Assessment of Workflow Redesign in Community Pharmacy

Angelo, Lauren B.; Ferreri, Stefanie P.

doi:10.1331/1544345053623474

Cited by 22 publications

(11 citation statements)

References 6 publications

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“…An evaluation of the integration of standards and guidelines in community pharmacy practices are also appeared in the literature [20]. A lack of integration of practice standards indicated a need to review the standards for relevance and the majority of pharmacists believe that there is a need to re-evaluate flowchart models (workflow redesign) and procedures based on new roles, guidelines and responsibilities [20,21].…”

Section: Specialized Compoundingmentioning

confidence: 99%

Pharmaceutical compounding: Recent advances, lessons learned and future perspectives

Siamidi¹,

Pippa²,

Demetzos³

2017

Glob Drugs Therap

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Section: Specialized Compoundingmentioning

confidence: 99%

Pharmaceutical compounding: Recent advances, lessons learned and future perspectives

Siamidi¹,

Pippa²,

Demetzos³

2017

Glob Drugs Therap

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“…The data collected from these accounting statements and tools can provide a useful database for making more decisions about the current financial position as well as for monitoring financial performance [3]. Yet they are not seems to be crystal balls that predict the future pharmacy's financial position [15]. In current unstable environment special attention should be paid to gross profit, cash flows, liquidity, working capital requirements [2].…”

Section: Financial Managementmentioning

confidence: 99%

The Managerial Role of Pharmacist at Community Pharmacy Setting in Saudi Arabia

Al-Arifi¹

2013

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In Saudi Arabia community pharmacies by law, be owned and managed by pharmacists. Although these two functions seemed to be the same but in reality, they are not. Some studies showed that in community pharmacy managerial functions account for more than 50% of total routine and critical activity for all managerial position surveyed while other study showed that only 13.6% of the pharmacist's time spent in administrative activities. This article addressed the role of the pharmacist as manager and the way in which he/she manages the pharmacy to ensure optimum productivity. The main part of this review discussed the managerial role of pharmacist in management of human resources, financial resources, marketing, inventory, information resources and space management of the pharmacy. Additionally, the management process, professional skills of managers, development of managerial skills, problems in management process and their resolution were also discussed. In addition to management functions which also include planning, organizing, leading, and controlling processes. The author concluded that the skills of pharmacy managers may vary because of the lack of formalized management training programs. To bridges a gap in management education, interested pharmacists should be encouraged to shift their career goals from professional to pharmacy administration. In addition, expansion of curricula in pharmacy management to include management training of highest possible caliber in managerial skills is highly demanded. Formalized management training programs for those involved in community pharmacy practice are also warranted.

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“…Most commonly, workload is treated in terms of volume—i.e., the number of prescriptions dispensed28, 34–37—or, more commonly, in terms of intensity—i.e., volume per some amount of time and/or per number of clinical staff. 24, 26, 34, 38–40 Such “quantitative assessments of activity”41 fit the definition of workload adopted by the…”

mentioning

confidence: 91%