MANAGEMENT INFORMATION SYSTEM 8
CarolinasMedical Centre was established by the Charlotte-Mecklenburg countyPublic Authority in 1939 to meet the health care need of theresident, and opened its first hospital in 1940. Carolina, healthcare system, is a network of a nonprofit making hospital. It operatesurgent care centers, Hospital, freestanding emergency departments andmedical practices in the South Carolina state of America. About 90%of the hospitals affiliated with the system are within 75 miles ofCarolinas Medical Centre, with over 60,000 employees in the system.Carolinas Healthcare is legally under the Charlotte-MecklenburgHospital Authority, which is a municipal authority established underthe North Carolina’s Hospital Authorities Act.
Thebusiness problem and analysis
CarolinasHealthcare System’s Dickson Advanced Analytics (DA’s) was born asa result of the desire to enhance the quality of care deliveryoffered in the hospital. Research, data analysis and public reportingof key metrics for the Dickson Institute was conducting CHS. However,it was noted that the activities it was conducting did not influencethe majority of day-to-day operations going at the CHS network. CHS,at the beginning of the 2000s, commenced a process-developed projectto determine what data analytics capabilities that would be essentialto the operations of CHS.
Therewas a need for a distributed data system and corporate data warehousethat needed to be developed and created respectively. The cost ofdata storage was also high, and the CHSs information serviceleadership anticipated it would drastically drop as a result ofcoming up with a generous data storage to support the new analyticalteam. EMR was projected to change a situation where most of the datait collected financial data generated through transactions. It wouldbe possible to collect, store and model a variety of clinical datathat was previously impossible without EMR. Carolinas HealthCaresystem management leadership identified capabilities of integratingthe processing data as the foundation to driving the changes in theHealth system. The hospital realized that it would be significant touse Data analytics systems to drive operational and financialperformance as well as improve the quality of ambulatory or primarycare, domain.
Asignificance investment for building data and analytic capacity wasmade, a process that took off in the year 2010 when a decision wasmade to centralize the health care system’s data across theorganization, from a volume-based organization to a value-basedorganization (Hosseiniand Rezaei, 2013).A major catalyst for the need of Data Availability expansion was theurge to move from paper-based records to electronic medical records(EMRs) along with a concomitant expansion of their medical knowledge.EMR enabled and still does, the Healthcare extracting and integratingthe data from the EMR. Creation of a centralized team responsible forsupporting all the data and analytical work using single enterprisedata warehouse has enabled the hospital to leverage better theclinical and operational data they receive from their hospitals andambulatory care center, using the data to drive improvement in caredelivery and efficiency.
DicksonAdvanced Analytics (DA’s), a centralized team to manage thesystem’s data, has greatly enabled working on a predictive andprescriptive health management and enhancing decision support for theclinicians. A large amount of clinical data from medical records,going through them to find trend and pattern to diagnose and treat apatient was a problem to be solved. A single physician did not havethe capacity, in such an extensive health care system, to go throughall the data and analyze it with all potential diagnoses to come upwith treatment guidelines.
Tobetter define the problems and the courses in the Carolina’s Healthcare system, five factors are identified to come up with the PestModel analysis as listed below.
Carolina’sHealthcare system Pest Model analysis
Impact on the Healthcare system
Growing political focus and pressure on healthcare e.g. HIPAA Regulations, ACA’s passage fee-for-value instead of fee-for service
Increased pressure on pricing
Increased pressure to perform
Increased pressure on p
Paper work data storage
– Below average service delivery
– High cost to the healthcare
Shift to outpatient
Increase in patients visiting the health care
Increase in competition
Increase in workload
Pressure to perform
Digitalization of healthcare (EMRs)
New information and communication technology
Difficult for provider to extract and model data held in the EMRs
Better data handling required
More responsive service facilities required
Objectivesof Management Information system
Fromthe perspective of Carolina’s healthcare system, the goals of aInformation system seeks to achieve are as follow.
Linking sub-systems of the organization together in an integrated system to allow the flow of data and information between those system and leading to the achievement of coordination between the activities of those systems.
To assist in linking the sub-systems of the organization goals with the overall objective of the organization and thus contribute to the achievement of this.
Assist and support in decision-making process at all organization/system level through the provision of reports to ensure information required for those decision in a timely manner.
Provide necessary information for planning, control at the right place, time, and format.
Controlling of data and information handling and preservation process
Carolinas’Healthcare system Strategy and constraints
High demand for data analytics from across the organization
Heavy financial investments is needed, bearing in mind, the healthcare is a non-profiting.
Identificationof possible alternatives and recommendations
Managingpopulation healthcare system serve as the con important to identifypatients who are ill and might be at greater risk of developing achronic condition in the future (Laudonand Jane, 2005).It is highly recommendable that a passionate physician to try toengage with analytics to come up with a system that can prevent suchsituation and ensure patient continued being healthy and productivemembers of society and kept away from the hospital.
ForCarolina’s healthcare system or any other health care system to bemore predictive, it must also be capable of exchanging data withother healthcare players in the region. Where by information ofpatients who get treatment or visits another healthcare is sharedwith the other healthcare system, this would be a milestone inhospitals exchanging data for advanced patient care. When a patientgoes back to the hospital after treatment from another hospital, andthe same symptoms persist, the Physician would have answers ready forthe data shared through the system as to what happened and why. Inhospital sharing the data, systems must decide on how best it can becarried out to provide the best potential outcome for the patient(Borstnarand Pucihar, 2014).Exchange of data would also help the patient have greater control oftheir health information and data. The initiative would enhanceimproved performance in the healthcare system the patient will havefirst-hand information on important matters about their health,giving recommendation and what they need to change (lifestyle). Thisarticle also recommends a better algorithm that is at patient’sdisposal that will help them make informed decisions about theirhealth.
Mangersin all levels of organization and healthcare systems need precise andsuitable data and information to make a decision that increases theperformance of the organization. Such concept suggests an informationneed of supervisory level is different from top level. At the sametime, the type of information also at each level is different. Atlower level, supervisors need defined, precise, quantifiable andinternal organizational information but at the top level a managerneeds undefined, future oriented, infrequent, summarized, relatively,now quantifiable and mostly external information (Uma, 2009).Quantifiable information could be gathered from external environmentif suitable.
Apartfrom variety of information systems in the world, the leadership ofCarolinas Healthcare system came up with Dickson Advanced Analytics(DA’s) as the best suited to identify problem and help managementto understand them and come up with suitable decision. At the sametime, Dickson Advanced Analytics (DA’s) was instrumental in helpingparticular specific need of the patients and managers. Therefore, itcan be concluded that Dickson Advanced Analytics (DA’s) hasextended its support of decision-making process and has more roles indecision-making and problem solving than the older ways of datamanagement through paper work. In future systems can study on therole of other information systems for manager’s decision-making andcompare it to DA’s. The care mangers can now prioritize their workto focus on the patients of readmission. The system uses personalizedintervention rather than one size fits all solutions.
Borstnar,M. K., & Pucihar, A. (2014). Impacts of the implementation of aproject management information system – a case study of a small R&DCompany Organization, 47(1),14-23.
Hosseini,S. M., & Rezaei, A. (2013). Developing an information system forsustainable natural resource management in alborz watershed, northernIran.Systemic Practice and Action Research, 26(2),131-152.
Laudon,K. C., & Jane, P. L. (2015). ManagementInformation Systems:.Managingthe Digital Firm.Prentice Hall
Uma,V.D. (May 13, 2009). Roleof Decision Support System for Decision-Making Process in GlobalBusiness Environment.