PART 1: MANAGEMENT CONCEPTS
A decision-
Chapter 1: Management Orientation
MANAGEMENT
− The art & science of planning,
organizing, directing & controlling
human efforts & resources for the
general good within the organizational
framework and economic environment
of the company.
−
− An art of getting things done through
others by directing their efforts towards
the achievement of pre-determined
goals of the company.
− The process of dealing with or
controlling things or people.
− Getting the work accomplished through
IMPORTANCE OF MANAGEMENT IN PHARMACY
the efforts of other people.
− A process which brings together
resources & unites them in such a way
that, collectively, they achieve goals
and objectives in the most efficient
manner possible (Tootelian and
Gaedeke, 1993).
ADMINISTRATION
− The process or activity of running a
business or an organization (Webster)
− Act of managing duties, responsibilities,
or rules.
− It is concerned with formulation of
broad objectives, plans, & policies
MANAGEMENT versus ADMINISTRATION
Basis Management Administration
A doing A thinking
Function
function function
Decides who Decides what
should do it is to be done
Process
& how to do & when it is to
it be done
An executing
Nature making
function
function
Middle &
Level Top level
Lower level
• Use of strategic planning both in
hospital & community settings resulted
to
− Higher sales & profitability
− Can offer more clinical or value-
added services
− Better administrative, distributive
& clinical performance especially
in hospitals
• Interdependence among departments
resulted to positive impact on the
commitment of pharmacists
• Pharmacists need more training during
their professional education in order to
reach excellence in clinical service
• A good pharmacy manager will gain
from a deepen sensitivity towards the
need of all patients & efforts to carry
product that attracts a specific
population
• The management-minded pharmacist
looks for other chances to bring an
additional income & decrease
expenses, effectively purchase &
maintain proper level of inventory &
have appropriate amount & type of
personnel needed to do the job
Magtoles, L.A
BSPh 1-B
PHARMACY MANAGEMENT Different areas of Organizing

• A science and an art • Financial resources

− Can use scientific rationale • Human resources
− Everything he does on the • Material resources
working area reflects the
STAFFING
outcome of the organization
− Finding the best personnel fitted for the
MANAGEMENT PROCESSES
position
1. Planning − Involves human resource needs of
2. Organizing pharmacy
3. Staffing
DIRECTING
4. Directing
5. Controlling − Involves keeping personnel & other
resources motivated on the goals of the
pharmacy & ensuring that they are used
in a manner consistent with the policies
established by the owner

CONTROLLING
PLANNING
− Involves periodic assessments of the
− Includes assessment of internal goals status of the pharmacy
− Most critical element of management − Ways in which control can be
− Formulate company objectives maintained
✓ Long term ✓ Quantitative
✓ Short term ✓ Qualitative

Activities of Planning Manager’s Roles

• developing objectives • Interpersonal roles

• forecasting − Leadership role
• programming − Figurehead role
• scheduling − Liaison role
• budgeting • Informational roles
• developing policies − Monitor role
• establishing procedures − Spokesperson role
− Disseminator role
ORGANIZING • Decisional roles
− Process of identifying all tasks to be − Resource allocator role
performed within the pharmacy & then − Disturbance handler role
grouping them in logical way − Negotiator role
− Steps involved in organizing − Entrepreneurship role
✓ Grouping of people & Types of Managers
identification of the work to be
done According to Personality
✓ Delegation of authority &
1. Pragmatic and the Theoretical
responsibility
managers
✓ Establishment of relationships
− Job content-oriented and become the
among people and tasks
planners and thinkers in an organization

Magtoles, L.A
BSPh 1-B
 2. Workaholic and Carefree managers
− Process-oriented; Concerned with how
best to do a job; Often the
implementers and doers in the
company
3. Reconciler managers
− Extremely resilient and highly adaptable
persons

According to Management Level

1. Top managers
2. Middle managers
3. First-level managers

Magtoles, L.A
BSPh 1-B