PHARMACY LEVEL - III

Learning Guide - 38
Unit of Monitor Implementation of Work
Competence: Plan/Activities
Monitoring Implementation of Work
Module Title:
Plan/Activities
LG Code: HLT PHS3 M09 LO 1-LG-4
TTLM Code: HLT PHS3 TTLM 0919v1

LO 4: Solve problems and make decisions

Page 1 of 16
 Instruction Sheet -1 Learning Guide #4

This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics –

Solve problems and make decisions

 Identifying workplace problems

 Developing short term actions to resolve immediate challenges

 Analysing long term impact of problems

 Assessing potential solutions

 Using participatory ways of solving problems

 Monitoring effectiveness of proposed solutions

This guide will also assist you to attain the learning outcome stated in the cover page.
Specifically, upon completion of this Learning Guide, you will be able to –

 Identify workplace problems from an operational and customer service perspective.

 Resolve the problem and initiate immediate action.

 Analyze long term impact and solution to the problem

 Monitor effectiveness of the solution towards the problem

Learning Instructions:
1. Read the specific objectives of this Learning Guide.

2. Read the information written in the “Information Sheet 1”.

3. Accomplish the “Self-check 1” in page 8.

4. Submit your accomplished Self-check 1. This will form part of your training portfolio.

6. Read the information written in the “Information Sheet 2-4”.

Page 2 of 16
6. Accomplish the “Self-check 2” in page 14

7. Submit your accomplished Self-check 1. This will form part of your training portfolio. .

4.1. Introduction

Information Sheet-1 Identifying workplace problems

Problem solving and decision making are two key tasks of any manager.

The ability to deal quickly and effectively with workplace problems are standard ongoing
requirements for any manager and will be a significant indicator of your effectiveness.

Problems

The very nature of problems is that they are often unexpected and they seem to come
at the worst of times, such as when you are busy, short staffed or dealing with another
problem.

They can show up in many ways, for example, as:

 Complaints
 Poor staff performance
 Failing equipment
 Orders not being processed as required, within set timelines
 Stress
 Staff absenteeism
 Decreases in takings and patronage.

An experienced manager recognises dealing with these issues as they arise and before
they fully develop is what makes good management.

Solutions

A solution to a problem has the best chance of succeeding if:

Page 3 of 16
  It is made early on when the problem first surfaces
 It includes those who are directly involved, or the reasons for the decision are
explained to those who are not directly involved. This is yet another example of
the importance of communication throughout the department in an on-going and
honest way
 It is clear and unambiguous
 It is in-line with stated organizational goals

 It aligns with organisational policies, vision, values etc

 All the implications of the decision have been thought through.

1. Problems in the workplace

Everyone has the right to a safe and healthy workplace, free from bullying, harassment
and discrimination.

If you're experiencing problems in the workplace and whether it's stress, violence or
safety issues, the following provide advice to help you get through this difficult period.

Problems in the workplace sections

 Workplace violence
 Discrimination at work
 Bullying ,harassment & violence at work
 Safety issue problems in the workplace
 Workplace stress

Discrimination at work

If you think you've been discriminated at work or while applying for a job, there are laws
to protect you.

What is discrimination?

Discrimination refers to a situation in which you are treated unfairly because of who you
are or what you stand for.

Page 4 of 16
Under the law, an employer cannot discriminate against you because of any of the
following:

 Gender
 Age
 Sexual orientation
 Gender identity
 Religious belief or activity
 Political belief or activity
 Marital status
 Industrial activities (or lack of industrial activity)
 Race or color
 Pregnancy or breastfeeding
 Parental status
 Career status
 Disability or impairment
 Physical features
 Personal association with someone who has, or is assumed to have, one of the
above personal characteristics

Discrimination in employment can take many forms, including:

 Being sacked from your job

 Interference in your ability to do your job
 Changing your job role to your disadvantage
 Treating you differently from other employees
 Refusing to employ you
 Being offered different terms and conditions from others doing the same job

Workplace stress

Stress can be good and stress can be bad. Good stress can help you work harder and
make your job more challenging and interesting. Bad stress can be like a 'work-caused
disease' and make you feel anxious or depressed. It can also lead to physical health
problems like headaches, muscular tension and chronic fatigue.

If you're feeling the effects of the bad kind of stress you need to make some changes at
work. Talk to your employer or human resources manager and let them know how you
feel. Ask if any changes can be made to your working arrangements in order to
minimize the stress you're experiencing. You can also contact Work Safe Victoria or
your union.

Page 5 of 16
It is imperative that pharmacists recognise ways to reduce stressful situations in the
pharmacy workplace that can contribute to medication errors. Pharmacy work can be
highly stressful, and pharmacists who are under extreme stress are at risk for more
errors.
Pharmacists need to identify their own personal stress triggers and anticipate their
responses to stress. Given the relatively high incidence
of medication use among patients/clients and the high potential for adverse outcomes of
medication-related errors, tracking of such errors and subsequent identification of
factors that lead to medication errors is an essential component of the performance
improvement process in institutions such as pharmacy providing healthcare

2. CAUSES OF STRESS IN THE PHARMACY WORKPLACE

Whether we like it or not a life with no challenges would be very dull. In that sense,
some stress is good for us. There is evidence that a lack of challenge at work can be
just as stressful as work that is reasonably demanding—physical or mentally. Even so,
a balance between stimulation and rest is required. Whether stress is “good” or “bad”
depends on personal tolerance levels and adequate recovery time. This common-sense
approach tells us that prolonged or profound stress or prolonged and profound
exposure to stressors can be bad for a pharmacist and an institution or organisation.
There are a number of factors that can make a pharmacist feel stressed at work, and
these include

 Poor working conditions

 Long working hours
 Relationships with management/supervisors/colleagues
 Lack of job incentives
 Lack of career progression
 Lack of job security
 Difficult journeys to and from work
 The way the pharmacy workplace is managed
 Lack of support
Page 6 of 16
  Lack of cohesiveness
 Work-group conflict
 Inflexible working hours
 No opportunity for promotion
 Punitive appraisal systems
 Too much or too little responsibility
 Bickering and backbiting at the workplace
 Cronyism and favouritism
 “Pull-him-down” syndrome
 Negative criticism

Generally a healthy and safe workplace requires pharmacy managers and pharmacists
working together systematically to identify stress and manage them. It also requires a
workplace with ongoing and effective communications between managers and staff.
Stress is a complex issue and no two individual pharmacists will be affected in the same
way by either work requirements or the work environment. Pharmacy managers should
be alert to signs of stress at their facilities.

How to avoid stress at work

Stress prevention should be tackled by workers and employers together. Workers can
bring their concerns to the attention of their employers, and suggest ways that things
could be changed. Employers can make changes to workers' duties and the workplace.
In this way stress reduction becomes a mutual undertaking.

Things that can help to reduce work stresses include:

1. Creating a safe and healthy work environment

2. Consulting about changes to job roles or workplace practices
3. Minimizing unpaid overtime
4. Taking a reasonable amount time between shifts and taking regular rest breaks
5. Sharing workloads fairly

As well as thinking of ways to change your behavior at work, or ways to improve your
workplace, there are other ways of staying healthy and avoid stress, like:

 Eating well and regularly, make sure you take your meal breaks and rest breaks

Page 7 of 16
  Exercising (this will help you sleep better and give you more energy)
 Trying some relaxation techniques like yoga or meditation
 Sleeping for at least seven or eight hours each night
 Making time to see family and friends

Self Check-1 Written test-1

Directions: Answer all the questions listed below. Use the Answer sheet provided in
the next page:
I. Say true if the statement is correct and false if it’s incorrect

1. Problem solving and decision making are two key tasks of any manager.
2. A solution to a problem has the best chance of succeeding if: It is made early on
when the problem first surfaces

3. Everyone has no the right to a safe and healthy workplace, free from harassment
and discrimination.
4. Discrimination refers to a situation in which you are treated fairly because of who
you are or what you stand for.
5. Stress is always a bad condition.
6. Bad stress can be like a 'work-caused disease' and make you feel anxious or
depressed.
7. If you're feeling the effects of the bad kind of stress you need to continue at work.

8. Lack of job incentives is one of work place problem

9. A healthy and safe workplace requires pharmacy managers and pharmacists
working together systematically to identify stress and manage them.
10. Stress prevention should be tackled by workers and employers together

Page 8 of 16
 Answer Sheet Score = _________

Rating = ________

Name__________________________________ Date ________________

I. True/false
1. _______
2. _______
3. _______
4. _______
5. ______
6. ______
7. ______
8. ______
9. ______
10. ______

Page 9 of 16
 Information Sheet- 2 Actions to resolve immediate challenges

Introduction
Actions taken within an operation workplace context can be seen as either short term
action or long term action.

Where service is paramount, such as in the hospitality industry, it is sometimes

necessary to take short term action to solve a problem until it can be looked at more
closely and the problem dealt with more thoroughly.

Reasons for short-term action

 Pressure of work often means there just isn‟t time to stop and analyse the
problem more carefully and in more detail
 To provide the necessary or expected services to the customer

 To meet OHS requirements

 To deal with a complaint
 To get staff working together again
 To give you time to analyse and work through the problem at a later date.

Usually these stop-gap measures are not satisfactory in the long term as they are often
more costly and they do not prevent the problem from recurring.

As the manager of an area, it is important you consciously decide when to take short
term action and when this would be inappropriate.

If you decide to take the short term approach, then it is a good idea to:

 Make a definite time to look at it more thoroughly later on and to decide who to
involve in further problem solving

Page 10 of 16
  Inform staff and management it is a short term solution which will be dealt with
more thoroughly at a specified time
 Cost the implications of tackling the problem this way.

Need for long-term action

Employers expect managers to analyze problems for any long-term impact so

appropriate solutions can be devised.

Involvement of staff and other managers in the consideration is regarded as optimising

the effectiveness of solutions generated.

Whilst short term action is useful, or essential, for getting through the day-to-day
activities of an organization, managers must take also responsibility for long term
planning especially where there are regular repeated instances of “emergencies‟ or
situations cropping up.

If a situation is a one-off event, then the need for long term planning is non-existent, but
where something happens again and again, it is worthy of consideration.

 How often is regular?

 When does something fall into the category of requiring long term planning?
 In the majority of cases it will become obvious, because:
 The situation is causing problems for staff and for customers
 Staff or customers are becoming annoyed or upset by it
 It is adversely affecting staff performance and customer service levels
 It is costing the company money
 It is involving and negatively impacting on a lot of people
 It is presenting an obvious risk of some sort
 It is breaching legislation, company policies and organizational values.

Where the above exists there is a need to do some long term planning.

Page 11 of 16
Suggestions for long-term action
Having identified the problems worthy of long term planning attention, consider the
following points as they are all common to most problem solving models around:
 Identify the problem and describe the nature of it in the most all-encompassing
terms possible.
 Identify the cause of the problem – what‟s making this happen?
 Check, verify and test that what you believed to the cause is actually the cause.
 Describe and classify the people who are affected by the problem. Is the problem
actually going to cause the widespread damage you initially expected or is it a
relatively small fallout problem?
 Nominate the nature and result of the adverse effects on the people listed above
– how detrimental, how bad will the problem make things?
 Determine the amount of time that the problem will occur for. Is the problem one
that is time-related?
 Analyse all legal implications pertaining to the problem – where do we stand if we
do nothing? What happens if we do whatever is starting to take shape as an
acceptable solution?

Page 12 of 16
 Information Sheet- 3 Participatory ways of solving problems

Introduction
While managers should encourage and motivate staff to solve their own problems and
take responsibility for implementing them, there will always be times when they come to
you with a problem.

An effective response to these situations is to continue the theme of involvement and

actively engage staff in helping to identify a solution.

Dealing with problems raised by a team member

Throughout your working week, problems brought to you by staff will cover a range of
issues.

They may relate to operational matters: “The toilets are blocked and I‟m too busy to
deal with it”, customer service difficulties “That man is drunk and I‟m having problems
dealing with him” or staffing matters “I seem to be doing most of the work whilst other
staff just aren‟t pulling their weight”.

One way to deal with problems raised by a team member is to make a decision and
„solve‟ the problem yourself.

This is often necessary if:

 The problem involves calling in others staff

 Things are flat out and you need to make a decision to keep things moving
 Staffs do not have the authority or the ability to solve it themselves

Where the matter involves matters of confidentiality, security or health and safety.
Page 13 of 16
However, where possible it is advisable to get the staff member involved in solving the
problem themselves, with your support.

Techniques to facilitate this include:

 Asking them to fully describe the details of the situation

 Asking them what they have already done to try to resolve the situation
 Asking them why they believe their actions to-date have not been successful
 Asking them what they think the next step should be and why that is the case
 Contributing ideas to extend and support their ideas and suggestions
 Encouraging them to think of more alternatives
 Providing your thoughts on resolving the situation including the reasons why you
believe your ideas might work

 Encouraging them to implement an identified possible solution.

 The key to this approach is to build their ability to make better decisions and to
gain the confidence and experience to make those decisions.

Self Check-3 Written test-3

Directions: Answer all the questions listed below. Use the Answer sheet provided in
the next page:
I. Say true if the statement is correct and false if it’s incorrect
II.
1. Managers should encourage and motivate staff to solve their own problems
2. One way to deal with problems raised by a team member is to make a decision
and „solve‟ the problem

Answer Sheet

Page 14 of 16
Name__________________________________ Date ________________

II. True/false
1. _______
2. _______

Information Sheet- 4 Monitoring effectiveness of proposed solutions

4.1 Introduction

Whatever solutions are arrived at, whatever resolutions are made in the workplace, it is
essential to track the progress of those decisions to monitor their outcome and their
effectiveness.
While it is expected decisions and actions will fix problems the reality is this is not
always the case and managers are expected to follow-up to ensure the workplace
operates as effectively and efficiently as possible.
Timing
Usually a time for monitoring or reviewing progress is made at the same time the
decision is taken.
This time and date is diarised electronic or paper-based diary with a meeting sometimes
held with relevant stakeholders.
This meeting simply seeks to determine whether or not the recommended action has
been implemented is working as anticipated.
Sometimes the need for follow up action is notified by computer which flags when a
certain item requires attention. This can occur when a pre-specified level is met. This
level may be a certain number, a set percentage, a nominated amount of sales, a given
dollar amount or percentage over or below budget.
The computer may also generate a report or create some form of warning to notify you
attention is required.
The meeting should not be seen as a witch hunt, or as an opportunity to start laying the
blame at anyone’s feet if things are not progressing smoothly.
The intent is simply to verify things are on track, or to identify if and where they are not.

Page 15 of 16
Where things are not proceeding as planned, this session is doing its job. It is
highlighting something needs more attention.
Managers should note the need for follow up action can be delegated to someone else.
Where the review shows things are on track, and proceeding as expected, you may well
decide to feed this positive information back to those who helped make the decision. It
is always useful to be able to pass on some good news wherever possible.

informed so they too can learn from the experience and so they may re-group in order
to come up with another solution.
Never believe just because someone has got something wrong this time, they will
continue to do so. Often the best person for the job can be the one who has made the
most mistakes. They are the very person who should know most about it!
As the old saying goes „the person who never made a mistake, never made anything”.

List of Reference

ASEAN 2012 Trainee Manual Manage workplace operations,

Page 16 of 16