Home' Australian Pharmacist : Australian Pharmacist April 2014 Contents Australian Pharmacist April 2014 I ©Pharmaceutical Society of Australia Ltd.
CONTINUING PROFESSIONAL DEVELOPMENT
SUPPORTING PHARMACY PRACTICE
1. Which of the following statements
regarding change management is
a) Many strategies for change
management are similar to those used
in relationship management.
b) Forces for change within an
organisation can be internal or external.
c) Demographical, economical and
technological factors are examples of
external forces for change.
d) An ageing population, attitudes to
health and automation are examples of
forces for change in pharmacy.
2. Forces against change include:
a) Resource limitation.
b) Risk aversion.
c) Economic and status loss.
d) All of the above.
3. Which of the following statements
regarding change management is
a) In successfully implementing a change,
a need for change needs to exist.
b) Managers should aim to get employees
to identify and understand their vision.
c) Being creative and unconventional is
d) Both A and B are correct.
4. Which of the following is NOT ideal
within the process for change
a) Managers should model the way.
b) Change should be evaluated post
c) Small immediate changes towards
the end goal make successful change
implementation more successful.
d) Managers should consult their human
resources department and allow them
to implement change on their behalf.
2. Trust and support – A healthy and
effective organisation is characterised
by trust, openness, a supportive
environment and authenticity.
3. Power equalisation – Less emphasis
should be placed on hierarchical
structures and control with
more emphasis on flat
4. Confrontation – Issues should be
openly confronted and not ignored or
left passively attended.
5. Participation – Managers should
involve people to maximise their
commitment to implementing
decisions of change.
Sandi’s plan to sail smoothly
After talking to the human resources
department who provided Sandi with
the change management framework
discussed above, and introduced
her to the concept of organisational
development, Sandi feels more prepared
and less anxious about implementing
First and foremost, Sandi is going to sit
down with hospital management and
discuss the need for change and its
urgency. After the poor implementation
last time, Sandi feels that the need
for change must be 100% necessary.
She considers delaying the new system
implementation for six months to work on
the organisational culture, communicating
the vision and creating a team more
receptive to change and learning
through team meetings and team
building activities. Over this time, she will
identify ‘change agents’ within the team
who will help lead the change.
Over this time, Sandi will also assess the
pharmacy’s resources. Time, funding and
staff are the three areas to ensure she
has adequately covered. Sandi will then
begin to communicate the details of the
change and ensure staff are comfortable
with the change and perceive the change
as advantageous and achievable. During
all of this, Sandi needs to model the way
by being positive towards the change,
align her actions with the change and
provide support to staff where required.
During this six month period, Sandi will
work on a structured plan for rolling
out the new system including logging
tasks, time frames for completion
and allocation of resources to
each task including allocation of
responsibility to various staff members.
Sandi maps out expected hurdles like
resistance‐to‐change issues, technical
issues and develops contingencies and
methods to overcome these. She will
devise measurable objectives for various
stages of implementation so that success
can be measured along the way. Sandi
will also set up a program for evaluation
and review that can be used post
implementation. Sandi feels much more
comfortable having a framework to work
within in implementing this change.
Change continues to be a feature
of everyday organisational life –
new technologies, new policies, new
services, new trends, restructures,
downsizing and redundancies.
The ability to live with change is an
attribute of a great manager and will
have a lasting effect on employees.
Managers who are able to live with
change look to the future, see change
as an opportunity, develop their own
coping strategies and accept that
nothing is permanent.5
In conclusion, in building skills in
change management, managers should
work on their ability to live with change
and build skills within the change
management framework provided.
1. Robbins S, Millett B, Cacioppe R. Organisational behaviour.
3rd ed. Sydney: Prentice Hall; 2001.
2. Flanagan N, Finger J. The management bible. Toowong
QLD: Plum Press; 2003.
3. Carlopio J, Andrewartha G, Armstrong H. Developing
management skills: A comprehensive guide for leaders.
3rd ed. Prentice Hall, Sydney; 2005.
4. Quinn R, et al. Becoming a master manager. 3rd Ed. Wiley
& Sons: New York; 2003.
5. Stone RJ. Human resource management. 5th ed. Milton,
Queensland: John Wiley and Sons; 2005.
6. Feletto E, Saini B, Lui G. Practice change in community
pharmacy: using change-management principles when
implementing a pharmacy asthma management service
in NSW, Australia. Int J Pharm Pract 2013;21:28–37.
7. Emmerton L, LeKay K, Saini B, et al. Experiences of
community pharmacy involved in the delivery of a
specialist asthma service in Australia. BMC Health Services
8. Tang R. Change management. Australian Pharmacist
Links Archive Australian Pharmacist March 2014 Australian Pharmacist May 2014 Navigation Previous Page Next Page