Healthcare Information Systems
Interwest Healthcare Corporation is a non-profit organization that owns 10 hospitals in three western states. Cynthia Manzoni is the chief executive officer (CEO), Vijay Singh is the Chief Financial Officer (CFO), and there are many hospital administrators and staff personnel. Interwest runs healthcare information systems (MIS) that support all of the intake, treatment and release of patient information. The system is also the program support for federal funding. Information that is entered into the program is then compiled into reports for the federal government to analyse for various grant programs (Brickley, Smith & Zimmerman, 2009, p. 38).
Mr Singh has identified an issue with the data entry procedure that affects the federal reporting system. Ms Manzoni has acknowledged Mr Singh’s findings, and recognizes the importance of continued compliance with system accuracy in accordance with the federal government. Ms Manzoni calls a branch meeting to address the issues of data processing, but soon discovers more issue than had originally expected. Although she had the commitment of the hospital administrators to fulfill their end of the agreement, they failed to perform accordingly. Tension, miscommunication, and management roles were also a huge part in why compliance was not met.
There are three significant problems that come to my attention. First, the issue of tier level management; secondly, the communication between roles; and lastly, data entry processing. The source of the problem stems from data entry processing. It is highly important to make sure that the federal government and health care professionals are satisfied with the usefulness of the management information system (MIS). Federal aid would require specific items to be listed, and thus, cannot be neglected, nor changed. To make good use of the information system I would analyse the actual data entry by hospital personnel, review the overall time management of the staff, and request improvements geared toward overall patient care.
The framework, including decision rights, methods of rewarding, and performance evaluations should be analysed to better enhance corporate productivity. There is definitely room for improvements throughout the organizations architecture. Notably, the process at which data is entered, the actual entry of data itself, and the amount of time required to enter the data would all benefit from change to satisfy the need by the federal government, and thus, the desire to improve quality care to its patience.
To improve performance of federal reports, we would look at tier level management roles and management communication. There is a sense of macro management in the organization, and influences to overall understanding of the importance of data entry. You must solidify roles, responsibilities, and grant decision rights to the appropriate roles. Hospital administrators and staff have acknowledged their importance to the overall quality of patient care. By doing so, you are encouraging employees to reward themselves via economic utility. The satisfaction alone might be enough to preserve the integrity of the business, but if it were not, you would have implemented decision rights to responsible parties. And those responsible parties would be able to recognize the different behavior models of those employees, and alter their rewards system to meet their satisfaction/utility.
My observation of behavior has helped me understand human nature, and the insight as to how individuals make decisions. Motivation and choice both model the affects of human drive. Hospital administrators would justify not doing what’s required based on the human behavior of “dislike”, in part of Mr Singh. Or vise versa! The importance should be placed on building corporate relationships, so that the motivation is there to preform according to policy.