Hello. Sign In
Standards Store

Essential Management Skills for Pharmacy and Business Managers

2013 Edition, May 9, 2013

Complete Document

Detail Summary

Active, Most Current

Additional Comments:
ISBN: 978-1-4665-8258-3
Price (USD)
Add to Cart

Product Details:

  • Revision: 2013 Edition, May 9, 2013
  • Published Date: May 9, 2013
  • Status: Active, Most Current
  • Document Language: English
  • Published By: CRC Press (CRC)
  • Page Count: 433
  • ANSI Approved: No
  • DoD Adopted: No

Description / Abstract:


All pharmacy managers are expected to resolve legal, ethical, operational, human resource, and financial issues that affect the organization. In the absence of management skills, managers often struggle to address the range of issues facing them in their day-to-day work and fail to create a patient-focused environment.

I moved from quality control, academia, research, hospital pharmacy practice, pharmaceutical manufacture, and senior management roles to community pharmacy practice. As a staff pharmacist I have continuously used the principles discussed in this book in order to be the most efficient and effective pharmacy professional. However, in my pharmacy career and senior management roles for over 30 years, I have encountered many situations where the managers failed to resolve dayto- day issues satisfactorily because of a lack of management skills. As a result, these issues recurred regularly. I realized that there was a gap to be filled. A book of this kind would have been a great asset as a reference when I commenced my pharmacy career decades ago.

This book is not about financial management of pharmacies. Numerous books have been written on this topic. The aim of the book is to help pharmacist and nonpharmacist managers, aspiring managers, and business managers successfully manage the challenges of the ever-changing competitive pharmacy environment, focus on patient-centered healthcare, and improve management roles in pharmacies and other business operations. Although the scenarios discussed in the book refer to pharmacy practice, the principles of essential management skills can be applied in all practice settings.

Chapters 1 through 5 deal with management principles: from techniques for managing professionals to management theories, managing a pharmacy, and managing change and risk in the organization. These principles are important for all managers regardless of position or practice setting.

Development of staff is discussed in Chapters 6 through 10. Problem solving, conflict resolution, managing stress at work, working as a team, and communication are all essential skills for self-development. It is practically impossible to effectively manage an organization, whether it is a pharmacy or a retail operation, unless we can manage ourselves.

Chapters 11 through 16 are about managing other people. Leadership, delegation, empowerment, and motivation skills are essential for managing the staff in the organization. Pharmacists from all over the world arrive in the UK for employment. Management of diversity has been a topic that has often been ignored. These skills are essential to create a pleasant working environment. Effective management of cultural diversity promotes teamwork among the members of the organization. How performance reviews can be used to achieve a win–win situation, rather than a win–lose situation, is discussed in Chapter 16.

Chapters 17 through 21 deal with the quality management function of pharmacy practice. Although the discussion focuses on pharmacy practice, the principles of quality management can be applied to any practice setting. So far, there are no international standards akin to ISO 9000 that can be applied to pharmacy practice. Hence, the focus is on a pharmacy practice setting. However, this section discusses quality assurance practices in Australia that are applicable to a pharmacy practice. The development of a quality management system is discussed in detail in this section. The quality management system is a dynamic program, and regular audits and reviews are necessary to meet the changing needs of the organization. They are detailed in this section. Dispensing errors and near misses are pharmacy-specific topics. However, principles of handling patient complaints can be applied to any practice setting.

Each chapter includes features that enhance the reader's understanding and application of the principles:

• A brief scenario is discussed to facilitate the application of the principles described in each chapter.

• Comprehensive discussion of the content and theory behind the major concepts enables the development of essential skills.

• References in each chapter provide links to further information on the topic.

• Explanations and applications facilitate the comprehension and application of each concept.

• Scenarios are analyzed using the concepts discussed in the chapters.

Embarking on a management career provides both opportunities and challenges to pharmacists and nonpharmacists aspiring to become better pharmacy managers. I would hope that readers apply these skills as circumstances demand, picking up salient features to guide them in the right direction.

Community Pharmacy Limited and its staff quoted in the scenarios are all fictitious. Any resemblance to real persons, living or dead, is purely coincidental. However, some of the events are based on my own personal experience and observations while working in the pharmacy and business environment in the United Kingdom and New Zealand.