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MANAGEMENT
•  Art and science of PODC of human
efforts and resources for the general
PHARMACY good within the organizational
ADMINISTRATION framework and economic
environment of the company or firm,
NAME:_____________________ –  Planning
–  Organizing
YR/SECTION:________________
–  Directing
–  Controlling

MANAGEMENT
•  A force that drives an enterprise and
determines its success or failure
•  An act of conceiving and achieving
the desired results involving the use of
human talents and resources

Management in Business Management in Business

•  Defined as: •  Defined as:
–  The function that coordinates the efforts –  Organization and coordination of
of people to accomplish goals and activities of an enterprise based on
objectives utilizing available resources certain policies to achieve clearly defined
efficiently and effectively. objectives
SOCIAL
Being effective is about doing the
CONTROLLING ORGANIZING STAFFING
MEN RESPONSIBILITY
MONEY
right things, while being efficient is MATERIALS
MACHINES
MANAGEMENT PROCESSES

about doing things right. METHODS

MARKET DIRECTING LEADING PROFIT

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•  Management is a process which brings
together resources and unites them in
such a way that, collectively, they
achieve goals and objectives in the
most efficient manner possible.
(Tootelian and Gaedeke,1993)
Roles of Pharmacy Managers:
–  Manage people
–  Manage processes
–  Manage entire organizations
–  Supervise other pharmacists or
technicians
–  Oversee a department
–  Develop project plans and budget
–  Create work schedule
–  Conduct orientation
•  Planning:
–  assesses internal resources,
–  establishes goals,
–  formulates general policies and
procedures,
–  develops business strategies.
•  This is the most critical element of
management.
•  Without a business plan, the
pharmacy’s operation will have no
purpose and direction; therefore, there
will be no significant achievements.
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Management in Pharmacy
•  Management in Pharmacy requires
FOCUS.
–  It is a conscious, organized effort to
harness all the resources available as well
as using them to attain the goals of the
pharmacy effectively and efficiently.
THE MANAGEMENT PROCESS
•  PLANNING:
–  The formulation of objectives, programs,
policies, procedures, rules, and regulations in
order to achieve the goals of the business. It
is related to the decision- making as it selects
the best course of action to take, it also
involves “forecasting” or making decisions in
advance.
–  Planning is used to accomplish the present
objectives and their relationship in the future.
Activities involved in planning:
A.  Develop objectives: envision the goals
to be accomplished
B.  Forecasting: Estimate and predict future
conditions and events
C.  Programming: establish the sequence
and priority of action to take or steps to
follow in achieving the objectives
D.  Scheduling: Set a time sequence for the
steps to take in undertaking a project
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E.  Budgeting: allocate resources to
achieve an objective within the
specified period of time
F.  Developing policies: formulate
standing decisions that applies to the
concerns of the enterprise as a whole
in achieving its objectives.
G. Establishing procedures: Standardize
the work that must be done uniformly
if the objectives are to be achieved.
Three steps in organizing
A.  Grouping of people and
identification of the work to be done
B.  Delegation of authority and
responsibility
C. Establishment of relationships among
people and tasks
•  Some conventional terms related to
tasks in the workplace include:
A.  Delegating: the work of a manager to
entrust others with responsibility and
authority and to create accountability for
the result
B.  Authority: the sum of the rights and power
assigned to a position
C.  Accountability: the obligation to assume
responsibility and exercise authority in
conformity with understood and accepted
performance standard
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ORGANIZING
•  Refers to
–  grouping people,
–  establishing relationship among them, and
–  defining the authority and responsibility that they
have.
–  identifying tasks to perform;
–  arrange tasks in a logical order;
–  classifying tasks into certain types,
–  designating employees into clusters; delegating
authority and responsibility;
–  establishing the methods for evaluating
performance and accountability.
COMMON MISTAKE
•  The common mistake in small
pharmacies is the manager’s
presumption that all employees
understand their individual tasks.
•  Some conventional terms related to
tasks in the workplace include:
STAFFING
•  It determines what positions to be
filled. It also involves
–  preparing the job description
–  identifying the sources of potential
applicants
–  Interviewing applicants, selecting
applicants
–  orienting new employees to their jobs
–  training them and evaluating their
performance
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•  Staffing is a highly qualitative process.
As such, the manager must have both
the technical knowledge of the jobs to
be performed and the feel for how
people will fit in their new work
environment.
•  It involves keeping personnel and other
resources focused on the goals of the
pharmacy and ensuring that they are
utilized in a manner consistent with the
policies established by the owner.
•  This is a continuous activity.
•  Concerned with finding different ways to
achieve the goals of the pharmacy.
•  It is a challenging task that often
separates the highly competent from the
less skilled managers.
•  It also establishes points of periodic
monitoring of the pharmacy; measure
pharmacy performance; examines
strategies and recommends changes
as appropriate; develops yearly
performance measurements; and
evaluates the annual performance of
the establishment.
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DIRECTING
•  A process which sets personnel goals.
–  Establishes work standards
–  develops leadership styles
–  motivates personnel
–  train and retrains personnel
–  evaluates personnel disciplines
–  dismisses personnel as necessary
–  promotes personnel
CONTROLLING
•  The process of measuring and
correcting the activities of
subordinates and the company itself
to assure conformity with its plans.
•  It is the most overlooked management
process since it is commonly assumed
that the process is sufficient to ensure
that the pharmacy is operating
effectively and efficiently.
WAYS IN WHICH CONTROL CAN
BE MAINTAINED
•  QUANTITATIVE:
–  Financial statements to determine if
revenues and expenses are within
budgeted limits
–  Inventory
•  QUALITATIVE:
–  Evaluating levels of patient satisfaction
–  Employee performance.
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TYPES OF MANAGER TYPES OF MANAGER

•  According to Personality •  According to Personality
–  Workaholic: –  Reconciler
•  Process oriented •  He is a HYBRID of all types of managers; a
•  Manager by “KAYOD” RECONCILER manager
•  Hardworking and dedicated ◇ Believes in contingency management;
•  Formal and introverted shares his knowledge and
•  He cuts down problems into manageable size; a •  has excellent behavioral skills
fast decision-maker, impatient, and shrewd •  ◇ Has balance and chooses well
•  He is a “SIGURISTA”; he has GUT FEEL, and he
•  ◇ “Ugnayan” managers exemplify highly
knows how to USE PEOPLE
resilient, highly adaptable men of the first
•  Does firsts things first; he has a talent of “KAYOD order
NG KAYOD”

TYPES OF MANAGER TYPES OF MANAGER

•  According to Personality
–  Pragmatic
•  “OIDO” comes from Spanish word “oir” or “to
listen”
•  ◇ This manager acquires his managerial skills
by playing it by ear
•  ◇ He has a vast field of practical experiences
that compensates for his lack of formal
education
•  ◇ He is the opposite of the “LIBRO” manager
•  According to Personality
–  Carefree
•  The OPPORTUNIST; availing on a LOOPHOLE
•  ◇  An EXTROVERT; he deals with people
informally
•  ◇  This manager will always find loopholes to
avoid hard work or utilize an excuse for failure
•  ◇  Loves to get by; avoid headaches and
believes NO-MONEY-NO-WORK philosophy
•  ◇  Likes to resort to shaky deals to achieve
easy settlement

TYPES OF MANAGER According to Management Levels

•  According to Personality •  Top manager: High –ranking executives

–  Theoretical of the organization. They are involved in
•  The IDEALIST the operations of the whole organization.
•  ◇  “LIBRO” is a Spanish word for book. This
These are presidents, CEOs, Senior vice
manager literally goes by presidents who:
•  the book –  Develop and review long- range plans and
•  ◇  Thinker, Cautious, Planning-Oriented, Strives for strategies
Professional Performance, Stubborn, Seeks Quality –  Evaluate overall performance of various
Results and has High Ideals departments and ensure cooperation
•  ◇  He usually has adequate formal training in –  Involved in the selection of key personnel
management
–  Consult subordinates and tackle subjects or
•  ◇  “MATAAS ANG TINGIN SA SARILI” problems which are general in scope

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According to Management Levels
•  Middle manager: direct the activities of the
supervisors and in some cases, these of the
workers. These are the branch managers,
project managers, firm managers or finance
managers who:
–  Make plans of intermediate range and prepare
long range plans for review by top managers
–  Analyze managerial performance to determine
capability and readiness for promotion
–  Establish departmental policies
–  Counsel subordinates on production, personnel
or other problems
–  Select and recruit personnel
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According to Management Levels
•  First level manager: belong to the lowest
level of management. These are the
production supervisors, clerical
supervisors, school supervisors or hospital
supervisor.
–  Make detailed, short range operating plans
–  Review performance of subordinates
–  Supervise day-to-day operations
–  Prepare specific task assignments
–  Maintain close contact with operative
employees