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What happens when complacency replaces commitment in the workplace? More and more managers are facing an army of workers who have lost their sense of loyalty, enthusiasm, and motivation. While resignation

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

is the next logical step, these employees have not quit their jobs technically but merely go through the motions, leaving managers with workers who do the minimum required but continue to collect a salary an

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

Examples of combination products may in

benefits. In the arena of small and mid-sized business this drain can mean lower profits, compromised productivity, substandard customer service, and contamination of an entire labor pool. These workers h

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

ve come to be known as “disengaged workers” by Human Resource professionals.

Disengaged workers can mean life or death to a small business that is dependent on their employees to generate the goodwill among

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

customers vital to survive in a competitive environment. Managers who find themselves in this wasteland of clock watchers and malcontents often need only look to themselves for causes and solutions.

Worker

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

Combination pro

often become disengaged because of management practices that create confusion and disharmony rather than empowerment and confidence. Communication between workers in a small business is often characterized

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

by casual rumor and gossip and managers who loose their professional perspective and feed the water cooler mill are usually their own worst enemies.

Managers who participate in workplace gossip, betray conf

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

dences, and violate employee’s confidentiality create an environment ripe for employee disillusionment. When managers sacrifice professional neutrality for a sense of camaraderie, employees are thrown into

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

“no man’s land” where roles are confused, lines of authority are unclear, and a general lack of respect for established protocols become commonplace. In these moments when managers indulge in criticisms of

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

employee conduct, personal life, performance, appearance, and other casual comments to workers, the recipients of these comments are well on their way to becoming disengaged workers.

It is hard to believe t

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

at managers would behave in such dangerous and damaging practices but the small business environment is frequently a hotbed for such conduct. Workers spend 8 or more hours a day together in a physically mod

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

Following aspects would a

rate space that lends little opportunity for privacy and managers mistakenly take the approach that familiarity will bring them closer to their staffs. Familiarity, as the saying goes, often breeds contempt

dd to the challenges in developing combination products:

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

Workers who hear their conduct criticized, their choices questioned, being made the butt of jokes from the indirect source of workplace gossip often give up any emotional commitment to their jobs and emplo

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

ers. Financial reasons keep them punching the time clock but their hearts and minds are far from where they spend their working hours. Such workers become depressed and angry at betrayal from the very pers

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

n to whom they owe their respect. Disengaged workers feel helpless to redress their grievances because who do they complain to and will these sensitive topics merely become more fodder for the rumor mill.

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

he end result is a group of employees at each others throats with no established means to air and resolve their wounded egos and bruised feelings.

Managers who avoid such casual familiarity and maintain the

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

Professional from academic institutions, pharmaceutical industries, health care indust

professional distance their position requires can avoid laying the seeds of a disengaged workforce. Working relationships in a small business are fragile and tenuous at best. Managers can foster solid rela

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

ionships by simply being the boss. In large companies where personnel policies and protocols are written and enforced, mangers can avoid these pitfalls more easily. In the world of small businesses, manger

.

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

must depend on themselves and their own sense of perspective to give their employees someone to look up to, someone to confide in with confidence, and someone to keep the “water cooler buzz” in check. The

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

Companies that provide selfless information through particip

nd result is a worker who is not distracted by personal concerns and can devote their time and attention exactly where you want them to, the customers and clients who are the lifeblood of your small business

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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Companies prefer using an extranet over email to communicate with their team members, clients, and suppliers for document sharing.

The International Organization for Standardization first developed standards for quality control in 1987 and has updated it twice since then. According to the organization, the standards were developed to enhance the growing global marketplace.

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