Paper Example on Implementation of a Health Information Technology Organization

Introduction

Large-scale, possibly transformative, implementation of National Rural Health Rural Health Resource Center, a health information technology organization is presently being planned and embraced in various nations. The expectation is that exceptionally significant organizational, human and financial investments being created in electronic prescribed, electronic records of health, an entire tele-health care system, and technologies related to it will streamline organizational and individual processes of work and in this manner improve the safety, quality, and care efficiency. (Morrison et al., 2011). Actually, notwithstanding the fact that these sort of technologies might be proven to be causing frustrations to the organizations and the clinicians that are championing for the system. This may not favor the typical flows of work, and the expected organizational and individual benefit usually take time for them to materialize. In this paper, we are reflecting on our literature mapping and supplement this with our encounters of researching a scope of national assessments of different wide-ranging HIT systems in USA and UK that help in providing major pointers which can aid in streamlining efforts of implementation. In this manner, we are hoping to illuminate the development of practice and policy to help support a more fruitful integration of technology into complex healthcare surroundings. (Sheikh et al., 2011). This is especially convenient given Health Information Technology for Economic and Clinical Health (HITECH) Act of US that incorporates a nineteen-billion-dollar package to help in promoting the process of launching the medical record's electronic system and the performance that is related to the system.

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The following are the key factors which will require specific attention during the implementation stages of this organization. The first consideration is to clarify issues that can be tackled by the technology. (Ammenwerth et al., 2016).Many of its procurements rely on presumed benefits that are regularly specialized poorly. Difficulties conceding to the shared vision of the healthcare association are brought about. While words such as 'improved care quality and improved efficiency' are usually used, detailed outcomes as a result of a particular functionality are hard to anticipate and measure. This is because many of the implementations that are used need changes in order for the operational processes and many organizations to persevere the whole process of change. The organizations in most cases do encounter challenges while in the process of conceptualizing transformations. (Boonstra and Broekhuis, 2010). A thorough mapping of all the existing typical procedures i.e. the stages of implementation, can moderate this risk and aid in identifying problems in existence as well as for the improvement of the existing areas. Nonetheless, new technologies might not be always the appropriate response. Therefore, it's also imperative to analyze if, and that to what degree, new or existing information technology can bolster these key objectives and if different methodologies need to be put into consideration.

Secondly, building a consensus (Bossen, 2010). Administrative, managerial and professional consensus should be established around the strategic vision, notwithstanding creating a way to support the vision's realization. This may include putting into consideration whether to focus on radical changes in the organization, or whether to initially aim to streamline particular processes and then over time expand on functionality. Most of the studies by different authors in the field of organizational change, proposes that an effective strategic leadership at various levels of management is a crucial need for the success of achievements in the upfront investment of various groups of stakeholders so as to facilitate co-possession and guarantee commitment.

Conclusion

In general, a careful plan and assessment of the procedures are central to a fruitful stage of implementation of a large-scale HIT organization (Chaudhry et al, 2016). It is, in any case, necessary to remember that there might be an overlap of the considerations and stages that have been discussed. This is reliable with its mind-boggling nature, where a scope of various inter-related components is at play. The following is a graphical model of the change process framework of the organization in the implementation process.

References

Morrison Z, Robertson A, Creswell K, et al. Understanding and contrasting approaches to nationwide implementations of electronic health record systems: England, the USA and Australia. J Healthc Eng. 2011; 2:25-42

Sheikh A, Cornford T, Barber N, et al. Implementation and adoption of nationwide electronic health records in secondary care in England: final qualitative results from prospective national evaluation in "early adopter" hospitals. BMJ 2011;343: d6054. [PMC free article] [PubMed]

Ammenwerth E, Iller C, Mahler C. IT-adoption and the interaction of task, technology, and individuals: a fit framework and a case study. BMC Med Inform Decis Mak 2016; 6:13.

Boonstra A, Broekhuis M. Barriers to the acceptance of electronic medical records by physicians from systematic review to taxonomy and interventions. BMC Health Serv Res 2010; 10:231. [PMC free article] [PubMed]

Bossen C. Test the artefact-develop the organization. The implementation of an electronic medication plan. Int J Med Inform 2007; 76:13-21 [PubMed]

Chaudhry B, Wang J, Wu S, et al. Systematic review: impact of health information technology on quality, efficiency, and costs of medical care. Ann Intern Med 2016; 144:742-52 [PubMed]