HCS 587_Organization Change Process PART III_The EMR -...

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Running head: ORGANIZATIONAL CHANGE PROCESS PART III: THE EMR IN HEALTHCARE SETTING 1 Organizational Change Process Part III: The EMR in Health Care Settings HCS 587
Organizational Change Process Part III: The EMR in Health Care Settings While the organizational change process is in effect, in order to fully research the effectiveness of implementing the Electronic Medical Record (EMR), one should utilize means that will objectively measure the original set of said goals. According to Spector (2010), effectiveness is determined by the degree to which employee behavior is adaptive; moving people in a direction that is in the long-term best interests of employees and the organization. Several strategies can be implemented to rate different aspects of the change process as it pertains to the employee, the organization and the client/patient that is served in the community. Product and Continuous Quality Inquiry Surveys By watching, talking, and gathering surveys from employees, managers will be able to determine if the EMR system was an effective change for the staff and the patients. The organization can also use the standardized Control Quality Inquiry (CQI format). This survey can evaluate the overall change that has occurred in a facility as it applies to a multi-facet approach of the organizations objectives and mission statement goals. For a survey of overall satisfaction as it relates of the consumer, employee and patient alike, the CQI survey can evaluate several aspects of the organization as they have been influenced by the change process to implement an EMR system. This may include but not be limited to the wait time of the facility, the ease to meet the needs of the patient in a more expedient form, faster multidisciplinary response based on ease of communication between providers, and a decrease in the number of errors that can occur had this implementation process not have been initiated. Effective Communication According to Borkowski (2010), communication is essential to building and maintaining relationships in the workplace. The employees of the organization must effectively communicate with the managers. Building a heightened awareness of the importance of the communication process can then lend itself to informing management on the views of the employees and how they feel the change process is going. This step will inform management of any “kinks” or “issues” that have risen since the change process was initiated. It also allows for the employees to feel as a valued asset of the organization and the goals it seeks to accomplish within the change process.

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