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Main Subject - Why Do We Have Conflict At Work? The Ubiquitous Position Description
I once applied for a job as a Training Manager in a dynamic and rapidly developing organisation. My application was successful and I was delighted to find out that one of my colleagues whom I got on with very well from my previous organisation (we occasionally had barbecues at one another's homes) had also applied for a job with the new org
According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
anisation and would be working alongside me. Apparently and unbeknown to one another, we had both applied for the same role as Training Manager. They had liked us both and as they were expanding rapidly, they employed both of us. They designated my role as "Senior Training Manager" and his as "Training Manager". Over barbecue discussions
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
we both said how much we were looking forward to working together in this new and exciting environment.
A couple of weeks into our new roles, my colleague and I were starting to have some differences, which by the end of three months, had escalated to conflict. Why? We liked one another, got on well together both socially and as work col
A couple of weeks into our new roles, my colleague and I were starting to have some differences, which by the end of three months, had escalated to conflict. Why? We liked one another, got on well together both socially and as work col
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
leagues in our previous organisation and shared very similar views on the role of the training function.
The problem lay in the "how" the training function was to be managed I had my views and he had his. Our new organisation had developed Position Descriptions for each of our new roles, but they were written in "input" terms i.e., how
The problem lay in the "how" the training function was to be managed I had my views and he had his. Our new organisation had developed Position Descriptions for each of our new roles, but they were written in "input" terms i.e., how
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
we should do things rather than "output" terms, i.e.., what we were each expected to achieve. As a result, there was major overlap in role descriptions and so our disagreements became "role conflict".
One of the real problems I find with Position Descriptions is that they are often written in Input terms (i.e. what people do) rather than O
One of the real problems I find with Position Descriptions is that they are often written in Input terms (i.e. what people do) rather than O
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
utputs (i.e. what people achieve). This is often sadly also true for PD's written in KRA (Key Result Areas) terms. The result? People can stick rigidly to what they are expected to do rather than looking at the bigger picture and what they need to achieve for the betterment of their team and ultimately, the organisation. In addition to t
ucts have become life saving products for the pharmaceutical companies who doesnt have many innovative molecules in their product pipeline and have been inc
e potential for role conflict, this can lead to other problems.
For example, in larger organisations, particularly where there is a culture of "rigid hierarchy", use of PDs in this manner invariably leads to conflict and the PD being used as alibi paper when something that should have been achieved, slips through the cracks (even the best w
For example, in larger organisations, particularly where there is a culture of "rigid hierarchy", use of PDs in this manner invariably leads to conflict and the PD being used as alibi paper when something that should have been achieved, slips through the cracks (even the best w
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
ritten PDs will not cover all eventualities, that is why the focus on outputs is so important). In smaller organisations, use of PDs written in input terms can lead to a feeling of being overworked or "this is not my responsibility" when the person has to do something that is not specifically written into their PD.
The answer to all of thi
The answer to all of thi
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
, for both large and small organisations, is to use the PD and in particular the writing of the PD, as a process of agreement between people as to what their output areas are. It is the process of discussing and agreeing on output areas that is critical for effective working relationships, job design and ultimately organisation structure, n
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
ot the piece of paper that the PD ends up on.
PDs should not be written in isolation by one person, nor should they be written by the HR Department. The HR Department's (or HR person's) role in PDs is to coach, train and facilitate the writing of the PDs by the people who will be doing the actual work.
How do you write effective Position
PDs should not be written in isolation by one person, nor should they be written by the HR Department. The HR Department's (or HR person's) role in PDs is to coach, train and facilitate the writing of the PDs by the people who will be doing the actual work.
How do you write effective Position
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
escriptions that are expressed in output terms? One way is to convert existing PDs. For example, look at the following list of duties from the Supervisor's PD at a large main frame computer centre:
1. Supervise and direct the operations of the computer room in a large scale, multi-mainframe operations environment.
2. Provide on
1. Supervise and direct the operations of the computer room in a large scale, multi-mainframe operations environment.
2. Provide on
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
the-job training aides for operating staff to ensure the standard operations procedures are maintained.
3. Provide assistance in the analysis and correction of systems hardware, software and production failures and/or notify appropriate personnel.
4. Maintain computer usage records and operational logs.
5. Deputise for the
3. Provide assistance in the analysis and correction of systems hardware, software and production failures and/or notify appropriate personnel.
4. Maintain computer usage records and operational logs.
5. Deputise for the
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
shift manager.
All of the above are expressed as "inputs" rather than "outputs" In output terms they could be written as:
1. Supervise and direct the operations of the computer room in a large scale, multi-mainframe operations environment. Would be rewritten as . . .
Mainframe down time is minimal
Quality output stand
All of the above are expressed as "inputs" rather than "outputs" In output terms they could be written as:
1. Supervise and direct the operations of the computer room in a large scale, multi-mainframe operations environment. Would be rewritten as . . .
Mainframe down time is minimal
Quality output stand
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
rd of data is maintained
All staff meet their performance standards
2. Provide on-the-job training aides for operating staff to ensure the standard operations procedures are maintained. Would be rewritten as . . .
Standard operating procedures followed
Errors are minimised
Problems solved within specified ti
All staff meet their performance standards
2. Provide on-the-job training aides for operating staff to ensure the standard operations procedures are maintained. Would be rewritten as . . .
Standard operating procedures followed
Errors are minimised
Problems solved within specified ti
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
me and quality standards
You may like to try your hand at rewriting 3, 4 & 5!
As you do, you will notice that outputs start to repeat themselves fairly frequently. That's because outputs focus on the results not "how " the job is done. Although "how" is important, it can be stated in terms of standards that must be met and maintained o
You may like to try your hand at rewriting 3, 4 & 5!
As you do, you will notice that outputs start to repeat themselves fairly frequently. That's because outputs focus on the results not "how " the job is done. Although "how" is important, it can be stated in terms of standards that must be met and maintained o
t?
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
erstating the "how" and breaking it down to a small number of tasks, leaves people with no room for initiative nor decision making and often leads to role overlap or underlap which eventually ends in conflict.
How do we arrive at outputs? Very simply. Just add " . . . so that" to each input and complete the sentence. Or, ask "Why?" of ea
How do we arrive at outputs? Very simply. Just add " . . . so that" to each input and complete the sentence. Or, ask "Why?" of ea
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
ch input and keeping asking "Why?" until the answer becomes an output. For example, "Supervise and direct the operations of the computer room in a large scale, multi-mainframe operations environment . . . so that . . . Mainframe down time is minimal . . . so that . . . Quality output standard of data is maintained . . . so that . . . All st
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
ff meet their performance standards" Most PD's written in output terms will have no more than 5 or 6 outputs. For lower level roles, this can rise to as many as 8 10 (although be careful that none of these are or become inputs). The more senior the role, the less number of outputs a manager should have until ultimately the CEO has only
.
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
one "Stakeholder expectations managed effectively"
Remember as I said earlier, it is the process of discussing and agreeing on output areas that is critical for effective working relationships, job design and ultimately organisation structure, not the piece of paper that the PD ends up on. So make sure the people doing the work are invol
Remember as I said earlier, it is the process of discussing and agreeing on output areas that is critical for effective working relationships, job design and ultimately organisation structure, not the piece of paper that the PD ends up on. So make sure the people doing the work are invol
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
ed in writing the PDs.
Oh, by the way, you may be wondering what eventually happened between my colleague and I. He applied for a role elsewhere in the organisation his old role was not refilled. I and the organisation had learned about "outputs" by that stage. Happy output development!
Copyright (c) 2006 The National Learning Institut
Oh, by the way, you may be wondering what eventually happened between my colleague and I. He applied for a role elsewhere in the organisation his old role was not refilled. I and the organisation had learned about "outputs" by that stage. Happy output development!
Copyright (c) 2006 The National Learning Institut
tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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