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Pharmacy Practice Unit:- 2 (Part:- D,E,F):- Hand Written Notes


Medication adherence
Causes of medication non-adherence, pharmacist role in the medication adherence, and monitoring of patient medication adherence.
e) Patient medication history interview
Need for the patient medication history interview, medication interview forms.
f) Community pharmacy management
Financial, materials, staff, and infrastructure requirements.

Before reading on, think about the following questions to identify
your own knowledge gaps in this area:
■ What are the principles of effective meetings management?
■ How does a successful team differ from a group of workers?
■ Give one example of a simple time-management tool.
■ Describe one theory of motivation in the workplace. How could I apply this theory to the pharmacy team

Many advertisements for pharmacist positions in community pharmacy
are for the job title of pharmacist-manager. Even within the more clinically orientated positions, the community pharmacist will be expected to manage clearly defined projects that will call on their management skills. This dual role of both pharmacist and manager can sometimes cause conflict as the pharmacist may struggle to effectively balance the two roles. In many cases, the pharmacist will focus on their professional role and neglect their
management responsibilities. This unbalanced approach can often lead to
reduced job satisfaction. Increasingly the specific management skills required by the community pharmacist are necessary in order to participate more fully in their professional role. This chapter focuses on the management skills required in the community pharmacy in order to be effective in
offering new services. The implementation of new services makes new demands on our resources and the way that the pharmacy team operates.
Before new services can be launched it is necessary to look at how established management techniques can help to achieve our objectives.
In many cases the community pharmacist has unusual working conditions compared to other managers. This is often a consequence of the high level of public accessibility and the pharmacist being actively engaged in the supply process.
The Health Act 2006 addresses many of the difficulties relating to the