INTRODUCTION TO PHARMACY ADMINISTRATION MANAGEMENT

PRPM120-LB412021-SAABUSHENDI
AND LEADERSHIP-SAABUSHENDI

MODULE 5 DIRECTING 3. Use compensation as a tool rather

than viewing it as evil.
DIRECTING
● Reward quality work. Investigate the
● It is the heart of management possibility of using raises and bonuses
process. as incentives for higher productivity.
● Involves guiding and motivating other 4. Remember that there are new ways
people to work for a common purpose. of controlling absenteeism through
● A basic management function that incentive compensation plans.
includes building an effective work
Distinct Qualities within Health Care
climate and creating opportunity for
guiding, inspiring, overseeing and ● Health care is distinct from other
instructing people towards industries in that it involves the care of
accomplishment of goals. human beings.
● Directing is also the act around which ● The stakes are appreciably higher, and
all performances in the organization there is an absolute necessity for a high
hinge. level of quality in the work performed.
● It is “getting the job done” with that, it
Motivating professionals
is important to point out that direction is
one percent giving instructions and 99 ● Motivation theory revolves around
percent seeing to it that the job is done needs, actions, and goals.
efficiently. ● According to Bassett and Metzger
(1986): When you have a need (a wish,
Tips on Managing People
a desire, a want, a life requirement), it
1. Periodically review each position in moves you into action. You stay in
the pharmacy. action, in one form or another, seeking
● Take a quarterly look at the job. Is work to reach a goal that will satisfy the
being duplicated? Is it structured so need. Yet action ceases when the need
that it encourages the employee to is satisfied, and no action takes place
become involved? Can a part-time until the need surfaces. Because what
person fill the job? another person specifically needs or
2. Play a private mental game. wants is rarely known, applying the
● Imagine that the pharmacy must get rid theory is very difficult.
of one employee. If one person had to ● Understanding what motivates
go, who would it be? How would the people and applying that knowledge
job be realigned? can facilitate the development and

KISHA 1
 INTRODUCTION TO PHARMACY ADMINISTRATION MANAGEMENT
PRPM120-LB412021-SAABUSHENDI
AND LEADERSHIP-SAABUSHENDI

maintenance of a strong and loyal employee performance incrementally

workforce. with a goal of improving that behavior.
● What people want from their work has Responses by management to
changed remarkably little through the undesirable behavior become
years. A challenging job is a key progressively severe until the
motivator, especially among employee either improves, resigns, or
professionals, because it allows for a is terminated from the position.
feeling of achievement, growth,
Employee Discipline and Dismissal
responsibility, advancement, enjoyment
of the work itself, and earned ● Whatever the cause, the pharmacy
recognition. owner must be ready to deal with the
fact that discipline or dismissal may
Communication
be called for.
Willard and Merrihue describe four ● Such actions have to be based on a
principles that managers can use to ensure clear understanding of the ground
effective communication with their employees: rules for employment.
● Disciplinary actions must be prompt,
1. Managers should seek to gain the
commensurate with the violation, and
confidence of their employees.
clearly explained to all affected.
2. Managers should seek to gain the
● Long delays between the time of the
respect of their employees.
employee action and the resulting
3. There should be good upward and
disciplinary steps usually viewed as
downward communication between
indecisive.
managers and employees.
● To be effective therefore, employee
4. Because half of communication is
practices calling for discipline or
active listening, it is important to listen
dismissal should be well
carefully to achieve full understanding
communicated, and management
of the information received.
actions promptly taken.
Progressive Discipline and Dismissal
Some of the more Common Grounds for
● Progressive discipline is defined as a Discipline or Dismissal
series of acts taken by management in
⮚ Refusal to work or take direction.
response to unacceptable
⮚ Disorderly conduct.
performance by employees.
⮚ Tardiness and absenteeism.
● The role of progressive discipline is to
⮚ Poor treatment of customers.
escalate the consequences of poor

KISHA 2
 INTRODUCTION TO PHARMACY ADMINISTRATION MANAGEMENT
PRPM120-LB412021-SAABUSHENDI
AND LEADERSHIP-SAABUSHENDI

⮚ Stealing from pharmacy or other ● Used for a more serious incident or

employees. repetitions of improper
⮚ Destruction of pharmacy property. performance/conduct.
⮚ Violation of safety practices. 5. Termination or dismissal
⮚ Alcohol or drug abuse. ● Usually initiated by the heads of the
⮚ Gambling while on the job. department/unit.
● Set the effective date.
Progressive Discipline
● Employee must be notified 2 weeks
● Verbal Warning and Counseling prior to the dismissal.
● Formal Written Warning
Improving Employee Relations
● Final Written Warning
● Suspension withoutPay ● The pharmacy owner needs to be alert
● Termination/ Dismissal for signs of employee discontent –
slowdowns, tardiness, accidents,
Sample Disciplinary Procedure
excessive waste.
1. Verbal warning and counseling ● By identifying and focusing on those
● Counseling should be a cooperative areas where problems are most likely
attempt at identifying and correcting the to occur, the employer will increase the
problem. chances of early detection.
2. Formal written warning ● Quick recognition
● Used for more serious errors (failure to ● Airing of complaints
meet job requirement, violation of rules ● Equitable resolution
or policies) or when verbal counseling is
Quick Recognition
ineffective.
● Explicitly stated and retain a copy in the ● Whether a complaint is serious, valid or
file. resolved to the employee’s satisfaction
the longer it lingers before being
3. Final written warning
treated, the more it strains the long-term
● The final disciplinary action prior to
employer-employee relationship.
dismissal.
4. Suspension without pay Airing of Complaints
● The temporary release of an employee
● Closely related to this early recognition
from duty for 30-working days without
is the need for an outlet for discontent.
pay.
● When employees have no established
means of airing complaints, they often

KISHA 3
 INTRODUCTION TO PHARMACY ADMINISTRATION MANAGEMENT
PRPM120-LB412021-SAABUSHENDI
AND LEADERSHIP-SAABUSHENDI

resort to counterproductive measures 1. Lay-off– temporary and voluntary.

that are more difficult to recognize. 2. Discharge- involuntary and permanent.
3. Resignation – voluntary and
Equitable Resolution
permanent.
● Even if the pharmacy owner makes 4. Retirement– can either be voluntary or
every effort to identify problems quickly involuntary upon reaching the
and create an open employer-employee retirement age of 65.
atmosphere, it will be of little value if
Leadership
grievances are not resolved equitably.
● Not eliminating the conflict will certainly ● It is the ability to influence the actions of
damage this relationship. others.
● It is based on the three elements:
Movement of Personnel
1. Leader
TRANSFER 2. Person being led
3. Situation
● Leaders are not always managers, and
PROMOTION managers are not always leaders. Those
who display characteristics of both are
typically best for organizations.
SEPARATION ● According to Bennis and Nanus
(1985), “Managers are people who do
things right and leaders are people
Transfer who do the right thing.”
● Managers typically focus on performing
● Shifting an employee from one position
the job on behalf of the organization,
to another without increasing his duties,
routinely invoking the five functions of
responsibilities or pay.
planning, organizing, directing,
Promotion coordinating, and controlling. In
contrast, leaders consider the needs of
● Shifting an employee to a new position
the organization as well as the needs of
to which both his status and
the people they are leading.
responsibilities are increased.
● Pharmacists can become leaders
Separation within their pharmacy professional
organizations, their practice setting, in
● It can be temporary or permanent,
providing a new pharmacy service, or in
voluntary or involuntary.
community organizations.

KISHA 4
 INTRODUCTION TO PHARMACY ADMINISTRATION MANAGEMENT
PRPM120-LB412021-SAABUSHENDI
AND LEADERSHIP-SAABUSHENDI

● Students can be leaders in their ✔ Dominant

student pharmacy organizations by ✔ Self-confident
providing services to local community 4. Social characteristics
organizations and providing ✔ Charming
disease-state management services. ✔ Tactful
✔ Popular
THEORIES OF LEADERSHIP
✔ Cooperative
● Concerned with change and with 5. Task-related activities
motivating employees to move toward a ✔ Driven to excel
shared vision. ✔ Ready acceptance of responsibility
✔ Initiative
✔ Task-oriented
✔ Good interpersonal skills

Behavioral Model/Leadership Styles: leader

action

1. Autocratic Style
⮚ “I decide”
⮚ The manager retains absolute
control.
⮚ The manager has little confidence
Trait Model: Personal Characteristics of a in their employees’ ability to make
Leader decisions.
1. Physical ⮚ Few meetings.
✔ Young to middle-aged 2. Democratic Style
✔ Energetic ⮚ “We decide”.
✔ Striking appearance ⮚ The decision making is shared fully
✔ Tall and slender between the owner and employees.
2. Social background ⮚ The manager has great confidence
✔ Educated at the right schools in their employees Make decisions in
✔ Socially prominent upwardly mobile the best interest of the pharmacy.
3. Personality ⮚ It tends to get ego involved in the
✔ Adaptable pharmacy.
✔ Aggressive ⮚ Serves to improve their morale and
✔ Emotionally stable motivation.
⮚ Many meetings.

KISHA 5
 INTRODUCTION TO PHARMACY ADMINISTRATION MANAGEMENT
PRPM120-LB412021-SAABUSHENDI
AND LEADERSHIP-SAABUSHENDI

3. Free Rein Style ● The style of leadership selected by a

⮚ “You decide”. pharmacy owner depends on several
⮚ The decision making is given to the factors:
employee within certain specified a. Degree of self-confidence the
limits. pharmacy owner has.
b. Degree of confidence the pharmacy
Contingency Model
has in subordinates.
Task Relationship Follower c. To the survival or success of the
orientation orientation readiness pharmacy. Importance of decisions.
or Maturity d. Extent to which employees want
Leader Leader engages Individual’s decision making responsibilities.
engages in in two-way willingness
one-way communication. or ability to Styles of Leadership
communicatio accept
n by defining responsibility ● Whereas many theories help an
the roles of for a task. individual understand how to lead, there
individuals and remain styles of leadership that a
members of person can adopt to influence the
the group.
actions and behaviors of others.
Explain what Provides Possession
do, as well as socio-emotional of the Affiliative style
when, where, support, and necessary
how much, uses facilitative training or ● Creates
and by when versus directive experience harmony and builds
specific tasks efforts of to perform emotional bonds.
are to be bringing about the task.
● Helps create a
accomplished. group change.
feeling of belonging
and security through
Leadership Style feedback and reward
systems.
● Focus on praise and belonging, though,
does not help when there is poor
individual performance that needs
correction.
● The affiliative leader tends not to deliver
bad news to a person, thus not allowing
the employee to grow or change bad
habits.

KISHA 6
 INTRODUCTION TO PHARMACY ADMINISTRATION MANAGEMENT
PRPM120-LB412021-SAABUSHENDI
AND LEADERSHIP-SAABUSHENDI

Authoritative style compliance with orders and directives.

● Primarily associated with leaders
● Although
displaying a strong sense of self
sounding “bossy,” it is
management, but focusing little on
one of the most
others.
positive styles a leader
can employ. Democratic style
● They display
● Democratic
self-confidence,
leaders use social
empathy, and the
skill as the primary
ability to develop cooperation and
means for directing
teamwork when leading the
the activities of a
organization.
group.
● Leader motivates the team toward a
● The democratic style uses
new vision by providing a trusting
collaboration and teamwork to gain
environment in which individuals know
buy-in from constituents.
their roles in achieving organizational
goals. Pacesetting style
● Authoritative leader develops the end
● Pacesetters set
vision while allowing the team to
high standards of
determine how to achieve the vision.
performance for
Coaching style themselves and
expect others to have
● Help employees
the same high
improve performance over
standards.
the long term.
● Coach delegates
responsibility to
subordinates for the dual purpose of
achieving outcomes and encouraging
employees to develop new skills.

Coercive style

● Individuals practicing
the coercive style of leadership
demand immediate

KISHA 7