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Hmis Oversight in Healthcare Institutions, Research Paper Example

Pages: 3

Words: 814

Research Paper

The emergent emphasis in organizational theory on IT Healthcare Management Information Systems (HMIS) as presented by Tan and Payton (2010), initiates query into the integration of extended practice setting networks. Interested in the advancement of IT platforms and software driven data bases as solution to change operations in global institutions, the search for approaches that succeed at meeting core competencies through risk reduction and resource maximization are the most sought after technologies for the betterment of the ‘total’ organization. The new IT systems offer interconnectivity between operational units within healthcare institutions, and link human intelligence to the logistics data analysis for in-depth insight into the history of expenditures and allocation requests. Some institutions have joined supply chain cooperatives in their region to further enhance the use of network logistics and stem of the flow of fiscal waste – a persistent concern within healthcare organizations – saving literally hundreds of millions of dollars annually (Healthcare Finance News, 2010).

Initiation of new IT HMIS systems must be met through a collaborative of consortium toward business management of the network, and service provision efficiency. Representation by Chief Information Officers (CIO) and other related operations and IT staff from both the lead organization (e.g. hospital) and insurance and referral institutions should consulted in the development phase in order to build unique inputs into an otherwise standardized systems format. Integrated knowledge share portals that provide financial analysts, managers and physicians working in the various capacities within referral network in regard to patient record are faced with an enormous repository of data. This also means that knowledge production hospitals is for both internal use, and linked to its competency community(s) for the aforementioned reasons, and contributes to the sheer magnitude and density of information that might be used by the institution and its partners in other areas such as industry or state reporting. The preliminary phase should be grounded in an assessment survey of current partnership competencies and transactions, with an open ended semi-structured response panel for varied information dissemination of each organization’s requirements.

For instance, IT HMIS designed to enhance the networking of financial operations in hospital institutions must be especially responsive to the growing complications in the insurance industry as product options such as bundled payments impact the industry as patient’s demand convenience and competitive pressures to supply those services supersede mere fiscal allocation in service to patients amidst conglomerate interests in the healthcare industry (Monegain, 2010). CIO’s are increasingly drawn into this external environment based on transactions, as they are called upon to find IT solutions to administer and manage those systems of accountability within their own institutions (cio.com, 2010). Unlike Chief Executive Officers (CEO) whom are the primarily responsible party for general governance, the CIO is more directly involved in the scientific praxis of organizational management; as precision in systems that retain data for record, and for analysis toward organizational growth are in their hands. In the absence of a CIO, the secondary point of reference within the executive chain of command is typically the Director of Chief of Operations, the traditional management role for oversight of institutional procedures and processes ranging from departmental IT management to logistics and purchasing.

Responsive to the aforementioned challenges in the emergent healthcare environment, leaders looking to new IT HMIS operations systems are seeking change management solutions that will enable them to forge lean and agile strategic growth models in settings known for fiscal and resource waste. Despite the upfront costs of planning and implementation that go into introduction of new IT systems into an existing HMIS setting, integrated operations enable the advancement of fiscal and other controls not previously realized due to time lapse, as well as precision in every step of the service provision process from decoupling point between allocations to actual delivery of patient services. If efficiency in information is directly linked to ‘duty of the standard of care’ within hospitals and healthcare institutions,  the benefits to CIO direction and better control of information channels offers new promise in terms of comprehensive patient care through “patient-centric management systems,” and ultimately sustainable organizational growth (Tan and Payton, 2010).

References

 Blue Shield of California extends contract for MedeAnalytics’ claims transparency solution (2010). Healthcare Finance News, February 12, 2010. Retrieved from: http://www.healthcarefinancenews.com

Illinois Purchasing Collaborative achieves more than $10 million in supply chain savings in four years (2010). Healthcare Finance News, 1 July 2010. Retrieved from: http://www.healthcarefinancenews.com

Monegain, B. (2010). N.C. health system to launch bundled payment pilot. Healthcare Finance News, 22 June 2010. Retrieved from: http://www.healthcarefinancenews.com

Tan, J. and Payton, F.C. (2010). Adaptive Health Management Information Systems: Concepts, Cases, & Practical Applications, Third Edition. Sudbury, MA: Jones & Bartlett Learning.

The imperative to be customer-centric IT leaders (2010). CIO.com. Retrieved from: www.cio.com

Pizzi, R. (2010). Actuarial survey says transparency would reduce healthcare costs. Healthcare Finance News, 29 July 2010. Retrieved from: http://www.healthcarefinancenews.com

(2010). Study outlines $3.6T in potential healthcare waste reductions. Healthcare Finance News, 14 June 2010. Retrieved from: http://www.healthcarefinancenews.com

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