Managing PHARMACY

Jean B. Ganub, RPh

Good management is the art of making problems so

interesting and their solutions so constructive that
everyone wants to get to work and deal with them.
—Paul Hawken, Natural Capitalism

Pharmacy Management: Essentials for all Practice Setting ⁕ Mc Graw Hill Professional
Scenario
Since the introduction of the responsible pharmacist
regulations, Steve has logged in as the responsible pharmacist
(RP). Very soon, Steve realized that Dianne did not possess
formal qualifications or management skills to manage a
pharmacy. Although he was the RP, Dianne intervened in
every decision in the pharmacy. She had the habit of jumping
from one task to another without completing a task. Arbitrary
targets were set for medicine use reviews (MURs) and repeat
prescription service without any consultation with the
pharmacy staff. Dispensers and technicians were interviewed
by Dianne without giving Steve an opportunity to talk to the
candidates. Staff shortages were not resolved, and he often
had to take up the area manager. Dianne was not able to
manage conflicts effectively and always needed the assistance
of the area manager. Staff morale was extremely low.
Pharmacist vs Non-Pharmacist
Pharmacist
-primary focus: Patient
and Provision of quality
healthcare

Non-Pharmacist
-primary focus: financial
considerations such as
product and profit

Graduate pharmacists who are in management roles have adequate skills and
training to meet the challenges of the ever changing commercial environment
while balancing ethical considerations.
Definitions
Management: Mark et al. (2011) define
management as follows: “Management is the art of
maximizing productivity by using and developing
growth.”
Professionalism: Refers to the views, standards,
and behavior of a person engaged in tasks related
to his or her profession.
Leadership: Northouse (2010) defines leadership
as “a process whereby an individual influences a
group of individuals to achieve a common goal.”
Management and leadership are complementary just like the two
sides of a coin. The former focuses more on the operational activities
of an organization, whereas leadership inspires and influences others
to achieve goals.
Management Styles
Autocratic
 Seeks power and glory
 Excludes subordinates when decisions are made
 Expects obedience from subordinates
 Works best in an environment where formal, rigid rules are
enforced

Democratic
 Seek input from others and consult when decisions are made
 Interested in the welfare of people and humanistic
 Base decisions on consensus of opinion
 Give credit where it is due
 Are informal in approach and tolerant of conflict
Types of Managers
(Bruch and Goshal, 2002):
Procrastinators:
Have low levels of both energy and focus. In fact, 30% of
the managers fall into this category. They are good at
performing routine tasks without any initiative.
Generally, procrastinators do not attempt to enhance
their performance or deal with strategic issues.
Disengaged managers:
About 20% of the managers exhibit this quality. Although
they are fully focused, they lack sufficient energy. Such
managers are often exhausted and frequently suffer from
burnout. They are not committed to tasks, and problems
are ignored, assuming that they do not exist. Disengaged
managers do not like their jobs and hence are easily
stressed out.
Types of Managers
(Bruch and Goshal, 2002):
Distracted managers:
Some 40% of the managers are distracted. They have
high levels of energy but lack focus. Hence, there is a
need to feel busy without any proper purpose.
Development of strategy is not their forte. They commit
themselves to multiple tasks because of their short-
sightedness and therefore often have to resort to
firefighting. As a result, the tasks do not reach
completion. Lack of interest leads to the failure of tasks.
Types of Managers
(Bruch and Goshal, 2002):
Purposeful managers:
Only 10% of the managers in the United States fall into
this category. They have high levels of both energy and
focus. Purposeful managers are aware of what they need
to achieve, and therefore they reach their goals
effectively. Decisions are based on sound judgment with
proper time management. Stress does not distract them
from achieving their goals because they are able to
manage stress successfully. External environment does
not divert their attention. Much-needed resources are
carefully planned without leaving any room for the
external environment to influence their goals.
Types of Managers
(Bruch and Goshal, 2002):

Types of Manager

Procrastinators
Disengaged Managers
Distracted Managers
Purposeful Managers
 Traditional Roles of a Manager
• aims to (1) minimize risk and maximize efficiency, (2) achieve future success, (3) resolve potential problems,
and (4) make the best use of available resources.
• five steps in planning: (1) conduct a SWOT analysis to determine strengths and weaknesses, (2) review
Planning mission, (3) develop a vision, (4) determine the objectives, and (5) create and implement the plan

• involves assigning responsibilities and allocating tasks to be accomplished within a time frame.
Organizing

• most important function of a manager.

• requires excellent interpersonal skills.
Directing • involves leading, delegating, and motivating the team to achieve the objectives of the organization.

• The role of the manager is to coordinate various activities in the pharmacy in an efficient and effective
manner to produce the desired result.
• Corrective actions may have to be taken as and when necessary.
Coordinating • Preventive actions must be implemented to prevent problems from occurring.

• involves monitoring the performance against the established standards.

• all deviations from the standard are addressed. and various control measures are used to monitor the
Controlling performance
Management Skills

Technical
Human
and
Resource
Professional
Skills
skills
Ethical
Skills
Conceptual
and
Intellectual
Skills
Other Skills Relevant to the
Pharmacy Practice
• Awareness of healthcare and other issues relevant to those managed
by the pharmacy manager
• Principle skills and contributions of other healthcare workers
• Awareness of the roles and policies of local healthcare agencies, such
Primary Care Trust (PCT), family planning, etc.
• Understanding the needs of patients, the public, careers, and staff
• Knowledge of risks involved with medicines and legal, financial, and
professional issues
• Working knowledge of controlling the financial aspects of the business
• Knowledge of change management
• An understanding of the culture of the organization and its people
• Awareness of the structure of the organization and the lines of
responsibility
• Knowledge of good employment practices and human resource skills
• A thorough awareness of laws affecting the business and its employees
Pharmacy Managers’ Role
1. Lead, train, and develop the team to improve their
performance and meet the organization’s goals.
2. Develop and manage customer service to meet the
business standards of the organization.
3. Ensure that the standard operating procedures (SOPs), all
regulatory requirements, and ethical standards are met
by the staff.
4. Promote the delivery of services such as MURs and others
to maximize service income without compromising ethical
standards.
5. Maintain effective relationship with GPs, local healthcare
agencies, and care homes.
6. Ensure adequate staff levels and other resources are
made available to deliver effective healthcare.
Revisiting Scenario
 It is clear from Dianne’s attitude toward the staff
that she lacks management and human resource
skills.
 Her actions typify the behavior of an exploitative
autocratic manager. She is easily distracted, and
none of the jobs that she undertakes reach
completion.
 Although Dianne has energy, she lacks focus and
would benefit from human resource and
management skills training.