Leadership and management in pharmacy practice by Andrew M. Peterson, William N. Kelly

By Andrew M. Peterson, William N. Kelly

Over the previous years, the altering nature of pharmacy perform has brought on many to gain that the perform must never merely be controlled, but additionally led. Leadership and administration in Pharmacy perform discusses numerous management and managerial matters dealing with pharmacists now and sooner or later.

This moment variation has been reorganized by means of putting management chapters up entrance, by way of administration chapters, hence emphasizing the necessity for management first. The booklet is written through members from inside of and outdoors pharmacy practice―a mirrored image of the complexity of administration in pharmacy settings. It bargains a real-world method of daily concerns in pharmacy management and administration, written by way of authors who've confronted those matters themselves.

The e-book comprises case reports that are proposal scary and advertise serious pondering in addition to challenge solving―skills severe for powerful pharmacy leaders or managers. References also are made in the course of the textual content to alterations happening to the career either internally and externally. a lot of the fabric mentioned applies to all settings of pharmacy perform: neighborhood, clinic, undefined, ambulatory care, and long term care.

This booklet offers pharmacy scholars and new pharmacy leaders and bosses a extensive review of the complexities and intricacies inherent in coping with and best the career. it's a necessary source for college kids within the expert years in their pharmacy curricula and people promoted lately into pharmacy management or administration positions.

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Venn P. Theory X, Y, and Z. com/PeterVenn/brochure/complete/xyz. htm (accessed December 29, 2003). Young D. Shared governance builds leaders, aids patient care. Am. J. Hlth-Syst. Pharm. 2002; 59: 2274, 2278. Case Study Medication errors continue to be a concern for your hospital, partly due to recent news headlines that highlight errors occurring in other regional institutions. The chief operating office has called a meeting with you, the director of pharmacy, asking for a detailed discussion of steps your department is taking to minimize medication errors.

Pharm. Educ. 1995; 59: 85–90. Code of Ethics for Pharmacists. American Pharmaceutical Association. html (accessed June 14, 2003). Goleman D. Leadership that gets results. Harv. Bus. Rev. March/April 2000, 78–90. Goleman D. What makes a leader? Harv. Bus. Rev. November/December 1998, 93–102. Heffler S, Smith S, Keehan S, Clemens MK, Won G, Zezza M. Health spending projections for 2002–2012. Hlth. Aff. 2003; 21: 207–218. Kouzes JM, Posner BZ. The Leadership Challenge. Jossey-Bass, San Francisco, 1987.

The multiple layers seen in bureaucracies, coupled with centralized decision making, make this model slow to adapt to change. This fact, coupled with the many rules and regulations associated with these organizations, creates employees who are often disillusioned by the lack of timely response and the lack of independent decision-making capability. This mentality then perpetuates Theory X characteristics. In response, managers moving up the ladder continue this Theory X mentality and further perpetuate negative aspects of this style of management.

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