How Managers Use Their Skills and Experience to Successfully Operate an Organization

The Project
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The Project
The interviewee is a pharmacy manager at Price Chopper Pharmacy, a subsidiary of the Price Chopper supermarkets that were first established in 1973. The Golub Corporation, an American supermarket operator is the owner of the entity together with Market 32. The corporation first opened its supermarkets in 1932 in New York’s Capital District and in 1973, the entity changed its name from Central Market to Price Chopper. My interviewee first worked as a pharmacist at Target pharmacy and after two years, he became a pharmacy manager at Price Chopper Pharmacy. The interview presented insights on how managers use their skills and experience to successfully operate an organization. It has shown the additional skills that managers possess besides those acquired through learning that they use to strike a rapport with their teams and achieve the organization’s goals.
Time Management
The interview began by assessing the manager’s daily activities to determine how he manages his time and events. Therefore, based on the question of how his typical day at work looks like, the manager noted that he begins his day by checking the works of other subordinate members from the previous day’s plan. He also noted that he checks the storage of some medications and ensures that all the medications ordered arrived as expected and are stored appropriately. In addition, he ensures that patients take their medications safely and effectively and also trains the pharmacy technicians on what to do. He tries his best to support them to meet the federal standards of operation. All these engagements communicate the manager’s attitude towards his work. Chapter 3 source on attitudes and perceptions talk about attitude as a mindset or a tendency to act in a particular way. The manager has established a routine way of conducting his activities, which shows his positive attitude towards his work. He exhibits a tri-component model of attitudes through his actions, feelings towards his subordinates, and beliefs about how he is supposed to operate.
Workplace Interactions
The next question focused on assessing the manager’s experience at the workplace, in terms of what he likes most and one that he does not like. In his response, he noted that he likes creating relationships with his patients and being able to assist them in their medications. He also stated that he loved assisting his pharmacists and technicians in their education. The manager’s actions are based on attribution theory, which provides him with a better understanding of both the patients and his staff members in terms of their motivation needs. The manager utilizes attribution to get an emotional response from both the patients and his pharmacists and technicians to achieve the relevant behavioral motivation. When the patients see him, they feel encouraged to take their medicines. On the contrary, his subordinates are encouraged to continue improving in their skills as a way of positively responding to his efforts.
His engagement with the patients and his subordinates is also based on the expectancy theory, which suggests that for any given situation, the level of a person’s motivation depends on his or her desire for an outcome. Encouraging the patients to take the drugs creates a desire in them to obtain a positive outcome of their condition. In this case, the patients do not only focus on the outcome of getting well, but also on the desire to make the manager happy by achieving his expectations. Similarly, his enthusiasm in dealing with his subordinates, in which by going an extra mile to train them, he creates an expectation in them. The members do not only work towards meeting their individual expectations, but also strive to ensure that they make the manager happy. The love for his pharmacists is evident in his disdain at following up on the targets that the organization presents to the pharmacists. He believes that those targets are too stressful and that an alternative approach should be used. The manager does not also like the company’s methods of addressing the loss of medications at the pharmacy as it also means that the pharmacists are at more pressure to explain the losses.
The next question focused on assessing the manager’s unique skills that makes him different from the rest of the pharmacists, who are presumed to have the same skills by virtue of belonging to the same profession. The manager notes that besides the basic...