Marketing Authorization of Pharmaceutical Products with Special Reference to Multisource (Generic) Products: A Manual for Drug Regulatory Authorities - Regulatory Support Series No. 005
(1998; 213 pages)
Table of Contents
View the documentPREFACE
View the documentI. INTRODUCTION
Open this folder and view contentsII. PROVISIONS AND PREREQUISITES FOR REGULATORY CONTROL
Close this folderIII. OPERATING ACTIVITIES
View the documentA. Transparency
View the documentB. Policies
View the documentC. Administrative procedures
View the documentD. Guidelines for applicants
View the documentE. Model application form
View the documentF. Communication among departments within the DRA
View the documentG. Relationship of evaluators with GMP inspectors
View the documentH. Relationship of evaluators with the quality control laboratories
View the documentI. Functional relationship of the evaluators with the expert advisory body
View the documentJ. Relationship of evaluators with the pharmaceutical industry and confidentiality of data
View the documentK. Meetings with applicants
View the documentL. Procedures for appeals
View the documentM. Collaboration with other DRAs
View the documentN. Collaboration with WHO
View the documentO. Use of external experts as evaluators
View the documentP. Timeframes for processing of applications
View the documentQ. Publication of marketing authorization decisions
Open this folder and view contentsIV. REVIEW OF APPLICATIONS FOR MARKETING AUTHORIZATION OF MULTISOURCE (GENERIC) PHARMACEUTICAL PRODUCTS
View the documentV. ISSUE OF WRITTEN MARKETING AUTHORIZATION
View the documentVI. VARIATIONS
View the documentVII. PERIODIC REVIEWS
View the documentVIII. SUSPENSION AND REVOCATION OF MARKETING AUTHORIZATION
View the documentGLOSSARY
View the documentABBREVIATIONS
View the documentREFERENCES
Open this folder and view contentsANNEXES
 

F. Communication among departments within the DRA

For maximum efficiency, the various components of the DRA must function as an integrated whole, or team. Regular meetings of the leaders of the different departments, each presenting short progress reports and news items, ensure that all areas are aware of each other’s current activities. New activities should be agreed by the department as a group and not by individual areas in isolation. This includes setting priorities, for example among those listed as minimal for the marketing authorization function in the section on “Definition of Responsibilities” above.

Examples of the types of operational interaction that can be beneficial are given below.

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Last updated: January 19, 2012