scholarly journals A required course in leadership, entrepreneurship, and administration in pharmacy

2021 ◽  
pp. 626-641
Author(s):  
Natalie DiPietro Mager ◽  
Kevin M. Ernst ◽  
Kyle W. Parker ◽  
Brittany N. Bates ◽  
Benjamin D. Aronson
Keyword(s):  
Leadership Development ◽  
Human Resources Management ◽  
Financial Statement ◽  
Current Form ◽  
Resources Management ◽  
Pharmacy Profession ◽  
Management Leadership ◽  
Personal Leadership ◽  
Development Plans ◽  
Poster Presentations

Context: Worldwide, there is growing interest in equipping pharmacy graduates with the requisite skills to assume responsibilities related to management and leadership in the profession. To meet this need, the required course “Leadership, Entrepreneurship, and Administration in Pharmacy” is provided as a culminating experience for pharmacy students. Description of course: In this course, students learn concepts related to management, leadership, and entrepreneurship and complete assignments including financial statement exercises, human resources management simulations, personal leadership development plans, and business plan projects with professional poster presentations. The course in its current form has been offered four times to 541 students. Evaluation: Student evaluations (n=214) show the course is well-received and provides opportunities to develop knowledge and skills not covered previously. As the pharmacy profession is constantly evolving, students need a strong foundation in management, leadership, and entrepreneurship. Sharing experiences from this course will aid faculty at other institutions wanting to include similar topics in their curriculum.

scholarly journals Atribuições e competências de gerentes de enfermagem: pesquisa descritiva exploratória

2017 ◽  
Vol 16 (2) ◽  
pp. 130
Author(s):  
Nayara Mizuno Tironi ◽  
Elizabeth Bernardino ◽  
Maria do Carmo Lourenço Haddad ◽  
Miriam Aparecida Nimtz ◽  
Danelia Gomez Torres ◽  
...  
Keyword(s):  
Conflict Management ◽  
Care Management ◽  
Human Resources Management ◽  
Qualitative Approach ◽  
Teaching Hospitals ◽  
Structured Interviews ◽  
Resources Management ◽  
Management Leadership ◽  
Management Method ◽  
Institutional Representation

im:  to  identify  the  attributes   and  competencies  of  nursingmanagers in the teaching hospitals in the state of Paraná, in relation to their teaching, research,   care   and   management.   Method:   a   descriptive,   exploratory,   qualitative approach,  carried  out  in  12  teaching  hospitals  in  Paraná,  through  semi-structured interviews  with  13  nurses  who  occupy  the  top  position  in  nursing.  The  interviews included  identification  data  of  the  participants,  their  positions  and  their  attributes  and competencies.  Results:  the  attributes  were;  institutional  representation,  nursing  care management,  human  resources  management  and  teaching.  The  skills  that  stood  out after  content  analysis  were;  conflict  management,  leadership,  decision  making  and policy.  Conclusions:  although  the  research  was  carried  out  in  teaching  hospitals,  the most  frequent  assignments  and  competencies  of  managers  relate  to  the  managerial dimension to the detriment of the teaching and research dimensions.

scholarly journals Is Generation Z changing the understanding of HR work?

2021 ◽  
Vol 1 (2) ◽  
pp. 75-94
Author(s):  
Matthias Bender
Keyword(s):  
Human Resources ◽  
Qualitative Content Analysis ◽  
Human Resources Management ◽  
Talent Management ◽  
Management Approach ◽  
Extensive Literature ◽  
Current Form ◽  
Resources Management ◽  
Generation Z ◽  
Hr Management

This article aims to determine whether and how an increased entry of Generation Z could impact HR work. To answer this, two hypotheses were formulated. Afterward, an extensive literature search was carried out on various databases, with the search results being narrowed down step by step using two selection criteria. The finally selected literature, focusing on German-speaking areas, was then evaluated through qualitative content analysis. First, it was found that the research results on Generation Z are not as uniform as one might assume from the first impression, especially since there is also a tendency in the studies to prefer to interview students. However, it seems that the individual consideration of employees and communication with them will increasingly be demanded by them and thus become the focus of HR work, regardless of whether the employee is a talent or not. This fundamental claim could lead to the fact that the considerations regarding an exclusive or inclusive Talent Management approach are no longer expedient or even rather obstructive, especially since talent management in its current form has apparently not yet arrived at many companies even after more than 20 years. Considering the definition problem of the concept of talent alone, this is not surprising. The advantage of Talent Management over HR Management is that some main tasks from HR management are linked together. However, due to the framework conditions, all employees must be considered individually, and it could make sense to rename inclusive Talent Management to Employee Management. In that case, exclusive Talent Management is understood solely as Talent Management (methodological level), and both terms could be summarized under the generic term Human Resources Management (didactic level). This would result in a hierarchy of terms in which the terms are clearly distinguished from each other. Furthermore, the sharpening of the terms and the concentrated summary of essential aspects of personnel work (see Figure 3) should also make it easier for managers who are inexperienced in personnel work to carry out Human Resources Management. This article aims to contribute to the sharpening of theoretical concepts to facilitate their practical implementation. The article is suitable for entrepreneurs, executives, HR specialists, and academics.

scholarly journals Effective knowledge management in the Nigerian banking industry: Indigenous knowledge

2019 ◽  
Vol 1 (3) ◽  
pp. 10-18
Author(s):  
Osarumwense Iguisi ◽  
Stephen Obeki
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Banking Industry ◽  
Human Resources Management ◽  
Resources Management ◽  
Management Leadership ◽  
The World ◽  
Nigerian Banking

Over the years, there have been an escalating shift from manual work to knowledge work all over the world and knowledge workers are in high demand. This study explores how well knowledge management factors such as information technology, organizational culture, measurement, management leadership and support, and human resources management exist in the Nigerian banking industry and it examined how well these critical success factors are being implemented. The study uses study consisted of members of staff of six selected Nigerian banks. A total of 100 copies of research questionnaire were administered to collect data for the study.  The 100 questionnaires were administered to the respondents out of which 72 copies were duly filled and found usable, amounting to 72% response rate. The study found that there is high level of management leadership and support with mean score of 4.01, organizational culture (4.01), measurement (4.02); information technology (4.43), and human resources management practices (4.18). In total, the mean score for knowledge management practice in the Nigerian banking industry is 4.43, making it a highly practiced concept in the Nigerian banking industry. It is recommended that management of banks in Nigeria should invest in knowledge management activities especially in this time that most economies in the world are knowledge-based.

scholarly journals Transformational Leadership Plans

2017 ◽  
Vol 7 (4) ◽  
pp. 1
Author(s):  
Pedro P Aguas ◽  
Liliana Valle Zapata ◽  
Danilsa Lorduy Arellano
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Skills ◽  
Learning Task ◽  
Educational Model ◽  
University Of Phoenix ◽  
Future Performance ◽  
Successful Leadership ◽  
Personal Leadership ◽  
Development Plans

Higher education institutions are aware of the need to incorporate learning-driven assessment artifacts into theirdoctoral programs to ensure successful leadership development. However, in attempting to integrate learning intostudents’ future performance, it appears that there is no general agreement upon the most effective assignments. Theplethora of leadership tasks makes it difficult for scholars and instructors to guarantee that doctoral learners will usetheir leadership skills in their current or future workplaces. One way to incorporate current learning into professionalperformance is to translate course learning into personal leadership development plans. This article describes ashort-term transformational leadership development plan rooted in the Scholar/Practitioner/ Leader Model,University of Phoenix, U.S.A., educational model. The plan is a culminating learning task of a TransformationalLeadership and Innovation course. Upon completion of this course, doctoral learners would be prepared toincorporate the principles of transformational leadership into their leadership plans when completing them in specificacademic contexts. The plan proposed defines a strategy for maximizing leadership effectiveness and spells outlearning from doctoral courses.

الثقة، الصراع والسلوك التعاوني مع الاخذ بالاعتبار العلاقات التبادلية داخل المنظمات

2007 ◽  
Vol 13 (48) ◽  
pp. 349
Author(s):  
سعد علي حمود العنزي
Keyword(s):  
The Netherlands ◽  
Human Resources ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Cooperative Behaviour ◽  
Resources Management

كثيرة هي البحوث والدراسات التي نراجعها في السلوك التنظيمي، بحكم عملنا كأستاذ دراسات عليا بتخصص ادارة الموارد البشرية ونظرية المنظمة، ووقع بيننا بحثاً نظرياً متميزاً للباحثين (Karin Sanders & Birgit Schyns)([1])، نشر في مجلة اصيلة هي (Personnel Review)، في عام (2006)، بمجلدها (35) وبالعدد (5)، تحت عنوان (Trust, Conflict and Cooperative Behaviour: Considering Reciprocity Within Organizations) . ولنقل الفائدة العلمية للمتخصصين والمعنيين والمهتمين بهذا الموضوع الحيوي، أرتأينا ترجمته بالتصرف الذي يفيد القارئ باللغة العربية. فالبحث يصب غرضه في دراسة قضية محددة تتعلق بالثقة، الصراع، والسلوك التعاوني كحلقات مهمة في العمل التنظيمي، ذلك لأن مخرجات العاملين (Employees Outcomes) المتعلقة بإتجاهاتهم، وسلوكياتهم، تأتي من العلاقات التبادلية التي تقع بينهم، والتي ينبغي اختبارها كخصائص لعلاقاتهم هذه، وليس كسمات لهم. ففي اطار ذلك، تتمثل قيمة هذا البحث برأينا بمحاولة ملئ فجوة التبادلية في علاقات المدراء- والمرؤوسين- المرؤوسين، والتركيز عليها بشدة لتفسير تلك القضية المحددة آنفة الذكر. وبحكم كون البحث الحالي، طبيعته تتصف بالمراجعة العامة للفكر الاكاديمي المطروح على الساحة، فإنه يرتبط بمصطلحات علمية سلوكية كثيرة ابرزها: سلوك العاملين (Employees behaviour) اتجاهات العاملين (Employees attitudes)، احتواء العاملين (Employees involvement) العلاقات الصناعية (Industrial relations)، ادارة الموارد البشرية التطبيقية (Applied human resources management).   [1])) ان  (Karin Sanders) استاذ علم النفس التنظيمي والعمل بجامعة (Twenke, The Netherlands) و (Birgit Schyns)، استاذة مساعدة بدراسات الموارد البشرية بجامعة (Tilburg, The Netherlands).

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