New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
strategic management 5th
Strategic Management Of Information Systems In Healthcare 1st Edition Gordon D. Brown, Tamara T. Stone, Timothy B. Patrick - Solutions
3. Why is it so difficult to evaluate investment in IT for healthcare?
2. Describe the steps you would use when evaluating an IT investment.
1. What are the primary concepts to consider when evaluating IT projects related to the healthcare industry?
5. Be able to integrate behavioral and political aspects of IT investments with economic implications.
4. Know how to apply the analytical tools in a systematic evaluation process.
3. Understand the tools available to evaluate IT alternatives.
2. Be able to design a general framework for delivering strategic IT value.
1. Understand the challenges of delivering IT value to healthcare organizations.
5. What are some of the means by which clinicians can use IS to manage and respond to advances in genomic medicine?
4. Describe some of the potential approaches to standardizing clinical genomic information. What are the benefits of standardizing these results?
3. When clinically untrained patients are able to order genetic tests directly, how can their right to informed consent be protected?
2. Given enough genetic information, a precise identification of a person can be made. How can data warehouses integrating clinical and genomic information be used to accomplish meaningful research while protecting patient privacy?
1. What are three of the key barriers to the use of genetic information for the delivery of personalized medicine?
6. Describe the systems approach to genomic medicine with EMR systems that seamlessly integrate genetic and clinical information.
5. Understand the current state of standardization related to clinical genomics and emerging solutions to this problem.
4. Recognize clinical decision support opportunities related to genomics.
3. Explain why there have been few new diagnostic tests or other health benefits of the human genome project to patients.
2. Describe the complexity of using bioinformatics platforms designed for research for use in clinical diagnoses.
1. Understand the current state of genetic information in clinical practice.
7. How will the development of e-health applications change the role of health professionals and the patient-provider relationship?
6. How would the development of a patient-centric information system affect institution-based IS, organizational structure, and organizational strategy?
5. What are the types of potential benefits of e-health technology applications in management of chronic diseases?
4. Discuss cultural barriers to the shift from institution- to patient-centric systems.
3. Discuss how the digital divide can affect the diffusion of e-health, and identify the social and ethical issues associated with this concept.
2. What are the characteristics of consumer health informatics? Give examples of types of consumer informatics applications.
1. To ensure continuity of care and comprehensive disease management, an infrastructure needs to be in place that will allow several entities and professionals (e.g., hospitals, home care agencies, social workers, rehabilitation centers, family members, designated caregivers) to interact and
5. Be able to assess the challenges associated with the design and implementation of e-health applications.
4. Apply e-health concepts to redesign the healthcare delivery process and assess the challenges that healthcare enterprises will face in this new era.
3. Be able to assess the implications of shifting from institution- to patientcentric systems and how IT can enhance patient empowerment.
2. Apply knowledge of e-health to formulate an institutional strategy.
1. Understand the concepts of e-health and consumer informatics.
8. What are the paradoxes or tensions in today’s healthcare environment?How should health managers and clinicians cope with these challenges of paradox in the rapidly changing healthcare environment?
7. Have you been or are you a part of a community of practice? If so, describe this community and your role in it. If you are not a part of one, explain why and how you would join a particular community of practice.
6. Knowledge management and intellectual capital management have received much attention in the past few years. Discuss the relationship between knowledge management and intellectual capital management in traditional healthcare organizations and sociocultural networks.
5. Most examples of networking and virtual forms of organizing come from IT businesses. What factors are causing healthcare organizations to cling to traditional industrial-age organizational structures rather than shift to more loosely coupled, network, and virtual forms of organizing?
4. Boundaries are a major tenet in the paradigm shifts from the industrialage model to the ecology or sociocultural business model. What are the boundary issues in healthcare in the United States? What challenges do these boundaries pose for the ecology or sociocultural business model?
3. Some prominent authors, such as Michael Porter, contend that traditional strategic management approaches are adequate for any environment. Other recognized experts in strategic management, such as Henry Mintzberg, argue that healthcare and the systems within which it is delivered are best
2. What forces shaped the concept of health and the evolution of the U.S.healthcare system over the course of the second half of the twentieth century? What potential forces may shape our concept of health and the U.S. healthcare system in the first half of the twenty-first century?
1. This chapter highlights major forces causing strategic management thinking and practice. Are these forces really new, why did they arise, and why at this particular point in history?
4. Assess how IT has been and can be used to fundamentally transform healthcare organizations and systems.
3. Compare and contrast traditional twentieth-century strategic mind-sets and approaches to emerging twenty-first-century knowledge-age strategic management mind-sets and approaches.
2. Understand the dramatic shifts associated with emerging knowledge economy and implication of these shifts for strategic management thinking and implementation.
1. Understand the historical evolution of healthcare under the traditional industrial-age strategic management mind-sets and approaches.
4. Data, information, and knowledge resources are sometimes characterized by describing their inputs and outputs. Pick one resource with which you are familiar and describe its inputs and outputs. Try to write RDF statements describing those inputs and outputs.
3. Consider the kinds of enterprise, organizational, and information strategies described in Chapter 2. How could knowledge management contribute to the design or implementation of such strategies?
2. Evidence-based medicine might be defined as the appropriate application of the best available evidence to determine diagnosis and treatment for patients. In the spirit of evidence-based medicine, should the controlled terminology and ontology used in knowledge representation be evidence based?
1. Describe the nature and complexity of the problem of developing a common vocabulary for clinical symptoms and services. How does the ICD-9-CM coding system contribute to disease classification?
4. some means must be provided for translating or mapping among different locally preferred schemes for representing and storing data, information, and knowledge.
3. no given system, individual, or group will be conversant with the local representation and storage preferences of every other system, individual, or group; thus
2. other things equal, the value of that data, information, and knowledge will be increased to the extent that it is available to and usable by others;
1. different actors, whether systems, individuals, or groups, will collect data, information, and knowledge according to their needs and will represent and store it according to their local preferences;
6. Understand the importance of the semantic web for sharing data, information, and knowledge.
5. Be able to assess the success factors of knowledge management projects.
4. Understand the characteristics of knowledge as a basis for being able to manage it.
3. Be able to integrate the technical and social aspects of interoperability.
2. Be able to demonstrate the importance of controlled terminology and ontology in the management of data, information, and knowledge.
1. Understand the concepts and relationships among data, information, and knowledge.
9. What skills must IT professionals possess to operationalize information strategy and effectively facilitate interactions among knowledge workers throughout all organizational functions?
8. Why is commitment-based management so important for healthcare organizations to engage in continuous learning and the development of capabilities to organize and manage IT business and clinical processes?
7. What are the three stages of resource transformation that occur through information strategy? Are all equally important? Is the strategic stage ultimately where all information strategy efforts should be focused? Why or why not?
6. How can customer-focused commitment be defined in healthcare organizations? Why is it such a strong unifier in the healthcare industry?How can IT be used to support customer-focused commitment?
5. How does culture play a role in allowing organizations to perform clinical and business processes effectively through the support of IT?
4. What is organizational knowledge or intellectual capital? Why do intangible assets such as organizational knowledge and intellectual capital appear to allow healthcare organizations to achieve a greater competitive advantage than tangible assets?
3. Why is the resource-based view of the enterprise so important in a knowledge-based industry such as healthcare?
2. Why is IT management so important to ensuring that organizational resources are deployed effectively? What role does IT management play in the deployment process? In what ways could IT management hinder the deployment of organizational resources?
1. What is competitive advantage? Is it always important to achieve a sustainable competitive advantage in the healthcare industry?
7. Demonstrate why commitment-based management is crucial to the development of human capital in IT knowledge workers.
6. Explain how tangible assets in healthcare organizations can be transformed into value-added intangible resources through IT.
5. Recognize how synergy between information and organizational strategy can be achieved through a customer-focused enterprise strategy.
4. Demonstrate that organizational culture and human issues play a key role in successful information strategies.
3. Apply the resource-based view of enterprise, and frame its influence on how tangible, personnel, and intangible information resources are used to achieve competitive advantage.
2. Understand how effective IT management can be used to ensure that organizational resources are deployed to meet enterprise objectives.
1. Examine how information strategy can be used in healthcare organizations to achieve competitive advantage.
9. How do clinical pathways constitute a form of organizational structure, and what are some of the qualities of such structures?
8. Discuss how clinical pathways differ from clinical guidelines and why the former are much more difficult to implement.
7. If clinical guidelines are supported by evidence, why has their acceptance and use been slow in healthcare organizations?
6. What are the relative influences of science and health system culture and tradition in developing a standard classification of treatment protocols?
5. What are the difficulties and potential value of extending the International Classification of Diseases to include a classification of evidencebased treatment protocols?
4. Can healthcare organizations back clinical decision support systems with fidelity to the decision-making autonomy of the health professions?
3. Why has there been a lag in the application of process improvement techniques to clinical processes?
2. If healthcare organizations are accountable for clinical outcomes, do they inherently become responsible for clinical process design and clinical decision making?
1. Why and how have healthcare organizations become increasingly accountable for clinical outcomes?
7. Compare alternative approaches to bringing about change in clinical processes using advanced IT.
6. Create a strategy for the application and use of clinical decision support systems.
5. Formulate how healthcare organizations can apply clinical decision support systems and retain fidelity to the role of health professions in society.
4. Redesign the structure of clinical processes consistent with the assumptions of clinical guidelines and pathways.
3. Analyze the assumptions clinical decision support systems make about clinical decision making.
2. Understand how accountability for clinical outcomes changes responsibility for clinical processes in healthcare organizations.
1. Understand why healthcare organizations have become increasingly accountable for clinical outcomes.
9. What are some potential unintended consequences of changing information strategy without consideration of organizational and enterprise strategies?
8. What are the potential consequences if the healthcare industry continues to pursue a narrowly defined IT strategy?
7. What are the specific roles of IS, IT, and IM in information strategy?
6. Why must information strategy complement the enterprise and organizational strategies?
5. Why is it so important for business and clinical strategies to be fully integrated in organizational strategy?
4. What are the consequences of failing to fully integrate enterprise, organizational, and information strategies?
3. Why is it important for all components of the Strategic Integration of Healthcare Organizations model to be interrelated?
2. What are some potential consequences of pursuing either organizational or information strategy in isolation from enterprise strategy?
1. What is the fundamental role of enterprise strategy?
6. Be able to discriminate between the value of IT to a given healthcare organization and society in general.
5. Examine the discrete roles of IS, IT, and IM in information strategy.
Showing 2200 - 2300
of 5342
First
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Last
Step by Step Answers
Get 50% OFF
Claim Now
