Constitucion politica nueva y anterior

t
Interpreting Laboratory Valúes
A manager does have a role in developing the therapy guidelines and medication formularies that will be used as the standards for therapy within the hospital and has access to laboratory values to help with this decision- making process. = 4.7 q = 2.6
1 | 2 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
None ofmy time | All of my time |
Continuity of Relationships
In response to the question, "To what degree do you have ongoing relationships with patients or consumers?" hospital managers gave a lower range score of 3.1. The majority of their interactions are with other hospital administrators and pharmacy staff, rather than

with the hospital patients or the public. =3.1 o = 2.6
1 | 2 | 3 | 4 | 5| 6 | 7 | 8 | 9 | 10 |
No ongoing Ali relationships are / long-term relationships | ongoing/long-term |
Helping People
Managers are mid-range in their response to having direct versus indirect effects on people. With their duties in cost-control, formulan/, and therapy guideline development, they have an important role in the system that increases the quality of life for patients, but theirimpact is not as direct as for other health care providers. =
5.1 o = 2.6
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
All effect is indirect | All effect is direct |
Collaboration With Other Professionais
As an administrator or manager, a great deal of responsibility will be collaborating with other departments within the hospital, including nurses, physicians, and nutritionists, amongothers. This is critical to the functioning of the hospital as a whole collaborative unit. = 7.3 = 1.8
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 I 9 | 10 |
None of my time | All of my time |
Educating Other Professionais
Managers wíl! often coordínate continuing education components for the rest of the hospital concerning new therapies and the introduction of new medications. In addition, they may beinvolved with in-service training of other professionais. = 5.8 o =2.3
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
None of my time | All of my time |
Variety of Daily Activities
Coordinating with pharmacy staff and other departments in the hospital necessitates that managers' daily tasks are variable. With many responsibilities (e.g., staff management, inventory control, equipmént acquisition,therapy development) a manager must be an expert in many diverse areas. =7.0 o = 2.4
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
Highly repetitive | Highly varied |
Múltiple Task Handling Múltiple task handling is tied for the third-highest rating in the hospital pharmacy manager profile with an 8.2. Managers have the responsibility of making sure that everyone has the ¡nformation and resourcesthey need to get their work done. = 8.2 o = 1.9

1 2 [ 3 | 4 | 5 | 6 7 8 9 1O |
Always one activity at a time Always several tasks at a time
Problem Solving
Although managers must handie many different tasks during their daily routine, they also indicated that these tasks, problems, and issues require untested or new solutionsslightly more than using previously tested solutions. In these times of rising health care costs, managers are pressed to find new and more cost-effective ways to fulfill the duties of the pharmacy and the hospital goal of making patients well. = 6.2 o = 1.7
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 ¡ 9 | 10 |
Always tried and true | Always untested alternatives |
Focus of Expertise
Rather thanspecializing in a single area of therapy or practice, a manager must be versed in all operation areas within the scope of the department. In many ways, a hospital pharmacy manager is a "Jack of all trades" and requires an understanding of the different needs of each specialty at the hospital. Whether it's preparing intravenous medications or treating cáncer patients, a manager must provide for those needs...