A report on the organizational impact of a breach to health care information systems

A new leadership structure was implemented in January 2015 to encourage a heightened response in the wake of meeting the changing demands of healthcare systems. The relocation was necessary to enable the hospital to meet its aims and requirements over the course of five years. In accordance with the acute care hospital restructuring that was started ten years ago, the evolution is credible, and it is consistent with the hospital’s goal and value statement. A crucial instrument that aids the hospital in providing medical care is information technology. To ensure patients receive the best treatment possible, the hospital utilizes affiliate, stand-alone, and outsourcing models of professional support (Gould, 2013). The paper provides information on the hospital’s organizational structure, mission, and value statement, as well as a feasible plan for employing medical staff and its explanation. It also discusses the advantages and disadvantages of adopting information technology, as well as security breaches.

An overview of the organizational structure at the hospital

People’s lives depend on the organizational structure of the hospital; thus, it has a duty to run extremely precisely and guarantee the provision of high-quality services at all times. The organizational structure of the hospital is described as having a vertical model with numerous layers of management. Roles for healthcare workers are specialized, constrained, and minimal in power. To guarantee that any system is running precisely and correctly, there are several layers of management.

Directors

Because healthcare facilities are corporations, a board of directors is in charge of them. The hospital is a nonprofit organization, and its board of directors is made up of prominent healthcare professionals and members of the neighbourhood. Due to the fact that it was created by a religious organization, the board members include members of the clergy and congregation to promote religious ties.

Executives

In order to ensure that decisions are carried out in the day-to-day operations of the hospital, boards of directors collaborate closely with executives. The chief executive officer is at the head of the chain of command and is in charge of all daily activities both inside and outside the hospital. A chief operations officer, chief financial officer, chief information officer, chief medical officer, and chief nursing officer support him. The hospital’s core management is made up of these groups of top executives.

Departmental managers

They are in charge of the hospital’s medical or operational services and answer to the core management. Patient care is the responsibility of the orthopaedic, labour and delivery, and emergency departments.

The dining services and billing departments are not patient departments. The clinical department is essential, and in order to ensure efficiency across its range of activities, it is governed by tight terms of service.

Care managers for patients

These are the people who have direct responsibility for managing patient care.

They consist of nurse managers, rehabilitation directors, and doctor supervisors. Their job is to make sure that staff members perform their responsibilities properly, provide the best treatment possible, follow doctors’ orders, and adhere to hospital and regulatory regulations. They also manage work schedules and perform fundamental human resource functions (Lovelock & Wirtz, 2007).

Service companies

In addition to security staff, they also include nurses, doctors, therapists, cooks, and laundry employees. The hospital’s goal and value statement requires each faction to work tirelessly to protect the safety and health of patients, and each has a specific job description.

The possible purpose and values statement for the hospital

The hospital’s mission and values statement aims to give healthcare professionals a framework for teaching conflict resolution so they may apply the concepts in clinical settings. The aim of the core management team is to cultivate conflict resolution abilities like mutuality, openness, introspection, and listening skills. In a hectic healthcare setting, developing the capacity for more profound listening is equally crucial. The improvement of the health care staff’s existing position and ability to navigate the complexities of the workplace depend heavily on skill development. The value statement elaborates on planning and networking, which are crucial for generating positive word-of-mouth in the healthcare industry. In addition, culture change is welcomed in order to promote safety through teamwork and improved processes.

Plan for employing nurses, doctors, and other related professionals that is feasible

Healthcare service delivery systems are in a bind; therefore, moving to continual training and role distinction is crucial for streamlining human resources. In order to address the ethical and legal issues the hospital is experiencing, communication techniques, continued training, and offering improvements that support successful conflict resolution are all viable options. The aim of a hospital’s feasibility plan is to cover activities and procedures such as resource coordination, care delivery, procedure execution, data collection, information integration, emergency response, problem-solving, and connecting with various groups of people. The goal of implementing ongoing formal training and supplying role models is to promote teamwork, the opportunity to gain skills, and effective negotiating while providing services. By fusing conflict resolution procedures with concerns about the healthcare environment, providing education, professional development, and techniques for conflict management and dispute resolution is a crucial instrument in building synergy. The existing professional development strategy is to increase communication to promote collaboration and synergy (Silver, 1998).

A paradigm of outsourcing is used in the employment process. This concept is essential for the hospital since it needs outside experts to manage health care services internally. Moreover, certain activities are temporary; thus, recruiting inside experts is not necessary. The outsourcing model assigns the task to a third-party expert, to whom it has been entrusted with the duty of completing it while safeguarding the organization’s assets. This strategy is crucial because there is a shortage of skilled labour in specific industries and because it can provide inexpensive labour.

The management KPIs, clear financial communication, product designs, and logistical planning are the primary components of the feasibility plan. Environmental risks that the hospital must contend with include taxes levied against current spending, natural disasters that could impede the work of medical experts, and unfavourable economic trends like inflation and political unrest. None of these concerns should be disregarded because they all pose a risk to the hospital’s survival. The feasibility plan outlines these risks, which are reduced by creating a responsive platform collective of all departments, ensuring the hospital, and establishing a defined compensation system. Only goal-oriented employees are hired into the system through transparent and competitive processes.

Information Technology’s Contribution to improved patient care

The ability for the hospital to get clinical support services, such as quality reporting and the discovery of significant behavioural health metrics, is made possible by information technology, which is a crucial tool. It complies with the goal of simplifying access to healthcare services. Because patients are actively involved, information technology involves initiatives to improve the calibre of nursing care providers. It also enables patients to make informed judgments. In order to provide patients, patient’s families, and healthcare professionals with the best care possible, it also establishes a platform for successful communication, which is crucial in a healthcare context.

Using information technology aids the hospital in removing structural obstacles that persist in the chain of command. This calls for a change in the chain of command, better access to knowledge about healthcare, and an improvement in the healthcare facility’s cultural competency. It is crucial to streamline communication techniques in cross-cultural healthcare contacts. The objectives of this technique are to improve each individual’s multicultural communication abilities, reduce communication risk, and promote the collaborative practice to comprehend the various demands of participating agents. Information technology creates the foundation for high standards of care, enhances human interactions, and promotes professional accountability by making it feasible to reach a consensus on new topics. It also provides a roadmap for evaluating parameters and patient outcomes (Low Son, 2003).

Why it is important to use information technology

A healthcare centre can successfully use information integration. Lowering operational costs is the goal of combining data from many departments. The departments engaged are those that have an impact on the patient both directly and indirectly. The coordination of data from each of these divisions guarantees good inventory controls, which in turn facilitates successful demand management and the provision of healthcare services.

In a building with numerous departments, information synchronization is a problem. A healthcare facility’s diverse departments collaborate to create plans, timelines, or strategies that will improve the delivery of healthcare services at the hospital. Since each department has a specific job and actors within each department are free to exercise authority within their jurisdiction, tight coordination is made possible by utilizing information technology (Clemons, 2006).

An effective company strategy involves utilizing information technology. By embracing information technology, the hospital is able to tailor its services and amiably meet the demands of each patient. With the purpose of fostering long-term competitive advantage in the provision of healthcare services, both internal and external environments are integrated. It is feasible to collaborate with other healthcare facilities. Also, the availability of essential information has helped the decision-making process (Lovelock & Wirtz, 2007).

Information technology’s benefits and drawbacks

Merits	Demerits
• There is improved efficiency, thus a faster flow of activities • Health care service satisfaction and transparency •  Heightened resource utilization • Quality healthcare service delivery •  Quality and strategic management are a reality	•  There are high cases of data breaches •  Patient privacy is compromised •  High operation costs that result from regular formal training

Conclusion

The organization’s structure is transparent and works to maintain an efficient chain of command. Continuous training enhances communication, dispute resolution, and the overall provision of healthcare services. Using information technology creates frameworks that guarantee the realization of long-term solutions advantageous to the healthcare environment. When closely involved, healthcare professionals are outstanding problem solvers; thus, the feasibility plan focuses on challenges that concern them. Strategies for problem-solving are constructed to consider the patient-handling aspect. The improvement of healthcare services, culture transformation, and professional growth are the main themes of the purpose and value statement. Healthy conflict resolution between patients and healthcare providers depends on effective communication, which is best achieved through collaborative practice that fosters the development of a variety of skills.

References

Clemons, E. (2006). “ERP is for Sustainable Competitive Advantage.”Information and Management, 11(3), 131-134.

Gould, D. (2013). “Giving infection control a big hand.” Community Nursing Notes, 5(1), 3-6.

Lovelock, C., & Wirtz, J. (2007). Services Marketing-People Technology, Strategy. NJ: Prentice.

Low son, R. H. (2003). Strategic operations management: The new competitive advantage. London: Rout ledge.

Silver, M. (1998). Strategy in crisis: why business urgently needs a completely new approach.Washington Square, N.Y.: New York University Press.

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Description

The Board of Directors of the long-term care facility (LTC) wants justification for putting in new security measures within the current health information system (HIS). Therefore, the Chief Information Officer (CIO) has asked you as the IT manager to create a report that explains the organizational impact of a breach of healthcare information systems, focusing on the financial and privacy liabilities.

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