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Magrum and Weber
2.

Take Out Personal Bias: This is easier said than done.
It is imperative that all leaders and managers take out
any and all personal bias during the process, especially during the organizational-redesign planning.
Communication With Senior Leadership5: When undergoing a large organizational restructure, it is essential
to solicit support from hospital administration and
nursing colleagues. During the restructure at the
OSUWMC, we also incorporated human resources
and the college of pharmacy. It is critical to explain the
benefits and goals of the new structure to these leaders
and show how it aligns with the goals of the hospital.
Communication Within the Department: The majority of the anxiety, lack of understanding, and distress
of staff are usually related to lack of communication
from the leadership team. The staff must be included
in the change process in some sort of fashion. The
leaders must convey their overall vision for the
change and update staff with information regarding
what is going to happen, when, and why. These communications should occur frequently; in return, leaders should encourage staff to voice their concerns.
Anticipate Politics5: With any change, there will be
staff members who will see the change as threatening,
unfair, unwarranted, and so on, and there will be staff
members that lack faith in the change, experience anxiety, and fear the change. There will also be staff members who see the change as an opportunity to develop
the department or potentially enhance their personal
career. Leaders must anticipate the various reactions of
the staff members and prepare to act appropriately.
Lack of Measurement2: During the reorganization
process, it is important to not forget to establish new
metrics for performance. These metrics should measure both short- and long-term success. After the
reorganization is completed and working, all leaders
should continue to assess the roll out.

It is essential that the organizational structure must be
well understood and planned before, during, and after the
change. A specific change model that fits to the department
will need to be selected on a case-by-case basis. Leaders
should develop a step-by-step plan that considers all aspects
of the restructure and their department's specific needs to
succeed. The preparation and development of a new structure will be different depending on every organization and
pharmacy department. Once a committee of leaders is chosen to start the restructure, follow the 9 rules listed in Figure 2.
Last, it is inevitable that there will be challenges and setbacks. Be mindful of the issues that may arise and address
them in a timely matter.

The implementation of reorganization must be wellthought through and planned. At the OSUWMC, the
appointed interprofessional committee played a crucial role
in the success of the restructure planning. The goals of the
restructure at the OSUWMC focus on both the staff desire
for a unified vision and joined professional and personal
relationships and the pharmacy leadership team desire to
support the concept of "One Pharmacy" at the OSUWMC.

Conclusion
As discussed, there are various leadership strategies that
must be addressed when managing organizational change for
a pharmacy department restructure. Several fundamentals
and strategies discussed in this article will result in an effective and efficient pharmacy department restructure. This purpose of this article was to (1) describe the organizational
structure change process, (2) list known rules to follow when
redesigning an organizational structure, (3) briefly describe
the organizational change at the OSUWMC, and (4) describe
leadership strategies to overcome potential challenges of
organizational changes. The strategies discussed in this article and proposed sample template for organizational change
process may be used by a pharmacy department in an effort
to restructure their department.
Declaration of Conflicting Interests
The author(s) declared no potential conflicts of interest with respect
to the research, authorship, and/or publication of this article.

Funding
The author(s) received no financial support for the research, authorship, and/or publication of this article.

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https://www.mckinsey.com/business-functions/organization/our-insights/getting-organizational-redesign-right https://www.mckinsey.com/business-functions/organization/our-insights/getting-organizational-redesign-right https://www.mckinsey.com/business-functions/organization/our-insights/getting-organizational-redesign-right https://www.mckinsey.com/business-functions/organization/our-insights/the-irrational-side-of-change-management https://www.mckinsey.com/business-functions/organization/our-insights/the-irrational-side-of-change-management https://www.mckinsey.com/business-functions/organization/our-insights/the-irrational-side-of-change-management

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