In the past few years, many organizations have advanced technologically concerning medical records. By implementing Electronic Medical Records system to the Ambulatory Clinical Setting, managers will be taking a huge leap into the future. Of course, when organizations decide to make an over-haul change of this magnitude, managers need
The managers must also be able to analyze possible future outcomes of the implementation as well as looked at how they plan to measure the quality and satisfaction outcomes of the implemented change plan. With the implementations of the Electronic Medical Records system managers will have to determine how effective the change to the EMR system was. According to Spector (2010), effectiveness is determined by the degree to which employees behavior are adaptive; moving people in a direction best for employees and the organization.
By watching, talking, and gathering surveys from employees, managers will be able to determine if the EMR system was an effective change for the staff and the patients. According to Borkowski (2010), communication is essential to building and maintaining relationships in the workplace. The employees will communicate effectively with the managers informing them on how they think the change process is going. This is a very important step. It will assist the managers in determining if this system is doable or if they need to make some modifications to achieve the goal of effectively implementing EMR.
Furthermore, this process will help make sure that the employees and the managers have built an excellent level of shared communication. Because employees are at the forefront of most organizations, it is very important for managers to involve his and her employees in change management. If the employees are giving positive feedback and are showing no signs of distress, management should continue to follow the guidelines of Kurt Lewin’s change theory of
Implementation of the Proposed Change In reviewing all of the possible outcome measurement strategies for the implementation of the Electronic Medical Records system, managers looked at the reasons for the change implementation. According to Young (2000), “technology has continued to move forward at a rapid pace, but many organizational and human issues have slowed the pace of implementation of automated systems for an electronic documentation record. ” Contrary to the prior statement, quantitative reports can provide possible outcomes, which can display how this change has affected Clinicians, employees, and families.
Electronic patient records can improve patient safety, quality of care, efficiency of staff members, and include all of the disciplines of the health care team (Dove, 2010). By implementing an Electronic Medical Records (EMR) System, the thought was that it would improve the efficiency of this organization as well as making an advance into the technology within the health care industry. Furthermore, reviewing the organizational structure and making sure that the organization was strategically in line financially.
Relationship between Organization’s Related Processes, Systems, Personal or Professional Roles and Effect on the Proposed Organizational Change When viewing the implementation of Electronic Medical Records system, finances are viewed closely to determine if the implementation has made an impact on the organization financially. According to Spector (2010), effective diagnosis is the data-driven information via questionnaires, interviews, and observations. Financial and productivity reports are the two most critical reports that reviewed. These reports alone can tell managers and stakeholders if they are financially stable.
Of course, managers will need to ensure that all data obtained is accurate in order for the data used in determining future financial outcomes. According to Spector (2010), organizations can use activity-based management to help ensure decisions that as part of the change process. Examining the relationship between the organizations related process, systems, and personal, and professional roles and their effort on the implementation of Electronic Medical Record, one could derive at understanding of how the system works after implementation.
When a system is implemented, and training has taken place should result in a work environment in which all team members are aware of his and her frustrations, loss of efficiency and limited effectiveness. Specifically for the organization process, each area had a Champion and Super user to use as a resource for the new EMR system. The available resources assisted in making this transition doable. The clinicians and staff were amenable to them as well. Emphasis on throughput and workflow was evaluated to ensure that everyone was aware of his and her roles and responsibilities.
Essentially, the goal was to move from paper to EMR within a timeframe with little disruptions in the organization. Communicating Techniques Used to Address Any Implementation Issues Although the employees have been using the Electronic Medical Records system proficiently, managers must ensure ways to keep the employees excited and motivated about the system. According to Herzberg motivational-hygiene theory, he believed that the “factors on-the-job that can cause staff to be satisfied or dissatisfied where not the same things.”
After retrieving data from questionnaires, the employees were motivated because it was a change they believed would increase their level of responsibility. They were not dissatisfied or disgruntled about the level of responsibility. They were dissatisfied with the additional training they had to take. The management staff ensured the employees that the additional courses would enhance their self-confidence, increase their skill levels, and enhance their knowledge base of the new system.
According to Spector (2010), “Individual incentives will be most effective in shaping behavior when the individual controls the outcomes being measured and rewarded, when the outcomes are tied to improved performance, when the evaluation of an employee’s contribution is perceived as being valid, and when the difference between rewards for high and low performance is significant. ” Additionally, communication techniques are important when implementing a new system within the organization.
One could assume that not all staff members are computer knowledgeable and will need additional training and assistance. The installations of the EMR system was initially not as user friendly. Positive communication within the organizations was the best tool of communication. Communication allowed everyone the opportunity to articulate his and her concerns, determine if additional training needed, and the focus was on the individual and department needs. In closing, the implementation to Electronic Medical Records systems is a technological advancement.
Health care personnel, patients, and family members are able to access information instantly, avoiding the strain of searching through stacks of charts to retrieve patient data (Gurley, 2008). Even though there are barriers that may appear during the process and after the change process, acquire a concrete organizational plan on implementing Electronic Medical Records system will minimize them before they arise. Also based on the data collected, the employees are motivated and want to see the company advance technologically and financially.
The proposed plan with the use of internal focus groups and external resources will ensure that the implementation of the Electronic Medical Records system is successful. The current system is a hand-written, time-consuming, and inaccurate detailed records system that has delayed advancements in technological development. Effectively implementing Electronic Medical Records system, has allowed the families to have instant access to his and her medical care and treatment plans.