Pharmacy Management Sarkhell Araz Msc Pharmacy Management Sarkhell Araz Msc. Public Health/Epidemiology 24 Feb 2019 Lec: 1-2

Objectives Describe the functions of a manager. Describe different theories of motivation and how managers use them. Understand the differences between types of motivators. Describe different leadership styles.

Management Important Management decisions are made and implemented by human beings to affect human beings. Therefore, we need to consider and study the behavioral and social sciences. By using theory and experience (both our own and that of others) we can make sound management decisions.

Management An art rather than a science An exercise in group dynamics It is working with and through others to achieve organizational objectives in a changing environment “Management’s job is not to do, but to get others to do”

What is a manager meaning? “Individuals who are responsible for achieving goals results and outcomes, through the appropriate use of critical resources including money, technology, information, materials, people and time.” They must attempt to maximize performance, satisfaction and the potential of employees.

Leading Planning Organizing Controlling Setting direction Motivating employees Planning Future thinking that is appropriate Long-term Organizing Lining up resources Good processes to achieve plans Controlling Measuring and monitoring Evaluate and adjust for problems that occur

Management Theory Why is theory important? How has theory evolved? 8

Evolution of Management Theory 1880’s: Scientific industrialization 1910’s: Administrative Management 1920’s: Human Relations Management 1950’s: Systems Management (Infrastructure) 9

Motivation What motivates people? Money, possessions, prestige, philanthropy, intellect? What drives an individual to make decisions are an important part of being both leader and follower? Leaders should know what motivates themselves as well as their followers. Enables a better fit of leadership style to followers’ needs.

Motivational Theories Maslow’s Hierarchy of Needs-1954

McGregor’s Theory X and Y 13

…and Z All people possess simultaneous characteristics of both Theory X and Y Values employee participation Employees are the key to quality and productivity Job rotation Continuous learning Generalization rather than specialization

The Three Needs Theory Developed by David McClelland in 1961 People are motivated by one of three things: The need for achievement The need for power The need for affiliation

Person with a need for achievement Are motivated by solving problems, creating new products or processes, or ways of doing things Readily accept different responsibilities Require feedback from the leader regarding their performance on the assigned task They are inventors, innovators, and problem solvers

Persons with a need for power Need control over their situation Should be involved in planning the activities they are to carry out

Persons motivated by the need for affiliation Work best with groups of people Seek relationships and interactions with a variety of different types of people These followers can work effectively on problem-solving teams and development groups

Ways to motivate your pharmacy team Give them the day off. Offer an educational assistance program. Create a break room. Host monthly team activity. Set up a loan program. Verbally acknowledge a job well done. Thank you notes. Memberships and discounts to local businesses Create a wellness program

Know what is going on in their life Introduce flextime Professional and personal dreams Introduce flextime Look after those that matter to your staff

Management versus Leadership Leadership can be thought of as getting a group of people to move toward a particular vision or ideal. Leadership is concerned with change and with motivating employees to move toward a shared vision. Management is concerned with handling the complexities involved in running an organization ( planning, control, evaluation, financial analysis)

Managers may not give much thought to the future and to developing a shared vision with employees as to where the organization should be moving. A good manager should also be a leader because one needs to be concerned with the present situation but have an eye on the future. So a manager may not necessarily be a leader.

Leadership Styles Autocratic Democratic Laissez-faire

Autocratic Leaders Strict control (direct supervision) Directly regulate policy, procedures and behavior Role distinction Stresses productivity One-way, downward communication Controls discussion and dominates interactions Infrequent feedback Reward obedience, punish mistakes Poor listener, uses conflict for personal gain 25

Result of Autocratic Leadership High productivity under optimal conditions. Increased hostility and aggression. Decreased satisfaction and commitment. Lack of creativity. A simple task completed over a short period of time with direct supervision by the leader 26

Democratic Leaders Interacts with employees. Supportive communication. Employee involvement in decision making. Goal setting with employees. Two way open communication. Provides frequent positive feedback. Punishment only as a last resort.

Result of Democratic Leadership Pros: High productivity. Increased satisfaction and commitment. Group cohesiveness. Cons: Time-consuming. Cumbersome in large groups.

Laissez-faire Leaders “leave them alone”. Form of “non leadership”. Abdication: removal of responsibility, guidance or support. Guided freedom: high degree of autonomy, with guidance as desired. Free rein to set goals. Avoids discussion and interaction. Infrequent feedback of any kind. 29

Result of Laissez-faire Leadership Abdication: Decreased productivity Lower levels of satisfaction Lack of group cohesiveness Guided Freedom: Autonomy Improved motivation Commitment to the organization

How can leaders maximize the effectiveness of their employees? Supply employees with adequate training. Provide all the relevant information an employee needs to complete a task and work independently. Make the employee feel essential to the overall operation. Be good managers of change and remove barriers that cause resistance to change

Remove culture of cynicism, destructive criticism, animosity and gossip. Develop your knowledge and experience base. Acknowledge the power of categorization in communicating with others. Know your audience. Focus on the work that needs to be done and the people who do the work.

The Three A’s: Argumentative Assertive Aggressive 33

Developing Argumentative Competence Argumentation is essential to leadership. Involves controversy and extended discussion. Managers must defend their own ideas. Research your position and provide evidence. Avoid aggressive tactics. Argumentation is a good thing (if done well).

Developing Assertiveness Negative inquiry: request further, more specific criticism. Negative assertion: agreement with criticism without letting up demand. ‘I’ statements: voice one's feelings and wishes without expressing a judgment about the other person or blaming one's feelings on them. 35

Eliminate Aggressive Tactics Character or background attacks Insults Ridicule Profanity Threats Physical appearance attacks Nonverbal indicators that express hostility Looks or disgust Rolling eyes Tone of voice