The use of technology is expanding rapidly within healthcare.

Technology innovations will help healthcare organizations better identify and track patients, communicate patient information, and provide standardized, quality patient care (Bolster, 2007). Managers need to make decisions based on accurate information. The recommendation is for managers to look outside of healthcare to see how technology is being used effectively and how it has been used ineffectively before making decisions around which technology to consider. Bolster (2007) states decisions should be made on hard trends, things that will happen rather than soft trends which are things that may happen. She states “the ultimate hard trend is a technology-driven trend because technology lets you turn the impossible into the possible”.

For example the internet she states is “providing powerful changes in how healthcare is provided as it is leading to wireless telemedicine, changes in procurement services, e-enabled disease management”. She predicts increased processing power, bandwidth, and storage will lead to a move from paper patient charts to electronic charts. It is currently not uncommon for health authorities to have more than 100 databases, with new technology these can be consolidated into only a few (Bolster). The more databases a system has, the more breakdown points there are. Using technology to capture the right information and using it to verify information is accurate needs to be a high priority for healthcare (Bolster).The technology chosen for the project was selected as part of a process improvement initiative and as such has a great deal of influence on the development of the change plan. In the case of the Residential Respite Bed Booking Program, software must be developed which requires staff input in the development stage to identify the requirements and use cases.

Staff also will need to test the software and provide feedback. As 200 staff will be using the technology, a clear training plan along with a sustainability plan needs to be included in the change plan.Analyze Evolving Role of Ethics and Corporate Responsibility Fraser Health contracts respite services for its clients from Health Service Providers who are either for profit or run by non-profit organizations. Historically Fraser Health has had a fairly loose agreement with its Health Service Providers but has recently moved to the development of an agreement which clearly outlines expectations around financial and service expectations. Support is also being provided to Health Service Providers to develop safer environments for employees and clients.Best practices are being shared around infection control practices, disposal of toxic materials, and smoke cession which is showing Fraser Health is taking corporate responsibility not only for itself but also supporting those organizations it collaborates with to do the same. Fraser Health has a code of conduct that all employees must follow. The organization also has an ethics committee and ethicists who are available to consult on complex issues.

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ConclusionAn analysis of business requirements and use cases was done for the Residential Respite Bed Booking System and for an enhancement to the existing website. The decision was made to limit the website work to adding the information about the respite beds and communicate this addition. A project change management plan was not completed on the website. The project change management plan focused on the Residential Respite Bed Booking System. In addition to the work done on the business requirements and use cases, it was noted that identifying and involving the appropriate stakeholders is a must for any change plan to succeed.Mitigating business and security risks would be done through a clear project charter that outlines appropriate the scope, timelines and deliverables. To mitigate risk of working with outside vendors a contract will be signed that and will outlines expectations, timelines, deliverables and penalties.

A cost analysis of the cost versus the benefits shows that the project would be positive from a cost point of view. The project itself will be measured using time, cost and technical performance of the software as metrics. The satisfaction of the project’s customer who in this case is the Executive Sponsor will also be used to measure success.It is important to select an appropriate change theory or model to support the change process to ensure that the human elements are not lost as technology is being developed and implemented.

Part of the success of any change plan is the level and quality of the participation of stakeholders and the level of commitment they have towards the project and its outcome. The Generic Change Model was selected as it follows the Systems Development Life Cycle and clearly outlines how to involve different levels of stakeholder in the change process at different stages of the development of technology and supports building stakeholder commitment. The reasons stakeholder may resist change was explored and strategies such as the appropriate use of communication, education, participation, facilitation, and support discussed.Recommendation for leading and sustaining change looked at evaluating organizational culture and how it influences successful implementation and post implementation. It was identified that leadership behaviors such as communicating via multiple routes, showing an interest in the concerns stakeholder have and engaging people in the process are some of the leadership behaviors that are consistent with Fraser Health’s culture and core values. The importance of systems thinking and using technology for managerial decision making were identified as musts for healthcare organizations because without them costs will continue to escalate.ReferencesAtkins, R. (2003, July).

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(2003). Leadership And Organizational Change In A Competitive Environment. The Business Renaissance Quarterly, , 69-90. Retrieved January 14, 2008, from MasterFILE Premier databaseBarnes, J. (2005, April). Implementing a Perinatal Clinical Information System: A Work in Progress.

JOGNN, 35, 134-141. Retrieved February 25, 2008, from Business Source Complete databaseBennigson, L. (1971, September). The team approach to project management. Innovation Magazine, 24, 48-52. Retrieved February 25, 2008, from EBSCO Database