Pharmacy

Management
Lecture 6

By

Hesham Shazly, PhD

Semester Two BUE
Organizational Structure
Organizational Culture
 ORGANIZATIONAL BEHAVIOR
• An organization is defined as a group of individuals working
together to reach some common goals.
• Organizations can be very small in numbers (e.g.3) or very
large (more than 5,000); includes staff, management, vice
president, president, and owner(s).
• It is not enough for pharmacists to understand only the
technical and professional aspects of their job; they also must
understand how the organization works and functioning.
• Organizational behavior is the systematic and scientific
analysis of individuals; to understand and predict human
behavior in order to improve the performance and ultimately
improves the functioning and success of the organizations.
• Managers must be able to understand why people in their
organizations behave in certain ways. This allows them to
take corrective action if problems arise.
• Good managers must be able to predict how employees will
react to changes.
 ORGANIZATIONAL BEHAVIOR
• Organizations must control their employees through rewards or
sanctions to achieve organizational goals and objectives.
• Organizational behavior has a number of behavioral
disciplines.
1. Psychology allows us to understand individual behavior, their
motivation, job satisfaction, attitude, and work design.
2. Sociology: to understand the individuals roles within the
organization; his behavioral norms, bureaucracies or facilitators.
3. Social psychology: the influence of individuals on one another.
4. Anthropology: provides understanding of the environment in
which the organization functions.
5. Political science: provides insight into the organizational
structures that influence the functioning of an organization.
• Pharmaceutical manufacturers, hospital pharmacies and other
professions; all are following the same trend.
 ORGANIZATIONAL PRINCIPLES
• The center of any organization is a set of values that form its
existence and are represented as the goals of the organization.
• To make the goals of the organization a reality, the structure
must be designed to make the organization operational.
• Structure produces the climate of the organization.
• The climate of an organization consists of factors as the trust,
the morale, and the support which are the organizational
culture.
• Organizational culture refers to:
– the common understandings and beliefs shared by the
members
– that distinguishes one organization from another.
– Culture: how “things are done around here” results in a set of
similar experiences .

values goals structure climate culture

 ORGANIZATIONAL CULTURE
• Managers are essential in creating the culture, which influences
interactions among coworkers and relationships with patients
(internal and external).
– A strong culture is characterized by the organizations’ core
values.
– A weak culture is characterized by ambiguity, and
inconsistency.
– A strong culture will have a greater effect on the climate than
a weak one.
– Unhealthy climate can hinder productivity and ultimately
affect the overall effectiveness of the organization.
– Assessing an organization’s culture will determining how the
organization is responding to both its internal and external
environments.
– Leaders and managers of the organizations must assess the
core values of the organization to determine if they are being
challenged or if they need revision.
 ORGANIZATIONAL PRINCIPLES
Leads to CULTURE

Internal & External

Culture
Climate
Structure
Goals

Value
 Flexibility

Group
Developmental
Human Open System
Relation Model
Model

Internal External
Focus Focus
Rational
Hierarchical
Emphasis on
Emphasis on
productivity &
stability &
efficiency
control Model)
Model

Control
 LEADERSHIP BEHAVIOR

Organizational identity should be

“oneness and belongingness”.

Management versus Leadership:

• Leadership is getting a group of people to move toward
particular vision or idea.
• Management, on the other hand, is concerned with
handling the issues involved in running an organization
• A manager may not necessarily be a leader. He is more
concerned with the day-to-day functioning of the
organization.
 THEORIES OF LEADERSHIP
Trait Theories
•Intelligence, self-confidence, a high energy level, and technical
knowledge are correlated with leadership abilities .
•The problem with traits of leaders is that leaders are born and not
made.

Behavioral Theories:
1.Autocratic; Autocratic leaders make all the decisions and allow
no one or very little input from the employees
2.Democratic, Democratic leaders consult with their subordinates
and allow some input in the decision-making process.
3.Laissez-faire; Laissez-faire leaders allow employees to have a
complete autonomy. Employees set their own goals with no
direction from management.

•The three styles of leadership behavior can be appropriate

depending on the situation.
 THEORIES OF LEADERSHIP
Situational-Based Theories:
1.High directive/low supportive. The leader determines the roles
and goals of the group and closely supervises the task.
Communication is one way and usually from the leader to the
followers. This style known as directing, (S1).
2.High directive/high supportive. The leader still closely
supervises the task but explain why decisions are made. This style,
known as coaching, (S2).
3.High supportive/low directive. The leader is concerned about
how the group works together to accomplish the task rather than the
task itself. This style known as supporting, (S3).
4.Low directive/low supportive. The leader leaves all decisions
and responsibility for task accomplishment to followers. The leader
is available for consultation but in a low profile. This style called
delegation, (S4).
•It is the leader’s job to determine the readiness of the group and
then apply the appropriate leadership style to the situation.
THEORIES OF LEADERSHIP
THEORIES OF LEADERSHIP
THEORIES OF LEADERSHIP
THEORIES OF LEADERSHIP
THEORIES OF LEADERSHIP
THEORIES OF LEADERSHIP
Situational Leadership®

It is something you do with

people, not to people