2010 Kappa Psi Pharmaceutical Fraternity, Inc

Название2010 Kappa Psi Pharmaceutical Fraternity, Inc
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The Regent of a Kappa Psi Chapter

Congratulations! Stretching ahead of you is a thoroughly exciting yet demanding year.

Here is the beginning of a new year, beckoning with new opportunities, interesting predictions and imaginative approaches. As Regent of your chapter, you will be shouldering many responsibilities of new judgments.

The success and growth of your chapter during the coming year will rest extensively on your leadership. However, there are five (5) readily available resources upon which can rely: the staff of The Central Officer, the Executive Committee, Province Supervisor, Province Officers, and your Grand Council Deputy. Each will be happy to assist you in making your year as Regent a dynamic and effective one.

Planning Your Year

Enlist the thinking of your officers. A successful year can and should be formulated early in a concerted effort involving studied planning, cooperation, coordination and creative thinking. Set down realistic goals; then explore ways to achieve these objectives.

The first step must be an inventory. Check over the past year with the Grand Council Deputy, Outgoing Regent, and Outgoing Secretary. In the review you will want to touch base with such topics as:

  1. Review your chapter Constitution By-Laws, and Local Ordinances; also the International.

Codes of Ethics

  • Policy statements, chapter, The Central Office.

  • Records, files and history of your fraternity.

  • Financial and membership records of your chapter; learn about dues collection, disbursement methods and status of reserves, also accounting techniques. Meet the Treasurer, as this officer is directly involved with financial matters and responsibilities.

  • Chapter meetings: minutes in a special book, on official forms?

  • Scheduled meetings: regular and definite days/times? Is Grand Council Deputy informed of all?

  • Committees: Their activities? Are they effective?

  • Evaluate your members: Effective workers? Consistent? Why or why not? Young members? New members?

Defining Your Objectives

After your plan of action is down on paper, agreeable with your officers, on target as far as goals are concerned and related to the needs and interests of your member, you are ready for a truly fine year. Of course, leadership qualities of your membership are highly vital…and financial conditions are always a consideration in making plans. Some of the steps you will want to think about in spelling out your chapter’s objectives will probably include these steps:

  1. What To Do

    1. Goals

Enthusiasm for continuing programs

New projects

  1. How To Do It

    1. Which committee?

How to finance?

Reaching the objectives?

Make your Grand Council Deputy your closest, most trusted advisor

Of course, all extra plans need to be coordinated with regular functions, the collection of dues and so on.

If you have a new project, be well informed in order to “sell” the proposal to the Chapter as a whole. Be full of facts, plus unlimited enthusiasm for the idea. Point the committee chair to “carry the ball”, and then follow up to see that members receive regular progress reports for continuous momentum.

The Role of Regent and Chapter Committees

To carry out plans, to solve problems…that’s the business of the committee. Looking ahead into the year, these are some of the topics usually confronted by the committees:

  1. Membership – Pledging

Continuing Education


Public relations and publicity

Professional Affairs


Fund raising programs

Most of these will be standing committees. If they are “special” committees, appoint interested members to the right committees.

It’s a rule that the effectiveness of a chapter is directly equal to the effectiveness of its committees.

It is rare that a committee “charges” into action… It needs injections of initiative from the Chapter Regent. Diplomacy, special attention, fraternity concern…all these qualities are sometimes needed as “prodding instruments”. Of course, a strong chair is basic, then brothers with an in depth interest in the particular committee. Often a small committee moves with swiftness… Sometimes even a committee of one can be the answer.

For maximum results these are the basic rules:

  1. Establish the purpose of the committee.

Establish the role of each committee member.

Emphasize a deadline for the reporting.

Give committees recognition for their accomplishments. Be prepared with new assignments or special help if the committees flounder.

Other Duties of the Regent

As Regent of your chapter you are automatically the spokesman. It’s a wise Regent who keeps himself informed on membership, projects, and current fraternity events and on local, state and national events.

Often you will be asked to support community action, special observances, appreciation days and drives…some requiring financial assistance. Anticipating these events is the key to turning them into a pleasant experience, not a problem. Your own leadership in some community action, outside of pharmacy and fraternity affairs, is a great image builder and provides valuable experience toward personal growth.

Setting Objectives

Setting sensible objectives and communicating them clearly can mean the difference between a highly productive year and a year that is less than satisfactory.

The secret is in being precise, communicating clearly and getting consensus from the team.

One-third of your first Executive Committee meeting is not too much time to spend on this important task. As a matter of fact, you may spend at least this amount of time discussing goals with your group after having spent several hours alone coming up with some tentative ideas. It is time well spent.

Well formulated objectives include the following:

  • What?
    Example: We will increase membership.

  • How Much?
    Example: by 10 per cent.

  • When?
    Example: by next January 1.

  • Under what Conditions?
    Example: without compromising our acceptance standards.

Checking the Quality of Objectives

Clarity and Precision

After establishing your objectives test each one by asking:

  • Does it state clearly what we hope to accomplish?

  • Is it quantifiable or measurable? Does it say how well or how much or how many?

  • Does it state a time frame? Does it pin down when the objective is to be accomplished?

  • Does it state the important conditions under which the objective will be met? How much budget can you devote to it? Are there policies, regulations or restrictions that must be known.


Once you are satisfied that the objective is as clear and precise as you can make it, be sure it is practical.

  • Is it important enough to the Chapter to be stated as a major goal?

  • Is it realistic? If there is no chance of attaining it, then it won’t do much good to write it down.

  • Is it acceptable? If there is no support for it, then go to some other possible objective.

  • Clear, practical meaningful objectives can get the year off to a running start.


Perhaps you will not accomplish everything you had planned. Which objectives are most urgent? It’s better to accomplish one or two important objectives than to take on too many and fail all of them.

Examples of Possible Objectives


  • Recruitment — “Recruit at least fifteen (15) new members within the next six (6) months, with half of these being pre-pharmacy students.”

  • Retention — “We will not lose contact with any graduate member for any reason.”

Public Relations

  1. Within the next thirty (30) days: From a Public Relations Committee

    1. Identify at least three (3) members having interests, abilities and/or personal contact that would be helpful in the Chapter’s Public Relations Program. Appoint one person to be the “public information officer”, i.e., the sole person for disseminating information to the school/college and community. Appoint a committee chair.

  2. Within the next ninety (90) days:

    1. Compile a list of groups and organizations in the community that are involved in health related activities, especially pharmacy. Identify contacts inside each group. Add name, address, telephone number and any special notations about each group and organization. Meet personally with each of these contacts, whenever possible.

Send a follow-up letter to each organization contact person identifying the “public information officer” of the chapter and provide their telephone number and address.

3. Within the next twelve (12) months:

a. Send out at least one newsletter per semester or quarter on the Chapter’s activities

involving health care or related subjects.

Conducting the Meeting

Your most public activity during your term of office is conducting the meeting. Your members see you on display each week and judge you on how well you are prepared.

Where to Meet

This should be determined for the entire semester or quarter and the meeting room booked for each meeting. It should be a location free from noise and well lighted. Possible meeting locations include a school/college classroom, the fraternity house, a members apartment, etc.


Be sure to have a lectern at the meeting site; most guest speakers feel uncomfortable without it. Also, have a microphone if it is a large meeting room. A member of the Chapter should be responsible for checking this in advance. Determine if the speaker requires audio-visual equipment which must be rented and checked out in advance.

Parliamentary Procedure

Be sure to become familiar with parliamentary procedure (simplified versions in workbook and Constitution and By-Laws). It is not necessary to go overboard but basic principles should be followed to protect the rights of all members.

Plan the Agenda

You should prepare an agenda for each meeting even if it’s not a business meeting. List the announcements that are to be made. If a guest speaker has been invited, have a written biography to present.

Handling the Guest Speaker

The speaker is a guest of the Chapter and should be treated like a guest in your home. Request a biography in advance for introductory purposes and prepare an informative, VIP-type introduction.

Offer to provide overnight accommodations and arrange to meet them at the airport if they are flying. Be sure to determine expenses and honorariums in advance.

Prepare a brief announcement with appropriate background information about the speaker for publication in your Chapter newsletter prior to the meeting. Also, publish a brief summary of their presentation (one or two pertinent points) in the newsletter following the meeting.

Introduce them to other officers and members and assign one officer as a host for the evening. Send the speaker a letter of appreciation following the meeting.

Contact all Members

Use a telephone committee to remind all members of the meeting. Remind them of embarrassment to the Chapter if there is a poor turnout for a guest speaker. Remember to inform graduate members and faculty when necessary.

Before the Meeting

As everyone knows, meetings can be super-productive or a complete waste of time. You will wish to avoid the latter, naturally, so a few of the following details should be considered:

  • Jot down topics and problems to be considered.

  • Write down suggestions for solutions to the problems.

  • Talk over some of the points with members most concerned with the problem; this gives time for thought revision.

  • What’s the objective of the meeting? Your answer is the agenda.

  • Review the agenda with the Executive Committee prior to the beginning of the meeting.

  • You may want to consult qualified persons to discuss certain areas of the problem prior to Chapter consideration.

During the Meeting

  • Call the meeting to order on time.

  • See to it that the discussion moves smoothly.

  • Speak so everyone understands.

  • Maintain order and avoid confusion.

  • Address yourself to the Chapter, not to an individual.

  • Check room air temperature, acoustics, etc., of meeting site.

  • Highlight the speaker’s remarks and then ask for action.

  • Whenever the discussion becomes too complex, refer it to a committee.

  • Ask for free comment, yet politely work away from long opinions.

  • If you have a comment, ask for the floor as a participant.

  • See that conclusive action is taken on the subjects considered.

After the Meeting

  • Be sure the minutes of the meeting are correct and complete.

  • If a topic remains unsolved, be sure an appropriate committee receives it for further study.

Common Problems in Discussion

  • Lack of direction.

  • Repeating points already covered.

  • Domination by one or two individuals.

  • Failure to arrive at any conclusion.

  • Lack of participation on the part of all members.

  • Emphasis on personalities rather than problems.

The Nature of Good Meetings

You as a leader should think about the productive chapter discussions in which you have participated. What were they like? What made it effective? What were the key points to provide a stimulating discussion? The reasons are usually:

  • “I had a chance to speak”

  • “I had an opportunity to contribute to the final decision”

  • “I felt relaxed”

  • “I thought the Regent was prepared for the discussion and handled the affairs of the group in a democratic way”

  • "I knew what we were trying to do”

  • “I know more about the problem now than I did before”

  • “The meeting had direction”

Good Questions: A Key to Group Leadership

Questions to Open Discussion:

  • Have we clearly stated the problem?

  • Are there any additional facts that we need so that all members will understand the problem?

Questions to Encourage Discussion:

  • What other parts of the problem do we need to discuss?

  • Even though we have heard from several members, do those who have not spoken wish to add their ideas?

Questions to Limit the Overactive Participant:

  • In order that all members may speak, would all members please limit their comments to three minutes?

  • Where are we now in regard to the major issue under discussion?

Questions to Help the Chapter Move to a Decision:

  • Shall we summarize what we have accomplished in our discussion so far?

  • Am I correct in stating that we have reached agreement on the following points (summarize)?

These are only a limited sample of the questions that might be asked. However it is important to note that each question places the responsibility for discussion on the Chapter.

Learn From Others

A pleasant and efficient method of picking up ideas and program possibilities and even solutions to problems is by talking these matters over with other chapters. For added support and assistance in numerous areas, The Central Office and staff are always available. Often The Central Office has just the materials you are looking for. Many of the Kappa Psi publications can be of great assistance.

Encourage attendance at all Chapter meetings…especially the formal meetings. Meetings are a wonderful opportunity for many exchanges of ideas. You’ll want to check on attendance at all of these gatherings…good participation makes for a strong, united Chapter.

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2010 Kappa Psi Pharmaceutical Fraternity, Inc iconIspe's Pharmaceutical Engineering Article of the Year

2010 Kappa Psi Pharmaceutical Fraternity, Inc iconTitle: Chemoenzymatic Routes to Novel Dendritic Architectures Suitable for Pharmaceutical Applications

2010 Kappa Psi Pharmaceutical Fraternity, Inc iconDSc (1981): The Physicochemical Properties of Pharmaceutical Systems (London University)

2010 Kappa Psi Pharmaceutical Fraternity, Inc iconEthics and the Pharmaceutical Industry : Business, Government, Professional, and Advocacy Perspectives

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