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E-Management

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E-Management

Introduction
During the COVID-19 pandemic, community pharmacies provide crucial counseling,
education, and medications to patients and the community. Firms must re-evaluate their successful
practices frequently due to changes in the business ecology. E-management is a new method that
has emerged in response to the rapid growth of the internet and the e-business environment. This
strategy is an excellent way for companies to gain competitive advantages or core competencies
(Othman et al., 2011). It exposes researchers to new theoretical ideas, e-management decisions are
likely to have a significant and unique impact on business performance. E-management is a
constant dynamic process that guarantees that all components of the management/ICT connection
are in sync to improve the performance of companies (Khlif & Ziadi, 2020). Furthermore, Emanagement is a method that naturally aids business growth.
Limited Options
With a surge in demand for pharmaceuticals and a shift in public behavior, such as panic
buying over-the-counter pills in response to the lockdown, pharmacy staff is under enormous
strain. Clinics face overcrowding, shortages, and fatigue among healthcare workers (Elbeddini et
al., 2020). During the global progression of the virus, information reliability and the control of fear
and misinformation are critical problems. Patients in low middle-income Countries (LMIC) have
a greater need for pharmaceutical assistance since the population cannot afford to pay for medical
consultations (Bahlol & Dewey, 2021).
The relevance of providing pharmacological care by pharmacists handling COVID-19
cases has grown many folds in the paucity of primary treatment. Pharmaceutical measures such as

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COVID-19 vaccines and antiviral drugs are not readily accessible, making pharmacists unable to
fulfill their traditional function in healthcare as a supplier of medicines (Vader et al., 2020). During
the COVID-19 Pandemic, critical shortages of personal protective equipment (PPE) and hygiene
items are a global issue (Bukhari et al., 2020). The global supply chain is impeded by a lack of
suitable personal protective equipment (PPE) for frontline health workers, with estimates
suggesting countries will require far more face masks and respirators than are now available.
Level of Technology Urgency
Despite best efforts to continue operating as a business, community pharmacies must
prioritize maintaining an adequate supply of vital commodities in response to local client demand.
As the pandemic progresses, community pharmacies are rapidly altering their frontline services to
meet unprecedented demand. This paper explains how pharmacists can use guidelines and best
practices to maintain patient and staff safety in the face of a rapidly shifting pandemic. Amid the
pandemic, pharmacists all around are offering services such as triage and visiting patients, easing
the pressure on healthcare facilities such as hospitals and GP clinics. In addition to dealing with
multitudes of individuals visiting pharmacies with diverse ailments, pharmacists are attempting to
provide home delivery.
On the other hand, many pharmacies are not employing all of their system's functionality,
such as modules for patient-centered services like medication use reviews or prescription
interventions. To successfully manage and treat the increasing volume of hospital admissions and
cases, electronic medical records (EHRs), computerized physician order entry (CPOE) systems,
and telemedicine are worth adoption. Customizing provider screens, clinical decision support
(CDS), and initiatives to promote interoperability of multiple systems within the larger EHR are
all viable strategies for identifying prospective instances and managing workflow.

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We need healthcare system reforms that are both organizational and technologically
flexible. Existing paper-based procedures should undergo conversion to digital, especially given
the time and safety concerns posed by the pandemic. The first phase of the virus put a strain on
pharmaceutical supplies, with clinicians frequently ordering drugs that had yet to be proven helpful
in treating COVID-19 patients, resulting in treatment shortages for other disorders (Malden et al.,
2021).
Additionally, when treating patients with COVID-19 and other complicated morbidities,
providing pertinent statistics about a patient to physicians is critical. The utilization of technology
to support minimal-contact pharmacy visits within all locations can lower the need for personal
protective equipment (PPE) and minimize the risk of infection to clinicians (Malden et al., 2021).
Technologies could also assist clinicians in obtaining medications, ensuring that they are correctly
maintained, by creating order sets and protocols to guarantee that the meds are used as intended,
securely, and effectively as feasible (Smith, 2014).
Digital Capabilities
Most organizations value skills in creating documents, presentations, spreadsheet
programs, and interacting via social networks. They want individuals to use technology in online
environments to obtain data, be innovative and creative, resolve issues, interact, take part, gain
knowledge, and support others.
ICT Proficiency
It is mainly about situated digital practices, or how people use technology in various
situations, such as presenting projects online or knowing what you can do with the statistics you
find, rather than box-ticking abilities (Western Sidney University, 2021). When it comes to

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knowledge, media, and data literacy, combining integrated data with powerful analysis tools helps
gain a strategic advantage over competitors.
Vendor management
The digital capability involves locating vendors, negotiating deals, lowering costs,
lowering vendor-related risk factors, and ensuring service provision. Supplier management helps
by securing excellent service deliverability and deriving long-term value from vendors. A wellexecuted vendor management plan will manage vendor sourcing and research, obtaining quotes,
turnaround times, contractual obligations, relationship management, performance appraisal, and
other activities.
Collaboration, communication, and participation
Digital communication, collaboration, and participation examine how you interact with
others. It focuses on how you collaborate with others, join in, and connect through various
platforms, using a range of tools such as email, social sites, photo sharing, demonstrations, and
multimedia. Google Docs and other web-based applications enable real-time editing by all
participants, eliminating the need to send different versions of documents to each other indefinitely
(Western Sidney University, 2021).
Virtual management characteristics
Strong interpersonal skills
More extroverted employees perform better and are better at figuring out how to stay in
touch with others no matter where their location. Managing openness in remote workers
necessitates frequent and effective collaboration. It requires giving clear instructions and
responding rapidly to requests for assistance or clarification from team members (Tahir, 2020).
The second thing a virtual leader has to focus on is to make sure that all members feel valued.

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Individuals require a sense of belonging, which is difficult to achieve when they do not interact
face to face all the time.
Takes initiative
Team leaders are organized and dynamic in balance long-term objectives with immediate
precedence. Also, they develop technologies and methods that allow for potent supervision of team
members' activities while avoiding micromanagement.
Demonstrates flexibility
Virtual leaders that are most competent can handle several obligations and objectives at the
same time. When needs vary, they can swiftly swivel and keep their team on track without veering
from the plan. Leaders can work autonomously while also communicating clearly and working
closely with others (Tahir, 2020). Flexibility necessitates one to be highly organized while also
being adaptable enough to deal with ambiguity.
Trustworthy
Communication should be continuous and open. A skilled leader must listen to teammates
and provide constructive criticism and pertinent information. They must also place their trust in
their employees by providing them the independence they require to feel truly empowered and
valuable.
How virtual teams work together
Working from home is not a recent phenomenon. However, as the coronavirus crisis
spreads rapidly, it has suddenly become the sole mode of employment throughout most of the
globe. As a leader, one can establish clear ground rules for how you and your team will collaborate.
Manage priorities for communication frequency methods and optimal timing, such as; using
teleconferencing for daily check-in sessions but opting for instant messenger whenever something

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pressing pops up (Reiche, 2020). Two-way communication not only avoids misinterpretations but
also improves efficacy.
Virtual teaming has become effortless thanks to collaboration technology such as shared
workspaces and teleconferencing. Clarify the expected communication style in the group (which
aids in the resolution of miscommunications), and use redundant communication to double-check
whether you have been comprehended by rephrasing, jotting down minutes of the meeting, and
recording crucial messages. Have faith in the team. Instead of attempting to control their work
processes, focus on output-based control ("I want you to deliver z and q by the specific time”).
Keep in mind that remote work should not harm productivity. Good virtual teams are often of a
manageable size; small crews of fewer than ten people are ideal (Reiche, 2020). Manageability
seeks to maximize the chances of efficient and comprehensive communication and collaboration.
Great virtual teams also clearly define tasks and responsibilities.
An excellent virtual team leader understands the value of trust as a fundamental component
of team success. A respectful and empathic attitude fosters trust. When team members rarely, if
ever, interact in person, relationship building becomes complicated. These obstacles, however, can
be overcome by effectively utilizing modern technology. Additionally, virtual teams encourage
their team members to interact outside of work assignments through casual discussions and provide
opportunities for teammates to connect through games.
Tools used for communication and task management
Social networking and chat tools like Twitter, Linked In, Slack, and Skype are excellent
for communicating with remote team members. The hottest mover and shaker in this arena might
be Slack (Resource UMC, 2019). One can combine chatting and cloud sharing by creating
channels for all staff to follow. Slack assists by centralizing all project details in one location, and

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it is free to use for as long as you want and with an infinite number of individuals. Online-based
file sharing frameworks, such as ...