This study examined the effects of scores on state anxiety on overall accuracy of performance and speed of working in a simulated pharmacy dispensing task. 75 undergraduates worked in a simulated pharmacy environment,...
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This study examined the effects of scores on state anxiety on overall accuracy of performance and speed of working in a simulated pharmacy dispensing task. 75 undergraduates worked in a simulated pharmacy environment, designed by Schell and Grasha in 1998, to fill 42 mock orders for simulated pharmacy items. Participants' accuracy and work place in the simulation, presimulation stress, and postsimulation perceived workload and state anxiety were measured. Analysis indicated that state anxiety and overall accuracy were strongly related. State anxiety appears to be one of the best predictors of errors in the simulated pharmacy dispensing task found so far, while the lack of relationship between work pace and accuracy was confirmed. Work pace predicted accuracy, indirectly, but only after statistically removing the effects of anxiety, task frustration, significant-other stress, and grade point average.
OBJECTIVE: To measure the effects of a Pharmaceutical Care Certificate Program (PCCP) in community pharmacists. DESIGN: This study compared the effects of the PCCP over time using a repeated measures design. SETTING: ...
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OBJECTIVE: To measure the effects of a Pharmaceutical Care Certificate Program (PCCP) in community pharmacists. DESIGN: This study compared the effects of the PCCP over time using a repeated measures design. SETTING: Retail, independent, and managed care pharmacy. PARTICIPANTS: 36 pharmacists who participated in the PCCP. INTERVENTIONS: PCCP, which was developed to train pharmacists in (1) practice re-engineering, (2) components of pharmaceutical care, and (3) drug therapy management of disease states. MAIN OUTCOME MEASURES: (1) pharmacist job functions, (2) pharmaceutical care job functions, (3) pharmaceutical care components, (4) pharmacist-perceived barriers to providing pharmaceutical care, and (5) proposed solutions for overcoming barriers. RESULTS: When comparing pharmacists at baseline and after 1 year, pharmacists after 1 year felt significantly better prepared to perform all pharmaceutical care components. CONCLUSION: Although the PCCP was successful in preparing pharmacists to perform the pharmaceutical care components covered in the program, time seems to be one of the major barriers for their actual implementation into practice. One proposed solution is the development of partnerships between pharmacists and schools of pharmacy.
OBJECTIVE: To describe service blueprints, discuss their need and design, and provide examples of their use in advancing pharmaceutical care. BACKGROUND: Service blueprints are pictures or maps of service processes th...
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OBJECTIVE: To describe service blueprints, discuss their need and design, and provide examples of their use in advancing pharmaceutical care. BACKGROUND: Service blueprints are pictures or maps of service processes that permit the people involved in designing, providing, managing, and using the service to better understand them and deal with them objectively. A service blueprint simultaneously depicts the service process and the roles of consumers, service providers, and supporting services. Service blueprints can be useful in pharmacy because many of the obstacles to pharmaceutical care are a result of insufficient planning by service designers and/or poor communication between those designing services and those implementing them. One consequence of this poor design and communication is that many consumers and third party payers are uninformed about pharmacist roles. Service blueprints can be used by pharmacists to promote the value of pharmaceutical care to consumers and other decision makers. They can also assist in designing better pharmaceutical services. METHODS: Blueprints are designed by identifying and mapping a process from the consumer's point of view, mapping employee actions and support activities, and adding visible evidence of service at each consumer action step. Key components of service blueprints are consumer actions, "onstage" and "backstage" employee actions, and support processes. DISCUSSION: Blueprints can help pharmacy managers identify and correct problems with the service process, provide pharmacy employees an opportunity to offer feedback in the planning stages of services, and demonstrate the value of pharmaceutical services to consumers. CONCLUSION: Service blueprints can be a valuable tool for designing, implementing, and evaluating pharmacy services.
OBJECTIVES: An integrated health system in a large metropolitan area, to maximize its manpower and resources, developed a pharmacist-operated Health Management Center (HMC). The primary objectives of the HMC are to pr...
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OBJECTIVES: An integrated health system in a large metropolitan area, to maximize its manpower and resources, developed a pharmacist-operated Health Management Center (HMC). The primary objectives of the HMC are to provide a continuum of patient care, decrease emergency department visits, decrease episodes of hospitalization, and increase patient satisfaction and quality of life. SETTING: The HMC based at a 300-bed community hospital of an integrated health system in a large metropolitan area. PRACTICE DESCRIPTION/INNOVATION: Chronic diseases, including coagulation disorders, asthma, diabetes, hypertension, congestive heart failure, and dyslipidemia, will be managed by the primary care pharmacist at the HMC. The HMC pharmacist uses a team approach to promote good health by cooperating with patients, the physician clinic director, and other professionals in designing, implementing, and monitoring therapeutic plans that produce specific therapeutic outcomes. The pharmacist evaluates patients using physical assessment skills;performs point-of-care laboratory tests;obtains medication history, including information on compliance, response to drug therapy, and adverse reactions;adjusts and orders medications;and schedules follow-up appointments. INTERVENTIONS: The anticoagulation service was the first program to be established. The pharmacist is authorized to perform point-of-care testing for prothrombin times, adjust doses of anticoagulants, order vitamin K, and schedule return visits per established guidelines. MAIN OUTCOME MEASURES: Emergency department visits, episodes of hospitalization, patient satisfaction, and quality of life. RESULTS: The results for 39 patients 6 months before their enrollment in the HMC's anticoagulation service and for the first 6 months following their enrollment, after adjusting for a 1-month-washout period, showed a decrease in hospitalization rate by 57.9% (p = .078) and total hospital days by 71.1% (p = .108). No change was observed in us
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