Phrm 475 Comt Workplace Cust Service Cult Comp Lecture 2011 11 17
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Transcript of Phrm 475 Comt Workplace Cust Service Cult Comp Lecture 2011 11 17
PHARMACY MANAGEMENT:CONTEMPORARY WORKPLACE ISSUES
(12)
CUSTOMER SERVICE (11)
Christian B. Albano, PhD, MBA, MPH
OBJECTIVES:
Identify workplace/professional factors that
impact the effectiveness of organizations
Contemporary Workplace Issues & Cultural
Competency
Job Enrichment and Quality of Work Life
Work Safety Issues
Job Stress and Employee Impairment
Managing a Diverse Workforce
Career Planning
Managerial (Business) ethics
Customer Service2
JOB ENRICHMENT AND QUALITY OF WORK
Classical Pharmacy Job Design
Emphasizes standardization and segmentation
Requires accuracy, efficiency, and compliance – e.g.
community/retail pharmacist
Automations and technicians do more
Clinical Pharmacy Job Design
Pharmaceutical care that requires increased
professionalism, a different practice philosophy, and
enriched job environment to address ―higher order‖
pharmacist needs (i.e., MTM) – e.g. hospital pharmacist
Which do you prefer? Is there a movement? 3
MOTIVATION
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INTRINSIC MOTIVATION = QUALITY OF
WORK
Intrinsically motivating jobs and enriched job
environments increase satisfaction and
performance
Encourage 3 basic psychological states:
Experience meaningfulness of work
Knowledge of outcomes
Being responsible for outcomes5
INTRINSIC MOTIVATION = QUALITY OF
WORK
Do you have a strong need for growth, personal
accomplishment, self-direction, and learning?
Core job characteristics necessary to accomplish goals
(to what degree…):
Skill variety – demand greater skills
Task identity – complete the set of interventions or tasks
Task significance – impact for the well being of others
Autonomy – exercise independent judgment of the work
Feedback – feedback that is independent of supervisors &
co-workers
Academia example
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INTRINSIC MOTIVATION
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WORK SAFETY ISSUES
Organizations responsible for a safe environment
Managers in large organizations must interact with safety
staff, risk managers, and others to ensure the well-being of
their employees
May defer some responsibility to other areas
Hospital pharmacy
Managers in smaller organizations must take more
responsibility to be
familiar with rules and regulations
to ensure compliance with the law and a safe, productive
workforce
Community pharmacy 8
WORK SAFETY ISSUES
e.g., TOYOTA
This One You Oughta Tow Away
Organizational structure impacts
safety
Machine bureaucracy: formal, top-
down, dehumanizing, boring
(Mintzberg, Henry)
Formal safety rules & regulations
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http://www.newser.com/tag/17680/1/car-safety.html
WORK SAFETY ISSUES: OSHA
Occupational Safety and Health Act
Formed the Occupational Safety and Health Administration in
2003
Established the government’s role in promulgating and
enforcing safety and health standards for places of
employment
It is the responsibility of every employer to provide a
work environment that is free from recognized
hazards
Failure to comply with rules and regulations can result
in severe fines and penalties 10
WORK SAFETY ISSUES: NIOSH
National Institute for Occupational
Safety and Health
Conducts research on criteria for
specific functions and occupations Ergonomics and human factor
Publishes safety and health
standards related to workplace
hazards i.e, blood-borne
pathogens/chemical hazards Exposure plans/Post exposure follow up plans
http://www.swmedsource.com/p
harmacy_seating.htm
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es/ExerciseBallChairGirlSide.jpg11
JOB STRESS AND EMPLOYEE IMPAIRMENT
Recognize and identify stress
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JOB STRESS AND EMPLOYEE IMPAIRMENT
Long-term stagnation stress high turnover, absenteeism
and poor work performance
Function of demands, coping ability, skills, and supports
Function of Personality: Type A (coronary-prone behavioral pattern)
vs. Type B
Managerial and organizational duties:
To ↓ stress match the following with the demands/type of job
employee qualifications match tasks
skills match tasks
interest/personality mesh with the responsibilities
Awareness of employee behavior to observe symptoms of stress
reactions
Employee Assistance Program (EAP)
Mental health & substance abuse13
EMPLOYEE ASSISTANCE PROGRAM (EAP)
Voluntary and confidential Manager can suggest a referral based on poor work
performance or other related work problems
EAP professionals are licensed psychiatrists,
psychologists, addiction counselors, clinical social
workers Have to abide by HIPPA – employees can sign a releases to
share ―limited‖ information with employers
Training of managers in early identification and
referral improves EAP utilization 14
BENEFITS OF MANAGING STRESS
Lower turnover and absenteeism
Higher job satisfaction
Improvements in productivity and efficiency
Customer satisfaction
Physical and emotional health
Happiness15
DRUG/ALCOHOL ABUSE: MGMT INTERVENTION
Universal access + false sense of invulnerability substance abuse
Pharmacists and managers have responsibilities and obligations NOT to ―enable‖ another’s abuse
Pharmacy has taken a rehabilitative rather than a punitive stance towards impaired pharmacists State Board of Pharmacy
Pharmacy Assist Programs within each state16
DRUG/ALCOHOL ABUSE: MGMT INTERVENTION
Procedures for managing impaired pharmacist
1. Mandatory state board reporting requirements
2. Intervention by an organization, working closely with
the state board
3. Professional assessment
4. Treatment recommendations
5. After-care counseling and monitoring usually involving
Alcoholics Anonymous or Narcotics Anonymous
6. Random drug testing for a defined period
7. Reinstatement to practice contingent on successful
completion of treatment17
MANAGING A DIVERSE
WORKFORCE
DIVERSITY: DEFINITIONS
Diversity is all forms of individual differences, including culture, gender, age, ability, religion, personality, social status, and sexual orientation
The ability to value diversity and use these resources effectively, will be critical to the success of an organization
Managing diversity requires creating a workplace environment of quality of opportunity and respect for individual differences and capabilities
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DIVERSITY: BOTTOM-LINE
Managed improperly: (lack of) diversity tunnel
vision no creativity and no $
Managed properly: (more) Diversity escaping
tunnel vision innovations and $
Avoid “groupthink” : when a group makes faulty
decisions because group pressures lead to a
deterioration of “mental efficiency, reality testing,
and moral judgment”
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DIVERSITY: BOTTOM-LINE
“Good to Great” by Jim Collins
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DIVERSITY: BY THE YEAR 2020
More culturally diverse population
Minorities will constitute ½ of the new entrants in
the US workforce
White non-Hispanics will constitute 68% of the
workforce which was 76% in 1977
14% of the work force will be Hispanic, 11%
African American, 6% Asian
The same number of women as men will be
employed
More workers with disabilities will be employed
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DIVERSITY: MANAGEMENT AWARENESS
Managers need to be aware of general concepts
of discrimination:
Reasonable accommodation: making the
workplace both accessible and capable of use by
individuals with disabilities
Disparate treatment: different treatments and
opportunities are afforded to diverse individuals
Affirmative Action
Disparate impact: involves neutral employment
practices that lack apparent discrimination, but
exclude a group from opportunity
Highering based on a biased test23
DIVERSITY: MANAGEMENT INTERVENTIONS
Training programs that increase awareness/respect
for cultural pluralism
Educate people regarding practices that involve
negative stereotyping and negative impact on
minorities
Counseling when potential discriminatory practices
take place
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SEXUAL HARASSMENT
According to the Equal Employment Opportunity
Commission (EEOC), sexual harassment is unwelcome
sexual attention, whether verbal or physical, that affects
an employee’s job conditions or creates a hostile working
environment
Types:
Gender harassment includes crude comments or sexual jokes
and behaviors that disparage someone’s gender or convey
hostility toward a particular gender
Unwanted sexual attention involves unwanted touching or
repeated unwanted pressures for dates
Sexual coercion consists of implicit or explicit demands for
sexual favors by threatening negative job-related consequences
or the promise of job-related awards 25
SEXUAL HARASSMENT STATISTICS
In 2005, the EEOC received 12, 679 complaints at the federal level concerning sexual harassment. 14.3% of which were filed by males
Sexual harassment costs the typical Fortune 500company $6.7 million per year in absenteeism, turnover, and loss of productivity
Victims are prone to all of the results of extreme workplace conflict Poor mental health, symptoms of post-traumatic stress
disorder
Report of alcohol abuse, depression, headaches, and nausea 26
A DIVERSE WORKPLACE: BENEFITS
Bottom-line: creativity and $
Attract a larger talent pool
Enhanced knowledge of diverse markets
Increased probability of addressing unique customer
needs
Organizational agility in times of change
Problem solving and creativity are enhanced as a result of
diverse ―group think‖ capabilities
Promotes creativity and innovation
Remain competitive in a global market27
CAREER PLANNING
The active management of a career involves providing or attaining developmentally appropriate experience, education and training to decide, focus on, and nurture career progression
Career anchors:
technical/functional, managerial, security-oriented, autonomy-oriented, and creativity oriented
While managers can help choose the right fit between talents, interest, and job opportunities, the main responsibility for career management rests with the individual
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MANAGERIAL (BUSINESS) ETHICS
Healthcare is a moral enterprise – involving
issues of quality of life and suffering and
death
Pharmacist’s Code of Ethics:
is intended to publicly state the principles that
form the fundamental basis of the roles and
responsibilities of pharmacists
is established to guide pharmacist in relationships
with patients, health professionals, and society
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MANAGERIAL (BUSINESS) ETHICS
Pharmacist’s Code of Ethics
1. A pharmacist respects the covenantal relationship between the
patient and pharmacist.
2. A pharmacist promotes the good of every patient in a caring,
compassionate, and confidential manner.
3. A pharmacist respects the autonomy and dignity of each patient.
4. A pharmacist acts with honesty and integrity in professional
relationships.
5. A pharmacist maintains professional competence.
6. A pharmacist respects the values and abilities of colleagues and
other health professionals.
7. A pharmacist serves individual, community, and societal needs.
8. A pharmacist seeks justice in the distribution of health resources.
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MANAGERIAL (BUSINESS) ETHICS
Goals of Business ethics program:
Business ethics program must provide a code of
conduct that is short, specific, and easy to
understand for all employees
A business ethics program requires absolute
commitment from the top down in an organization
A business ethics program should provide guidelines
to help employees avoid doing something ―wrong‖
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THE CUSTOMER SERVICE The interaction between the service
organization/service provider, and the customer
Pharmacy is a service business
CHARACTERISTICS OF SERVICES:
“SELLING THE INVISIBLE”
The customer is a participant in the service process
Services are produced and consumed
simultaneously
Services are perishable
Service site location is dictated by the consumer
Economies of scale are difficult to achieve in
services
Standardization of services is difficult
Services are labor-intensive
Service output is difficult to measure33
STANDARDS FOR SERVICES
Reliability: the ability to perform the promised service dependably and accurately (most valued by customers)
Responsiveness: the willingness to help customers and provide prompt service
Assurance: the knowledge and courtesy of employees and their ability to convey trust and confidence
Empathy: the caring, individualized attention provided to customers
Tangibles: the appearance of physical facilities, equipment, personnel, and communication materials
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MANAGING A SUCCESSFUL SERVICE ENCOUNTER
EMPOWERED EMPLOYEES NEED:
Information about the organization’s performance
Rewards based on the organization’s performance
Knowledge that allows employees to understand and contribute to organizational performance
Power to make decisions that influence organizational direction and performance
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AN EMPOWERED EMPLOYEE WILL:
Respond more quickly to customer needs during the service encounter
Respond more quickly to dissatisfied consumers during service recovery
Feel better about their jobs and themselves
Interact with consumers with more warmth and enthusiasm
innovate and improve 37
MEASURING SERVICE QUALITY
Quality of Service = Expectations – Perceptions
Quality of the service is defined by the gap between the expectation for the service and the perception of how it was delivered.
Perception is everything
CUSTOMER EXPECTATIONS
Ideal = Desired
Adequate = Satisfaction
Zone of tolerance = any level of service in
the gap between ideal and adequate
http://sloanreview.mit.edu/the-magazine/files/2008/11/3234-ex3-lo.png
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DESIGNING SERVICES
What is the product (service)?
―consumer benefit‖ -- tangible and intangible
How will this service be priced?
Financial return, market share, or meet the competition
How will the service be positioned, promoted, and branded?
On what basis can the market be segmented—demographic,
geographic, psychographic, etc.
How will the service be delivered?
Brick and mortar location and/or internet
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DESIGNING SERVICES
What will the facility look like? What will the employees look
like?
First impressions
What procedures/protocols will be put in place for the
delivery of the service?
Quality measures
Who will deliver the service? How will they be trained,
promoted, and motivated?
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