Pharmacist Training_Improving Managerial and Operation Skills

8/7/2019 Pharmacist Training_Improving Managerial and Operation Skills

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Running Head: A PROSPECTIVE PROJECT PLAN

A Prospective Project Plan:

Pharmacist Training: Improving Managerial and Operation Skills

by

Donna Marie Fernandez-Yap


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Pharmacist Training: Improving Managerial and Operation Skills

INTRODUCTION

Pharmaceutical care was defined by Hepler and Strand (1990) as:

The responsible provision of drug therapy for the purposes of achieving definite

outcomes that improve a patients quality of life. (p.534)

The pharmacy profession, especially in the community and retail setting, involves the

integration of knowledge-based and value-based practices. (Benson, 2009) The evolving role of

community and retail pharmacists are making them more involved with the managing the

patients care plan. (Hudson, Mc Anaw, & Johnson, 2009) In the community setting, pharmacists

are required to do supervisory roles, which include inventory keeping, staff management,

completing the requirements of the state, cash management, as well as interacting directly with

customers. (D'Arcy, 2011) As an indicator of a pharmacists performance would be the level of

patient/customer satisfaction. (See Figure 1 in Appendix) According to Dougherty,

Pharmacies that are focused on service garner the highest levels of satisfaction.

Customer service still trumps price, even in an environment where cost has become

increasingly important. (as cited by Tews & Perlman, 2010)

PROBLEM:

Although this profession has been described as a chance to add value to a community

while running a business this growing role, however, is causing stress and lowering the

motivation of pharmacists. Factors of this lowered morale include increased administrative and

technical workloads, decreased support staff from work, long working hours, low pay and even

hard-to-please customers. (Smeaton, 2008; Finch, 2008) On top of this, especially for employee

pharmacists, meeting sales quotas for an outlet is also a factor.


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operations environment more and improve on my technical, personal, business and leadership

skills. (See Figure 3 in the Appendix)


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APPENDIX

Figure 1. The Kano Customer Satisfaction Model (12manage, 2011b)

This model offers that there are six categories of quality attributes that influence

customer satisfaction. These are:

1. Basic Factors These do not cause customer satisfaction but can cause distress when notfulfilled.

2. Excitement Factors These produce increased customer satisfaction if fulfilled but doesnot cause great distress if not.

3. Performance Factors Is the source of very high customer satisfaction results and causedissatisfaction if not fulfilled.

4. Indifferent Factors Customer does not care about this factor.5. Questionable Factors This factor may or may not be expected by the customer.6. Reverse Factors The opposite of this factor was what the customer expected.


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Figure 2. The Seven S Framework of McKinsey: (12manage, Explanation of the 7s Framework

of McKinsey, 2011)

This is a 7-factored management model is an approach that attempts to organize a firm

holistically and effectively. These factors as well as the aspects involved are identified as:

1. Shared Values Strategic intent.2. Strategy Environment, competitors, customers.3. Structure Relationship within the organization.4. Systems Organizational procedures.5. Staff Diversity of employees: skill, cultural background, role.6. Style Cultural style of the organization.7. Skills core competencies.


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Figure 3. The Boston University Corporate Education Centers Project Management

Competency Model (PMI, 2011)

This model outlines three key areas of competencies that lead to project management

success.

y Technical involve management knowledge and skills.y Personal focuses on improving the personality to successfully perform a projecty Business and Leadership skills required to facilitate links of projects with resources,

infrastructure and relationships within the organization.


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References:

12manage. (2011, March 16). Explanation of the 7s Framework of McKinsey. Retrieved March

16, 2011, from 12manage.com: http://www.12manage.com/methods_7S.html

12manage. (2011b, March 16). Measuring client happiness: Explanation of the customer

satisfaction model of Kano (84). Retrieved March 16, 2011, from 12manage.com:

http://www.12manage.com/methods_kano_customer_satisfaction_model.html

Benson, A. (2009). Understanding pharmacists' values: A qualitative study of ideals and

dilemmas in UK pharmacy practice. Social Science & Medicine 68(12) , 2223-2230.

D'Arcy, J. (2011, March 10). The great supervision balancing act. Retrieved March 16, 2011,from chemistanddruggist.co.uk:

http://www.chemistanddruggist.co.uk/c/portal/layout?p_l_id=259751&CMPI_SHARED_

articleId=4637428&CMPI_SHARED_CommentArticleId=4637428&CMPI_SHARED_I

mageArticleId=4637428&CMPI_SHARED_ToolsArticleId=4637428&CMPI_SHARED

_articleIdRelated=4637428&articleTitle=Th

Finch, R. (2008, March 20). Morale slumps over daunting rise in workload. Retrieved March 16,

2011, from chemistanddruggist.co.uk:


articleId=450870&CMPI_SHARED_ImageArticleId=450870&CMPI_SHARED_articleI

dRelated=450870&CMPI_SHARED_ToolsArticleId=450870&CMPI_SHARED_Comm

entArticleId=450870

Hepler, C. D., & Strand, L. M. (1990). Opportunities and responsibilities in pharmaceutical care.

American Journal of Health Systems Pharmacy 47, 533-543.

Hudson, S. A., Mc Anaw, J. J., & J. B. (2009). Review article: The changing roles Of

pharmacists In society. Retrieved March 16, 2011, from imu.edu.my:

http://www.imu.edu.my/ejournal/approved/Review02_StephenAHudson.pdf


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PMI. (2011). Boston University Corporate Education Centers Project Management Competency

Model. Retrieved March 16, 2011, from butrain.com:

http://www.butrain.com/mdp/CompModel.asp

Smeaton, Z. (2008, 20 March). "Don't choose this career," says profession. Retrieved March 16,

2011, from chemistanddruggist.co.uk:


articleId=450860&CMPI_SHARED_ImageArticleId=450860&CMPI_SHARED_articleI

dRelated=450860&CMPI_SHARED_ToolsArticleId=450860&CMPI_SHARED_Comm

entArticleId=450860

Tews, J., & Perlman, J. (2010, September 21). J.D. Power and Associates Reports:As Consumers

Shoulder More Healthcare Expenses, Cost Increasingly Drives Overall Customer

Satisfaction with Pharmacies. Retrieved March 16, 2011, from

businesscenter.jdpower.com:

http://businesscenter.jdpower.com/news/pressrelease.aspx?ID=2010187

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Pharmacist Training_Improving Managerial and Operation Skills