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Executive
Summary: Managing
Information Resources: A Study of Ten Healthcare Organizations
This
article presents the results of information technology management audits
conducted by senior executives at ten healthcare organizations. The audits
evaluated how well the following seven information technology management
responsibilities were carried out: (1) strategic information systems planning;
(2) employment of a user focus in system development; (3) recruiting of
competent personnel; (4) information systems integration; (5) protection
of information security and confidentiality; (6) employment of effective
project management in system development; and (7) post-implementation
evaluation of information systems. The audit results suggest that most
of these responsibilities are being met to a considerable extent by a
majority of the organizations studied. However, substantial variation
across areas in which the management of information resources in their
organizations was in need of attention. The audit process encourages senior
management to provide the leadership required to ensure that information
technology is used to maximum advantage.
For more information on this article, please contact Dr. Austin at : austincj@hargray.com
Executive
Summary: The Diffusion of Decision Support Systems in Healthcare: Are
We There Yet?
Clinical
decision support (CDS) systems, with the potential to minimize practice
variation and improve patient care, have begun to surface throughout the
healthcare industry. This study reviews historic patterns of information
technology (IT) in healthcare, analyzes barriers and enabling factors,
and draws three lessons. First, the widespread adoption of clinical IT,
including CDS systems, depends on having the right organization and individual
financial incentives in place. Second, although CDS systems and clinical
IT in general are powerful tools that can be used to support the practice
of medicine, they alone cannot redefine the workflow or process within
the profession, Healthcare managers counting on technology to restructure
or monitor clinicians' work patterns are likely to encounter substantial
resistance to CDS systems, even those that generate valuable information.
Third, while the pace of implementing IT systems in healthcare have lagged
behind that of other industries, many of he obstacles are gradually diminishing.
However, several factors continue to inhibit their widespread diffusion,
including the organizational turmoil created by large numbers of mergers
and acquisitions, and the lack of uniform data standards.
For more information on this article, please contact Ms. Wong at hwong@phrma.org
Executive
Summary: Disease Management: Old Wine in New Bottles?
Disease
Management is a holistic, patient-focused approach to the treatment of
disease across the spectrum of healthcare delivery. In its current form,
disease management was created in response to the societal and economic
burden that chronic illness contributes. There has recently been rapid
growth in the development of disease management programs and sponsors
are widespread within the industry, with the largest increase in independent
vendors. Although growth has been substantial, the hurdles these programs
have encountered have kept them from reaching their full potential. The
challenges that exist include clinical, financial and regulatory issues,
and these challenges have significant meaning to healthcare managers.
In deciding whether to develop or enhance programs, executives must consider
their capability of outcomes measurement, their provider relationships,
and the arrangements for program implementation. Ultimately, if programs
provide improved health and quality of life for participants, cost savings
will follow.
For more information on this article, please contact Ms. Ritterband at
dawn.ritterband@mjh.org.
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