PHM215H1 - Course Outline and Syllabus

Transcription

1 PHM215H1 - Course Outline and Syllabus Course Title: Management: Skills, Communication & Collaboration Schedule: Fridays from 11:00 13:00 in PB B250 (unless noted otherwise) Course Description: Management skills and related communication and collaboration skills are essential for success in any field of pharmacy practice. This course will provide students with an introduction to basic concepts in management, communication and collaboration with other health and business professionals, and will focus on practical exercises that will enable students to apply knowledge and skills. This course is also designed to give students a broad overview of these areas so students are better prepared to work effectively in their chosen field. Students will consider how pharmacy practice in different settings has evolved from 1970 to 1985 to 2000 to 2015, as well as how practice may evolve in the future. In doing so, students will develop a greater appreciation of the management, communication and collaboration skills required to deliver effective, sustainable and measurable services regardless of their area of practice in the future. Overall, the aim of this course is to provide students with an exposure to management fundamentals that compliment clinical skills that enable the sustainable provision of high quality services that are patient focused and demonstrate value. Required Course: Yes 1. Course Learning Objectives: Upon completion of this course, students will have achieved the following learning objectives: Understand relevant management, communication and collaboration theory and skills/techniques that are necessary for success in any field of pharmacy practice (includes strategic planning, decision making, managing human and financial resources, leadership, effective communication, and performance measurement.) Review and analyze a business plan related to pharmacy practice to enable practical implementation of theory learned in class. Understand the framework for a business plan that can be used as the basis for a future submission to the Faculty of Pharmacy s Business Plan Competition and in practice in one s career. Identify the context for management, communication and collaboration within various fields of pharmacy practice. Self-identify skills that need to be developed at entry to practice and in subsequent years. Discuss the evolving role of pharmacy/pharmacists in healthcare and the role of management, communication and collaboration skills in enabling successful expansion in the Scope of Practice of the profession, and the broader utilization of pharmacy services within the Canadian healthcare ecosystem. Understand why building relationships and continuous development of collaboration, communication and management skills are keys to success in practice regardless of setting. Identify different leadership styles and have an appreciation for their appropriate application. Knowledge Introductory Level: Students will learn and understand the basic principles that relate to management, communication and collaboration including planning, strategic planning, decision making, managing human and financial resources, leadership, communication, measurement and business plan development. Students will also develop habits related to awareness of the world around them, and how current events, economic changes and political climate impact the practice of pharmacy in multiple practice settings. Intermediate Level: Review of a business plan that allows students to apply their knowledge and skills and demonstrate their understanding of fundamental business theory. The intent is to focus on the application of management, communication and collaboration in a pharmacy practice environment of the student s choice.

2 Skills Introductory Level: Relationship building, interpersonal and team-building skills, negotiation, management skills, including human resource management; performance measurement Intermediate Level: Business planning including financial planning skills; communication skills, leadership skills (including collaborative skills), decision making Attitudes/Values Introductory Level: Reflect on own leadership and communication style; consider the value of all members of multidisciplinary teams and stakeholders Intermediate Level: Acquire and include the patient centered focus to management and business planning processes; reflect on the relationship between clinical, pharmaceutical and management skills 2. Rationale for Inclusion in the Curriculum: This is a core course in the program and will serve as the introduction to the Management curriculum for students. The intent is for this course to provide students with exposure to a broad set of skills that complement their clinical training, and as per the AFPC guidelines that will allow future Medication Experts to succeed as Communicators, Collaborators and Managers. 3. Pre-requisites: Health Systems 1 4. Statement of agreement from course coordinators of courses for which this course is a pre-requisite: 5. Co-requisites: 6. Statement of agreement from coordinators of courses for which this course is a co-requisite: 7. Course Contact Hours and Teaching Methodologies: Didactic (lecture) Large group problem-based or case-based learning Large Group Size Laboratory or Simulation Tutorial/Seminar/Workshop/Small Group Small Group Size Experiential On-line Other (please specify)* Preparation for each class, business plan completion * Other specific information: Total course contact hours 26 hours 240 persons 6 hours hours 32 hours 8. Estimate and description of student's weekly out-of-class preparation time excluding exam preparation: As per the above table, total out-of-class preparation time excluding exam preparation is estimated at hours total. 9. Course Coordinator and contact information: Mike Sullivan, mike.sullivan@utoronto.ca, Ext Course Instructors and contact information: Mike Sullivan, mike.sullivan@utoronto.ca, Ext 221

3 Teaching Assistants Basil Bereza: Ghislaine Ngo Ndjock Mbong: Simmyung Yook: The Course Instructor and all TAs are to be contacted by in order to set up an appointment formal office hours will not be kept. All students will be required to communicate with a TA before contacting the Course Instructor to answer a question or resolve an issue. Each student will be assigned to one of the three TAs as a primary contact. In addition, the primary TA for a student will be responsible for evaluating all exams and assignments for their roster of students. Students are encouraged to reach out to either of the other two TAs who are not their primary TA should the primary TA be unavailable to address a question or concern. 11. Required Resources/Textbooks/Readings: There are no required textbooks. Required readings will be assigned each week and will serve as reference materials for all examinations and assignments. All required readings will either be posted or referenced within the course Blackboard. 12. Recommended Resources/Textbooks/Readings: Hindmarsh KW, Jaczko, MS, Low A, Perepelkin, et al. Pharmacy Management in Canada, 1 st Ed, Canadian Foundation for Pharmacy Topic Outline/Schedule: Week 1 (January 8): Context & Necessary Skills Topic/Lesson Objectives: Provide context to the students as to why the course material is being taught as a core offering in the Faculty of Pharmacy. What do management, communication and collaborative skills mean to successful practice in any pharmacy setting? Understand how pharmacy practice has evolved in 15 year cycles from 1970 to 1985 to 2000 to 2015, and what 2030 and 2045 could look like how have management, communication and collaborative skills worked to expand the role of the pharmacist in a Canadian context? What is next in the coming three decades? What will happen to pharmacists in the evolving areas of practice who are not capable managers, communicators and collaborators? Understand what skills are required to be a successful manager: relationship building, conceptual, interpersonal, negotiation, visualization, leadership and technical Understand management roles: interpersonal, informational, decision making. Consider which skills need to be developed as a student, and which skills require a longer cycle to develop. Determine how management skills can be developed during training and early in one s career. Week 2 (January 15): Business Planning, Strategic Planning & Decision Making What needs to happen in a given practice setting? Why? Goal setting Strategic planning process: Focus on vision and objectives Internal and external analysis S.W.O.T. considering Strengths, Weaknesses, Opportunities and Threats Developing competitive advantage

4 Decision making addressing the universal problem of imperfect information, and understanding the roles of fear of failure and fear of success in preventing effective decision making Ethics and professionalism in decision making [Link to PHM114 Social & Behavioural Health] Introduction to business planning (to be addressed more fully in later lecture) Week 3 (January 22): Managing Human Resources & Effective Collaboration (Part 1) Which human resources need to be considered in the context of a given practice setting/venture? Key HR fundamentals: job descriptions talent assessments performance reviews developing incentives measurement legal considerations, including Human Rights and relevant employment law staff retention Recruitment & Networking foundations for collaboration Week 4 (January 29): Managing Financial Resources (Part 1) Key financial literacy and comprehension financials for managers: Time Value of Money Rates of return Risk vs. reward & risk premium Compound interest Marginal taxation & types of income Internal rate of return Week 5 (February 5): Managing Financial Resources (Part 2) Basic financial ratio understanding Overview of financial statements and how they are created in the context of business plans (pro-formas), Budgeting Sources of capital MID-TERM EXAM: Friday, February 12 from 08:45 10:45 in EX 100 (class to follow) Week 6 (February 12): Managing Human Resources & Effective Collaboration (Part 2) People as a strategic resource Composition of a team; working in teams; attributes of high performing teams Organizational culture Negotiation & the management of human and financial resources Time, change and project management

5 Week 7 (February 26): Business Planning Components (Part 1) Discuss key components of a business plan that need to be considered in evaluating an idea: Executive Summary (effective communication of the idea in a compelling manner) Company Description Industry Analysis & Trends (effective non-clinical research) Identification of Target Market Competitive Landscape (effective competitor analysis and research) Strategic Position & Risk Assessment: managing risk and mitigation Week 8 (March 4): Business Plan Components (Part 2) Discuss key components of a business plan that need to be considered in evaluating an idea: Marketing Plan & Sales Strategy Technology Plan (the necessity of technology in any business plan consideration in 2015 and beyond) Management & Organizational Structure (effective collaboration) Milestones Financial Analysis Week 9 (March 11): Communication (Part 1) - Dr. Zubin Austin Week 10 (March 18): Communication (Part 2) Dr. Zubin Austin Topics covered in the communication lectures will include: Language competence in professional settings Non-verbal communication competence Listening competence Interpersonal communication & asking effective questions Impact of social media in collaboration, communication and management Conflict in inter-professional life; strategies to minimise conflict; conflict resolution Public speaking: effective presentations & effective meeting management Public speaking: importance of preparation and resources for skill development Thought leadership: the ability to stand out in a crowd and how thought leadership is achieved Impactful written communication for managers Differentiation of constructive feedback versus criticism Week 11: Leadership NOTE: Thursday, March 24 from 10:00 12:00 in MC 102 What is leadership? What does it mean in the context of being a pharmacist? Influence as a measure of leadership The role of experience in developing leadership skills The development of reputation and trust The necessity of adding vale and the giving before receiving principle Optimization of available human and non-human resources in an era of rising pressure on resource inputs Problem solving Leadership and the importance of taking initiative Identify 5 drivers of emotional engagement Identify 6 principles of influence Week 12 (April 1): Case Studies in Various Settings in Pharmacy Practice Practical examples of the implementation of Management, Communication and Collaboration in: Institutional pharmacy practice (tertiary care and smaller centres) Community pharmacy practice Multidisciplinary health teams Government & public policy Executive management

6 Academia Consulting Health care administration Technology Week 13 (April 8): Performance Measurement If something cannot be measured it cannot be managed why is that? Selecting right measures to assess Consider the data points/inputs to be considered in measurement Building business cases for change Understanding measurement technology and the role of this technology in practice Continuous Quality Improvement 14. Assessment Methodologies Used: Assessment 1: Mid-Term Examination (February 12) assessment of comprehension of fundamentals to date Assessment 2: Business Plan Review synthesis of key fundamentals of collaboration, effective communication and management skills in the context of a review of a Business Plan that will be developed for the students consideration. Assessment 3: Final Exam assessment of comprehension of all course fundamentals, and synthesis of the information to address short answer and case questions. Assessment Method Used Assessment 1: Multiple Choice & Short Answer questions Assessment 2: Review of a business plan outline business plan to be provided to students. The focus of this assessment will be a critical review of the business plan and a commentary outlining its strengths and areas for improvement, as well as commentary on the likely success of the venture moving forward. Assessment 3: Multiple Choice, Short Answer and Case questions When Administered Assessment 1: February 12, 2016 Assessment 2: Assigned in Week 4 of the course, due March 18, 2016 Assessment 3: Exam Period Percentage of Course Grade Assessment 1: 30% Assessment 2: 25% Assessment 3: 45% Expectation for pass grades for all Pharmacy courses is 60%.

7 15. Policy and procedure regarding make-up assignments/examinations/laboratories: Missed Exam/Class Test Policy Students who miss an examination or a test and who have a valid petition filed with the Registrar s office will be eligible to complete a make-up examination or test. The format of this examination or test will be at the discretion of the course coordinator, and may include, for example, an oral examination. Missed Assignment Policy: Students who fail to submit an assignment by the specified due date, and who have a valid petition filed with the Registrar s office will be eligible to submit the completed assignment, or an alternative assignment based on course requirements, with no academic penalty. Late Assignment Policy: Students who fail to submit an assignment by the specified due date will receive a deduction of 10% for each day beyond the due date (including weekends/holidays), to a maximum of 100%. Assignments will not be accepted for grading after nine (9) late days.