BASIC MANAGEMENT CONCEPTS

PHARMACY ADMINISTRATION, LEADERSHIP, AND MANAGEMENT

 NEW MANAGER SELF-ASSESSMENT
HIGH LOW
PRIORITIES PRIORITY PRIORITY

1. Spend 50 percent or more of your time in the care and feeding of

people
2. Make sure people understand that you are in control of the
department
3. Use lunches to meet and network with peers in other department
4. Implement the changes you believe will improve department
performance
5. Spend as much time as possible talking with and listening to
subordinates
6. Make sure jobs get done on time
7. Reach out to your boss to discuss expectations for you and your
department
8. Make sure you set clear expectations and policies for your
 ORGANIZATION
A deliberate arrangement of people brought together to
accomplish some specific purpose
Characteristics of Organizations:
KINDS OF MANAGERS
 KINDS OF MANAGERS
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
 KINDS OF MANAGERS
TOP MANAGERS
• 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
 KINDS OF MANAGERS
MIDDLE MANAGERS
• Responsible for business units and major departments
• Include department head, division head, manager of quality control
and director of the research lab
• Responsible for implementing the overall strategies and policies
defined by top managers
• Generally concerned with the near future
 KINDS OF MANAGERS
FIRST-LINE MANAGERS
• Responsible for directing the day-to-day activities of non-
managerial employees
• 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
• The attainment of organizational goals in an effective and
efficient manner

• Getting work done through others

 THE SHIFT
From INDIVIDUAL PERFORMER to MANAGER
MANAGERIAL ROLES
 INFORMATIONAL ROLES
Activities used to maintain and develop an information network
MONITOR role
• Seek and receive information; scan web, periodicals, reports; maintain
personal contacts

DISSEMINATOR role
• Forward information to other organization members; send
memos and reports; make phone calls

SPOKESPERSON role
• Transmit information to outsiders through speeches, reports
 MANAGERIAL ROLES
DECISIONAL ROLES
Events about which the manager must make a choice and take action

ENTERPRENEUR role
• Initiate improvement projects; identify new ideas,
delegate idea responsibility to others

DISTURBANCE HANDLER role

• Take corrective action during conflicts or crises;
resolve disputes among subordinates
 MANAGERIAL ROLES
DECISIONAL ROLES
Events about which the manager must make a choice and take action

RESOURCE ALLOCATOR role

• Decide who gets resources; schedule, budget, set
priorities
NEGOTIATOR role
• Represent team or department’s interests;
represent department during negotiation of
budgets, union contracts, purchases
 MANAGERIAL ROLES
INTERPERSONAL ROLES
Activities relating to providing information and ideas
FIGUREHEAD role
• Perform ceremonial and symbolic duties such as greeting
visitors, signing legal documents
LEADER role
• Direct and motivate subordinates; train, counsel and
communicate with subordinates

LIASION role
• Maintain information links inside and outside the organization;
use email, phone, meetings
MANAGERIAL ROLES
MANAGERIAL SKILLS
 MANAGERIAL SKILLS
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 perspectives
 MANAGERIAL SKILLS
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
• Allows subordinates to express themselves and
encourages participation
 MANAGERIAL SKILLS
TECHNICAL SKILLS
• Understanding of and proficiency in the performance of specific
tasks
• Includes mastery of the methods, techniques and equipment
involved in specific functions
• Includes specialized knowledge, analytical
ability and the competent use of tools and
techniques to solve problems
MANAGERIAL SKILLS
 REFERENCES
• Daft, RL, & Marcic, D. (2017). Understanding Management 10th Ed. Cengage
Learning, United States.
• Samson, D., Donnet, T., & Daft, R.L. (2018). Management 6th Asia-Pacific Ed. Cengage
Learning, Australia.
• Williams MGMT10: Principles of Management (2018). Cengage Learning, Canada.