Presentation on theme: "- 1 - Myths on the Management Department of Organisation and Pharmacy Management Basics of Managament in Pharmacy."— Presentation transcript:
- 1 - Myths on the Management Department of Organisation and Pharmacy Management Basics of Managament in Pharmacy
- 2 Recipes on taking control of business firms, health care units, pharmacies, production sites, wholesalers, pharma companies... ? Theory or a common sense ? Is an enterprise a living organism ? How to improve performance ? Are people a mystery of organisational structure ? Strategy and vision vs reality ? Is a change an opportunity ? Myths on the Management
- 3 - MARKETING Flow of lectures and expected outcomes Basics of Managament in Pharmacy 12.03.2012 Margeting I. Pharmaceutical market and its stakeholders. Customer Related Management. Targeting and Segmentation. SWOT analysis, differentiation and competetivness. 19.03.2012 Marketing II. Marketing strategy, strategic planning. Life cycle management. Marketing mix and action plan. 26.03.2012Marketing III. Communication and business ethics.
- 4 LITERATURE Mandatory Presentations on Marketing I., II., III. – outcomes of lectures Recommended literature Baker. J.: Marketing Strategy & Management, Palgrave Macmillan 2007, pp 577 Kotler P., Keller K.L., Brady M., Goodman M., Hansen T.: Marketing Management, Pearson Education Ltd.2009, pp 877(selected chapters) Report of the third WHO Consultative Group on the Role of the pharmacist, Vancouver, Canada, 27 – 29 August 1997. Available at: hhtp//www.who.int/medicine/ Basics of Managament in Pharmacy
- 5 „Seven-star pharmacist“ (1/6) Good Pharmaceutical Practice Progress from a traditional role to the „7-plus-one“ competency profile of pharmacist by WHO Vancouver Cosultancy -1997, FIP Council, Vienna - 2000 * Care–giver: the pharmacist provides caring services (e.g. clinical, analytical, technological, regulatory) at the highest quality. The pharmacist must be comfortable in interacting with individuals and population and must view his(her) practice as integrated and continuos with those of the health care system and other pharmacists. * Decision-maker: the appropriate, efficacious and cost effective use of resources (e.g. personnel, medicines, chemicals, equipment, procedures, pracices) should be at the foundation of his (her) work. Achieving this goal requires the ability to evaluate, synthetize and decide.
- 6 „Seven-star pharmacist“ (2/6) * Communicator: the pharmacist is an ideal position between physician and patient. As such he or she must be knowledgeable and confident while interacting with other health care professionals (HPs) and the public. Communication involves verbal, non-verbal, listening and writing skills. * Leader: the pharmacist faces a multidisciplinary team or situations and interactions with other HPs – he (she) is obliged to assume a leadership position in the overall welfare of the community. Competent leader is able to make decision, communicate and manage effectively. * Manager: the manager must effectively manage resources (human, physical, fiscal) and information, he (she) is able effectively interact /cooperate whether with an employer or the members of a health care team. Competency profile of the 21st century manager (see next)
- 7 „Seven-star pharmacist“ (3/6) * Life-long-learner : it is no longer possible to learn all one must learn in school in order to practice a carrer as a pharmacist. The concepts, principles and commitment to life- long-learning must begin while attending pharmacy study and must be supported throughout the pharmacist´s carrer. * Teacher: the pharmacist has a responsibilty to assist with the education and training of future generations of pharmacists. It is also an opportunity for the practitioner to gain new knowledge and to fine-tune existing skills. * Innovator: thinking „out of the box“, creative, he (she) has a sense for enterprising.
- 8 21st CENTURY Manager (4/6) New challenges for manager – impact of globalisation, less hierarchy – less layers in organisational structures, more on networking,, new technologies Matrix – new structural concept Equal managerial position Proactivity, initiatives, advanced communication.... „ENGAGEMENT“ Internacionalisation Multidisciplinary aspect Decision making driven by long term sustainability and value propositions „WIN-WIN“ strategy towards meeting common stakeholders´ and society (as the whole) objectives
- 9 3 3 SKILLS every 21st CENTURY Manager NEEDS (5/6) New challenges for manager – impact of globalisation, less hierarchy – less layers in organisational structures, more on networking, new technologies SKILL 1. Code switching between cultures To work well with foreign colleagues and how to avoid a risk of feeling inauthentic and incompetent Ref.: Harvard Business Review, Jan-Feb 2012, pp 139 – 143.
- 10 3 3 SKILLS every 21st CENTURY Manager NEEDS (6/6) SKILL 2. Wielding digital influence As companies become less hierarchical, the effective use of online networks will be crucial to success. SKILL 3. Dividing attention deliberately Brain is built to multitask role, that evokes its multi- inspiring capacity. Positive distraction that relieves stress and boosts