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Q: I am the office manager of a small insurance firm. I have been here nine months and have noticed that our work environment seems pretty poor. Some of our employees do not seem very motivated, d

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

on’t care about their jobs or have bad attitudes. This is not the case for all of us but for many. What can be done about this situation?

A: How do you motivate employees? How do you keep them en

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

aged in their jobs? There are thousands of books and management theories written on this topic. This is a serious, perplexing issue for many managers and there can be a tendency to look for quick fixes and short t

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

rm responses, which seldom work.

Work cultures characterized by low morale and unmotivated, disengaged employees result in serious waste, inefficiencies, low productivity and turnover. Unfortunately, there is muc

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

h to suggest that many employees are “often checked out” while on the job.

The Gallup Management Journal’s semi-annual Employee Engagement Index puts the current percentage of truly “engaged” employees at 29 perc

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

nt. A slim majority, 54 percent, falls into the “not engaged” category, while 17 percent of employees are “actively disengaged.”

Gallup reports that losses in productivity from actively disengaged employees cost

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

he U.S. economy roughly $300 billion.

So how do you keep employees engaged in their jobs and caring about their own performance and the overall health of the organization? We have always found useful a concept pu

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

t forth by the management guru Frederick Herzberg over 40 years ago. It has held the test of time and is believed by many to still hold great relevance today for leaders and managers committed to building a stimul

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

ting and motivating work environment.

In short, Herzberg believed true intrinsic motivation – the willingness to take initiative and “go the extra mile” – came from within a person, not from extrinsic incentives

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

r threats of punishment. Through numerous studies, he found that decent salaries and benefits, good supervision and positive work conditions (extrinsic incentives) were essential to avoiding employee dissatisfacti

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

n. However, these factors often provided only short-term motivation.

If management really wanted to increase employees’ job satisfaction and motivation over the long term, in addition to fair pay, benefits, etc,

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

they needed to take a hard look at their jobs and make sure the employees are being effectively utilized. He argued that job enrichment (not to be confused with job enlargement, which means giving employe

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

s more of the same tasks) was critical and a continuous, top-priority management process. Specifically, job enrichment meant that:

Employers should understand employees’ various abilities and ensure the jobs

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

rovide sufficient challenge to utilize their full capacities.

Employee achievement should be recognized.

Employees who demonstrate increasing levels of ability should be given increasing leve

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

ls of responsibilities.

Employees should have the opportunity to grow and learn new things.

Management’s role is key to job enrichment as they must possess the vision and deep understanding of th

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

ir employees’ potential and their core work processes.

So, here are a few questions to consider related to your important question:

Does your management recognize that many employees seem uninterested or dis

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

ngaged in their jobs?

Does your work culture encourage employee contributions through, for example, teamwork, risk taking and frank discussion?

Does management know if employees feel challeng

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

ed or effectively utilized in their jobs?

Do they ever ask?

A good place to start is to simply ask these questions of employees through honest discussions and/or employee opinion surveys. Issues s

.

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

rrounding low morale at the workplace do not go away. As Peter Drucker, another seminal thinker around management practices, said, “The only things that evolve by themselves in an organization are disorder, fricti

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

n and malperformance.” Creating a collaborative, supportive and productive work culture takes intention and focus. Involving employees in decisions that affect their jobs and the workplace is a good place to start

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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All-in-all, trucking is an enjoyable job. People from all walks of life become truckers and a lot of people who don't ever get into trucking wish they had. These few tips can make the difference between a job you enjoy and a job you merely endure.

Why do we use experts? To predict the future. Consider a patient who is asking a physician about the future effects of a certain drug, or the investor who is asking a stock analyst about the future prices of a certain stock, or the manager who is asking a human resource manager about the future performance of a certain candidate, or the brand manager who is asking a market researcher about the future sales of a certain new product. Should we believe these experts? History tells us that accurate predictions of the future are rare. Many examples exist where the brightest and most qualified individuals failed to see the future. This series of articles presents examples from the arts (see part I), business (see part II), and science (see part III).

The number of subordinates a manager can effectively manage depends on the impact of underlying factors. Aside from such personal capacities as comprehending quickly, getting along with people, and commanding loyalty and respect, the most important determinant is a manager’s ability to reduce the time he or she spends with subordinates. This ability naturally varies with managers and their jobs, but several factors materially influence the number and frequency of such contacts and therefore the span of management.

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