Special Offer!Pay less for your papers
Get 15% off your first order
|← Information Systems||Tools for Virtual Teams →|
The IT department of Duke Children Hospital (DCH) developed a database and cost-accounting application for DCH to measure progress. DCH used information retrieved from national databases to arrive at national averages for case complication rates and length of stay. A corporate database implementation helps make financial data processing automated. DCH installed Strategic Vision, software that assists in extensive management of data, generation of performance reports, and analysis of trends. (Hulle 34).
Strategic Vision recorded treatment history of the patient along with all the associated costs, thus helping DCH discover ways to improve performance management in all the quadrants. An increase in the number of clinical pathways meant that the patient satisfaction ratings at DCH went up by 18%. Internal business process improvements brought down the 7.9-day average length of stay figure in 1996 to 6.1 days in 2000, while the re-admission rate dropped to 3% from 7% (Meliones 45). The employees of DCH also recorded a 45% rise in satisfaction related to children’s services. Therefore, the overall way, the administrative team carried out its role (Hulle 34).
By the year 2000, DCH transformed from an organization that was suffering $11 million in losses, to an organization that made a profit of $4 million, while still admitting more patients than before. During 1996-2000, DCH achieved a cost reduction of $29, without cutting back on staff.
The management decided to follow the three steps below in order to create a balanced scorecard. Firstly, they enhanced the linkages, thus improving connectivity. The hospital assessed the organizations vision and mission (Blanchard 44). They also checked on the challenges and values. This is incomplete without the clear plan of change of events and proper communication channels. Secondly, they employed workshop participants to develop a strategy to meet customer needs, as well as the company’s value proposition (Blanchard 44). They broke down the plans into objectives, which were the foundation for the positive change. Secondly, they analyzed reports to get results. The management cross-examined the cause and effect linkages of the enterprise and wide strategic objectives. This showed how the hospital creates value for its customers and shareholders.
They identified leading and lagging measures, as well as expected targets and thresholds, which provided the baseline data. This was by assigning to the relevant staff the right strategic initiative to undertake. Finally, they gained knowledge and strategic control of the hospital. They then scaled down the enterprise level scorecard into the business and support unit, then to the business unit or support unit, and finally to the team and individual scorecards. This helped transform the lower level measures, perations and objectives into high-level strategy. The emphasis on results and the strategies needed was throughout the hospital (Blanchard 44).
Information systems have been important in the management of individuals leaving and entering a premise. Visitor management systems are systems intended to keep track of visitors coming and going out of the business premises.It is the tracking or pursuing the utility of a public building or site. The system can record and store data on the usage of the facilities by visitors, and then provide very vital information concerning the visitors’ whereabouts (Latham 56). The systems help in complementing the building’s security and accessing the control systems. This is because it provides the record containing the buildings usage. Most vendors and entrepreneurs provide visitors’ management softwares and systems.
By using the system, an individual is capable of advancing the visitors’ registration process, determine who is present within the facility and eventually alert the system users, once a banned visitor signs. Some of the systems currently use the newest technology, thus enhancing security in the facility. By creating a positive impression, it will also give an enormous boost to the business’s image. Both visitors and employees will feel much more secure and protected due to these systems. The Visitor’s Register Facility offers an easy way of recording both visitors and hosts details, as well as the purpose of visit. Automatic retrieval of the previous visits and appointments are much easier (Baron 45).
Advanced paper and pen systems use sets of NCR paper and tear-off passes. The paper allows extra information to be stored within the system. It has a discretion sheet, which protects the identity of the latter visitors to the same site (Kelley 98). A register is just at the rear side of the discretion sheet. Information is on to the carbonless paper from the pass through the discretion sheet. The log also helps in the evacuation register that at times serves as an emergency list. However, there are some disadvantages based on security and its usage. Visitors write entries by hand (Kelley 89).
Computer management systems use a computer network to monitor and record visitor information. Electronic visitor management systems have added database searching, photo identification capability, automatic door access and other functions. This has evolved due to the improvement in information technologies. This improves most of the visitor management systems by showing searchable visitor information databases. Photo identity cards printing occur once or repeatedly. The security screening process is by using swipe cards (Edwards & Ewen 567).
They are expensive in comparison to the pen and paper technology. They also need a longer aadaptation period for the building staff, security personnel and visitors as compared to the pen and paper system (Lawler & Ledford 234). Since their adoption in the early 1990s, the use of computers for visitor management has increased dramatically. The events that took place in the United States on September 11, 2001, forced most companies and agencies to step up their security. Recent years have also seen an increased use of systems for controlling out- and inflow of visitors to a premise or even a country (Milkovich & Newman 98).
There are a number of visitor-management softwares available in the market. These applications classically consist of two fundamental components, such as visitor registration and visitor badge printing. Visitor management software also serves as a service. A web-based management system also provides alternative services. This solution is important in multi-tenant buildings. It is in enterprise corporations with a global reach. The system is highly scalable, since there is no on-site software. There have been many controversies concerning the development of these computerized management systems (Murphy & Cleveland 67).
In order to be successful in the management of information systems in the firm, it is paramount to employ the principle of strategic management (Heinneman & Grishan 178). Strategic planning is the process whereby an organization identifies long-term goals and objectives and then moves forward to determine the best approach to achieving these goals and objectives.
To function efficiently, a manager should possess three basic skills, such as technical, conceptual and human skills (Steiner 56). Conceptual skills involve the capacity to develop ideas, understand abstract relationships and solve the problems of the company amicably. Human skills involve the ability to interact, communicate and associate with others to gain cooperation. Technical skills are the area of specialty of an individual, such as engineering, law and medicine, among other (Olsen 46). Technical skills are relevant at the lower levels of the organization’s work because managers are dealing directly with employees. Technical skills are also necessary for proper diagnosis and treatment of the patients (Pozgar 78). Conceptual skills are important for monitoring the organization as a whole, and therefore, understanding the relationship among various subunits. They then help visualize the organization in the wider environment.
Human skills are important in the top management positions. Human skills are the ability to work well with other people in groups or as individuals. These skills are the most crucial because managers deal directly with people. (Olsen 45). Health care providers should at least try to develop all the three managerial skills. This is because all of the skills are equally important.