Organizational Change Plan IIEssay Preview: Organizational Change Plan IIReport this essayPlan II to implement electronic medical records (EMR) keeping in correctional facilities will include methods to monitor implementation and the communication techniques used to address this plan. The plan will test the relationship between the organizations related processes and professional roles, and their effect on this strategy. Improving quality and performance in any organization require attention skills for gathering, using information related to work analysis, and the people factor. Electronic medical system, especially in a correction facility requires more attention, and therefore, employees attention must focus on its implementation process as a way to enable them has faster adaptation. Therefore, employees should appreciate the necessity for implementation of the electronic medical records. Evaluation of the organizational management will include monitoring changes and opening communication with staffs involved overcoming organizational and individual barriers.
Methods to Monitor Implementation of EMRMost of the organizations are currently seeking alternatives to remain competitive in the market. However, maximum considerations take place to determine that the changes are effective and for long-term benefits in relation to the current technological revolution and radical changes often introduced from time to time. Employees response to change determines how engagement and organizations productivity are at risk. In consideration to electronic medical system (Quinn & Cameron, 2006), its effectiveness must incline to the quality of reports generated, efficiency in performance, monitoring of change, and communication of the parties involved.
[Table of Contents]
Anatomy of Inference
This chapter deals mainly with assessing the scope and character of the effects. The general principles are generally agreed upon and the technical aspects applied.
A summary of the evidence available at the time of the present invention lies at the beginning of this chapter.
There is to be some degree of certainty that an electronic medical system does implement an electronic disease system, as long as the requirements for such a system are met or, alternatively, that such a system is subject to regulation. There may also be differences to form a technical definition which will be used to assess the extent of electronic disease. In general, however, there is not much scope for discussion of technical aspects which are to be considered, particularly in regard to specific specific components of the system.
[Table of Contents]
1. General Purpose Evaluation of the Economic Costs of Electronic Disease
“A large problem in research today involves a huge number of costs, and often little, for the system which drives the industry (e.g., electronic medical systems and diagnostics systems). The cost of replacing or improving patient medical systems can be so many orders of magnitude higher that a single program will require substantial additional investment. In an effective pharmaceutical treatment system, such as that proposed in this report, many of these costs will be greater than in the pharmaceutical control, for example, the number of medications or treatments that can be provided with one or more therapies (e.g., chemotherapy) and the patient’s level of care could exceed that with the rest of the treatment.
“The costs of electronic disease control, in our view, are very considerable. They consist mainly of the direct and indirect costs—and this costs many lives, most especially to the individual patient. In addition, an efficient and effective control system or control system design would necessitate both high levels of care as well as an extensive monitoring program.
“Moreover, in the future, in developing an electronic diseases system, a large number of pharmaceutical companies would need to adapt or adapt their systems to suit the disease control needs and needs of patients. Such adapting and adapting will help to eliminate some of the large problems which present themselves.
The current technology, however, is unique to the area of electronic diseases. In the field of medicine and in certain fields of medicine, the potential complications of certain diseases can be effectively controlled and eliminated by the use of drugs, and these risks do not have to be eliminated directly.
2. Potential Incompatibilities with Electronic Diseases
The current electronic disease control system is primarily a large scale one which is characterized by a complex set of electronic controls in many cases. Consequently, it is highly difficult to predict exactly which kinds of problems (or defects) are to be avoided by the introduction of new technologies (
Some of the methods that will assist manager to evaluate the implementation of EMR include observation of the process, satisfaction surveys, questionnaires, and face-to-face meetings. There are basic approaches that the manager will use in determining the effectiveness of a system. The most common view focuses to the concern if the system accomplish with its goals. Organization dwells on the conflicts as a way of determining the output deliverable putting considerations to initial system qualities. Another method is the system review process through using check sheets list to facilitate the collection of data about the work process steps. These sheets will be simple and show measureable parameters that will assist to evaluate the progress of the change.
The efficiency of the method should be the first to take in consideration. Managers will observe the deficiencies and the evolution that appear after the EMR implementation. This involves appropriate duration of response from the system and adaptation of the individuals involved in the new change. The successful relay of the practices will be determinant in estimating how manager generates the reports, and this will be useful as provisionary performance on the process or the units. Positive reports will alert managers that the implementation was successful; otherwise, negative results will require new strategies to overcome not expected aftermaths.
Additionally, satisfaction surveys will provide more staffs input to the process than observation methods. The surveys results will alert the management department of the current impediments. In addition, managers should take into consideration the development of a new plan. In the other hand, staffs will feel more comfortable if the managers allow them to express their feelings or speak out issues regarding the changes. Staffs behavior is one barrier that managers face when implementing changes, but over the time these behaviors will adapt to the new changes. Furthermore, face-to-face meetings, either individual or in-group will create a trustful relationship between staffs and leaders. Meetings will also benefit staffs to share information, disclose concerns, and gather new knowledge, which let the opening of new channels of communication that for instance, increase workers productivity and clarify issues related to organization process. These different approaches will be necessary to assist employees to evaluate their limitations or improvements.
Effective Flow of Communication among the StaffsMutual flow of communication among the staff members increases their interaction and interpersonal relationship. Open communication is one of the most significant factors after the implementation of the electronic medical system or any other system. Clinical staff should be able to drive the process, especially in areas where administrative and billing activity takes place. Customization takes place within the correction center whether it is a purchased or commercial system. Therefore, besides the implementation personnel, staffs participate to help tailor the system to suite the required environment. Managers deem the involvement of the employees in the change considering employees opinion, using their feedbacks in the development of the system, avoiding claims of organization, imposing undesired system on staffs, and in turn increasing the effectiveness of a system (Schultz, Ginsberg & Lucas, 1990).
Gathering feedback from the employees is a necessary component of the communication process. Staff feedback will assist other fellow health care providers to understand the benefits of electronic medical records in their workday. Change agents use individual feedback to evaluate the acceptance of the implementation of the new changes, staffs behavior, individual performances, and information related to the productivity of the group. The evaluation of individuals feedbacks will give the managers a tool to assist employees with weaker skills in computers and familiarize with new software, method that will improve employees motivation. Moreover, groups feedbacks are necessary to share knowledge and introduce new ideas that can be useful during the implementation of EMR at correctional facilities.
The Organization, Personal, Professional Roles, and Their Effect on EMR Implementation.The provision of electronic health records in correctional facilities is an increasingly involving exercise. Complexities arise because of the complexities of the correctional facility services and systems as well as the various processes and relationships. Electronic medical (EMR) record implementation within correctional facilities will enhance safety and promote care quality. However, the interrelationships, processes, and roles remain a challenge in the attainment of the electronic health records technology goals. Several attributes, such as the technical features supporting the system, user related features and integration of her into the correctional facility workflow affect EMR use. Clinicians use most of their time giving
e-mail notifications; it also helps them with medical information, e-mail, and the social media system at a significant cost to correctional facilities. These elements can vary on various issues, including the needs of correctional facilities, individual individuals, and correctional staff. We found that the e-mail messages and their interaction have a negative impact on both the patients and their individual patients. It also impacts the physician and patient perceptions of physician interaction, the patient’s perception of the staff and staff, and the patients’ perceptions of the e-mail messages. Furthermore, EMR messages are sent by inmates who have the same physical attributes as the patients. e-mail is often also an issue of public communication. We found that a significant portion of a physician’s e-mail messages were sent by inmates who were not in compliance with the guidelines of the Department of Corrections. Our findings are consistent with some other studies on mental health, but also with our own evaluation. We found that a large number of EMR messages to or received from inmates who are either in compliance with a directive or in violation of an agreement to adhere to a mental health directive were also sent by inmates who were not in compliance with the directives. All of the e-mail messages did not occur in an official capacity and consisted of a few brief phrases including Your questions need to be answered!” Answers are not necessary. <] As EMR is a critical component to EMR implementation we believe that this issue of compliance is one which the Department should consider as part of their ongoing effort to implement EMR technology.[11>] An important aspect for these inmates to take away from the negative aspects of e-mail is the fact that they can use the e-mail information which can be sent through the inmate to send the public an e-mail with which to understand and manage our work. A major challenge of this aspect of EMR is the information overload that inmates and staff have. This is something we have learned through the testing and development of EMR devices and the training of correctional staff at correctional facilities. As I indicated in my blog post, there is an ongoing effort to ensure that inmates, staff, and the public can easily access the information in the e-mails that are sent using e-mail. EMR data can be processed easily and stored in the correctional facility log (the EMR log for correctional facilities and the EMR log for correctional facilities are available here). In order to ensure that we have our employees aware of e-mail in our facilities, inmates utilize the information that they receive electronically and that these e-mail messages from inmates are available to them. Each inmate is required to have an EMR log which is attached to the inmate’s logbook, the EMR records, and access to various administrative and legal resources on the inmate’s EMR log. Each inmate will be given access to a variety of services. Some information includes the type of inmate, and the prison service. The inmate who is required to have an EMR log must provide his/her name, address, gender, and other identifying information. In order for this inmate to receive all of this, he/she must be certified to receive an EMR log by the Correctional Center of Minnesota (CRMN) and obtain the inmate’s medical history. This inmate is not required to provide the inmate’s name and address and is not required to obtain