pmnl midterms

• Resource management is the process of planning, organizing, and allocating resources to efficiently and effectively achieve organizational goals.
• Resources can include:

  • Human resources (employees)
  • Financial resources (money)
  • Physical resources (equipment, facilities)
  • Intangible resources (knowledge, information)
• Resources must be used to the maximum capacity for the minimum amount of cost.
• Tasks should be allocated to resources in a fair and balanced manner.
• The data required for effective resource management includes:

  1. Demand for resources
  2. Available resources
  3. How the resources will fit into the demands (what is required of the resources)
• Resource planning is a detailed strategy that outlines how resources will be allocated & managed to achieve a specific goal or project objective. It typically includes information about the types of resources needed, the quantity of each resource, the timeline for resource allocation, and the responsible parties for managing each resource.
• Creating a Resource Management Plan

  • Identify resources
  • Adjust resources
  • Allocate resources
  • Evaluate resources
  • Manage resources
• Resource Breakdown Structure (RBS) is a hierarchical structure that organizes project resources into categories & subcategories. It helps to identify and manage resources more effectively by breaking them down into smaller, more manageable components.
• Responsibility Assignment Matrix (RAM) is a matrix that shows how project resources are allocated to different tasks or activities. It helps project managers ensure that resources are being used efficiently & that there are no conflicts or overlaps in resource allocation
• RACI Matrix is used to clarify the roles & responsibilities of team members in a project or process. It defines who is responsible for completing a task (Responsible), who is ultimately answerable for the task (Accountable), who needs to be consulted before a decision is made (Consulted), and who needs to be informed about the decision or outcome (Informed)
• Resource overallocation simply means when a person is given too much work. They can’t finish it in the time you’ve scheduled or allocated for it to be completed.
• Resource overallocation can lead to overtime, which impacts the budget, or can block & even derail a project
• Resource Histogram is a quick and easy way to view the allocation of resources and note whether any are over- or under- allocated
• Resource Dependency refers to a theory that an organization should guard against “having all their eggs in one team basket” or over-reliance on one team to accomplish core work.

  • You want to plan against an unhealthy dependency on one team or one resource to accomplish the work.
  • You can mitigate this by distributing the work across multiple resources, or having backup plans if planned equipment resources should become unavailable
  • If one team member has too many tasks and not the available time to get it all done, they could be blocking other people’s work
• Resource Leveling is leveling resources – juggling act, whereby you manage resource availability across a project or multiple projects
• Resource leveling can be accomplished by extending the duration you had planned for certain tasks to be accomplished by adjusting the start and end dates, depending on whether you have the resources to complete them now or not.
• Resource Management in Pharmacy involves ensuring that the pharmacy has an adequate supply of medications, equipment, and staff to meet the needs of patients while also managing costs and ensuring compliance with regulations.
• Resource Plan includes details about the medications needed to fill prescriptions, the number of pharmacy technicians needed to process orders, and the budget allocated for purchasing new equipment. By creating a resource plan, pharmacy managers can ensure that resources are allocated efficiently, costs are controlled, & patient needs are met.
• Northouse, 2007


  Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.
• Kruse, 2013


  Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal
• Zeitchik, 2012


  Leadership is inspiring others to pursue your vision within the parameters you set, to the extent that it becomes a shared effort, a shared vision, and a shared success
• Jago, 1982


  Leaders carry out this process by applying their leadership knowledge & skills called Process Leadership
• Jago, 1982


  However, we know that we have traits that can influence our actions called Trait Leadership
• While leadership is learned, a leader's skills and knowledge can be influenced by his or her attributes or traits, such as beliefs, values, ethics, and character.
• Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique
• Leader – you must have an honest understanding of who you are, what you know, and what you can do

  • Note that it is the followers, not the leader or someone else who determines if the leader is successful
  • To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed successfully
• Followers – different people require different styles of leadership

  • You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation.
• Communication – lead through two-way communication

  • Much of it is nonverbal
• Situation – all situations are different. What you do in one situation will not always work in another

  • You must use your judgment to decide the best course of action and the leadership style needed for each situation.
• Leadership theories seek to explain how and why people become leaders. Such theories often focus on the characteristics of leaders, but some attempt to identify the behaviors that people can adopt to improve their leadership abilities in different situations.
• Early debates on the psychology of leadership often suggested that such skills were simply abilities that people were born with. In other words, these theories proposed that certain people were simply born leaders
• Some more recent theories propose that possessing certain traits may help make people nature leaders, but that experience and situational variables also play a critical role
• Early leadership theories focused on what qualities distinguish between leaders and followers, while subsequent theories looked at other variables, such as situational factors and skill levels.
• According to Great Man Theories, great leaders are simply born with the necessary internal characteristics such as charisma, confidence, intelligence, and social skills that make them natural-born leaders.
• In the 1840s, Thomas Carlyle suggests great leaders are born, not made.
• Great man theories assume that capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed.
• The term "Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership.
• Great Man theories suggest that people cannot really learn how to become strong leaders. It's either something you are born with or born without
• Trait theories assume that people inherit certain qualities & traits that make them better suited to leadership.
• In 1936, Psychologist Gordon Allport found that one english-language dictionary alone contained more than 4,000 words describing different personality traits. He categorized these traits into 3 levels