Electronic Medical Records Change Plan Part III - 1...

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1Electronic Medical Records Change Plan Part IIIAzinna FranceschiniHCS 587University Of PhoenixMay 9, 2016Ginger Weatherston
2Electronic Medical Records Change Plan Part IIIIn today’s health care organizations many are implementing different technology programs to improve their patient care. To keep up with advanced care and technology organizations have to implement the new technology and respond to the changes. Many hospitalshave implemented the new electronic medical record system (EMR) to not only bring down cost but to improve patient care, time management, and hospital efficiency. When it comes to changesin Trinity Health, management must determine the effectiveness of the organizational change, analyze possible outcome measurement strategies related to the EMR process, and determine how to measure related quality, cost, and satisfaction outcomes to evaluate the proposed organizational change. Lastly, the EMR change plans part one and two will be summarized. Effectiveness of Organizational ChangeImplementing a new system takes time and money. Management should manage the change effectively to make sure the changes are benefiting their organization. How the effectiveness of the EMR change will be determined once it is implemented is managing change/reducing resistance, measuring the success, analyzing data and active interaction with thenew system among employees. Acknowledging employees and retrieving feedback will help to measure the effectiveness of the EMR system within Trinity. Management and leadership must stay involved with their employees to ensure a successful organizational change. When it comes to changes employees will resist because he or she may fear change. Employees also will resist if management has poor communication and does not include them in the process. If employees also feel the change is affecting their job, he or she will feel resistant. Ittakes time and education to learn a new program, and employees may feel rushed, and feel it takes longer to learn. Allowing your employees to have a say and engaging him or her in the
3process can help with the resistance and lead to positive change. Lastly, if your staffs lack technology skills and the programing knowledge, he or she will not want to learn the program. “A poor implementation can be disastrous and will cost the organization much more time, energy, and money to get things back on track” (“The Business Case for Change Management,” p. 1, para. 1). Measuring the success of the implementation can take time. The key to success is to make sure leaders help staff members with any road blocks and experience a positive outcome.

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