What is it about?
The article "Management Motivational Role and Support for Pharmacists in the Healthcare Field" by Mostafa Essam Ahmed Eissa, published in the January 2019 issue of i-manager's Journal on Management, explores the critical role of management in motivating and supporting pharmacists within the healthcare sector. The study emphasizes the importance of managerial tasks in maintaining high-quality work among pharmacists, especially in critical situations that directly impact patient care. It highlights how effective management can enhance the morale and attitudes of pharmacists, which in turn improves the quality of patient treatment and outcomes.
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Why is it important?
The importance of management's motivational role and support for pharmacists in the healthcare field can be understood through several key points. Enhanced Patient Care: Motivated and supported pharmacists are more likely to be engaged and committed to their work, leading to better patient care and outcomes. Job Satisfaction: Effective management practices can significantly improve job satisfaction among pharmacists, reducing burnout and turnover rates. Professional Development: Supportive management encourages continuous learning and professional growth, which is crucial in a field that constantly evolves with new medications and treatments. Operational Efficiency: When pharmacists feel valued and motivated, they are more efficient and productive, which can improve the overall efficiency of healthcare operations. Team Cohesion: Good management fosters a positive work environment and strong team dynamics, which are essential for effective collaboration in healthcare settings. By focusing on these areas, management can ensure that pharmacists are well-equipped to meet the demands of their roles, ultimately benefiting the entire healthcare system.
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Read the Original
This page is a summary of: MANAGEMENT MOTIVATIONAL ROLE AND SUPPORT FOR
PHARMACISTS IN HEALTHCARE FIELD, i-manager’s Journal on Management, January 2019, i-manager Publications,
DOI: 10.26634/jmgt.13.3.15131.
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