Marc Berg explains that success cannot be statically defined for the implementation of patient care information systems; instead, he states that success “is a multi-dimensional concept, which can be defined rather differently by the different involved parties, and which evolves over time” (Berg, n.d., p. 5). Success is a dynamic aspect of the implementation and will only be reached at specific points and will only be proclaimed by specific groups of people. The author (Berg, n.d.) sheds light on three myths to provide designers with a few ideas to help build and implement a successful PCIS. Using the first myth, Berg (Berg, n.d., p. 16) describes implementation as a “process of mutual transformation” (p. 16). The organization is affected by the IS that is implemented, and the IS is also affected by the “organizational dynamics of which it becomes a part” (Berg, n.d., p. 16). While disproving myth two, the author (Berg, n.d.) states that when a project is designed with both management and end users’ input, the implementation is more likely to be successful (p. 8). Finally, Berg explained why myth three should not be followed in the design process. Sometimes, designers try to redesign business processes from scratch, but in the health care environment, this is not possible (Berg, n.d., p. 11). Due to an unpredictable environment and meshing standards, redesigning processes would be a daunting task, not to mention nearly impossible.
Not only is success one of the goals of implementing a PCIS, but so is security. Patient records and personal information is extremely confidential and must be protected as well as possible. “It is much easier to locate and copy data stored on computers” (Post & Anderson, 2006, p. 174) than it is to find hardcopies of specific files and copy them. For this reason, patient care information systems must be physically secured and access to the system must be restricted.
Since security is a topic not to be taken lightly when referring to data stored on a PCIS, who determines access restrictions to the systems. Server administrators require administrative rights to the systems, but how would they be cleared to access such a confidential system? What would be the determining factor to give them access?
Berg, M. (n.d.). Implementing information systems in health care organizations: Myths and Challenges. Rotterdam, Netherlands: Institute of Health Policy and Management.
Post, G. V., & Anderson, D. L. (2006). Management Information Systems: Solving business problems with Information Technology. New York: McGraw-Hill/Irwin.
Friday, March 23, 2007
Wednesday, March 14, 2007
Mar 19, Part 2 - Reweaving the world & Electronic Business
Communities of practice are important within an organization because they create value though knowledge sharing, increasing member confidence, and stimulating communication. But, communities of practice are not only effective inside organizations, but also outside of structured organizations or even across company boundaries. Wenger, McDermott, & Synder (2002) call this an extended knowledge system; communities build relationships “both within and beyond the boundaries of the firm” (Wenger & McDermott, 2002, p. 220). Communities can branch outside of an organization by reaching out to suppliers and customers. Creating a knowledge sharing network between suppliers can improve quality because suppliers can share lessons learned with one another (Wenger & McDermott, 2002, p. 221). The COP then creates value for the organization, its suppliers, and its customers. Communities reaching out to customers are important because the tie will provide the organization with direct access to consumers’ needs and desires. The organization can tailor products to fit the requests given by consumers in forums created by the community. Communities outside of the organization can also be created to build relationships between firms and also for the good of society.
In support of crossing boundaries, Post & Anderson (2006) explain that when advertisers pay to publish on a website, they expect to receive important demographic information about who was exposed to the advertisement (p. 289). This is often extremely hard for publishers to accomplish since customers are reluctant to take the time to fill out forms or are reluctant to give personal information to an impersonal information system. This gap between the customer and the advertisers’ requirements can be bridged by a community of practice. If an advertiser chose to promote its services on a community forum that enticed people to freely share information about themselves, lessons learned, solutions to common problems, then the advertiser would have all of the information that they need and more. The advertiser would have this information without forcing people to expose themselves in a way that makes them uncomfortable, but instead be willing to share the information.
Creating communities of practice that interact with customers in order to build relationships are proven to be effective, per our author, but wouldn’t it be more likely for this COP to turn into a social club rather than staying a business to customer relationship?
Post, G. V., & Anderson, D. L. (2006). Management Information Systems: Solving business problems with Information Technology. New York: McGraw-Hill/Irwin.
Wenger, E., McDermott, R., & Snyder W. M. (2002). Cultivating communities of practice: A guide to managing knowledge. Boston: Harvard Business School Press.
In support of crossing boundaries, Post & Anderson (2006) explain that when advertisers pay to publish on a website, they expect to receive important demographic information about who was exposed to the advertisement (p. 289). This is often extremely hard for publishers to accomplish since customers are reluctant to take the time to fill out forms or are reluctant to give personal information to an impersonal information system. This gap between the customer and the advertisers’ requirements can be bridged by a community of practice. If an advertiser chose to promote its services on a community forum that enticed people to freely share information about themselves, lessons learned, solutions to common problems, then the advertiser would have all of the information that they need and more. The advertiser would have this information without forcing people to expose themselves in a way that makes them uncomfortable, but instead be willing to share the information.
Creating communities of practice that interact with customers in order to build relationships are proven to be effective, per our author, but wouldn’t it be more likely for this COP to turn into a social club rather than staying a business to customer relationship?
Post, G. V., & Anderson, D. L. (2006). Management Information Systems: Solving business problems with Information Technology. New York: McGraw-Hill/Irwin.
Wenger, E., McDermott, R., & Snyder W. M. (2002). Cultivating communities of practice: A guide to managing knowledge. Boston: Harvard Business School Press.
Mar 19, Part 1 - Information Integration
Data is quickly becoming a key asset in today’s business world; Internet-based transactions have given companies the ability to collect and store massive amounts of important information. But, along with these huge amounts of data, comes requirements of transmission, storage, and search and retrieval. If a business is not ready for the increase in data volume, they “find their systems breaking under the sheer volume and diversity of data being directed at them” (Roth, Wolfson, Kleewein, & Nelin, 2002, p. 563). Companies are now challenged with information integration to prevent the breakdown of their technology infrastructure. “Information integration is a technology approach that combines core elements from data management systems, content management systems, data warehouses, and other enterprise applications into a common platform” (Roth et al., 2002, p. 564). Roth et al. (2002) have described three requirements that are necessary for a “robust information integration platform” (p. 569). These include the necessity for businesses to support XML, the need for a single system to provide access to all data and services, and the requirement for open standards (Roth et al., 2002, pp. 569-570).
Post supports the idea of information integration by identifying that old systems were “built for individual departments and areas within the company” (Post & Anderson, 2006, p. 237) and did not communicate with each another. The only way that managers would have access to information from different areas of the company would be printouts given to them, which may be outdated by the time it reached their hands. The solution is integration and tools are being built and updated to “integrate all of the data in the company, including ties to suppliers and customers” (Post & Anderson, 2006, p. 238).
Information integration seems to be a solution for companies with a large number of departments and outside entities; would information integration be worth the time and effort for a small or medium sized business to implement?
Post, G. V., & Anderson, D. L. (2006). Management Information Systems: Solving business problems with Information Technology. New York: McGraw-Hill/Irwin.
Roth, M. A., Wolfson, D. C., Kleewein, J. C., & Nelin, C. J. (2002). Information integration: A new generation of information technology. IBM Systems Journal, 41(4), 563-577.
Post supports the idea of information integration by identifying that old systems were “built for individual departments and areas within the company” (Post & Anderson, 2006, p. 237) and did not communicate with each another. The only way that managers would have access to information from different areas of the company would be printouts given to them, which may be outdated by the time it reached their hands. The solution is integration and tools are being built and updated to “integrate all of the data in the company, including ties to suppliers and customers” (Post & Anderson, 2006, p. 238).
Information integration seems to be a solution for companies with a large number of departments and outside entities; would information integration be worth the time and effort for a small or medium sized business to implement?
Post, G. V., & Anderson, D. L. (2006). Management Information Systems: Solving business problems with Information Technology. New York: McGraw-Hill/Irwin.
Roth, M. A., Wolfson, D. C., Kleewein, J. C., & Nelin, C. J. (2002). Information integration: A new generation of information technology. IBM Systems Journal, 41(4), 563-577.
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