Organizational EMR Change
RUNNING HEAD: ORGANIZATIONAL EMR CHANGE
Organizational EMR Change
HCS 587
Organizational EMR Change
A small medical office is expanding organizationally but not in the space department. Some changes need to be made to employ space more efficiently in the most cost-effective route. Switching medical records electronically from paper is a route that improves the function of the facility and also resolves the space issue. Paper records are common in most health care facilities, but because the American Recovery and Reinvestment Act of 2009 majority of the facilities are switching over to Electronically Medical Records (EMR’s). Paper records are bulky and require ample storage space that continually grows; many states request holding …show more content…
records for a minimum of seven years. Paper records are also susceptible for errors from ineligible writing and transferring errors. Another benefit to EMR is that information is easily transferable and editable. The records are more readily available comparing to gathering paper records from multiple storage facilities and other health care facilities.
Some barriers that coincide with adopting an EMR system include financial issues, training, privacy, and time factors. The system will cost a fee to implement and maintain. The initial costs of the system will not be seen immediately but does pay off in the big picture. Studies show that the system will cost an initial 30-plus thousands and an average monthly maintenance of 12 hundred dollars. The ideal system to acquire will be capable of modular upgrade to eliminate the periodic re-implementation process hindering the stream of operations and workflow. The vendor and software needs strong consideration previous to purchasing the EMR system.
The system needs to be available at multiple work stations with laptops and other computer systems. The technology must be compatible with other systems to interact with facilities existing systems. The accessibility of the system must be convenient for the use of most health care professionals working in the facility with clearance for use. Along with the new system comes training. The training is time-consuming and at first not very convenient. Every employee with the clearance to use will need training including new, temporary, and permanent staff members. Some professional not familiar with computer systems in general will not adapt to the new process and continue with paper for as long as possible; “Elderly practitioners who have never used computer-based systems probably will retire” (Kubrick, 2009, p. 1).
Privacy is another issue that poses as a barrier for implementing the EMR system within the organization. A protective measure is the Health Insurance Portability and Accountability Act (HIPAA) of 1996, which set rules for transmitting, storing, auditing, and accessibility of medical records within or between facilities and other health care providers. “Accountability Office reports that there is a jumble of studies and vague policy statements but no overall strategy to ensure that privacy protections would be built into computer networks linking insurers, doctors, hospitals and other health care providers” (Kubrick, 2009, p. 1). As the computer systems expand with the nation’s technology, the need for security is inevitable. Patient privacy is important and the federal government insists health care organizations comply with the set regulations and guidelines.
Some basic factors that help influence the implementation of an EMR system include sharing information with assessments, diagnosing, and treatment decision making is easier and more effective. The records do not need to be found in multiple storage areas or issues with transferring electronically or faxing. The billing cycle will follow through more fluidly in a timely fashion. The quality of the documentation is more legible, editable, and easier navigation through charts, and also by minimizing medical errors concerning patient care, medication, and miscommunication issues. Eliminating the time and cost of filling out paper records. These examples will save the facility and general health care financial costs over time (MSD, 2008).
The organizational change will not occur without resistance in some form and a couple of theoretical models can assist in the transition.
The Goal-Setting theory relates to the implementation of installing an EMR system. The idea is that if specific attainable goals are set that an individual will apply him or herself more comparing to a vague goal set. According to Latham and Locke, the process follows three steps for success; setting the goal, obtaining goal commitment, and providing support elements (Borkowski, 2005). Setting the goal of using a new EMR system is the organizations priority and training the staff too also is the challenge. The system is definitely a learning process that will take time to learn fluidly. Coworkers and other forms of assistance will make the process easier to learn for individuals with self-confidence issues. The next step is obtaining the goal commitment. The management must support the staff with incentives to learn. Although the new system will benefit in the end, the immediate return is not present. The manager can secure the staffs participation by offering rewards including monetary gain, recognition, or self-confidence boosts. These strategies assist in employees achieving the goals and helping reassuring future goals are acquirable. The third step is providing support elements; “Managers must ensure that employees have adequate resources (e.g., financial, equipment, time, assistance, etc.) to reach their goals” (Borkowski, 2005, p. …show more content…
151). The management must support the staff with available individuals familiar with the new system. This will help speed the process of learning and eliminate a staff member’s confusion, which can turn to resistance. Feedback is essential for the employee to know when the performance is successful or not.
Another model that can assist the goal-setting theory includes aspects from the reinforcement theory.
The theory helps the management gauge, which forms of reinforcement excel the organizations process. The positive reinforcement is a specific aspect that assists the management and staff in making the change. Incentives for the staffs’ progress help the staff’s behavior focus on the goals. Verbally thanking the staff is an appraisal that helps tremendously. Other forms of praise include holding a special luncheon, recognition in the company newsletters, or even a parking space. The remaining aspects of the reinforcement theory will not practice because the outcomes are against the main goal; these include negative, punishment, and extinction (Borkowski, 2005).
Some resources necessary to ensure the transition will flow smooth are put into place by the upper staff. The manager is one of the prime resources an employee can depend on. He or she will be managing the delegation, problems, and success of the operation. “Seeking ongoing feedback from participants as a way to refine training activities and monitor overall progress” (Achieving Diversity, 2011, p. 1). Other resources available include consultants, trainers, technicians, and support committees. Each resource will possess the knowledge to help the staff with the changing
process.
Organizational change may be very difficult if the process is not developing from a plan. The corporation, management, and staff are in for a change that will endure hard work, concentration, communication, and dedication to implement successfully. Once the system is live, each of the stakeholders will reap the benefits and understand the importance of implementing the change primarily.
References
Achieving Diversity, (2011). Achieving Diversity: Step by Step Guide. Retrieved August 22, 2011 from: http://www.tsne.org/atf/cf/%7BD1930FAD-18A8-4D53-BBA2-A2971E3DEE1A%7D/Brch_Achieving_Diversity.pdf
Borkowski, N., (2005). Organizational behavior in health care. Sudbury, MA: Jones and Bartlett Publishers.
Kubrick, (2009). Barriers to Implementing an Electronic Health Record (EHR) system. Retrieved August 22, 2011 from: http://healthcaretracker.wordpress.com/2009/02/04/barriers-to-implementing-an-electronic-health-record-ehr-system/
Medical Systems Development, (2008). Benefits of EMR. Retrieved August 22, 2011 from: http://www.msdc.com/EMR_Benefits.htm
Organizational EMR Change
HCS 587
Organizational EMR Change
A small medical office is expanding organizationally but not in the space department. Some changes need to be made to employ space more efficiently in the most cost-effective route. Switching medical records electronically from paper is a route that improves the function of the facility and also resolves the space issue. Paper records are common in most health care facilities, but because the American Recovery and Reinvestment Act of 2009 majority of the facilities are switching over to Electronically Medical Records (EMR’s). Paper records are bulky and require ample storage space that continually grows; many states request holding …show more content…
records for a minimum of seven years. Paper records are also susceptible for errors from ineligible writing and transferring errors. Another benefit to EMR is that information is easily transferable and editable. The records are more readily available comparing to gathering paper records from multiple storage facilities and other health care facilities.
Some barriers that coincide with adopting an EMR system include financial issues, training, privacy, and time factors. The system will cost a fee to implement and maintain. The initial costs of the system will not be seen immediately but does pay off in the big picture. Studies show that the system will cost an initial 30-plus thousands and an average monthly maintenance of 12 hundred dollars. The ideal system to acquire will be capable of modular upgrade to eliminate the periodic re-implementation process hindering the stream of operations and workflow. The vendor and software needs strong consideration previous to purchasing the EMR system.
The system needs to be available at multiple work stations with laptops and other computer systems. The technology must be compatible with other systems to interact with facilities existing systems. The accessibility of the system must be convenient for the use of most health care professionals working in the facility with clearance for use. Along with the new system comes training. The training is time-consuming and at first not very convenient. Every employee with the clearance to use will need training including new, temporary, and permanent staff members. Some professional not familiar with computer systems in general will not adapt to the new process and continue with paper for as long as possible; “Elderly practitioners who have never used computer-based systems probably will retire” (Kubrick, 2009, p. 1).
Privacy is another issue that poses as a barrier for implementing the EMR system within the organization. A protective measure is the Health Insurance Portability and Accountability Act (HIPAA) of 1996, which set rules for transmitting, storing, auditing, and accessibility of medical records within or between facilities and other health care providers. “Accountability Office reports that there is a jumble of studies and vague policy statements but no overall strategy to ensure that privacy protections would be built into computer networks linking insurers, doctors, hospitals and other health care providers” (Kubrick, 2009, p. 1). As the computer systems expand with the nation’s technology, the need for security is inevitable. Patient privacy is important and the federal government insists health care organizations comply with the set regulations and guidelines.
Some basic factors that help influence the implementation of an EMR system include sharing information with assessments, diagnosing, and treatment decision making is easier and more effective. The records do not need to be found in multiple storage areas or issues with transferring electronically or faxing. The billing cycle will follow through more fluidly in a timely fashion. The quality of the documentation is more legible, editable, and easier navigation through charts, and also by minimizing medical errors concerning patient care, medication, and miscommunication issues. Eliminating the time and cost of filling out paper records. These examples will save the facility and general health care financial costs over time (MSD, 2008).
The organizational change will not occur without resistance in some form and a couple of theoretical models can assist in the transition.
The Goal-Setting theory relates to the implementation of installing an EMR system. The idea is that if specific attainable goals are set that an individual will apply him or herself more comparing to a vague goal set. According to Latham and Locke, the process follows three steps for success; setting the goal, obtaining goal commitment, and providing support elements (Borkowski, 2005). Setting the goal of using a new EMR system is the organizations priority and training the staff too also is the challenge. The system is definitely a learning process that will take time to learn fluidly. Coworkers and other forms of assistance will make the process easier to learn for individuals with self-confidence issues. The next step is obtaining the goal commitment. The management must support the staff with incentives to learn. Although the new system will benefit in the end, the immediate return is not present. The manager can secure the staffs participation by offering rewards including monetary gain, recognition, or self-confidence boosts. These strategies assist in employees achieving the goals and helping reassuring future goals are acquirable. The third step is providing support elements; “Managers must ensure that employees have adequate resources (e.g., financial, equipment, time, assistance, etc.) to reach their goals” (Borkowski, 2005, p. …show more content…
151). The management must support the staff with available individuals familiar with the new system. This will help speed the process of learning and eliminate a staff member’s confusion, which can turn to resistance. Feedback is essential for the employee to know when the performance is successful or not.
Another model that can assist the goal-setting theory includes aspects from the reinforcement theory.
The theory helps the management gauge, which forms of reinforcement excel the organizations process. The positive reinforcement is a specific aspect that assists the management and staff in making the change. Incentives for the staffs’ progress help the staff’s behavior focus on the goals. Verbally thanking the staff is an appraisal that helps tremendously. Other forms of praise include holding a special luncheon, recognition in the company newsletters, or even a parking space. The remaining aspects of the reinforcement theory will not practice because the outcomes are against the main goal; these include negative, punishment, and extinction (Borkowski, 2005).
Some resources necessary to ensure the transition will flow smooth are put into place by the upper staff. The manager is one of the prime resources an employee can depend on. He or she will be managing the delegation, problems, and success of the operation. “Seeking ongoing feedback from participants as a way to refine training activities and monitor overall progress” (Achieving Diversity, 2011, p. 1). Other resources available include consultants, trainers, technicians, and support committees. Each resource will possess the knowledge to help the staff with the changing
process.
Organizational change may be very difficult if the process is not developing from a plan. The corporation, management, and staff are in for a change that will endure hard work, concentration, communication, and dedication to implement successfully. Once the system is live, each of the stakeholders will reap the benefits and understand the importance of implementing the change primarily.
References
Achieving Diversity, (2011). Achieving Diversity: Step by Step Guide. Retrieved August 22, 2011 from: http://www.tsne.org/atf/cf/%7BD1930FAD-18A8-4D53-BBA2-A2971E3DEE1A%7D/Brch_Achieving_Diversity.pdf
Borkowski, N., (2005). Organizational behavior in health care. Sudbury, MA: Jones and Bartlett Publishers.
Kubrick, (2009). Barriers to Implementing an Electronic Health Record (EHR) system. Retrieved August 22, 2011 from: http://healthcaretracker.wordpress.com/2009/02/04/barriers-to-implementing-an-electronic-health-record-ehr-system/
Medical Systems Development, (2008). Benefits of EMR. Retrieved August 22, 2011 from: http://www.msdc.com/EMR_Benefits.htm