Study of factors influencing the occurrence of conflicts in pharmacies

The aim of the study was to investigate the factors influencing the occurrence of conflicts in pharmacies during the provision of pharmaceutical care, with the subsequent goal of optimizing the social and psychological climate within the team and improving the quality of service to the population

The majority of one's time at work involves interactions with management, colleagues, subordinates, and customers.The constrained nature of communication timelines exposes specialists to various factors that can lead to misunderstandings, ultimately giving rise to conflicts.The negative consequences of conflicts include people's dissatisfaction with common goals, avoidance of problem-solving, and the weakening of team cohesion, among other issues [2,3].Furthermore, conflicts in pharmacies are often linked to a low level of socially responsible behavior among pharmacists [4].
Recent data have examined the most common causes of conflicts in pharmacies.Studies by M. Karimova and O. Makarenko explored potential types of conflicts among pharmacy employees, offering proposed solutions to address them [5].Additionally, A. Chehrynets, H. Babicheva, and O. Rohula analyzed methods for overcoming and resolving conflict situations that can be employed by pharmacy professionals [6].
Nevertheless, the matters concerning the formation of the social and psychological climate within a team remain pertinent, as they are continually influenced by external factors over time.

Aim
The purpose of the study was to investigate the factors influencing the occurrence of conflicts in pharmacies during the provision of pharmaceutical care with the subsequent optimization of the social and psychological climate in the team and the improvement of the quality of service to the population.

Materials and methods
Systematic-analytical, mathematical statistical, comparative, and sociological research methods were employed in the study.Descriptive statistics were used to present the data obtained.
When planning the experiment, we have used Lark's approach to establishing the significance of certain parameters of trade enterprises [7].
To compile a list of factors that most frequently lead to conflicts in pharmacies, a specialized questionnaire comprising 15 questions was developed.
To assess the significance of these factors, the survey results were converted into corresponding component weights (Wij).The responses for each factor were aggregated, with the factor receiving the highest score standardized to '1.' The significance of other factors was then calculated as the ratio of the sum of responses to the parameter that attained the maximum score.
In total, 74 questionnaires were received from pharmacy visitors and 49 questionnaires from employees of the pharmacy chains of the municipal enterprise "Primula" and LLC "ANC" (Zaporizhzhia city).
To determine the rating of factors that shape consumer satisfaction with the work of pharmacists, additional studies were conducted to assess the importance of factors that influence consumer choice [7].

Results
The results of the survey of pharmacists and drug users on the occurrence of conflicts between them allowed us to identify the main factors that cause them (Table 1).
As can be seen from Table 1, the results of the survey of pharmacy visitors and pharmacists differ significantly.
In the second stage of the study, the factors influencing the occurrence of conflicts between pharmacy employees were investigated (Table 2).
Next, we studied the factors that influence the emergence of conflicts between the administration and staff of pharmacies.The results of the study are presented in Table 3.

Discussion
According to the results obtained, it was found that the majority of buyers are dissatisfied with the prices of medicines and medical devices (Wij = 1.00) and also doubt their quality (Wij = 0.67).
Quite often, there is a situation when the required medicine is unavailable in the pharmacy (Wij = 0.57).Some visitors attempted to return purchased medicines to the pharmacy (Wij = 0.38).The survey also indicated that visitors rarely encountered expired products (Wij = 0.31), and instructions were consistently available, except when buying a single plate of a drug (Wij = 0.31).The majority of respondents reported never requesting prescription drugs without a doctor's prescription (Wij = 0.30) (Table 1).
According to pharmacists, the primary source of customer dissatisfaction lies in the prices of medicines and medical devices (Wij = 1.00).Pharmacists also frequently encounter situations where they are asked to dispense medicines without a doctor's prescription from the list of prescription drugs (Wij = 0.70).Conflicts occasionally arise when visitors attempt to return medicine to the pharmacy (Wij = 0.67), a practice prohibited by law.Visitors express irritation when faced with the unavailability of some medicines at the mo-

From the point of view of pharmacy visitors
From the perspective of pharmacists Wrong actions of team members (personal disorganization, selfish desires, aggression) 1 1.00 The discrepancy between the words, assessments, and actions of some team members and the expectations and requirements of other team members The presence of "difficult people" in the team ("aggressors", "complainers", "boredom") creates a state of social tension  ment (Wij = 0.59).Additionally, some visitors voice complaints about the quality of medicines and medical devices (Wij = 0.53), questionable expiration dates (Wij = 0.33), and the absence of instructions for use (Wij = 0.31).
In comparing responses to identical questions from both visitors and pharmacy employees, it was noted that they share similar opinions regarding the prices of medicines, expiration dates, and the availability of instructions.However, divergent views emerge in other aspects.Pharmacists assert that the quality of medicines is high, whereas some visitors express the belief that the quality of medicines is unsatisfactory.
The study identified the primary factors provoking conflicts within pharmacy teams.Foremost among them is the inadequate behavior of some employees, characterized by aggressiveness and selfishness (Wij = 1.00).Following closely is the discrepancy between the words, assessments, and actions of certain team members and the expectations and requirements of others (Wij = 0.89).Psychological incompa tibility between employees also plays an equally crucial role (Wij = 0.88).Frequently, the team faces division on how to fulfill assigned tasks (Wij = 0.82).Within the pharmacy team, common challenges include dealing with 'difficult people' categorized as 'aggressors,' 'complainers,' and 'boredom' (Wij = 0.81).Respondents also noted concerns about not all team members performing their functional duties well (Wij = 0.71).Complaints about the lack or distortion of information (Wij = 0.70) and competition between employees (Wij = 0.70) were less frequent.Communication between employees received high satisfaction ratings across all surveyed pharmacies (Wij = 0.64).The least significant factor contributing to conflicts was limited resources (Wij = 0.53) (Table 2).
The study of conflicts between the staff and the administration revealed that they most often arise due to an imperfect bonus system (Wij = 1.00).In 7 out of 9 pharmacies, there is no system of bonus incentives.The next factor is the high level of workload of pharmacists at the workplace (Wij = 0.92).The majority of respondents believe that they do not have any opportunities for career growth (Wij = 0.76).An important factor is unfavorable working conditions (Wij = 0.68).Pharmacy employees say they are dissatisfied with their work-life balance (Wij = 0.66) and salary (Wij = 0.66).The distribution of responsibilities (Wij = 0.44) and the evaluation of employees for their work (Wij = 0.40), according to the respondents, are generally fair.Labor laws are observed in pharmacies (Wij = 0.35).Managers and supervisors maintain a high level of discipline in the team (Wij = 0.34).Respondents noted that salaries are always paid on time (Wij = 0.28).Managers in pharmacies fully comply with work ethics (Wij = 0.27).

Conclusions
1.The study identified and examined factors contributing to conflict situations in pharmacies, encompassing interactions between pharmacy visitors and pharmaceutical workers, among team members, and between the administration and the pharmaceutical team.The most significant factors have been highlighted.
2. Based on the study's findings, the authors have proposed measures to reduce the level of conflict situations, aiming to optimize the socio-psychological climate within the team and enhance the quality of service to the population employees (clash of goals, attitudes, interests, motives) 3 0.88 Different views on the methods of fulfilling the assigned tasks 4 0.82

Table 2 .
The importance of factors influencing the emergence of conflicts in the teams of pharmacies

Table 3 .
The importance of factors influencing the emergence of conflicts between the administration and staff of pharmacies