PHARMACY ADMINISTRATION, LEADERSHIP, AND MANAGEMENT

LECTURE NOTES
BASIC MANAGEMENT CONCEPTS

ORGANIZATION - deliberate arrangement of people brought together to accomplish some specific purpose
Characteristics: (1) Goals, (2) People, and (3) Structure

KINDS OF MANAGERS

1. TOP MANAGERS
- responsible for the entire organization
- have titles such as president, chairperson, executive director, CEO, and executive VP
- set organizational goals, define strategies, monitor and interpret external environment, and make
decisions for the organization
- look into long term future and concern themselves with general environment trends and organization’s
overall success
- responsible for communicating a shared vision for the organization, shaping corporate culture, and
nurturing an entrepreneurial spirit
2. MIDDLE MANAGERS
- responsible for business units and major departments
- include department head, division head, manager of quality control and director of research lab
- responsible for implementing the overall strategies and policies defined by top managers
- generally concerned with the near future
3. FIRST-LINE MANAGERS
- directly responsible for the day-to-day activities of non-managerial employees (goods and services)
- have titles like supervisor, line manager, section chief and office manager
- responsible for teams and non-management employees
- concerned with application of rules and procedures to achieve efficient production, provide technical
assistance and motivate subordinates

MANAGEMENT - attainment of organization goals in an effective and efficient manner; getting work done
through others
Efficiency - getting work done with minimum effort, expense or waste
Effectiveness - accomplishing tasks that help fulfill organizational objectives

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PHARMACY ADMINISTRATION, LEADERSHIP, AND MANAGEMENT
LECTURE NOTES
BASIC MANAGEMENT CONCEPTS

The Shift from INDIVIDUAL PERFORMER to MANAGER

Individual performer - specialist, performs specific tasks; gets things done through own efforts; an
individual actor; works relatively independently
Manager - generalist, coordinates diverse tasks; gets things done through others; a network
builder; works in highly interdependent manner

MANAGERIAL ROLES
1. Informational Roles - activities used to maintain and develop an information network
a. Monitor role - seek and receive information; scan web, periodicals, reports; maintain personal contacts
b. Disseminator role - forward information to other organization members; send memos and reports; make
phone calls
c. Spokesperson role - transmit information to outsiders through speeches, reports

2. Decisional Roles - events about which the manager must make a choice and take action
a. Entrepreneur role - initiate improvement projects; identify new ideas, delegate idea responsibility to others
b. Disturbance Handler role - take corrective action during conflicts or crises; resolve disputes among
subordinates
c. Resource Allocator role - decide who gets resources; schedule, budget, set priorities
d. Negotiator role - represent team or department’s interests; represent department during
negotiation of budgets, union contracts, purchases

3. Interpersonal Roles - activities relating to providing information and ideas

a. Figurehead role - perform ceremonial and symbolic duties, such as greeting visitors, signing legal
documents
b. Leader role - direct and motivate subordinates; train, counsel and communicate with subordinates
c. Liasion role - maintain information links inside and outside the organizations; use email, phone
meetings

MANAGERIAL SKILLS
1. Conceptual skills - ability to see organization as a whole, to understand how the different parts of the
company affect each other, and to recognize how the company fits into or is
affected by its external environment
- recognize, understand, and reconcile multiple complex problems and per-
spectives

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PHARMACY ADMINISTRATION, LEADERSHIP, AND MANAGEMENT
LECTURE NOTES
BASIC MANAGEMENT CONCEPTS

2. Interpersonal/human skills - manager’s ability to work with and through other people, and to work effectively
as a group member
- demonstrated in the ability to motivate, facilitate, coordinate, lead,
communicate and resolve conflicts
- sensitivity to others’ needs and viewpoints
- allow subordinates to express themselves and encourages __________________
3. Technical skills - understanding of and proficiency in the performance of specific tasks
- includes mastery of methods, techniques and equipment involved in specific
functions
- includes specialized knowledge, analytical ability and the competent use of
tools and techniques to solve problems

REFERENCES:
Daft, RL, & Marcic, D. (2017). Understanding Management 10th Ed. Cengage Learning, United States.
Samson, D., Donnet, T., & Daft, RL. (2018). Management 6th Asia-Pacific Ed. Cengage Learning, Australia.
Williams, C. MGMT10: Principles of Management (2018). Cengage Learning, Canada.

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