1. What is the average salary of a Pharmacist Manager?
The average annual salary of Pharmacist Manager is $170,290.
In case you are finding an easy salary calculator,
the average hourly pay of Pharmacist Manager is $82;
the average weekly pay of Pharmacist Manager is $3,275;
the average monthly pay of Pharmacist Manager is $14,191.
2. Where can a Pharmacist Manager earn the most?
A Pharmacist Manager's earning potential can vary widely depending on several factors, including location, industry, experience, education, and the specific employer.
According to the latest salary data by Salary.com, a Pharmacist Manager earns the most in San Jose, CA, where the annual salary of a Pharmacist Manager is $213,690.
3. What is the highest pay for Pharmacist Manager?
The highest pay for Pharmacist Manager is $199,138.
4. What is the lowest pay for Pharmacist Manager?
The lowest pay for Pharmacist Manager is $151,568.
5. What are the responsibilities of Pharmacist Manager?
The Pharmacist Manager manages a staff of pharmacy technicians and pharmacists who compound and dispense prescribed drugs in a retail or healthcare facility environment. Oversees the daily operations of a pharmacy. Being a Pharmacist Manager monitors and audits drug inventory. Ensures compliance with all federal and state regulations and company policies and procedures. In addition, Pharmacist Manager requires a doctorate degree in pharmacy. Requires Registered Pharmacist (RPh) license. Typically reports to a director. The Pharmacist Manager manages subordinate staff in the day-to-day performance of their jobs. True first level manager. Ensures that project/department milestones/goals are met and adhering to approved budgets. Has full authority for personnel actions. Working as a Pharmacist Manager typically requires 5 years experience in the related area as an individual contributor. 1-3 years supervisory experience may be required. Extensive knowledge of the function and department processes.
6. What are the skills of Pharmacist Manager
Specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Customer Service: Customer service is the provision of service to customers before, during and after a purchase. The perception of success of such interactions is dependent on employees "who can adjust themselves to the personality of the guest". Customer service concerns the priority an organization assigns to customer service relative to components such as product innovation and pricing. In this sense, an organization that values good customer service may spend more money in training employees than the average organization or may proactively interview customers for feedback. From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. From that perspective, customer service should be included as part of an overall approach to systematic improvement. One good customer service experience can change the entire perception a customer holds towards the organization.
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Drug Development: The process of bringing a new drug molecule into clinical practice. In its broadest definition this encompasses all steps from the basic research process of finding a suitable molecular target to supporting the commercial launch of the drug.
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Continuous Improvement: A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI), is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility. Some see CIPs as a meta-process for most management systems (such as business process management, quality management, project management, and program management). W. Edwards Deming, a pioneer of the field, saw it as part of the 'system' whereby feedback from the process and customer were evaluated against organisational goals. The fact that it can be called a management process does not mean that it needs to be executed by 'management'; but rather merely that it makes decisions about the implementation of the delivery process and the design of the delivery process itself.