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

Abstract

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.

Sustainable Business Models in Hybrids: A Conceptual Framework for Community Pharmacies’ Business Owners

“…With reference to managerial orientation, Al-Arifi (2013) described the tasks that the pharmacist, owner, and manager of a small community pharmacy should perform to enable their firm to reach optimal productivity levels. The tasks include: the selection and motivation of human resources; layout management; strategizing and marketing; management of the warehouse and inventory; and the correct use and management of information systems, such as accounting tools (collection and provision of data to the pharmacy staff), for management control of activities carried out coherently with changing regulations and markets [41]. Many studies have underlined the need for small pharmacies to use marketing mix levers adapting to the socio-demographic characteristics of the consumers to tailor offerings toward their preferences [28,42].…”

Challenges in the management of community pharmacies in Malaysia

“…Pharmacy managers are expected to be proficient in managing human resources, finances, marketing, store inventory, information systems and physical space of the pharmacy. 1 The skills set required for this function include, but not limited to, the ability to lead, manage interpersonal relationship and being well-organised, as well as having the strategic foresight to detect changes in the environment and tailor sustainable responses from time to time. 2 , 3 , 4 …”

Exploring strategies to overcome extra-organisational challenges faced by community pharmacies in Sarawak, Malaysia

“…A unique facet of community pharmacies’ identity is the co‐existence of business and professional functions . Patient‐centred services need to be provided within the confines of limited resources, in an increasingly challenging business climate . Unfortunately, the business management aspect is often poorly planned and carried out, with community pharmacists seldom employing business strategies to improve their economic standing …”