APOM-project: An investigation of pharmacy organization and management

Mobach, Mark P.; Werf, J.J. van der; Tromp, T.F.J.

doi:10.1007/bf00579711

Cited by 4 publications

(4 citation statements)

References 7 publications

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“…To implement and continue delivering services sustainably, the daily professional and business practices of community pharmacy may require fundamental changes [5,10]. Existing research has used organisational theories to analyse the management of service integration into practice and suggest the potential benefit of practice change [1,4,[16][17][18][19][20][21][22][23]. This showed that a change management strategy is needed to support the evolution of community pharmacy from the traditional business model based largely on product supply to a product-service orientation as well as a philosophical shift at practice and policy levels [3-5, 17, 24].…”

Section: Introductionmentioning

confidence: 99%

Flexibility in community pharmacy: a qualitative study of business models and cognitive services

Feletto

Wilson

Roberts³

et al. 2009

Pharm World Sci

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Section: Introductionmentioning

confidence: 99%

Flexibility in community pharmacy: a qualitative study of business models and cognitive services

Feletto

Wilson

Roberts³

et al. 2009

Pharm World Sci

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“…Research with an organisational theoretical focus is developing, but is still relatively new in relation to pharmacy practice. [14][15][16][17][18] This study therefore focuses on the role of the pharmacy as an organisation involved with implementation of CPS. The investigation seeks to describe and understand the goals for development of and participation in projects for CPS implementation, in 'professionally active' pharmacies.…”

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confidence: 99%

Implementation of cognitive pharmaceutical services in Danish community pharmacies — perceptions of strategists and practitioners

Hopp

Klinke

Sørensen

et al. 2006

International Journal of Pharmacy Practice

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Objective To understand how projects for the implementation of cognitive pharmaceutical services (CPS) are perceived as facilitators of change from the perspectives of practitioners and strategists. Setting Sixteen community pharmacies in Denmark and three organisations working on implementing CPS in pharmacy practice. Method Twenty semi-structured interviews were conducted with practitioners (pharmacy staff and owners) in 'professionally active' pharmacies, and eight interviews were conducted with 'professional strategists' in the field of pharmacy practice. Informants were asked about their goals for participation in and development of projects regarding implementation of CPS, and about change strategies used for implementation. An interview guide based on organisational theory was used, and an organisational theory framework formed the basis of the analysis. Key findings Eleven goals for the development of projects relating to CPS implementation from the strategist's perspective were identified. From the practitioners' perspective, nine goals for participation in such projects were identified. The two groups share four categories of goals regarding: competence development; implementation of CPS; marketing of the pharmacy; and improvement of patients' drug use and outcomes. Other goals from the two perspectives predominantly differ from each other.Two metaphors were developed as images of the two different ways of perceiving CPS projects. The strategists develop projects as 'standard menus', and the practitioners select projects in which to participate as if they were one of many dishes on a 'buffet'.Strategies for change were also identified. The humanistic change strategy predominated from both groups of informants' perspective. Conclusion While they have some goals in common, there is a clear difference in the perspectives of strategists and practitioners in the development of and participation in CPS-related projects. The metaphors 'standard menu' and 'buffet' are two ways of understanding implementation. If these metaphors are accepted as a premise in the field of pharmacy practice, future work with implementation of CPS should take these differences into account.Active identification, resolution and prevention of drug-related problems, health promotion and illness prevention have become core strategies for community pharmacy in many countries. 1,2 A relatively new task in community pharmacy practice is that of cognitive pharmaceutical services (CPS). CPS can be seen as a strategy to enhance public health and the quality of drug use. No single meaning of the concept has emerged, but the literature refers to the concept. 2,3 Cipolle et al. integrate the meanings in a definition as 'the use of specialised knowledge by the pharmacist for the patient or health professionals for the purpose of promoting effective and safe drug therapy'. 3 Many countries have developed CPS with the aim of improving drug use as well as contributing to health promotion and disease prevention. 2 Positive outcomes from intervention ...

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“…The profession contains elements of business and health care that require pharmacists to work on pharmaceutical tasks along with managerial tasks. 24 Numerous studies have stressed the need for adequate pharmacy management skills by promoting management courses and emphasising the importance of well-trained staff. 25 The results of this study support these recommendations with an emphasis on time and staff management.…”

Section: Systems Approachmentioning

confidence: 99%

Professional Transgressions by Australian Pharmacists

Penm

Chaar

2009

Pharmacy Practice and Res

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Background Investigating professional transgressions by pharmacists will aid to minimise their occurrence and ensure that the public's trust and well‐being are not compromised Aim To compare the definition of professional transgression in all Australian pharmacy acts; to identify the characteristics of pharmacists most likely to transgress; to identify the most prevalent transgressions; and to identify the justification provided by pharmacists for committing transgression. Method Definitions of professional transgression, commonly referred to as ‘professional misconduct’, were identified from all Australian pharmacy acts and then compared. Disciplinary hearings brought before the pharmacy regulatory bodies were collected and the demographic data of the pharmacists involved, transgressions committed and the justifications provided for committing them were identified and analysed. Results Professional transgression was defined differently in each state using a combination of terms, such as a lack of skill, experience, knowledge, care and judgement. Cases from 1990 to 2002 were analysed with 195 cases adjudged guilty. Of those cases that provided adequate detail, the majority of pharmacists found guilty were male (89%), worked in community pharmacy (97%) and were proprietors (64%). The most common misconduct was inappropriate supply of medications. Reasons cited for professional misconduct included human error, lack of knowledge, management skills, personal issues and intentional transgression. Conclusion Australian pharmacy acts require a unified definition of professional transgression to ensure pharmacists are treated equally. Adopting a systems approach may prevent unintentional transgressions from occurring in the future.

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APOM-project: An investigation of pharmacy organization and management

Cited by 4 publications

References 7 publications

Flexibility in community pharmacy: a qualitative study of business models and cognitive services

Flexibility in community pharmacy: a qualitative study of business models and cognitive services

Implementation of cognitive pharmaceutical services in Danish community pharmacies — perceptions of strategists and practitioners

Professional Transgressions by Australian Pharmacists

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