MANAGEMENT MANAGEMENT PROCESS

MANAGEMENT • Is defined as the art and science of planning, organizing, staffing, • Brings together different resources and unites them in
ORIENTATION directing, and controlling human efforts and resources for the a way that they may achieve the desired goals and
general good within the organizational framework and
By: Rean Neil Abella, RPh, CPS, MSHP objectives in the most efficient manner possible.
economic environment of the firm

• These are necessary steps to be made in order to

• Act of conceiving and achieving the desired results involving
achieve Social and Financial goals
the use of human talents and resources.

• Force that drives an enterprise and determines its success of

• These steps are: Planning, Organizing, Staffing,
failure Directing, and Controlling (POSDICON)

SIGNIFICANCE OF
MANAGEMENT IN
MANAGEMENT IN MANAGEMENT PROCESS
PHARMACY
• Conscious and organized effort to harness all the resources available as PHARMACY
1. Strategic Planning may result in higher profits, more clinical or value-added services, and
1. Planning
well as using them to attain the goals of the pharmacy efficiently and better administrative, distributive and clinical performance especially in hospitals.

effectively. 2. Interdependence among departments may positively influence commitment of pharmacists

2. Organizing
3. Higher sensitivity to patient needs this carrying products that appeal to a specific
• Pharmacist may serve as managers in a variety of settings.
population
• A pharmacist may manage people, processes, and some may do so in an 4. In foreign countries, a pharmacist should have an understanding of 3rd-party payers 3. Staffing
entire organization (Private or government funded) that have the ability to afford the provision of quality
patient care.
• Developing plans, budgets, work schedules, and orientation of new 4. Directing
5. A Pharmacy manager looks for opportunities to generate additional revenue and
employees are managerial responsibilities thus it is important for a decrease expenses with an understanding on the purchasing, maintaining inventory, and
pharmacist to understand basic management principles. hiring the appropriate personnel to do certain jobs. 5. Controlling

1. PLANNING
• Formulation of objectives, programs, policies,
procedures, rules, and regulations in order to
achieve the goals of a business.
STEPS IN ORGANIZING
1. Grouping people and identification of work
2. Delegation of authority and responsibility
3. Establishment of relationships among people and
tasks
ACTIVITIES INVOLVED IN
2. ORGANIZING
PLANNING • Grouping people, establishing relationships, and defining the
1. Developing objectives - envisioning goals authority and responsibilities that they have.
2. Forecasting - estimation and prediction of future conditions/events
3. Programming - sequencing and prioritization of actions to achieve objectives
4. Scheduling - setting of time sequence for the steps in undertaking a project
5. Budgeting - Allocation of resources to achieve objectives within a specified period of
time
6. Policy-making - formulating standard decisions that applies to the concerns of the
entire enterprise.
7. Establishing procedures - standardization of work ; creating SOPs
3. STAFFING
D E L E G A T I O N - Entrusting others with responsibility and authority to • Determines what positions should be filled
create accountability for results • Highly qualitative process, therefore a manager must have technical knowledge of jobs to be
performed and feel if a person can fit within the working environment.
Involves:
A U T H O R I T Y - Sum of rights and power assigned to a position • Preparation of job descriptions
• Identifying potential applicants
• Searching for applicants
• Interviewing applicants
A C C O U N T A B I L I T Y - obligation to assume responsibility and
• Selection of applicants
exercise authority in conformity with certain accepted performance • Orientation and training of applicants
standards. • Evaluating performance
 4. DIRECTING
• Process of setting personnel goals, establishing work standards,
developing leadership style, motivating personnel, training,
evaluating, dismissing as necessary, promoting personnel
5. CONTROLLING CONTROLLING
• Process of measuring and correcting the activities of subordinates and A. Quantitative
the company itself assure conformity with its plans.
• Financial statements to determine if revenues and expenses are
• Involves periodic assessment of the status of the pharmacy. within budgeted limits

• Inventory

B. Qualitative

• Evaluating patient satisfaction

• Employee performance

MANAGERIAL ROLES MANAGERS ACCORDING TO MANAGERS ACCORDING TO

1. Interpersonal
PERSONALITY MANAGEMENT LEVEL
•

•
Leadership
Figurehead
1. Workaholic 1. Top Managers
• Liaison

2. Informational 2. Reconciler 2. Middle Managers

• Monitor
• Spokesperson
• Disseminator 3. Pragmatic 3. First-level Managers
3. Decisional
• Resource allocation 4. Carefree
• Disturbance handling
• Negotiator
• Entrepreneurship 5. Theoretical
 TOP MANAGERS MIDDLE MANAGERS FIRST-LEVEL MANAGERS
• High ranking executives • Direct activities of supervisors and sometimes, workers • Lowest level of management; Ground-level management

• Branch managers, project managers, firm managers, or finance managers • Concerned with day-to-day operations
• Presidents, CEO, Senior VP, COO
• Aim to do the following:
• They are supervisors
• Aims to do the following: Make plans of intermediate range
• Does the following:
Develop and review long-range, strategic plans Makes Tactical plans
Make detailed short-range operating plans
May prepare long range plans for review by top management
Evaluate overall performance of departments
Review performance of subordinates
Establish departmental policies
Involved in selection of key personnel Prepare task assignments
Counsel subordinates on production, personnel and other problems

consult subordinates and tackle problems that are general in Select and recruit personnel
Maintain close contact with operative employees
scope

Managers according to management levels and

their function

Executive, coaching,
leadership, delegation,
empowerment
Top/Strategic
Problem-solving, Team
building, performance
Middle/Tactical management, Talent
devp’t

Low-Level/Operational Emotional intelligence,

Performance coaching,
Guidance