ABSTRACT
After 20 years of service as a healthcare assistant, Dianne Watson was promoted to the position of supervisor. Upon retirement of the incumbent manager two years later, she became the manager at Community Pharmacy Limited. She had no formal qualifications or management skills. Six healthcare assistants and the pharmacist, Max Fisher, reported to her. Being a nonpharmacist lacking in management skills, she managed by exercising control over her subordinates. Changes recommended by the pharmacist to streamline the pharmacy activities were ignored. Her typical reply was: “This is how we’ve done it and there is no need to change.” Issues relating to pharmacy services were not communicated to higher authorities, nor were they addressed. At this stage morale was
very low. Ultimately, Max left as he did not see any improvement. Following his resignation, two other pharmacists left in succession for similar reasons. The staff turnover was high.
