practice management

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Author:
komail
ID:
301402
Filename:
practice management
Updated:
2015-04-23 23:27:48
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pracman
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pracman
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  1. Interviewers objectives
    • (DIG)
    • Determine if candidate has good chemistry with people they will work with
    • Inform candidate of job and sell them on the job
    • Gather info to predict future performance
  2. Interviewees objectives
    • (DCS)
    • Determine if chemistry is good with company
    • Collect info on job, and make an informal decision 
    • Sell yourself to interviewer
  3. Format of an interview
    • (ESG-DAPT)
    • Establish rapport
    • Set agenda
    • Gather info about future performance
    • Describe job and responsibilities
    • Answer questions
    • Provide tour of facility 
    • Terminate (seems harsh)
  4. Progressive discipline, and what info to provide
    • (VWSD; IRCC)
    • Verbal, written, susp. w/o pay, dismissal

    • Inform them of infraction
    •  rules breached
    • corrective action required
    • consequences of not correcting
  5. Effective group behaviour , and ineffective group behaviour
    • (I-WALT)
    • (SLC-DF)
    • Interacting and reaching consensus
    • Willingness to change opinion
    • All members participating
    • Listening to understand
    • Trying out ideas 


    • Selling preferred opinions
    • listening to refute
    • defending ones position to the end
    • Few members dominating
    • converting others through 1vs1 interaction
  6. Steps in quality improvement program
    • (SEDIR)
    • Secure top management buy-in
    • Establish a quality steering comittee
    • Describe guidelines and procedures
    • Inform employees
    • review program results
  7. What is systems thinking
    requires managers to think of the whole system, rather than problem's in isolation. 

    If an error occurs, was it due to an isolated individual, or the whole process?

    How does a change in one aspect of the company affect other parts of the organization?
  8. System thinking by Senge
    • (DS-FAM)
    • distinguish detail complexity from dynamic complexity
    • seeing interrelationships rather than things; see process rather than snapshot
    • Focus on areas of high-leverage
    • Avoid Symptomatic solutions
    • Move beyond blame
  9. Workplace productivity
    • (DED OA)
    • Define customer expectations
    • evaluate current activities
    • Determine gaps in ability to meet expectations
    • outline strategies to overcome gaps
    • Assess customers
  10. Hospital and community pharmacy productivity
    • (CLEE-HD)
    • Current activities
    • list all current activities
    • evaluate what needs to be done
    • determine what can be eliminated or delegated
    • determine how you can get there
    • develop goals and action plans
  11. Community pharmacy financial challenges
    • (CSF-BS)
    • Changes in ODB
    • stiff competition
    • future impact on private plans
    • business vs patient care
    • standards of practice
  12. Marketing vs sales
    Marketing: responsible for strategic development and direction for the product; creative planners

    Sales: carry out the marketer's plans; the implementers
  13. Marketing process
    • (APIC)
    • analysis (segmentation)
    • Planning (positioning)
    • Implementation (targetting)
    • Control (monitoring)
  14. Brand acceptance
    • (IEELL)
    • innovators (demonstration)
    • early adopters (opinion leadership)
    • early majority (social pressure)
    • late majority (social pressure)
    • laggards (personal belief)
  15. Patient safety culture definitions:
    • (CCPTO)
    • Communication about mistakes
    • communication about prescription across shifts
    • physical space and environment
    • teamwork
    • overall perceptions of patient safety
  16. Whats the difference between just culture and punitive culture
    • just: balances system and individual, creates shared accountability. Can learn from mistakes
    • punitive: person approach, perfection expected, leads to fear of punishment. No learning from mistakes, as fear of reporting.
  17. 3 manageable behaviours, and how to manage them
    Human error: no intent; manage through process, systems, environment

    At-risk behaviour: risk taking without knowing the consequences; expect them, design barriers, create incentives, remove incentives for at risk behaviour. 

    Reckless behaviour: puttings your interest ahead of pts: manage through remedial action, punitive action
  18. Patient safety culture
    • (BALLS)
    • Become a high reliability person
    • accept responsibilitiy
    • learn and teach others about safety
    • listen when someone expresses concern
    • speak-up if something isn't right.
  19. Scheduling
    (HELPS C)

    • holidays
    • equity
    • legal issues
    • playing favourites
    • shift work
    • consistency
  20. What is drift?
    • CPSO
    • §  To move away from performing a task the way you
    • were taught, Why? (see below)

    §  Comfortable/proficient with task

    §  Perception of risk fades

    §  Save time/maximize efficiency

    • §  Outcomes based creature: consequences drive
    • behaviours
  21. Deming Mgmt Method
    • QC-DICE
    • ·     Quality comes first – quality products and
    • services lead to customer satisfaction

    ·     Customers are the focus of everything – strive to be better than our competition

    ·     Dealers and suppliers are partners – mutually beneficial relationships with dealers, suppliers, associates

    • ·     Integrity is never compromised – socially
    • responsible and no discrimination

    ·     Continuous improvement is essential to success – excellence in services, relations, competitiveness, profits

    Employee involvement is way of life – we are a team and treat other with trust and respect
  22. Hospital pharmacy financial challenges
    • IIBS
    • Increased demand for services
    • Increased demand for accountability
    • Budget Restrictions
    • Standards of practice
  23. Inventory cycle
    • IIROR
    • Product in inventory
    • product issues
    • Reorder point
    • Product ordered
    • Product received
  24. Sales concept vs marketing concept
    create a product, and people will buy with sufficient advertising

    • marketing: 
    • create product and services that fill specific needs and wants
  25. High reliability person
    RAD-PR

    • preoccupation with failure
    • attention to operations
    • deference to expertise
    • resilience (assume system will fail)
    • reluctance to simplify
  26. Proposal process
    • 1)   Client
    • needs a service or product

    • 2)   Firm
    • proposes a plan to meet need

    3)   Client awards job to best proposal
  27. Proposal types
    planning, research, sales
  28. Pricing strategies
    Barclays premier league!

    • loss-leader
    • psychological
    • bundling and quantity discounts
  29. Use of benchmarking
    • (CNE-D)
    • Compare services between different providers

    • Determine “Best Practices”
    •   
    • Justify new or improved services

    • Justify existing programs, services and
    • staffing

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