A third real-life example are the pervasive Healthcare Information Systems (HIS) and Patient Information Management Systems (PIMS) that form the backbone of any healthcare facility. These are systems that capture all relevant patient demographic, treatment and health-related data in addition to showing the specific costs of treatment and profits as well (McGurkin, Hart, Millinghausen, 2006). In short, these systems form the basic financial structure of a healthcare systems. There are according to one estimate $71B in HIS and PIMS systems installed every year on average globally (Blake, Massey, Bala, Cummings, Zotos, 2010). These systems are the most regulated in terms of compliance as well, with the requirement they be operated to comply with the Health Insurance Portability and Accountability Act of 1996 (HIPAA). Every hospital and healthcare facility must comply with HIPAA per federal mandate, which puts the pressure on facilities management to ensure the HIS and PIMS systems and their equivalents are secure, stable from an operations standpoint, and capable of supporting wide variations in access and use.
Ethical Conflicts of Profit Margins vs. Compliance
There is an inherent conflict in managing a healthcare enterprise between ensuring it attains a sufficient profit margin and stays in compliance to HIPAA and many other federal compliance requirements or seeks to cut costs by being just good enough to meet reporting requirements (Lai, 1985). Given how transparent the healthcare industry has become with the growing adoption of social media, there is a bigger cost of just doing enough to get by vs. going to the fullest extent of serving patients however (McGurkin, Hart, Millinghausen, 2006). The greatest ethical responsibility anyone working in a healthcare provider has is to provide a stable, secure and highly reliable facility for the treatment and care of patients. The pull between costs and quality need to always err on the side of the latter; there is no room for just getting by to HIPAA requirements for example (Blake, Massey, Bala, Cummings, Zotos, 2010). Facilities management must work to ensure that the cost targets are attained through process efficiency and the continual integration of new technologies into workflows and programs (McGurkin, Hart, Millinghausen, 2006). When...
Information Technology Change Management in Home Health Care I hope enjoyed time holidays. Now back work . In team task week, a topic weekly focus debate paper labor unions change process. There sufficient information argue sides. Let . See: The labor union change process difficult employees management; I labor union make process a bit easier parties. Implementing Information Technology Change in a Health Care Facility There is a shift from the traditional institutionalized
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