Group Project

Pharma One

PRESENTED BY
Hesham Mohamed
Mohamed Mazen
Doaa Mahmoud
Gehad Amr

PRESENTED TO

DR. HAZEM HALIM

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Contents
Organization Chart of the company .............................................................................................................. 4
Developing Result-Oriented job descriptions ............................................................................................... 0
CEO ............................................................................................................................................................ 0
Developing a competency framework .......................................................................................................... 4
Designing a performance Appraisal .............................................................................................................. 9
Senior Management ............................................................................................................................... 10
Middle Management. ............................................................................................................................. 11

Figure 1 Organization Chart .......................................................................................................................... 6

Figure 2 Competency Chart .......................................................................................................................... 4

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Dear Sir/Madame,

Over the years, Our Company “Pharma One” had established its reputation as being one of the leading
Pharmaceutical Companies in Egypt and the Middle East. We are principally engaged in the
development, production and sale of drugs licensed for use as medications. We deal in generic and/or
brand medications. They are subject to a variety of laws and regulations regarding the patenting, testing
and marketing of drugs. The main aim of the company is to develop research and distribute drugs in
order to provide health care for the people in the society. The Company distributes its products in Egypt
and the Middle East.

At Pharma One, our people are our greatest asset; we truly believe that. Our founder and CEO rooted
the company in this philosophy and we continue to stand by it. HR today has the capabilities to be that
strategic partner to business whether it’s in employee resourcing, employee development, employee
rewards and compensation and employee relations; all of those functional areas have the opportunity
to really help the business achieve its strategic objective.
Based on your business proposal that was sent on October 1st, 2016, which stressed on introducing new
models and innovative HR practices in a methodical manner that can help moving from an old to a new
business environment, Pharma One is confirming the following:

At this phase of the project, we require:

1. Updating the Organization Chart of the company.

2. Developing Result-Oriented job descriptions for the CEO and the Direct Reports at the
Scientific Office of the Company.

3. Developing a competency framework for 2 managerial levels (Senior Management and

Middle Management).

4. Designing a performance Appraisal formats for 2 levels: Senior Management and Middle
Management. Formats should be based on Management by Objectives Concept.

We believe that you can provide us with unrivaled expertise and help our management
through a thorough system to implement new and fair practices that would eventually be
reflected on our productivity and performance.

Thank you
CEO

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Organization Chart of the company
The proposed organization structure is a horizontal structure. Unlike vertical and matrix
organizational structures, a horizontal organizational structure has fewer layers, normally two
or three. It doesn’t have many chains of command. The top position of the structure is the
owner of the business. The second layer contains managers or team leaders who report to the
business owner. The third layers are team members supervised by the managers or team
leaders in the second layer. The horizontal org chart has eliminated many middle management
levels, thus can be considered as an employee-centered with emphasis on teamwork and
collaboration. Without going through complicated hierarchies, employees have more contact
with managers and even business owner.
A horizontal organizational structure is an employee-centered approach that employees have a
big part to play. They get more satisfaction due to the greater freedom and autonomy. The
cross-functional structure makes optimum utilization of resources across different teams. It’s
cost-saving since they can save a great amount of money from hiring the middle management.
Last but not least, the structure is quite flexible; business managers could easily adjust the
priorities based on different tasks.
The proposed Organization structure starts with the CEO of the company who has the great
responsibility to implement the vision of the Board of Directors and achieve the financial
success of the company. Below the CEO there is the deputy CEO who has more operational role
than the CEO and he is also responsible for taking important decisions in absence of the CEO to
ensure the flow of work.
The following level consists of the managers of different functions of the company and they are
as follows:
 Research and Development (R&D) Manager: This department is very important for the
pharmaceutical industry to try to improve the existing products and find new products
that is needed by the market. If the company succeeded to develop a new product, it
could improve the position of the company among the competitors.

 Quality Control (QC) Manager: Since the company is working in the pharmaceutical
products, Quality of the product is very important as it might affect the health of the
human beings.

 Financial Manager: Financial Manager responsible for managing the team responsible
for financial issues related to the company and also responsible for preparing financial
reports for the board of directors.

 Sales and Marketing Manager: This department is responsible for generating the
revenue through marketing different products and finalizing deals with customers.

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 IT Manager: IT Department is very important support function that support the who
organization functions.

 Human resource (HR) Manager: HR department is responsible for the efforts related to
the personnel working in the company in addition to hiring new employees to make
sure that the organizational objectives are achieved.

 Supply Chain Manager: The supply chain department is responsible for handling all the
issues related to the raw materials and supply of the company to make sure that the
materials are available on time, with a good quality and reasonable cost.

 Plant Manager: The plant manager is responsible for managing the factory that is
producing the products the company is selling. He is making sure that the production
flow is working in the best way to supply the quantities needed with the required
quality. He is also responsible for the maintenance of the equipment that is used in the
production in coordination with the maintenance manager. Finally he must make sure
that the production doesn’t affect the health of the workers involved in the production
activities in addition to making sure that the production activities don’t affect the
environment.

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 Board of Directors

CEO

Deputy CEO

Financial Sales & Marketing Supply Chain

R&D Manager QC Manager IT Manager HR Manager Plant Manager
Manager Manager Manager

Production
Manager

Maintenance
Manager

HSE Manager

Figure 1 Organization Chart

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Developing Result-Oriented job descriptions
CEO
Chief Executive Officer (CEO) is a company’s highest ranking executive. The CEO is generally
responsible for making decisions that impact the entire company. In addition he is responsible
for managing day-to-day operations of the company. The CEO must be ready to build and
model a great company culture, provide inspired leadership to the executive team, establish a
great working relationship with the board of directors and set a course for company strategy.
CEO General Responsibilities
Direct the company in keeping with the vision outlined for the company by the Board of
Directors
Partner with high-level officers to grow the company, strengthen it and ensure its sustainability
Represent the company as required, including attendance of important functions, industry
events and public meetings
Work closely with the CFO (Chief Financial Officer) to prepare annual budgets, complete risk
analysis on potential investments, and advise the Board of Directors with regard to investment
risk and return
Work closely with Human Resources (HR) regarding hiring practices, payroll and benefit
disbursement
Oversee quality control throughout the company, establishing goals for each department in
partnership with division managers
Develop high quality business strategies and plans ensuring their alignment with short-term
and long-term objectives
Lead and motivate subordinates to advance employee engagement develop a high performing
managerial team
Oversee all operations and business activities to ensure they produce the desired results and
are consistent with the overall strategy and mission
Make high-quality investing decisions to advance the business and increase profits
Enforce adherence to legal guidelines and in-house policies to maintain the company’s legality
and business ethics
Review financial and non-financial reports to devise solutions or improvements
Build trust relations with key partners and stakeholders and act as a point of contact for
important shareholders
Analyze problematic situations and occurrences and provide solutions to ensure company
survival and growth
Maintain a deep knowledge of the markets and industry of the company
Results Oriented Job Description
The following is the summary of main accountabilities of the CEO in terms of the legal
compliance, mission, policy and planning, management and administration, governance,
financing and community relations.
1. Legal compliance
a) Assures the filing of all legal and regulatory documents and monitors compliance with
relevant laws and regulations.
2. Mission, policy and planning
a) Helps the Board determine Pharma One’s values, mission, vision, and short- and long-term
goals.
b) Helps the Board monitor and evaluate Pharma One’s relevancy to the community, its
effectiveness, and its results.
c) Keeps the Board fully informed on the condition of Pharma One and on all the important
factors influencing it.
• Identifies problems and opportunities and addresses them; brings those which are
appropriate to the Board and/or its committees; and, facilitates discussion and deliberation.
• Informs the Board and its committees about trends, issues, problems and activities in order to
facilitate policy-making. Recommends policy positions.
d) Keeps informed of developments in human services, not-for-profit management and
governance, philanthropy and fund development.
3. Management and administration
a) Provides general oversight of all Pharma One activities, manages the day-to-day operations,
and assures a smoothly functioning, efficient organization.
b) Assures program quality and organizational stability through development and
implementation of standards and controls, systems and procedures, and regular evaluation.
c) Assures a work environment that recruits, retains and supports quality staff and volunteers.
Assures process for selecting, development, motivating, and evaluating staff and volunteers.
d) Recommends staffing and financing to the Board of Directors. In accordance with Board
action, recruits personnel, negotiates professional contracts, and sees that appropriate salary
structures are developed and maintained.
e) Specifies accountabilities for management personnel (whether paid or volunteer) and
evaluates performance regularly.

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4. Governance
a) Helps the Board articulate its own role and accountabilities and that of its committees and
individual members, and helps evaluate performance regularly.
b) Works with the Board President / Chair to enable the Board to fulfill its governance functions
and facilitates the optimum performance by the Board, its committees and individual Board
members.
c) With the Board President / Chair, focuses Board attention on long-range strategic issues.
d) Manages the Board’s due diligence process to assure timely attention to core issues.
e) Works with the Board officers and committee chairs to get the best thinking and involvement
of each Board member and to stimulate each Board member to give his or her best.
f) Recommends volunteers to participate in the Board and its committees.
5. Financing
a) Promotes programs and services that are produced in a cost-effective manner, employing
economy while maintaining an acceptable level of quality.
b) Oversees the fiscal activities of the organization including budgeting, reporting and audit.
c) Works with Board to ensure financing to support short- and long-term goals.
d) Assures an effective fund development program by serving as the chief development officer
or hiring and supervising an individual responsible for this activity.
• Helps guide and enable the Board, its fund development committee(s) and its individual
Board members to participate actively in the fund development process.
• Helps the Board and its development committee design, implement and monitor a viable
fundraising plan, policies and procedures.
• Participates actively in identifying, cultivating and soliciting donor prospects.
• Assures the availability of materials to support solicitation.
• Assures the development and operation of gift management systems and reports for quality
decision-making.

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6. Community relations
a) Facilitates the integration of PHARMA ONE into the fabric of the community by using
effective marketing and communications activities.
b) Acts as an advocate, within the public and private sectors, for issues relevant to PHARMA
ONE, its services and constituencies.
c) Listens to clients, volunteers, donors and the community in order to improve services and
generate community involvement. Assures community awareness of Pharma One’s response to
community needs.
d) Serves as chief spokesperson for Pharma One, assuring proper representation of Pharma One
Company to the community.
e) Initiates, develops, and maintains cooperative relationships with key constituencies.
f) Works with legislators, regulatory agencies, volunteers and representatives of the not for-
profit sector to promote legislative and regulatory policies that encourage a healthy community
and address the issues of Pharma One’s constituencies.

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Developing a competency framework
What is competency?
• Strength of pharmaceutical sector lies in its capability to provide affordable & quality
medicines that are safe & appropriately meet the population needs
• That depends on the competence workforce that is equitably distributed to provide
pharmaceutical services with education & training that is targeted towards individual to attain
competencies
• Competencies can be defined as set of knowledge, skills, habits & attitudes required for an
individual to perform defined tasks
Objectives
 to define a set of core competencies for pharmaceuticals
 to benchmark and align these identified core competencies with the Learning Outcomes

(LO) of the Pharma Train Base Course

• Competency sets generally have a life span of 3–5 years and it will be soon time to revisit the
set and initiate new activities for further refinement and updating in line with new thinking and
future challenges in the field

Figure 2 Competency Chart

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Competency framework
• Competency framework defines competencies required of any individual who perform
specific tasks in pharmaceutical sector
• Framework is directly relevant to service that the individual or group are required to provide
& thus best meets their needs
• Defining these competency requirements can be useful to guide development of CBE &
training programs that better prepare individuals to perform & to form basis of assessments to
determine competency development needs
• Purpose of this document is to define competencies for both public & private pharmaceutical
sectors

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Developing the Framework
There are four main steps in the competency framework development process. Each steps has key
actions that will encourage people to accept and use the final product.
Step One: Prepare
 Define the purpose
 Create a competency framework team

Step Two: Collect Information

This is the main part of the framework. Generally, the better the data you collect, the more
accurate your framework will be. For this reason, it's a good idea to consider which techniques
you'll use to collect information about the roles, and the work involved in each one. You may
want to use the following:

 Observe.
 Interview people
 Create a questionnaire
 Analyze the work – Which behaviors are used to perform the jobs covered by the
framework?

You may want to consider the following:

• Business plans, strategies, and objectives.
• Organizational principles.
• Job descriptions.
• Regulatory or other compliance issues.
• Predictions for the future of the organization or industry.
• Customer and supplier requirements.

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Step Three: Build the Framework
This stage involves grouping all of the behaviors and skill sets into competencies. Follow these steps to
help you with this task:
 Group the statements
 Create subgroups
 Refine
 Identify and name the competencies
 Validate and revise the competencies as necessary

Step Four: Implement

As you roll out the finalized competency framework, remember the principle of communication
that we mentioned earlier. To help get buy-in from members of staff at all levels of the
organization, it's important to explain to them why the framework was developed, and how
you'd like it to be used. Discuss how it will be updated, and which procedures you've put in
place to accommodate changes.

Here are some tips for implementing the framework:

 Link to business objectives.

 Reward the competencies.
 Provide coaching and training
 Keep it simple
 Communicate

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Assessing competency development needs
• To identify competency development needs of an individual or group, its important to first select tasks
that the individuals are required to perform
• Compiling these tasks & their respective competency requirements results in adapted competency
framework that is needed to suited to the needs of individual
• Method- self-assessment low moderate high
• If competencies is Low- Adult learning methods such as on-the-job training, self-directed learning,
peer-learning, interactive training, feedback, supervision, etc

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Designing a performance Appraisal
Formats should be based on Management by Objectives Concept.
The Pharmaceutical industry is related to medication developing, producing and selling.
• Dispensing drugs.
• Labelling medication.
• Selling drug prescriptions.
• Making presentations about new medication.
• Writing reports about experiments.
In performance appraisal, We design for the employee evaluation criteria plan for the future
based on the objective of the company. For each managerial level its own criteria and goals to
achieve but all goes in the same process of appraisal.
Goals are set by participative management approach and performance is evaluated
quantitatively against those previously set objectives.
Managers appraise the performance of their subordinates through 5 points Graphic Rating
Scale. The total appraisal process is completely transparent to everyone within the
organization:
 1 for unsatisfactory (<50%)
 2 for marginal (50%-70%)
 3 for target (70%-90%)
 4 for superior (90%-100%)
 5 for outstanding (100%-120%)
The criteria are set from the beginning of the year and make check with mangers every 3
months to keep on track
Evaluate every year for full performance appraisal based on the check record and final
approach

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Senior Management
As a Senior Manager in our Strategy Consulting team, you’ll be dealing with high-profile issues
firmly at the top of the agenda of the CEO and other company stakeholders.
• identify and analyze growth potential (R&D, supply chain, commercial ...), possible
synergies, improvement potential and formulate business solutions as well as advise on
strategy and future direction and focus
• Understanding the client’s business and their growth potential, you formulate short-
and medium-term strategic options, listing the potential risks and opportunities.
Together with the client, you formulate the strategy and the strategy implementation
plan
• timely execution of assignments to a high standard
• develop new client relationships and business opportunities, resulting in a significant
contribution to the business and you maintain existing client relationships on a day-to-
day basis
• report back to the Managing Director on the assignment on a regular basis.
• develop a business plan and financial plan and you are familiar with hypothesis-driven
case structuring and problem-solving techniques.
• think out of the box and you like solving new issues in a practical and creative manner.
Competences
• strong advising skills and you know how to inspire clients;
• ability to steer the project team to achieve the project goals
• clear opinions that you gladly share with others;
• strong relationship skills to offer to the team and to the customer.
• outstanding communication skills.

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Middle Management.
Half managerial exposure and half technical oriented
 Works closely with and provides compliance support to the aggregate spend team
 Develops and delivers training in compliance risk areas and regarding Shire policies
 Develops and implements Compliance communications
 Designs and performs or coordinates compliance monitoring activities
 Develops and executes risk assessments and reviews of compliance risk areas to
determine need for improvement often in consultation and coordination with internal
and external audit groups
 Prepares reports of compliance activities and metrics Counsels and provides leadership
with business partners on compliance process issues
 Undertakes investigations of potential compliance issues in accordance with company
policy
 Works closely with Legal department to ensure appropriate legal risk management
 Works closely with cross-functional teams assessing proposed programs and activities
Competences
 Investigation skills
 High level of familiarity with broad range of compliance risk areas
 Excellent interpersonal and communication skills
 Ability to operate independently and build strong networks throughout the
organization.
 Strong project leadership skills, and inclusive team leadership style
 Proven ability to exercise strong business judgment with a strong understanding of the
fundamentals of the pharmaceutical industry
 Ability to execute both strategically and tactically.

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