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Management
is the force
that runs an
enterprise and
responsible
Management is a process which brings together resources and
for its success
unites them in such a way that, collectively, they achieve goals
and
and failure. It
objectives in the most efficient manner possible. - Tootelian and
is the
Gaedeke (1993)
performance
of conceiving
Management of a pharmacy requires focus, an organized effort to
and achieving
bring together all the resources available and uniting collectively
so
desired results
as to achieve the goals of the pharmacy in the most efficient
consisting of
utilizing
Management as applied in businesses and organizations it is defined
human talents
as:
and resources.
a. The function that coordinates the efforts of people to accomplish
goals and objectives using available resources efficiently and
manner possible.
effectively.
b. The organization and coordination of the activities of an enterprise
Why
take
in accordance with certain policies and in achievement of clearly
management
in
defined objectives
the
field
of
Pharmacy?
2.
3.
4.
5.
6.
Developing policies
Establish standing decision that applies to concern to the enterprise as a
whole, in achieving its objectives.
o Establishing procedures
Standardize the work that must be done uniformly if the objectives are to
be achieved.
Steps in Planning
1.
Know the objective.
2.
Breakdown the work to be done into component activities.
3.
Group the activities into practical units.
4.
For each activity or group of activities to be performed, define clearly the duties
to be carried out and provide the physical means and environment required.
5.
Assigned qualified personnel.
6.
Delegate the required authority to the assigned personnel.
o
2. ORGANIZING
ORGANIZING
STAFFING involves
filling and keeping
filled the positions
provided
in
the
organization structure
Steps:
1. Recruitment
2. Selection
3. Compensation
4. Training
It is highly qualitative process. As such, the manager must have both technical
knowledge of the jobs to be performed as well as the feel for the human
element of how people will fit in their work environments.
4. DIRECTING
A process which sets personnel goals; establishes work standards; develops
leadership style; motivate personnel, trains and retrains personnel; evaluate
personnel; discipline and dismiss personnel as necessary, promote personnel.
Directing involves keeping personnel and other resources focused on the goals
of the pharmacy and ensuring that they are used in a manner consistent with
the policies established by the owner. While planning, organizing, and staffing
are undertaken periodically, directing goes continuously.
It is a process of finding different ways to keep personnel productivity and
motivated to achieve the goals of the pharmacy.
It is challenging task that often separates the highly competent from the less
skilled managers.
CONTROLLING is
5. CONTROLLING
the
process
of
Controlling is the most overlooked management
measuring
and
process since, it is commonly assumed that the
correcting
the
process is sufficient to ensure that the pharmacy is
activities
of
operating effectively and efficiently. It involves
subordinates and the
periodic assessments of the status of the
company
itself
to
pharmacy.
assure conformity to
It also establishes points for periodic monitoring of
plans.
pharmacy; measure pharmacy performance, examine strategies and
recommend changes as appropriate, develop annual performance
measurement, and evaluate annual performance of pharmacy.
The following are ways in which control can be maintained:
A. Quantitative
1. Financial statements to determine if revenues and expenses are
within budgeted limits
2. Inventory
B. Qualitative
1. Evaluating levels of patient satisfaction
2. Employee performance
The most important consideration in CONTROLLING is monitor the pharmacys
progress as it moves through the fiscal year.
When properly used, CONTROLLING is the managers fail- safe mechanism.
It identifies problems and opportunities in their early stages so as to provide
time to take appropriate actions. In this way, many problems can be eliminated
or at least alleviated and opportunities can be taken advantage of while it still
exists.
The Ms of Management
1. Manpower (Men) conveys a strong and purposeful economic activity by individuals
who form the so called staff.
2. Money
3. Methods
4. Materials
5. Machines
6. Markets clients, target- community to saturate for profitability. This is where the
competence of management meets its severest test.
7. Motivation the driving force which moves individuals and groups toward their
objectives.
Based on the management levels, here are the types of managers:
1. First-level managers are the lowest level of management. These are the
production supervisors, clerical supervisors, school supervisors, or hospital
supervisors. They supervise workers or employees.
2. Middle managers lead the activities of the supervisors, and in some cases, those of
the workers. These are the branch managers, projects managers, farm managers,
or finance managers.
3. Top managers are the top executives of the organization. They are involved in the
operations of the whole organization. These are the presidents, chief executive
officers, or senior vice presidents.
Managers Roles
In performing the various functions of management, a manager assumes various roles.
These are inherent behaviours for any manager of any kind of organization. Roles are
patterns of behaviour that are expected of an individual in doing his functions. There are ten
basic roles displayed by managers. These are:
Leadership
Entrepreneurship role
Figurehead role
Liaison role
Monitor role
Spokesperson role
Disseminator role
Resource allocator role
Disturbance handler role
Negotiator role
TYPES OF MANAGER:
Manager by kayod
(Hard work and dedication;
introvert and formal)
Manager by ugnayan
(Thoroughly situational;
integrative; a recorder; ideal Pinoy
manager
WORKAHOLIC
RECONCILER
PRAGMATIC
CAREFREE
THEORETICAL 7