RESUMEN
According to the author, materiel management can be a catalyst to a mutually beneficial relationship between their department and the pharmacy, particularly in wholesaler selection, buying group decisions and inventory control--if they use the right approach.
Asunto(s)
Relaciones Interdepartamentales , Administración de Materiales de Hospital/organización & administración , Servicio de Farmacia en Hospital/organización & administración , Control de Costos , Toma de Decisiones , Inventarios de Hospitales , Departamento de Compras en Hospital/organización & administración , Estados UnidosRESUMEN
These projects have realized significant control of drug costs while also serving as a basis for future project implementation. In general, communication through the P&T, medical department heads, and senior hospital administrators has positively impacted on the ability to achieve these cost savings. The forms of communication have incorporated written and posted information along with oral presentations for the purposes of enhancing positive and progressive service in the cost-efficient delivery of pharmacotherapy.
Asunto(s)
Antibacterianos/uso terapéutico , Servicios de Información sobre Medicamentos , Utilización de Medicamentos/economía , Cuerpo Médico de Hospitales/educación , Control de Costos/métodos , Toma de Decisiones , Industria Farmacéutica , Estudios de Evaluación como Asunto , Hospitales con más de 500 Camas , Illinois , Estados UnidosRESUMEN
It is 9 months after reconfiguration, and it is safe to say that the operation is a success. The quality of distributive service provided by the department has improved. Pharmacists and technicians report a higher degree of job satisfaction, and the dimension and quality of the clinical programs now cannot be compared with before. Future plans are to evaluate technician order entry as a means of further increasing pharmacists' time for clinical activities. This must be accomplished in a manner that ensures appropriate concurrent monitoring and screening of orders with compromising patient therapy. The department also is planning follow-up surveys that address the staff's attitudes regarding the reconfiguration. Recognizing change as a dynamic process, we plan to continue involving the entire pharmacy staff in the planning and implementation of future change. While we as managers were able to recognize the need for global change, it is our staff who helped us identify specific changes that led us to the needed skill mix adjustment. It is also essential that the staff understand that resources are limited and that is why compromise is sometimes necessary.