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  • Advice You - Why Your Best Employees Don't Deserve To Be Managers

    You'd think we'd know by now -- just because someone is fantastic at doing something... doesn't mean they're equally as good at managing others to do that same thing.

    After all
    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
    , the skill set required to practice a specific profession -- whether it's plumbing, hairdressing, engineering, selling, teaching, accounting or whatever -- is entirely different from the ski
    ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

    Examples of combination products may in
    l set required to manage people.

    Yet organizations persist in promoting "doers" into management roles. These promotions come with better-sounding titles, more money, more perquisites, more p
    lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

    estige and... more responsibility.

    And they involve doing less -- perhaps none -- of the "technical" work that the manager did previously, and more (or all) of the work of managing others.

    here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
    In one sense it's logical -- a manager who used to do the work himself or herself should understand what his staff need to do the work now. And yes, there are many managers who are just as go
    d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

    Combination pro
    d, if not better, at managing others as they are performing the actual work. In fact, many managers prefer to manage rather than do.

    But, as indicated above, there's no reason to assume that
    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
    a good doer will make automatically make a good manager!

    Now, this is not to say that a pyramidal organizational structure -- where the many are managed by the few -- is necessarily a bad th
    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
    ing. As a delegation or management structure it works fine for many companies.

    But when getting more pay and other rewards is contingent on becoming a manager, it's inevitable that people wi
    nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
    l try to get, and will get, promoted into management roles -- regardless of whether they have the talent or passion to manage.

    The result? Plenty of unhappy and ineffective managers. Plenty
    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
    f frustrated people working for ineffective managers. And an organization that is not performing at its optimum.

    Doesn't it make more sense for people to do the work they enjoy and are good
    ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
    t? To reward them for getting better and better at that work, rather than only paying them more if they step "up" to management... where they may generate less value for the organization?

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

    Following aspects would a
    n't a top salesman better off staying in the field selling... than floundering in the office, struggling to organize and motivate his staff?

    Doesn't a terrific teacher do more for her studen
    dd to the challenges in developing combination products:

    Which markets to tap where the combination products can do fairly well?
    Which combination prod
    s, herself and the school by staying in the classroom, than spending her time doing paperwork and trying to manage other teachers?

    Fortunately, some organizations have seen the light. They d
    cts are meaningful and rational?
    Which therapeutic categories to select?
    Which Combinations can address unmet needs of the patients?
    Do combin
    tie greater rewards to greater responsibilities and greater performances within the same role. In fact, some companies, like investment banks, are renown for paying traders and sales
    tions increase the patient compliance?
    What would be the developing cost?
    How to tackle the risks encountered during combination product developmen
    people much, much more than the people who manage them, simply because, in the eyes of the bank, the traders and sales people generate more value.

    Of course, as a "manager's advocate" I woul
    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
    never suggest that managers shouldn't be compensated well, especially given the challenges of managing people.

    But to be as productive and profitable as possible, organizations should tie g
    ping new procedures for reviewing their safety, efficacy and quality.

    Professional from academic institutions, pharmaceutical industries, health care indust
    eater pay and rewards to greater responsibilities and performances, whatever the role. That way, they'll have people doing and being their best.

    So if you're responsible for "promoting" peop
    y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
    le, I urge you to think twice before promoting your best people into management roles... and out of the jobs they love and do well at.

    Instead, consider whether you can enlarge, or give them
    .

    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
    more challenges in, their current role?

    Or, if they've performed exceptionally well, can you give them a bonus or some other special reward to recognize their efforts?

    Of course, if you wor
    elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

    Companies that provide selfless information through particip
    for someone else, you may be limited in terms of what you can do... but if that's the case, and you're committed to staying with your current employer... it may be time to start a revolution


    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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