MANAGEMENT FUNCTIONS

LEADING
PHARMACY ADMINISTRATION, LEADERSHIP, AND MANAGEMENT
 MOTIVATION
Forces either within or external to a person that arouse enthusiasm
and persistence to pursue a certain course of action
INTRINSIC REWARDS
Satisfactions that a person receives in the process of performing a
particular action
EXTRINSIC REWARDS
Given by another person, and include pay increases, promotions, and
praise
CATEGORIES OF MOTIVES

Which do you think is the

most powerful motivator to
lead people?
 COMMUNICATION
Process by which information is exchanged and understood by two or
more people, usually with the intent to influence or motivate behavior
How the idea is
put/construct of
the message.

The medium
used to send
the message.
Creates the Interprets the
idea to be message.
delivered.
COMMUNICATION PROCESS
NON-VERBAL COMMUNICATION
Kinesics or Body Language
Gestures, facial expressions, and other body movements that
convey meaning
Paralanguage or Verbal Intonation
Emphasis someone gives to words or phrases in order to
convey meaning
BARRIERS TO COMMUNICATION
FILTERING Deliberate manipulation of information to make it
appear more favorable to the receiver
EMOTIONS How a receiver feels when a message is received
influences how he or she interprets it
INFORMATION Information exceeds our processing capacity
OVERLOAD
DEFENSIVENESS When people feel they’re being threatened they tend to
react in ways that hinder effective communication and
reduce their ability to achieve mutual understanding
LANGUAGE Words mean different things to different people
NATIONAL CULTURE US managers rely heavily on formal reports.
Japanese managers prefer interpersonal contact
OVERCOMING BARRIERS TO
COMMUNICATION
Use feedback.
Simplify language.
Listen actively.
Constrain emotions.
Watch nonverbal cues.
ACTIVE LISTENING BEHAVIORS
ORGANIZATIONAL COMMUNICATION
FORMAL
COMMUNICATION
CHANNELS
Involve written and verbal
ways of exchanging
information among people
who have recognized
status in the organization
ORGANIZATIONAL COMMUNICATION
INFORMAL
COMMUNICATION
CHANNELS
Are personal
communication channels
that exist outside the
formally authorized
channels and do not
adhere to the
organization’s hierarchy of
authority Have you heard of “grapevine” communication?
ORGANIZATIONAL COMMUNICATION NETWORKS
 CONTROLLING
PHARMACY ADMINISTRATION, LEADERSHIP, AND MANAGEMENT
ORGANIZATIONAL CONTROL
Systematic process of regulating organizational activities to
make them consistent with the expectations established in plans,
targets and standards of performance
ORGANIZATIONAL CONTROL 4 Major Perspectives of a Balanced Scorecard
BALANCED SCORECARD
A comprehensive
management control
system that balances
traditional financial
measures with
operational measures
relating to a company’s
critical success factors
ORGANIZATIONAL PERFORMANCE
TYPES OF CONTROL
BASED ON TIME OF IMPLEMENTATION
TOTAL QUALITY MANAGEMENT (TQM)
• An organization-wide effort to infuse quality into every
activity in a company through continuous improvement
• Focused on teamwork, increasing customer satisfaction and
lowering costs
 QUALITY CIRCLES
Group of six to twelve volunteer employees who meet regularly to
discuss and solve problems affecting the quality of their work
 BENCHMARKING
Continuous process of measuring products, services and practices
against major competitors or industry leaders

<< The Benchmarking

Process
 SIX SIGMA
Quality control approach that
emphasizes a relentless
pursuit of higher quality and
lower costs
 QUALITIES OF EFFECTIVE
CONTROL SYSTEMS
Balance of
Linkage to Understandable Acceptance by
objective and
strategy measures employees
subjective data

Support of
Accuracy Flexibility Timeliness
action
 REFERENCES
• Daft, RL, & Marcic, D. (2017). Understanding Management 10th Ed. Cengage
Learning, United States.
• Samson, D., & Daft, R.L. (2015). Fundamentals of Management 5th Asia-Pacific Ed.
Cengage Learning, Australia.
• Williams MGMT10: Principles of Management (2018). Cengage Learning, Canada.