The genesis of Health Management Information Systems (HMIS) goes back to the roots of numerous areas, including: computing privacy. information economics multidimensional data sets. medical policies. Â An information-inquiring culture has transparent: information discovery. Core values. direct reports. accounting and finances. Â An information-discovery culture ensures: critical information about due processes. sharing of insights freely and encourages employees to collaborate. sensitivity for privacy. giving up the power of controlling others. Â The data input phase includes: data acquisition and data verification. data storage and data classification. data retrieval and data presentation. data retrieval only Â A healthcare services organization may develop or adopt various types of cultures, including: an information-functional culture an information-secrecy culture. an information-blast culture. an information-hording culture. Â Â Â Computational functions support: further data analysis. data transfer. sensitive data. decreasing costs. Â Emerging trends that are encouraging heathcare executives to become interested in developing innovative, integrative, and cost-beneficial HMIS solutions include: wireless, user-friendly portables. tape recordings. X-ray films. accessible records. Â The majority of computerized patient record systems have capabilities to reject invalid data with the use of techniques including: batched totals and range checks. mechanically processed coded data. data integrity. patient demographics. Â As a trustworthy leader, the senior executive must have the ability to: exude trust from their direct reports and corresponding followers. develop a ‘top-down’ working relationship with followers. articulate how or why certain things are or are not being executed without explanations. dictate to others on how to manage their time. Â The executive largely responsible for articulating the organizational vision and mission is the: COO CMO CTO CEO Â Shared values portray: the total competencies of the organization. the interactive coordination among the hired employees. the common goals, objectives, and beliefs of most members of the organization. morals of the employees of an organization. Â The role of the CEO or CIO to oversee the use of HMIS in any healthcare servicesÂ organization requires that the individual has been trained and has experience and mastered a certain set of: rules and laws. strategic, tactical, and operational IT competencies. department goals and strategies. efficient business processes. Â he executive who oversees the daily heathcare services delivery operations is the: CEO COO CMO DFO Â Because it is an art form, motivation requires that the CIO have special skills and elevated expertise, including: turning over goal setting responsibilities to the employees. allowing employees to position specific individuals in the appropriate spaces throughout the organization. being as specific as possible when detailing the goals and objectives for their employees. assuming staff will institute a collaborative spirit with a strong sense of team belonging.Â Â Â Â Â Â Â Â Defensive strategies come into play when: an organization is to be constantly at the leading edge of its product offering. the uniqueness of certain aspects of the business activities is maintained. cost advantage is gained through economies of scale and cost-effectiveness. when the stage of the industry and/or product life cycle is experiencing a steady decline due to its ongoing maturity. Real-world HMIS practices: can be learned by reading cases in textbooks. are not necessary for learning. can be learned by reading published theories. are not easily replicated. Â URL stands for: uniform relocation lab. universal resource locators. uniform restructuring link usability relocation link Â For breast cancer patients who may have distinct needs for care and coping, several researchers have found that these patients: typically do not seek information regarding treatment plans. actively engage in online and interpersonal interactions via support groups. tend to disincline investigating medical progress. do not require the normal level of emotional support from medical staff. Â Online health information seeking should be of concern for health administrators for myriad reasons, including that it: increases social isolation often associated with stigmatizing medical conditions. reduces patient-physician interactions. increases deficiencies in the health insurance and registration processes. engages faster diffusion of medical findings. Â The Internet is not void of particular weaknesses for underrepresented population information, such as: fragmentation of health information. verifiable facts. credible sources. wealth of information. Â The primary purposes of the Internet Engineering Task Force (IETF), Internet Architecture Board (IAB), and Internet Engineering Steering Group (IESG) are to: restructure the Internet. function as Internet regulating bodies. develop an Internet hub infrastructure. develop a network system. Â Online activities include: spreadsheet development. ACCESS reports. communications. PowerPoint presentations. Â Determinants of site success such as Trusera (invitation only), DailyStrength, PatientsLikeMe, and Caring.com rest with a triad of: blog ratings, site ratings, and community forum ratings. member numbers, daily hits, and word of mouth. theory, research, and practice. accuracy, veracity, and verifiability. Â Online extraction of relevant health information by both experts and laypersons have proliferated due to: decreased computing literacy. less availability. advances in Web-based interface technology. extremely high cost. Â The Internet has facilitated the use of information and communication technology (ICT) to: discourage the constant use of the Internet for medical information. sustain patients with a variety of illnesses. increase social isolation. treat diseases.
Assignment 2: Human Resources Policies and Procedures
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