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Digg It - The Reward That Can't Be Bought
The Reward That Can’t Be Bought, Costs Nothing. There seems to be an assumption that employees don’t want to do a good job and that it is the function of HR to police the rules that have been put 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 in place to force them to do a good job. In truth most employees do want to do a good job. When people don't do a good job it is normally because they are being denied the support, the materials ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug. Examples of combination products may in or the feedback that they need. When we stop telling people what to do and start to use the tools they need to become powerful their performance becomes exceptional. The tools are Support, Encour lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together. gement, and Respect. Using these tools will change the way that employees feel about what they do and when they start to feel good, when they start to be able to feel pride in what they do, then t here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe heir performance becomes exceptional. The HR function is in exactly the right place to change the way that employees feel about what they do by changing the way that they behave towards the staff, d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations. Combination pro by involving them, by providing the tools that they need to be as good as they can be. Doing this we avoid the resistance that is normally created when individuals are told what to do and instead ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc we find a willing and enthusiastic workforce who want to become involved. Involvement of the workforce is normally acknowledged as a vital ingredient in the success or failure of most driven chang 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 s or initiatives, whether it is keeping the work site tidy, discovering efficiencies in a production process or implementing a safety programme. In each case we only truly succeed in changing perf nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically ormance if we generate a change in behaviour that sustains the change in performance in the long term. To do this the work force must become involved, and in order to become involved there has to 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 e something in it for them. Nobody will change their behaviour unless they experience a "Win" when they make a change. There are many incentive and bonus schemes which work well in the short term ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi . The reward however soon becomes an expectation and loses its power to act as an incentive. We humans as a species are fiendishly adept at defeating these engineered solutions with strategies wh ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it. Following aspects would a ich will allow us to continue to gather the reward without changing our behaviour. The reward which cannot be bought costs nothing. Imagine your department is due for a business review and you ar dd to the challenges in developing combination products: Which markets to tap where the combination products can do fairly well? Which combination prod well ahead of the curve with your preparation.
On Friday afternoon it is announced that the directors of the parent company will be in the country and the review will now take place on Tuesday i cts are meaningful and rational? Which therapeutic categories to select? Which Combinations can address unmet needs of the patients? Do combin nstead of the following Friday, to allow them to be present. Your boss asks you to bring your schedule forward, this requires you to work all weekend to be ready. Your efforts allow you to make t tions increase the patient compliance? What would be the developing cost? How to tackle the risks encountered during combination product developmen e presentation on time and you are relieved that the directors do not appear displeased. This is a familiar story of response to a pressure that is both difficult to resist and increasingly expect 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 ed. Now one of the directors walks across as you are packing away and says, "I'm sorry I couldn't rearrange my schedule to fit in with your original programme, thanks for your presentation, that w ping new procedures for reviewing their safety, efficacy and quality. Professional from academic institutions, pharmaceutical industries, health care indust s impressive." Now, how do you feel? The effort to give that feedback cost the director a few seconds of his time but the result is that now you can leap tall buildings. Feedback which is Approp y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products riate, Positive and Timely costs nothing. Involvement is not an instant concept which can be bought. It has to be built up slowly and is the result of repeated experience. In time confidence in . 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 heir value within the team will increase and individuals will begin spontaneously to produce ideas and suggestions because they know their opinion will be listened to and respected. This level of elopment. They need to be wiser in analyzing the market trends and the regulatory requirements. Companies that provide selfless information through particip involvement is not a trick. It is the result of a long-term change in the behaviour of the whole team. That change of behaviour needs to start somewhere and every one of us can take the first step 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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