Competiveness And Performance Effectiveness For Health Care It Systems

In my current role within the healthcare organization, my three takeaways, which are the most important and relevant, are quality of care, cost of care, and the use of technology healthcare. Quality of care is important as it build trust among staffs, providers and most importantly patient’s outcomes. By providing effective and efficient quality of care patient outcomes will improve, reduced unnecessary visit to emergency room and urgent care and the organization will improve. Additionally, measuring the quality of health care is important because it tells us how the health system is performing and leads to improved care. Also, by measuring the quality of care it will improve the health care organization by preventing the “overuse, underuse,

The United States health care industry is a dynamic industry that is consistently evolving to meet the changing needs of patients. This use of information technology to improve how patients are being managed within a healthcare organization is generating substantial awareness amongst hospitals and physicians. Your CEO hired pClinical Research, LLC to provide a summarized overview on how Healthcare Information Technology (HIT), more specifically electronic medical records (EMR) is impacting the healthcare system. After reviewing this summary, your leadership team will learn how intergrading electronic health records (EHR) within your entire organization will (1) improve patient care management (2) provide financial incentive to your hospital

Healthcare and health information technology (health IT) are undergoing transformative change at an unprecedented pace. Strategic planning has become a major discussion point among CIOs, CTOs, CMIOs, and IT Directors. Whether it is implementing enterprise-wide electronic health record (EHR) systems, working toward compliance with the “meaningful use” EHR Incentive Program, enabling patients’ involvement through PHRs, transitioning to ICD-10, establishing insurance exchanges, becoming an accountable care organization, or even deploying a medical home, healthcare executives are confronted with a confluence of high-priority initiatives.

Organizational teams must adjust physician practices and reshape either the inpatient, outpatient or emergency care process because of the constant involvement of nurses, pharmacists, physicians and ancillary staff. Since the CPOE system is one of the most complex and challenging features of the healthcare information technology (HIT), it may involve an increase in the time spent by physicians in order to time spent on order to overcome this barrier. This especially applies to the improvement of patient care and satisfaction because of the exceptional performance of care healthcare providers and physicians provide. The implementation of executive leadership within their organization can become very beneficial to Larry and Emma as the organizational leaders. I believe that there are two major responsibilities that the MSMC must acknowledge. These are ensuring that the implementation of a complete functional EMR becomes successful and that theirs a smooth transition when improving the health information technology system, which may include telemedicine, e-health records, and the exchange of patient information. These are the advancements I would implement if I was in Sarah’s position because it would ensure that their organization would be able to sustain quality care. In effect, this would help the accessibility patient data and increase their

The ever evolving nature of healthcare organizations makes it imperative for Chief Information Officers (CIOs) to remain proactive and dynamic in order to meet both current and future needs of the organizations and healthcare consumers in today's fast moving technology and business world. Historically, the CIO position seemed to have evolved from data processing manager and information technology director, to the current status which embraces technology and business requirements. Given the roles of a CIO and challenges in the healthcare organization, the contemporary CIO needs certain leadership traits to be able to sail through the turbulent waves in the healthcare organizations. Today's leaders in information technology must move from the command- and- control way of thinking to an era of employee empowerment and engagement, and strategic thinking so as to be successful (Hein, 2013). This discussion will focus on how three of

The acquisition of an information technology (IT) system by a healthcare organization must incorporate several different concerns. Generally, there is a process by which the organization determines what functions and capabilities are essential for the new IT system to provide. Much of that concern is dictated by specific goals of the organization, its mission, and the operational elements of the organization. Most importantly, the organization must consider the varied interests and needs of all of its stakeholders in relation to the new IT system.

The chief information officer is the executive who manages the IT department and leads the organization in their efforts to develop and advance IT strategies. The role of the CIO in health care organizations is to: set visions and strategies, integrate information technology for business success, and make changes when necessary, build technological confidence, partner with customers, ensure information technology talent, and build networks and community. They should also establish and maintain good working relationships with the members of the

Chief information officer (CIO) is an executive job title commonly given to the person with an organization in charge of information technology (IT) strategy and the computer systems required to support organization objectives and goals. As the storage, transmittal and analysis of electronic health information became more important to the health care industries, CIOs are key contributors to formulating strategic goals within the IT department. The CIO must have at least a bachelor’s degree; however, some companies prefer CIO candidates with a graduate degree. The college classes for this position includes Management Information Systems (MIS), Computer Information Systems (CIS), IT Management and Project Management and Health Information. Salary

According to Wager (2012), regardless of the size of the health care organization or the scope, any system implementation should need organizing the implementation team and identifying a system champion, determine project scope and expectations, and establishing and instituting a project plan. Failure to appropriately plan for and manage the mentioned activities can result in cost overruns, dissatisfied users, project delays, and even system interruption. Indeed, the LWMC should implement strategic planning, and physicians should accept the advice of the LWMC’s Chief Information Officer and Information Technology (IT) department professionals. This helps to ensure a strong and clear relationship between IT investment decisions and the overall strategies, goals, and objectives of the

More than ever before, the health care work environment requires comfortable services and high technology information system. The health care manager should aware of and understand the impact of health information technology to ensure that workers are productive, sensitive data is protected, and patients remains safe. To manage effectively and efficiently, the health care manager must have the competencies and skills to evaluate the experience and adoption of new technologies to health care workers in the organization.

CIO reports to CEO (Chief Executive Officer), CFO (Chief Financial Officer), or COO (Chief Operating Officer).

The Chief Information Officer (CIO) position was officially established by the Clinger-Cohen Act of 1969. From this piece of legislation, the CIO was given its official duties and responsibilities. They include Provision/Assistance to Senior Executives on IT Acquisition and Management, Integration of a Sound IT System, Up-keeping/maintenance on present IT architecture, Input on the development of Enterprise Strategies along with specific plans regarding hiring and future employee training, Et Cetera. The image above

Chief Information Officer (CIO): Role of Chief information officer is to provide leadership and vision for developing and implementing IT initiatives that align with focused mission. CIO is responsible for all aspects of information technology and systems of a company focus. CIOs can be represented as full-fledged members of senior executive team. CIO proposes budget for projects, purchases and equipment upgrade, monitors computer specialists and IT workers and manage IT-related projects. The CIO directs the planning and implementing sections of enterprise IT system in support of FOCUS operations to improve service quality, cost effectiveness, and mission development.

The CIO role in the company needs to be clearly identified along with accountabilities and objectives for him and his organization, including preventing security breaches.

The variation in information needs across any healthcare provider organization forces healthcare information technologies (HIT) platforms, systems, processes and procedures to align its design to support the unique information needs of each department and role. The greater this alignment of HIT systems and technologies to specific administrator, doctor, nurse and lab technician roles, the higher the level of overall systems performance and results attained (Agrawal, Grandison, Johnson, Kiernan, 2007). Just as an enterprise has strategic information needs that help to define the future direction of the business, healthcare provider organizations also have a comparable set of strategic information needs. The administrative roles in healthcare providers need to have a consolidated view of the organization from a cost, quality management, service level, patient recovery rate, patient satisfaction and profitability standpoint as well (Middleton, 2005). All of these factors are often gathered together in a dashboard that administrators often rely on to manage the core areas of their healthcare business (Leung, 2012). Administrator's information needs are also longer term in nature and more oriented towards the development of strategic initiatives that will last several years, requiring