Northeastern University, School of Pharmacy, Boston, MA 02115, USA.
Am J Pharm Educ. 2010 Jun 15;74(5). doi: 10.5688/aj740586.
The deans, associate and assistant deans, and department chairs of a college or school of pharmacy retain historic memories of the institution and share the responsibility for day-to-day operation, sustainability, and future planning. Between the anticipated retirement of baby boomers who are senior administrative faculty members and the steady increase in number of colleges and schools of pharmacy, the academy is facing a shortage of qualified successors. Succession planning involves planning for the effective transition of personnel in leadership positions within an organization. This paper describes the subject of succession planning at a sample population of AACP institutions by obtaining perspectives on the subject from the deans of these institutions via standardized interview instruments. The instruments were utilized with 15 deans; all interview data were blinded and analyzed using analyst triangulation. The majority of deans responded that some level of succession planning was desirable and even necessary; however, none claimed to have a formal succession planning structure in place at his or her home institution. Although widely accepted and well-recognized in the corporate and military sectors, succession planning within pharmacy schools and colleges is neither universally documented nor implemented. Differences exist within the administrative structure of these non-academic and academic institutions that may preclude a uniform succession planning format. While the evidence presented suggests that succession planning is needed within the academy, a concerted effort must be made towards implementing its practice.
药学院/系的院长、副院长、助理院长和系主任对学院/系有着历史的记忆，并共同承担着日常运营、可持续发展和未来规划的责任。在预计资深行政教职员工中婴儿潮一代退休和药学院/系数量稳步增加的情况下，该学院正面临着合格继任者短缺的问题。继任规划涉及规划组织内领导职位人员的有效过渡。本文通过从这些机构的院长那里获得关于该主题的观点，描述了 AACP 机构的一个样本群体的继任规划主题，使用标准化的访谈工具。对 15 名院长进行了调查；所有访谈数据均经过盲法处理，并使用分析师三角分析法进行分析。大多数院长表示，某种程度的继任规划是可取的，甚至是必要的；然而，他们都没有声称在自己的机构中建立了正式的继任规划结构。尽管在企业和军事部门得到广泛认可和认可，但在药学院/系中，继任规划既没有得到普遍记录，也没有得到实施。这些非学术和学术机构的管理结构存在差异，可能会阻碍统一的继任规划模式。虽然提出的证据表明学院需要继任规划，但必须做出协调一致的努力来实施这一做法。
