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