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Dr. Gaither is professor and assistant dean for pharmaceutical education at the University of Minnesota college of pharmacy. She received a B.S. in pharmacy from the University of Toledo and an M.S. and Ph.D. in pharmacy administration from Purdue University. Her teaching interests include the health care workforce, professionalism, career management, work-related attitudes and behaviors, interpersonal communication, and service learning. Her research interests include understanding and improving the work life of pharmacists, specifically focusing on individual-level (organizational and professional commitment, job satisfaction, job stress, role conflict, turnover, and gender and race/ethnicity effects) and organizational-level (culture and empowerment) factors. She also examines the psychosocial aspects of patient and provider decision-making regarding the management of chronic illness. She recently completed a sabbatical leave focusing on assessing pharmacy's role in addressing health disparities.

After completing this chapter, readers should be able to

  1. Discuss the field of organizational behavior and its development over time.

  2. Describe the basic components of traditional and newer organization forms.

  3. Compare and contrast different elements of formal and informal organizational structure.

  4. Understand the role of teams in organizations and how to build effective ones.

  5. Discuss the basic incompatibilities between organizational and professional models of structure.

  6. Identify influences on pharmacists' job satisfaction, organizational commitment, job stress, and job turnover intention and organizational identification and how they affect organizational behavior and performance.

  7. Describe the role of emotions in organizational behavior.

  8. Describe different leadership theories and how they can be applied to pharmacy practice.

Joe Smart, a newly hired pharmacy intern, just completed his first week at the ambulatory pharmacy at State University Health System. Having worked previously in an independent community pharmacy, he wanted to get some hospital experience before graduation. Now he is not so sure. He really liked working with the customers that came into Sam's Pharmacy, but frequently he and the pharmacist who worked there were so busy that neither had much time to do anything other than dispense prescriptions. His first week at the ambulatory pharmacy also was quite busy. There were many more people working here than at Sam's. He was overwhelmed by it all. During orientation, he received a copy of the policy and procedure manual that detailed the health system's mission and organizational chart. He was very impressed with all this but could not figure out why it was important to know about the rest of the organization. He was going to be a pharmacist and, as such, was only interested in things that pertained to the pharmacy. Also, he could not understand why the pharmacy staff was so uptight. At his old job, Sam, the owner, would always notice if an employee was distressed or unhappy about something. Sam had an “open door” policy and was always ready to talk. He really felt like part of the team. Joe only saw his new boss, the director of the ambulatory pharmacy, once, and that was at orientation. The pharmacists he worked with were ...

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