What are the potential sources of the problem?
The source of these problems seems to be coming from two areas in Interwest Healthcare. The first area is the miscommunication that the hospital administrators are having with upper management. The hospital administrators and upper management are not only having miscommunication issues but they also do not share the same role expectations with each other which is creating tension. “The hospital people accused Singh of being a bureaucrat who did not care about patient services. Singh accused the hospital staffs of not understanding the importance of accurate reporting” (Brickley, Smith & Zimmerman 2009 p. 38). The second area is the system or process that is in place for recording and entering data. The current process is clearly not running at an efficient rate which is raising concerns for upper management. Even though hospital administrators do not see to eye to eye with upper management the concerns that they have are valid and can have a very negative impact on Interwest Healthcare if the issue is not resolved.
What information would you want to analyze?
The first information that would be analyzed is the process that is done to record and enter data for patients. It is important to gain as much information as possible regarding the data entry because that is the root of the whole issue between hospital administrators and upper management. Another area that would be analyzed is the workplace with emphasis on how time is managed and the importance employees put on data entry. It is important to gather and analyze as much information as possible on the source of the problem. By gaining and analyzing the information it would help Interwest Healthcare make progress on the data entry issue which will put them in a better position to succeed.
What actions might you recommend to increase the accuracy of the data entry?
The first point of action would be streamlining and simplifying the data entry process. By completing those it would not only increase the accuracy of the data entry but it would also decrease the burden on the hospital administrators. But before any changes to the data entry process are made it is important to communicate directly to the hospital administrators. It is important to have the hospital administrators on board with the changes that will be made with the data entry process. By gaining the hospital administrators consent with the changes this will allow a smoother transition for the data entry change and it could provide a positive change to the workplace.
As for the changes to the data entry it would most likely be a simple computer process along with small piece of paperwork. It would be best to have some sort or paper record on file that would need to be alphabetized along with a simple computer program. The computer program would help ensure accuracy and would have the patient’s data record on file which will be easy to locate. There would be very little paper work for the process mainly because it takes up space and takes more time to record. The paper work that is part of the process would simply serve as a backup if the computers were down. The key to ensuring accuracy with the data entry is to make the process as simple as possible so it would minimize the errors.
How does your view of behavior affect how you might address the consulting assignment?
As a consulting assignment I see Interwest Healthcare as a company in distress due to the way the hospital administrators and upper management. The way the two groups have been behaving and treating each other it is a clear sign of stress and miscommunication. One of the first tasks is to mediate the two groups and try to have everyone on the same page. There is a clear disconnect on the expectations of each other’s roles but by bringing them together the roles and expectations can be made by both parties and progress can be accomplished. In order to make progress both parties will need to be able to compromise and be willing to understand each other’s concerns and priorities.
Brickley, J.A., Smith, C.W. & Zimmerman J.L. (2009). Managerial economics and organizational architecture (5th Ed.). New York: McGraw-Hill Irwin.
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