat structures:
•
•
•
8/7/2016
Several layers between
frontline and the top
More formal (> supervision)
Communication (<) within
department.
Few layers,
Often with large numbers of
employees reporting to a
single manager
Decentralized approach.
Decentralization
1. D.M & P. solving at L. levels
(employees closer to the
problem in question).
2. Most employee feel more
comfortable and productive.
3. A sense of empowerment
(make greater use of human
resources).
4. Decisions are often faster
5. Where job candidates are
more likely to be attracted .
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Pharm organ
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Professor T. Najjar
PHCL-540
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2. Line of command
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INVENTORY INSPECTION FOR EXPIRATION DATING
1. Items which are repackaged by the pharmacy must have an
original expiration date which is greater than or equal to the
repackaged expiration date. It is the responsibility of the
prepackaging technician to inspect these products for dating.
Expired stock or products which expire within a month will be
pulled from the shelves and the purchasing clerk notified of
the need for additional stock.
2. Items which are purchased in unit of use containers are to be
inventoried by the purchasing clerk. Short dated or expired
products will be pulled from the shelves and additional stock
ordered from the wholesaler during the daily ordering
inventory.
3. The pharmacists and pharmacy technicians in the dispensing
areas are responsible for the inspection of all drugs products in
the working stock. Each technician will have a portion of the
stock from the central pharmacy assigned for monthly
inspection. A visual inspection for deterioration and expiration
dating should be a normal part of the dispensing and checking
procedure.
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4. Drugs stocked in the Automated
Dispensing Systems shall be inspected
monthly by pharmacy technicians. All
expired or deteriorated stock will be
removed at that time.
5. All expired repackaged products will be
pulled from the shelves and held in a
segregated area for destruction by a
contracting service.
6. All drugs which are in the original package
will be stored in a segregated area in the
stockroom and will be processed for
return by the contracting service for
return medications.
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•
•
•
•
•
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“Do it right the first time” DIRFT – M. A theory “To be
able to run a smooth production process without
needing to carry excessive inventory and greatly
diminish the costs of production”
“Zero defects” difficult – encourage employee.
“Total quality management” an organization-wide
effort to install and make permanent a climate in
which it continuously improves its ability to deliver
high-quality products and services to customers
Six sigma (define defect, measure, analyze, correct,
control) 99.9999998% of the products manufactured
are statistically expected to be free of defects
ISO 9000 family of standards designed to help
organizations ensure that they meet the needs of
customers and other stakeholders[1] while meeting
statutory and regulatory requirements related to the
product
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•
Importance of departmentation
1. Specification
2. Autonomy
3. Fixation of responsibility
4. Development of management: perform
specialized functions, take independent
decision and develop themselves for
higher positions., exercising initiatives.
5. Facility in-appraisal: as its easy by being
performing specified jobs
6. Budget
7. Proper Supervision