Running Head: A PROSPECTIVE PROJECT PLAN

A Prospective Project Plan:

Pharmacist Training: Improving Managerial and Operation Skills

by

Donna Marie Fernandez-Yap

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Pharmacist Training: Improving Managerial and Operation Skills

INTRODUCTION

Pharmaceutical care was defined by Hepler and Strand (1990) as:

“The responsible provision of drug therapy for the purposes of achieving definite

outcomes that improve a patient’s quality of life’. (p.534)

The pharmacy profession, especially in the community and retail setting, involves the

integration of knowledge-based and value-based practices.[ CITATION Und \l 1033 ] The evolving

role of community and retail pharmacists are making them more involved with the managing the

patient’s care plan. [ CITATION Hud09 \l 1033 ] In the community setting, pharmacists are required

to do supervisory roles, which include inventory keeping, staff management, completing the

requirements of the state, cash management, as well as interacting directly with customers.

[ CITATION DAr11 \l 1033 ] As an indicator of a pharmacist’s performance would be the level of

patient/customer satisfaction. (See Figure 1 in Appendix) According to Dougherty,

“Pharmacies that are focused on service garner the highest levels of satisfaction.

Customer service still trumps price, even in an environment where cost has become

increasingly important.” (as cited by Tews & Perlman, 2010)

PROBLEM:

Although this profession has been described as a chance to add value to a community

while running a business this growing role, however, is causing stress and lowering the

motivation of pharmacists. Factors of this lowered morale include increased administrative and

technical workloads, decreased support staff from work, long working hours, low pay and even

hard-to-please customers. (Smeaton, 2008; Finch, 2008) On top of this, especially for employee

pharmacists, meeting sales quotas for an outlet is also a factor.

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OBJECTIVES AND STRATEGY

In line with this, I would like to propose a continuing education program for the

pharmacists and pharmacy assistants of my company. The objectives of this project are to

facilitate an environment where pharmacists and their staff can improve on their skills,

understand the structure as well as provide improvements to the system of our organization,

assist in identifying strategies that would improve employee morale and increase customer

satisfaction. (See figure 2 in the Appendix) Particular topics would include:

 The re-education of pharmacists and staff regarding drug dispensing laws, introduce new

drug products, train them in customer satisfaction principles, share ideas in ethics, and

improve the business acuity of pharmacists.

 And increase their motivation levels by:

o Providing an opportunity for them to establish a support group, get together and share

experiences in the community setting.

o Increasing their affective commitment to the company.

o Offer an environment for them to be able to voice out suggestions, comments,

improvement needs related to their jobs.

Customer satisfaction survey forms would be distributed before and after the

implementation of this project’s first seminar. Key factors to be evaluated would include:

prescription ordering and pick-up process; cost competitiveness; cost competitiveness;

pharmacist and non-pharmacist staff.

PERSONAL GOALS

Carrying out this task would provide an opportunity for my company to create more

motivated, committed and efficient pharmacists; as well as enable me to understand the

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operations environment more and improve on my technical, personal, business and leadership

skills. (See Figure 3 in the Appendix)

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APPENDIX

Figure 1. The Kano Customer Satisfaction Model (12manage, 2011b)

This model offers that there are six categories of quality attributes that influence

customer satisfaction. These are:

1. Basic Factors – These do not cause customer satisfaction but can cause distress when not

fulfilled.

2. Excitement Factors – These produce increased customer satisfaction if fulfilled but does

not cause great distress if not.

3. Performance Factors – Is the source of very high customer satisfaction results and cause

dissatisfaction if not fulfilled.

4. Indifferent Factors – Customer does not care about this factor.

5. Questionable Factors – This factor may or may not be expected by the customer.

6. Reverse Factors – The opposite of this factor was what the customer expected.
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Figure 2. The Seven S Framework of McKinsey: [ CITATION 12m11 \l 1033 ]

This is a 7-factored management model is an approach that attempts to organize a firm

holistically and effectively. These factors as well as the aspects involved are identified as:

1. Shared Values – Strategic intent.

2. Strategy – Environment, competitors, customers.

3. Structure – Relationship within the organization.

4. Systems – Organizational procedures.

5. Staff – Diversity of employees: skill, cultural background, role.

6. Style – Cultural style of the organization.

7. Skills – core competencies.

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Figure 3. The

Boston University Corporate Education Center’s Project Management Competency Model

[ CITATION PMI11 \l 1033 ]

This model outlines three key areas of competencies that lead to project management

success.

 Technical – involve management knowledge and skills.

 Personal – focuses on improving the personality to successfully perform a project

 Business and Leadership – skills required to facilitate links of projects with resources,

infrastructure and relationships within the organization.

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References:

12manage. (2011, March 16). Explanation of the 7s Framework of McKinsey. Retrieved March
16, 2011, from 12manage.com: http://www.12manage.com/methods_7S.html

12manage. (2011b, March 16). Measuring client happiness: Explanation of the customer
satisfaction model of Kano (84). Retrieved March 16, 2011, from 12manage.com:
http://www.12manage.com/methods_kano_customer_satisfaction_model.html

Benson, A. (2009). Understanding pharmacists' values: A qualitative study of ideals and

.dilemmas in UK pharmacy practice. Social Science & Medicine 68(12) , 2223-2230

D'Arcy, J. (2011, March 10). The great supervision balancing act. Retrieved March 16, 2011,
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Finch, R. (2008, March 20). Morale slumps over daunting rise in workload. Retrieved March 16,
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Hepler, C. D., & Strand, L. M. (1990). Opportunities and responsibilities in pharmaceutical care.
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Hudson, S. A., Mc Anaw, J. J., & J. B. (2009). Review article: The changing roles Of
pharmacists In society. Retrieved March 16, 2011, from imu.edu.my:
http://www.imu.edu.my/ejournal/approved/Review02_StephenAHudson.pdf
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PMI. (2011). Boston University Corporate Education Center’s Project Management

Competency Model. Retrieved March 16, 2011, from butrain.com:
http://www.butrain.com/mdp/CompModel.asp

Smeaton, Z. (2008, 20 March). "Don't choose this career," says profession. Retrieved March 16,
2011, from chemistanddruggist.co.uk:
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Tews, J., & Perlman, J. (2010, September 21). J.D. Power and Associates Reports:As
Consumers Shoulder More Healthcare Expenses, Cost Increasingly Drives Overall
Customer Satisfaction with Pharmacies. Retrieved March 16, 2011, from
businesscenter.jdpower.com: http://businesscenter.jdpower.com/news/pressrelease.aspx?
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