By Gerald L., Ph.d. Glandon, Detlev H. Smaltz, Donna J., Ph.d. Slovensky
This bestselling textual content offers managers with the data, talents, and talents essential to successfully deal with healthcare details structures. Key gains: New and revised fabric contains: accelerated dialogue of strategic making plans, together with the significance of procedure integration and IM/IT governance huge updates to the undertaking administration bankruptcy, together with details on developing a centralized IM/IT portfolio administration place of work (PMO) to enhance undertaking luck charges a brand new bankruptcy at the govt s position in IM/IT, together with the influence of HIPAA and different laws a brand new bankruptcy that explains how IM/IT investments are evaluated and gives a framework for accomplishing those analyses up to date details at the digital overall healthiness list and different medical and administrative purposes utilized in healthcare businesses A accomplished profile of clinic IM/IT management, together with the function of the manager info Officer (CIO) every one bankruptcy positive factors studying ambitions, net assets, and dialogue questions contains a case that illustrates the layout of an EMR in a multi-specialty crew perform encompasses a word list that clarifies technical phrases
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Additional info for Austin and Boxerman's Information Systems For Healthcare Management, Seventh Edition
Health Affairs. Web Exclusive (W5–10-W5–18). , and T. G. Rundall. 2001. ” Milbank Quarterly 79 (3): 429–457. , and T. Pollard. 2004. ” Journal of Medical Internet Research 6 (3): e22. Wilensky, G. R. 2006. ” Health Affairs 25 (1): 174–85. BOOKCOMP, Inc. — Health Administration Press / Page 26 / Printer proof / Austin and Boxerman’s Information Systems, 7th ed. / Glandon CHAPTER 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 LEADERSHIP: THE CASE OF THE HEALTHCARE ORGANIZATION CIO 2 Learning Objectives [First Page] 1.
The CEO does not set the vision or direction of IM/IT in most cases but must actively support the CIO’s initiatives. Interestingly, factors beyond the speciﬁc characteristics of the CIO do matter as well. 36253pt PgVar ——— ——— Normal Page PgEnds: TEX , (7) BOOKCOMP, Inc. — Health Administration Press / Page 33 / Printer proof / Austin and Boxerman’s Information Systems, 7th ed. / Glandon 34 Part I: Aligning IM/IT and Organizational Strategy 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 IM/IT projects as well as the alignment of IM/IT process to the business goals of the organization are critical factors for IM/IT success.
D. Huff, and T. Cuerdon. 2003. “Change in the Quality of Care Delivered to Medicare Beneﬁciaries. ” Journal of the American Medical Association (289): 305–12. Joch, A. 2001. ” Healthcare Informatics 18 (2): 70, 72. , E. Pan, and B. Middleton. 2002. Finding the Value in Healthcare Information Technologies. Boston: Center for Information Technology Leadership. , K. N. Barker, and D. W. Bates. 2001. ” Archives of Pediatric Adolescent Medicine 155 (9): 1002–7. Landry, M. , and W. J. Sibbald. 2001. ” Respiratory Care 46 (11): 1226–35.
Austin and Boxerman's Information Systems For Healthcare Management, Seventh Edition by Gerald L., Ph.d. Glandon, Detlev H. Smaltz, Donna J., Ph.d. Slovensky