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Pros and Cons of Regional Heath Information Organizations

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Assess the pros and cons of Regional Heath Information Organizations (RHIOs) in achieving the goals of the National Health Information Network (NHIN).

Analyze several key challenges that RHIOs face in achieving long-term viability, broad participation and financial sustainability; formulate at least three recommendations to alleviate identified barriers to success.

Examine ways that initial capital can be raised to support health information exchange (HIE). Include an evaluation of the appropriateness of at least three different fee models (membership, subscription, etc.) and assess the implications of each.

Please include 2 peer-reviewed references and regular references.

Thanks!

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One of the pros of regional health information organizations in achieving the goals of the National Health Information network is the fact that regional health information organizations are able to focus their efforts on compiling statistically accurate health information in a highly efficient manner in their particular region. This is largely due to the fact that these health information organizations have a great deal of experience in working with healthcare organizations within their particular regions, and their healthcare information interchange methodologies, which can be provided to the national health information network in a more expeditious manner than if the national health information network sought to accomplish this without the assistance of regional health information organizations. Another pro is the fact that regional health information organizations can exponentially provide health organizations within their regions with information on the standards that are required by the national health information network, and ensure that these organizations are in compliance with these health information standards, the report any noncompliance to the National Health Information Network. A con of regional health information organizations in achieving the goals of the ...

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Organizational Structure and the Decision-Making Process

See the attached file.
Q 1. What is the relationship between organizational structure and the decision-making process? Provide examples. Document your ideas with Peer Reviewed articles that you have read.

Please use this as a reference with one quote from the article:

Fredrickson, J. W. (1986). The Strategic Decision Process and Organizational Structure. Academy Of Management Review, 11(2), 280-297. doi:10.5465/AMR.1986.4283101

Q 2 Provide examples of when an organization would consider organizational change. (Exhibit 8-10 Ch. 8, see below) What challenges to cultural awareness might you encounter when attempting to drive organizational change? Document your ideas with Peer Reviewed articles(articles) that you have read.

EXHIBIT 8-10 When Is Change Needed?40(below)
? A change in the size of the corporation?due to growth, consolidation, or reduction
? A change in key individuals?which may alter management objectives, interests,
and abilities
? A failure to meet goals, capitalize on opportunities, or be innovative
? An inability to get things done on time
? A consistently overworked top management that spends excessive hours on the job
? A belief that costs are extravagant or that budgets are not being met
? Morale problems
? Lengthy hierarchies that inhibit the exercise of strategic control
? Planning that has become increasingly staff-driven and is thus divorced from line
management
? Innovation that is stifled by too much administration and monitoring of details
? Uniform solutions that are applied to nonuniform situations. The extreme opposite of this
condition?when things that should or could function in a routine manner do not?should
also be heeded as a warning. In other words, management by exception has replaced
standard operating procedures
The following are a few specific indicators of international organizational malaise:
? A shift in the operational scope?perhaps from directing export activities to controlling
overseas manufacturing and marketing units, a change in the size of operations on a
country, regional, or worldwide basis, or failure of foreign operations to grow in
accordance with plans and expectations.
? Clashes among divisions, subsidiaries, or individuals over territories or customers in
the field
? Divisive conflicts between overseas units and domestic division staff or corporate staff
? Instances wherein centralization leads to a flood of detailed data that is neither fully
understood nor properly used by headquarters
? Duplication of administrative personnel and services
? Underutilization of overseas manufacturing or distribution facilities
? Duplication of sales offices and specialized sales account executives
? Proliferation of relatively small legal entities or operating units within a country
or geographic area
? An increase in overseas customer service complaints
? Breakdowns in communications within and among organizations
? Unclear lines of reporting and dotted-line relationships, and ill-defined executive
responsibilities

Please use this article as a reference with a quote.

Van de Ven, A. H., & Sun, K. (2011). Breakdowns in Implementing Models of Organization Change. Academy Of Management Perspectives, 25(3), 58-74. doi:10.5465/AMP.2011.63886530.

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