Organizational Change Plan Part II University of Phoenix HCS 587 Doria Chege September 5, 2011 Organizational Change Plan Part II Change Methods Monitoring change processes during/after implementation determines the effectiveness of the organizational change, unsuspected problems and reveal potential solutions to problems that surface during the change. Dr. Lindsey Medical Clinic recently employed a filing staff to sort records, file records in accordance with the correct patient, and scan records into electronic format.
The monitoring process consist of training two file room employees to use a computerized change monitor software.
The change monitor software implementation addresses performance evaluations based on questionnaires, predefined data, and focuses on the change initiative, process/strategy. The software balances the organizations requests because “it can be hard to know what your organization needs to successfully navigate the change process and measure its progress” (Savage, 2011, p.
The change software informs management of the successfulness of change, reveals problem areas, and provides corrective insight tactics. The change software “helps people learn how they react individually and as a group to the change or changes and to switch their thinking from a negative reaction to change to a positive one” (Savage, 2011, p. 1). Therefore, the change monitor software eliminates the haggle of determining the problem areas to correct because the doctors, nurses, and other staff members have many responsibilities throughout the day.
This tool analyzes the workflow data, determines problems, alert the employees who relay problem information to the management team, and speeds the corrective action time. Data-quality management software, a medical environment monitoring software monitors data stored in the information system. This software manages rules set to enhance the security of patient record recording by matching each record to a patient number, patient name, patient social security number and patient date of birth.
The software alerts the medical staff of patient follow-ups, referrals, billing statistics, and prescription medicine disbursements (Uniserv, 2011). The ITniserv system automates the doctor/nurses patient visits. Rules set based on the facility mandates validate against system information to alert management of problems within the organization via e-mail, problem reports, and system triggers. System triggers stops functions of prescription distribution, follow-up, surgical procedures, billing, and other services if the problem remains unaddressed (Uniserv, 2011).
This management system design prevents unauthorized billing, procedures, or prescription disbursements by flagging a patient’s account with red flags accessible by everyone within the organization. The software manages patient insurance cancellations, maximum refill allowances, maximum referrals, and other security features critical to the regulations of the organization. Medical software alerts pharmacists, doctors/nurses of potential drug interaction warnings, patient allergies, and the suggested dosage recommendation based on the advancement of the patient’s condition.
Therefore, the change monitor software and the ITniserv software manages efficiently manages every need of the organization. Doctors and nurses collaborate efficiently with patients and the organizations staff because the computers monitors every process, generate alerts, and access patient information during a patients visit. The automated information access enable doctors and nurses to provide quality care rapidly in comparison to the old paper methods that caused medical delays and doctor/nurse errors.
This enhancement increases the organizations efficiency to serve patients, and restores the patients confidence in the medical staff because patients began to complain about mistakes/long wait times. Implementing a change software that monitors every change enacted by the organization ensures that changes are successful. Management rely on the software to measure the effectiveness of proposed changes based on regulatory, or internal requirements.
The patient information software (ITniserv) prevents medical fraud because accurate records reveal the nature of each patient visit, the medicines disbursed, and the price of patient services. Under the paper method doctors, nurses, and pharmacists experienced difficulty in preventing patient name fraud because patients allowed family members to receive treatment using the patient insurance plans. The difficulty arose because the fraudulent patient changed the middle initial of the existing patient name. Dr. Lindsey medical office experienced high chargebacks from Medicare and other insurance providers.
Preventing fraud and medicine abuse is difficult however, an automated tracking system capable of alerting the staff of medicine distributions and duplicate insurance benefit accounts reduces/prevents this problem. Dr. Lindsey medical group achieves regulatory compliance, automated information access and a user-friendly work environment by converting records from paper to an electronic format. Organizational Processes, Systems, and Roles The organizations processes consist of documenting patient visits on paper, writing paper prescriptions, and writing hand-written referrals.
The staff engaged verbal doctor/nurse communications for follow up treatment. The problem with verbal communication surfaces when a doctor/nurse forget, which patient chart to document when time passes in between the original conversation, The patients reminded the doctors or nurses of the conversation during the next visit when the staff failed to carry out a specific order. Patients experienced denials of medication, referrals, and follow-up visits because the staff failed to document the updates in the patient records. The organization computer information system consist of a pharmacy computer and a receptionist computer.
The pharmacy technician prescribed medicine but failed to document the in-house distribution, which created a problem when the original prescription landed in the wrong pile of paperwork. The receptionist booked appointments, and typed appointment reminders to patients using outdated word processing software to print the daily patient logs. The receptionist places manual phone calls to verify patient insurance, type service requests for insurance companies, and type doctor referrals. The receptionist and the pharmacy staff workload is heavy, which causes patient record confusion throughout the organization.
The filing staff overwhelmed with placing documents in the correct file, inadvertently mix patient records together based on a same first or last name error. Problems arose when Dr. Lindsey Medical clinic expanded because the patient load overwhelmed the doctors, nurses, and administrative staff. The clinic has one pharmacist, five doctors, seven nurses, and one receptionist. Dr. Lindsey states “We can not afford to hire anymore employees because our overheads and current staff salaries are too high” (personal communication, September 1, 2011).
The proposed organization change idea combats the need for additional employees because the computer system organizes files, tasks, appointments, referrals, drug interaction alerts, and communication needs. On September 2, 2011 Charles M. Griggs convinced Dr. Lindsey that upgrading the organizations information system solves the organizations problems because information system access means “The clinical user receives a detailed analysis of the patients’ data and information about further diagnostic investigations so that each step of the diagnostic decision is traceable and remains transparent” (Rappelsberg, 2008, p. ). Implementing an automated system prevents errors, increase the organizations efficiency, and lightened the stress load of communicating important patient information. Charles informed Dr. Lindsey that automated computer systems “When used properly they reduce a large part of the attending physician’s effort in terms of repetitive mental processes related to his specialty. They provide him time and opportunity to devote his attention to patients and contribute in great measure to the patient’s safety” (Rappelsberg, 2006, p. 5). Dr.
Lindsey welcomed the automated integration of data because “these are steps in the direction of knowledge-based health care for the benefit of the patient, the physician, and the organization funding the health care system” (Rappelsberg, 2008, p. 6). The new system development unifies the organizations access to the same accurate information during each patient visit. Implementation of the new system enhances patient confidence, provides real-time patient information necessary for care, and restores the communication system of the medical clinic. Resolution Communication Techniques
The change system software monitors the organizational changes and alerts the medical staff of change negligence to improve the efficiency and performance of the staff. The ITniserv software manages the doctor, nurse, pharmacy, receptionist, and staff daily communication issues. However, patients complained about receiving effective communication to explain diagnosis, treatment, and maintenance plans. Patients complain that doctors and nurses limit time effectively to communicate during office visits. Time difficulties arise because patients require lengthy time to ask questions, and receive detailed answers.
To combat the patient question and answer concerns the medical clinic implements a patient education system because “Patient educational software has emerged as one of the most important support areas in medical information systems” (Khatri, Rine, & Khatri, 2003, p. 1). During the change process, change discussions occurs through the form of office meetings, e-mail communications, and written documentation. Administrative changes, which occur out of the scope of the change manager software relays through Dr. Lindsey to prevent miscommunications and appropriate clarity. Patient file conflicts resolution occurs through the approval of Dr.
Lindsey. The head nurse relays information to staff under her direction upon the approval of Dr. Lindsey. Patient files requiring prescription changes, referral changes or billing changes occur through the approval of Dr. Lindsey. Dr. Lindsey managers change conflicts to prevent confusion during system downtime and system-data conflicts. This communication system reduces human error, prevents medical lawsuits, and ensures that effective doctor/nurse/patient communication enhances productivity. Conclusion Enacting change takes time, discipline, training, implementation, and change testing to measure the effectiveness of new changes.
The necessity of change within Dr. Lindsey medical group diffuses the chaos of doctor/nurses interaction with the staff and patients. However, effective change involves employee collaboration because “There is no better way to minimize resistance to change than to involve those responsible for implementing it and those affected by it. If there is no involvement early on in the planning, during the implementation and throughout perpetuation, the change effort will fail” (Wynn, 2005, p. 1). The doctors, nurses, technicians, receptionist/file room clerk staff requires system training.
Training enables each member effectively to communicate as a team. An effective training, implementation, and launch plan visualizes the electronic change goals. The struggle of day-to-day communication goof resolutions creates workforce order and places patients at the top of the priority list. Updating the communication system thereby increase the patients experience in relationship to doctors, nurses, prescriptions, and on-time appointment efficiency. The benefits of implementing change outweigh the price compared to the organizational order, and reliability created through automated record keeping.
References Data Quality Monitor. (2011). Retrieved from ITniserv Data Quality Solution: http://www. uniserv. com/en/products/data-quality-solutions/data-monitoring-data-quality. php Kharti, R. &. (2003). Software Reuse Reference Model Approach In Developing Automated Medical Information System (AMIS) for Improving Health Care Practice. Retrieved from Automated Medical Information System: https://ehis. ebscohost. com/eds/detail? vid=3&hid=116&sid=b9734284-ad9c-49ca-b0cc-efd6b2b316ec%40sessionmgr111&bdata=JnNpdGU9ZWRzLWxpdmU%3d#db=eoh&AN=1039013 Rappelsberg, A. &. (2008).
Medical Knowledge Packages and their Integration into Health-Care Information Systems and the World Wide Web. Retrieved from eHealth Beyond the Horizon-Get IT There: https://ehis. ebscohost. com/eds/detail? vid=3&hid=116&sid=b9734284-ad9c-49ca-b0cc-efd6b2b316ec%40sessionmgr111&bdata=JnNpdGU9ZWRzLWxpdmU%3d#db=eoh&AN=1039013 Savage, D. (2011). The Change Monitor An Invaluable Measurement Tool A Conversation with Dr. Kiliaan Bennebroek Gravenhorst. Retrieved from TURNERHCANGE MAAGEMENT INC. : http://www. thinktransition. com/organizational-change-articles/80-the-change-m
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