Organizational Structure & Management
levels of management: lower management
- Designation: Assistant Manager, Team Leader, Supervisor - responsibilities: Implementation of plans - skill requirement: TECHNICAL
levels of management: upper management
- Designation: C- suite, GM, president, vp - responsibilities: Setting long term goals, products, markets, business organizing, vision, mission, values, - skill requirement: Conceptual
levels of management: middle management
- Designation: Divisional Head, Departmental Manager - responsibilities: Interpretation of pans & sets actions - skill requirement: Human with some conceptual & technical
goals of interviewing
- Determine as much as possible about what the applicant knows - How has the applicant applied and tested work skills - What are their strengths and weaknesses
Panel interview
- Gather the opinions of several interviewers
64B16-27.450 Prescription Department Managers
- Licensed pharmacists designated as the prescription department manager - supervising pharmacist or consultant pharmacists be designated as either the prescription department manager or the consultant pharmacist or record
Key observations in candidate responses
- Listening skills - Introverted or extroverted - Most important aspects of a job - Fit for the position - Dependability and/or loyalty - Confidence
Time & frequency
- Multiple professional and social interviews
Gut feel
- Quick and personal judgement
Behavioral type
- Recount past experiences
Cognitive and emotional traps that can exacerbate and contribute to the need for resolution
- Self-serving fairness interpretations - Overconfidence - Escalation of commitments - Conflict avoidance
organizational structure provides for
- Specialization of Labor and Departmentalization - Chain of Command - Know and respect your boss - Authority - Description and Limits Should be in the Job Description - Power
Problem-solving or case-based
- Test analytical ability and communication skills
Rewards and recognition should be:
- Timely - Meaningful - Individualized - Long-term
Stress interview
- Used for positions that involve a high level of stress
step 3- social awareness
- ability to accurately perceive your emotions - stay aware of your emotions when they happen - keep on top of how you tend to respond to specific situations and people - be empathetic
interviewing styles
- behavioral types - stress interview - problem solving or base based - panel interview - time and frequency - gut feel
interviewing questions
- create score card - elicit good answers, ask good questions - announce upfront that interview will encompass both high and low points of past roles - listen
hiring considerations
- dont rely on gut feeling - dont prioritize technical skills over relational ones - dont confuse education and experience with skills
Screening Interviews
- first interview in hiring process - confirm the candidate has the qualifications for the job - focus on personality, motivation, and expectations of the candidate
on boardign and orientation
- focus on culture - get entire team involved - set expectations early
power types
- formal - informal
conflict resolution
- informal or formal process that two or more parties use to find a peaceful solution to their dispute - cognitive and emotional traps that can exacerbate and contribute to the need for resolution
benefits of resolving conflict
- limiting work disruptions - lower absenteeism - minimal turnover - increasing productivity - higher rates of project success - decreased termination
successful hires
- long term benefit of increased productivity at all levels of organization - top 3% of salespeople produce 250% more than average - top 3% of programmers produce 1200% more code than average
active recruitment
- targeted recruiting of potentially qualified candidates
step 1- self awareness
Ability to accurately perceive your own emotions
step 2- self management
Ability to use awareness of your emotions to stay flexible and positively direct your behavior
implications of big data
Data aggregation algorithms combining available information from various sources
critical process
Ensure you find the right candidate to be successful and grow in the position while bringing benefit to the organization
failed hires
Extremely costly both directly and indirectly - 2 -15 x first year salary - Decreased performance of team and loss of other key employees
Use of applicant's social networks
Give a snapshot of applicants professional and social persona
passive recruitment
Important Considerations: - Advertisement of job posting - Candidate information collection and resume/CV submission process - Screening process for large volume of applications • Standards for eligibility (e.g., scorecard for minimum requirements met) - Turnaround time for communication
recruitment
Includes Screening and Evaluating of possible candidates - Posting of positions to solicit resumes and employment applications - Pre-Screening to eliminate candidates who do not meet basic requirements of position - Using a preliminary screen to weed out those who lack the desired level of skills and competency for the role - Performing an in-depth assessment to select candidates with highest potential for job success
Screen out applicants who do not meet the basic requirement of the position
Minimum experience or education, willingness to relocate, salary requirements
Managing with Poor Power
To dominate, control, punish, embarrass, or take credit for the work of others
managing with Good Power
To move, entice, persuade, encourage, motivate, and reward others
step 4- relationship management
ability to use awareness of your emotions and the emotions of others to manage interactions successfully
informal power type
based on knowledge, expertise, virtues, critical thinking and problem solving ability, and communication
formal power type
based on ones position
most common interviewing style?
behavioral type
as assertiveness goes up, cooperative goes up
collaborating
applicant screening
commonly performed by HR, but may be performed by hiring manager or committee
compromising is when
competing, collaborating, avoiding, and accommodating is equal
avoiding is when
cooperative and assertiveness is low
cons of active recruitment
cost of hiring a recruiter, limited scope of outreach
Failed retention of newly hired employee can be extremely costly both
directly (monetary loss) and indirectly (team performance/loss of other employees)
Behavioral management applied to healthcare settings can reduce
errors and improve patient safety
Typically performed by a recruiter or hiring manager and Streamline list of candidates are part of
first interview
pros of active recruitment
higher probability of finding the right person for the job, established relationships, more efficient
Organizational structure provides for specialization of
labor and departmentalization
Emotional intelligence is one's ability to
recognize & understand emotions & using that awareness to manage yourself & relationships with others
ensure clear communication, seek to build high quality and high trust relationships, and quick to settle disputes is
relationship management
prescription department manager
responsible for ensuring the pharmacy permittee's compliance with all statutes and rules governing the practice of the profession of pharmacy
stay aware of your emotions as they happen, greatest faults is to be unconscious of any, owning your actions is
self awareness
managing emotional reactions to all situations and personal signs of stress is
self management
spending extra time observing, asking and listening, reading body lanaguage, giving person full attention, playback, is
social awareness
steps of emotional intelligence
step 1. self awareness step 2. self management step 3. social awareness step 4. relationship management
hired recruiters, job postings to professional organizations, and networking at
targeted recruiting for active recruitment
The prescription department manager has liaison & administrative role for the pharmacy permit which may differ than
the role of a manager from a corporate or business perspective however, they can be one in the same individual
Rewards and recognition should be
timely, meaningful, individualized, and long-term
T/F Behavioral Management applied to healthcare settings to reduce errors and improve patient safety
true
Your goal before hiring is to get past the façade and find out
who the candidate really is and if they are a fit for your organization
performance evaluations should:
• Assess employees job performance • Align with job description • Never present 'surprises' • Be administered on time • Include goals and objectives developed in collaboration with the employee
rewards and recognition
• Employees want to be rewarded regularly with thoughtful, significant awards • It is not always about a 'monetary reward' • Pay-for-performance
emotional intelligence
• Learn to recognize and label the emotions that you and others are having • Use that knowledge to work more effectively with others • People with higher emotional intelligence have improved job performance and more effective leadership skills
Florida Department of Health - Board of Pharmacy
• Liaison & Administrative role for the pharmacy permit • Responsibilities
human resource management
• Recruitment and Hiring • Building Teams • Conflict Resolution • Rewards and Recognition
Rewards & Recognition Programs
• Social recognition • Points-based awards • Peer-to-Peer recognition • Recognition from leadership • Personal and team milestones
Importance of conflict resolution in the workplace
• Vital for managers to maintain positive and comfortable work environment • Quick and effective resolution demonstrates a care for well-being of employees and a positive culture in the workplace