IMPM Presentation 2010
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This presentation describes the programme in more details. This is a part-time Master degree program for senior managers. This is an international program delivered by a consortium of schools based in China, Brazil, India, UK, Canada.
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Layout for medicine store
1) Layout and Physical Facilities For Medical Store
• Designing a Drug Store
• Location and Layout of the Hospital Pharmacy
• Layout
• Flow charts for Materials and Members
General Flow Chart Out Patients
General Flow Chart In Patients
General Flow Chart for Materials
• Selection of Site Space, Layout & Design For Community Pharmacy
• Plan an Ideal Retail and Whole sale Store
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General Licenses
Restricted Licenses
• Physical Facility
Personal and Floor space Requirement including Equipments
2) Staff
• Selection Of Staff
• Compensation
3) Receipt of drugs
• What is a Drug?
• Requisition, Supply and Receipt of Drugs
Drug request
Completing Stores Requisition/ Delivery (issue) Form
• Supply of Drugs from Medical Stores
Store Requisition / Delivery (issue) Form
Receipt of drugs at Dispensary
4) Disposal of Expired Drugs
5) Drug Safety
6) Unit dose dispensing
• What is UDD
• ADVANTAGES
7) Guidelines To Minimize Pilerage of Drugs
8) Hathi Committee Recommendation For Hospital Pharmacy
DRUG STORE MANAGEMENT
This 3-page document is a project report submitted by a group of 3 students - Andualem Atryhun, Ermias Chebud, and Yosef Desta - to the Department of Electrical and Computer Engineering at Mekelle University's Ethiopian Institute of Technology. The report describes a drug management system and was completed in June 2016 under the supervision of advisor Bisratie Tesfaye.
Pharmaceutical Factory Layout
As the worldwide business climate has grown increasingly complex – due to globalization, consolidation, governmental regulation, labour issues, financial pressures, supply chain management and security concerns – the purview of “operations management” has expanded.
Operations management is the business function that plans, organizes coordinates and controls the resources needed to produce a company’s goods and services.
It is mainly concerned with managing the process that converts inputs into outputs.
It closely interacts with the accounting, finance and human resource management function in an organization.
Pharmacy is a highly competitive industry, and companies are experiencing financial pressures more than ever before.
Hence OPERATIONS MANAGEMENT IS THE CENTRAL CORE FUNCTION OF EVERY COMPANY
Drug store
This document discusses key factors in organizing and managing a drug store, including site selection, inventory levels, storage conditions, and record keeping systems. It recommends considering population density, proximity to physicians and markets, traffic levels, and demographic factors when selecting a site. The document also outlines best practices for store layout and organization, inventory control methods like bin cards and perpetual inventory, different storage temperature categories, and references for further information.
Pharmacy layout ppt
This document discusses pharmacy layout design. It notes that layout is important as it impacts customer perception and sales potential. The objectives of layout design include attracting customers, increasing sales and decreasing expenses, and providing space for stock, offices, and employee breaks. There are different types of layouts like clerk service, self selection, and self service best suited for different products. Common layout styles are grid and free flow. Key requirements for pharmacy premises include signage, separation from private areas, adequate space, ventilation, and smooth cleanable floors and walls. Hospital and community pharmacy layouts must be conveniently accessible to patients and staff.
Store management
The document discusses store management and various aspects related to it. It defines store management and outlines key objectives like minimizing production costs and maintaining material value. It describes important store functions such as receipt, storage, retrieval, issue, records keeping, and control. It also discusses centralized and decentralized store models and factors affecting store layout. The overall purpose of store management is to receive, store and issue materials efficiently at lowest cost.
Pharmaceutical industry and unit process
Pharmaceutical manufacturing involves the industrial scale synthesis and processing of drug products. Key steps include active pharmaceutical ingredient (API) synthesis, combining APIs and excipients, and processing the mixture into solid oral dosage forms like tablets through unit operations such as milling, blending, granulation, drying, compression, and coating. Quality is ensured through strict adherence to good manufacturing practices (GMP) regulations. Excipients are other ingredients included in drug products that aid processing and delivery of the active drug. Common processing routes for solid oral dosage forms are direct compression, dry granulation, and wet granulation which involve different sequences of unit operations.
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This document provides an overview of a series of executive briefing and learning programs presented by the Centre for Executive Education. The series focuses on developing transformational leadership skills for managing modern organizations. The programs cover topics such as leaving a leadership legacy, leading during turbulent times, managing a multigenerational workforce, developing the next generation of leaders, and achieving results through emotional intelligence. Each program aims to help participants strengthen their leadership abilities and create development plans for themselves and their organizations.
Principles of Management NUML University Lecture 2
Here are a few things I would do in this situation:
1. Meet individually with each employee to understand their roles and responsibilities better, listen to any concerns they have, and start building rapport.
2. Hold a group meeting to introduce myself, discuss my management philosophy of teamwork and collaboration, and ask for their input on how to improve morale and work as a cohesive unit.
3. Work with the previous manager to better understand the history and context before making any major changes. Tap into their expertise while also making clear I aim to do things differently with more of a team-focused approach.
4. Develop a plan to delegate more and empower employees so they feel invested and accountable rather than like they're
Synergy & Distributed Leadership Brochure
The document discusses a training program called Synergy that aims to develop distributed leadership, teamwork, and change management skills. The program uses a behavioural simulation to immerse participants in environments of increasing uncertainty and complexity. As the simulation progresses, participants' competencies evolve from individual exploration to more relational skills like cooperation and shared leadership. The experience is meant to have a high emotional impact and teach lessons about managing interdependence, ambiguity, and imperfect information in complex environments. The program analyzes competencies at personal and organizational levels to show how developing skills like flexibility and influence can promote synergies through distributed leadership models.
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. Each program aims to provide practical strategies and techniques for participants to improve their leadership abilities and develop personal leadership plans.
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through teachings on topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. The programs utilize lectures, exercises and peer discussion to help participants strengthen their leadership skills and develop personal leadership plans.
Knowledge management & organizations
This document discusses the role of organizational culture in knowledge management. It begins with definitions of knowledge management and discusses how it can benefit organizations by increasing efficiency, effectiveness, expertise and customer satisfaction. It then explains how knowledge in organizations can be either explicit or tacit. The document also discusses different frameworks for understanding organizational culture, such as the competing values framework, and how culture can impact a organization's approach to knowledge management, whether it takes a process-based approach that relies on formal systems or a practice-based approach that focuses on informal knowledge sharing. Finally, the document analyzes some case examples of knowledge management initiatives within a company and how cultural factors may have influenced their success or challenges.
Principles and practices of Management
The document discusses various concepts related to management including definitions of management, principles of management, and approaches to management. It provides definitions of management from several scholars such as Drucker, Koontz, and Griffin. It also discusses Henri Fayol's 14 principles of administration which include division of labor, authority and responsibility, unity of command, and others. Additionally, the document covers Frederick Taylor's scientific management approach and its techniques such as time study and motion study. It notes criticisms of scientific management from both worker and employer viewpoints.
Principles & Practice of Management - Nature - Arts, Science
Management is both an art and a science. As an art, it involves creativity, personal skills, and perfecting techniques through practice. As a science, management principles are based on experimentation and have universal application. Management draws from various disciplines and integrates their concepts to present new approaches. While principles provide fundamental truths, they must be applied relative to the specific organization and conditions rather than absolutely. Management is also considered a profession as it involves a body of specialized knowledge, acquisition of skills through education and training, professional associations, and ethical codes to serve the interests of others. The concepts of management can be universally applied and transferred across contexts.
Principles of Management Module 1-4 ppt.pptx
The document provides an overview of key concepts in management including definitions of management, managerial roles and functions, and perspectives on management in the context of an evolving global business environment. It discusses management as both an art and a science, levels of management, managerial skills, objectives of management, and the internal and external environment. It also covers functions of management, managerial roles, characteristics of management, challenges of global management, strategies for innovation and entrepreneurship.
Exploring Leadership - BG Group
1. The Exploring Leadership program developed by Cranfield University and BG Group focuses on personal mastery, relationships, and leadership through experiential activities.
2. A key element is a solo reflection experience where participants spend up to six hours alone in nature to reflect on their leadership journey and how to develop more authentic relationships.
3. The program aims to enhance self-awareness and social skills in order to strengthen participants' leadership abilities through coaching, reflection, and real-world conversations.
KNOWLEDGE MANAGEMENT notes.docx
The document provides an overview of a knowledge management syllabus. It outlines 5 units that will be covered: introduction to KM and tools/technologies; social aspects of knowledge and application; KM strategy and metrics; KM tools; and roles/responsibilities in KM. It also includes a lesson on the introduction to KM, discussing its history and evolution driven by advances in technology. Knowledge is defined as information combined with experience, and KM aims to leverage collective knowledge as a strategic asset.
KNOWLEDGE MANAGEMENT notes.docx
The document provides an overview of a syllabus for a course on knowledge management. The syllabus covers 5 units: (1) introduction to KM and its importance; (2) tools, technologies, and knowledge conversion; (3) social aspects of knowledge; (4) KM strategy and metrics; (5) roles in KM and future trends. It also includes an introductory lesson that defines knowledge and its types, knowledge management, and KM principles. The goal is to help students understand how to capture and apply knowledge as a competitive advantage for businesses.
Synergy distributed Leadership Brochure
This document describes a two-day seminar called Synergy that uses a behavioral simulation to train teams. The simulation transitions participants from an environment of uncertainty to one of complexity. Initially, the focus is on exploration and flexibility. Over time, an emphasis on teamwork, communication, and shared leadership develops. As the simulation progresses and challenges increase, participants learn to cooperate, see the bigger picture, and balance individual and group goals. The intense experiential learning results in high emotional impact and internalization of lessons around managing change through distributed leadership and teamwork in complex environments. A personal and business analysis allows application of lessons to professional contexts.
management of change and development
The document discusses best practices for creating a learning organization. It outlines characteristics of learning organizations like systems thinking, personal mastery, and shared vision. It also discusses benefits like innovation, competitiveness, and improved quality. Some best practices discussed include establishing effective leadership, measuring learning impact, aligning learning with HR and talent management, using an LMS, and fostering informal and on-demand learning. The conclusion states that while learning organization principles are valuable, there is no single strategy and companies must adapt practices to their unique situation and trends.
Global mindset concept
This document discusses global mindset as a driver for global leadership and collaboration. It provides an overview of an upcoming presentation on global mindset, which will define global mindset, discuss how it benefits both individuals and organizations, and provide examples from a case study of how an organization developed and enacted a global mindset. The presentation aims to help organizations understand how to develop global mindset within their own context to improve strategic outcomes.
Master in the science of organizational leadership capstone project
Master in the science of organizational leadership capstone projectTunisia Ismalia Evans. Al-Salahuddin
This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.Similar to IMPM Presentation 2010 (20)
The work of HR part two the flow ofinformation and work.docx
The work of HR part two the flow ofinformation and work.docx
Info Session 09/06/15 - International Master´s Program in Practicing Manageme...
Info Session 09/06/15 - International Master´s Program in Practicing Manageme...
CEE 2014 Executive Briefing - Learn@lunch Series - 2 April 2014
CEE 2014 Executive Briefing - Learn@lunch Series - 2 April 2014
Principles of Management NUML University Lecture 2
Principles of Management NUML University Lecture 2
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
Principles & Practice of Management - Nature - Arts, Science
Principles & Practice of Management - Nature - Arts, Science
Master in the science of organizational leadership capstone project
Master in the science of organizational leadership capstone project
IMPM Presentation 2010
- 1. Contact for further information: Colette Webb IMPM Program Manager info@impm.org / +44 1524 510738 IMPM - An Overview
- 3. To share contexts and experiences in order to enrich your learning
- 4. To help you to ask the right questions, rather than provide correct answers
- 6. Modules Themed Around ‘Mindsets’
- 7. The Logic of the Mindsets Reflecting : Managing Self Concepts Competences Worldly Mindset : Managing context Analytic Mindset : Managing organisations Collaborative Mindset : Managing people Action : Managing Change & Continuity person ----> job ----> organisation ----> industry ----> culture
- 8. REFLECTION ACTION “As suggested in the previous figure, everything an effective manager does is sandwiched between action on the ground and reflection in the mind. Reflection without action is passive; action without reflection is thoughtless. Effective managers function at the interface of these two mindsets; where reflective thinking meets practical doing.” Henry Mintzberg, Managers not MBAs, 2004.
- 9. Reflection, Module 1, Cycle 1, 1996
- 10. Managing Self: the Reflective Mindset Reflecting about society, organisation, work, self
- 12. Explores the problems of applying these techniques in complex situations
- 14. Provides experiences that show how managers can feel at home in very different contexts
- 16. Creating a knowledge-sharing & knowledge-creating environment within an organisation
- 18. The role of emotions in managing change
- 19. Value Innovation
- 21. IMPM is ‘Participants’ rather than ‘students’plus engaged, flexible faculty Participants who embrace the challenge to explore, share and reflect Faculty who adapt their material and sessions to engage with participant experience
- 22. Participants’ Experiences “Writing this reflection paper has widened my personal horizon, given me new insights on an academic level, helped me to re-evaluate my personal set of values and attitudes and shown me several fields of improvement within my own scope of work.” GötzAhmelmann IMPM 2004 Senior Manager, Corporate Strategy Lufthansa
- 23. Participants’ Experiences “The IMPM is the beginning of an incredible journey that will have lifelong impact, contributing greatly to personal and professional growth. It provides participants with a unique opportunity to reflect deeply on the practice of management, extending well beyond the components of a more traditional business degree. The IMPM encourages individuals to explore new and diverse ways of thinking and acting to strengthen leadership and management capabilities. The program's content is highly relevant to today's issues and challenges, and is further enriched by the diversity of skill, knowledge and experience of the global participants.” Mary-Lynn Kassis, IMPM 2002 Senior Human Resources Advisor RBC Financial Group