1. PRINCIPLES CHARACTERISTICS OF EFFECTIVE PHARMACY MANAGEMENT
John E. Clark, PharmD, MS, FASHP
Director, Experiential Education
Director, Pharmacy Residency Programs
Assistant Professor, Pharmacotherapeutics & Clinical Research
University of South Florida | College of Pharmacy
Tampa, Florida

2. OBJECTIVES Describe the differences between leadership and management
List three key responsibilities of a pharmacy manager
Explain what new managers should accomplish during their first year

3. LEADERSHIP vs MANAGEMENT
Management and leadership are terms often used interchangeably. People generally assume that managers are leaders and leaders are managers While it is true that some managers are leaders and some leaders are managers, leadership and management are two entirely different concepts.

4. LEADERSHIP vs MANAGEMENT
Define group behavior in a professional or cultural setting
Both are inter-connected and inter-dependent concepts
Differ in the way people are motivated to work and follow
Many people are both managers and leaders

5. LEADER, MANAGER, SUPERVISOR
Leaders are responsible for setting the vision, values, direction, and results of an organization
Mangers have overall accountability for a department, section, or organization
Supervisors are responsible for seeing that the daily work get done efficiently, but do not have the overall accountability for the entire operation.

6. LEADERSHIP vs MANAGEMENT
Setting up new goals, vision or planning new strategy
Involves a core group or single individuals
About managing the group properly
Key concepts: influence, inspiration, motivation, growth, vision
Controlling the group and organizing it to achieve pre-set goals and objectives
Involves an entire group and the actions required to make it function to achieve the goals set by the leader
About helping the leader achieve the goals for the collective vision of the group
Key concepts: position, procedure, adherence, analysis

8. LEADERSHIP vs MANAGEMENT
Can managers be supervisors and leaders?

9. Leading, Managing, Supervising From the Middle
People You Report To
People on the
Same Level
YOU – LEADER
People Who Work
For You

10. TABLE OF ORGANIZATION Chief Executive Officer (CEO)
Vice President, Medical Services
Director
Manager
Supervisor
Vice President, Ambulatory
Vice President, Business Services

12. LEADERSHIP vs MANAGEMENT
As a Pharmacy Manager, What do you Manage?

13. MANAGEMENT RESPONSIBILITIES
Manage day-to-day operations of your area
About achieving results
Having routine progress reports
Manages the leader’s vision
About efficiency, effectiveness, innovation
Manages resources (time, budgets, people)
About prioritizing

14. TABLE OF ORGANIZATION Director of Pharmacy
Assistant Director Ambulatory Pharmacy Services
Manager
Supervisor
Staff
Assistant Director Inpatient Pharmacy Services
Assistant Director Clinical Pharmacy Services

15. LEADERSHIP vs MANAGEMENT Characteristics
Subject
Leader
Manager
Essence
Change
Stability
Focus
Leading people
Managing people
Have
Followers
Subordinates
Horizon
Long-term
Short-term
Seeks
Vision
Objectives
Approach
Sets direction
Plans details
Decision
Facilitates
Makes
Power
Personal charisma
Formal authority
Appeal to
Heart
Head
Energy
Passion
Control

16. LEADERSHIP vs MANAGEMENT
Subject
Leader
Manager
Culture
Shapes
Enacts
Dynamic
Proactive
Reactive
Persuasion
Sell
Tell
Style
Transformational
Transactional
Exchange
Excitement for work
Money for work
Likes
Striving
Action
Wants
Achievement
Results
Risk
Takes
Minimizes
Rules
Breaks
Makes
Conflict
Uses
Avoids

17. LEADERSHIP vs MANAGEMENT
Subject
Leader
Manager
Direction
New roads
Existing roads
Truth
Seeks
Establishes
Concern
What is right
Being right
Credit
Gives
Takes
Blame
Blames

18. LEADERSHIP vs MANAGEMENT Characteristics of a Supervisor
Listening
Passion
Positive-attitude
Problem-solving
Relationships
Self-Discipline
Servanthood
Teachability
Teacher
Commitment
Competent
Consultants
Communication
Empathetic
Flexible
Generosity
Genuine
Initiative

20. LEADERSHIP vs MANAGEMENT
What should a new pharmacy manager accomplish in the first year?

21. RESPONSIBILITIES OF NEW MANAGERS
1 – 4 Months
Gather facts and assess your area of responsibility.
Master organizational management skills
Build relationships with the people you manage
Seek competency-based Training
Become knowledgeable of the skills need and expectations of the operation
5 – 12 Months
Reorganize: Make personnel changes (if necessary)
Strategic planning should take place
Develop action plans

22. RESPONSIBILITIES OF NEW MANAGERS
First Year
Assessment of pharmacy services
Regulatory and accreditation review
Assessment of leadership, information services, and clinical services
Workflow analysis (charts)
Set priorities and work plans to address issues
Development of reporting systems and metrics

23. SUMMARY Manager’s roles are continuous – like a journey
It’s important to understand authority and responsibilities of your position
Seek out a mentor
Learn and develop organizational and personnel management skills
“LEADship is not a position, but the ACTion you take – LEAD, ACT”