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Overview and history of the company The Cedar Rapids Vision Centre was not equipped with information technology to handle the growth spurt faced by the company where only manual systems were being used for accounting and for clerical work, where the office was relatively small, and this type of system functioned adequately at starting state. However with the recent growth, the manual system was creating a substantial increase in workload, a severe cash flow issue, which developed a serious accounts receivable collection problem due to an inability to exchange timely and inadequate accounts information.
2. Identify problem A. Managerial problem Planning and planning methodology 1. Arthur Berry, the business manager, is responsible to handle the business affairs of the centre. In order for him to be successful in the centre, Berry needs to have accurate and timely information. 2. Berry should form a task force team to work on the implementation of information system. 3. As for medical stand point, Dr Todd realizes the important of technology for business improvement, however from system perspective; Dr Todd does not see any advantage on computer automation and think it is waste of time and effort. 4. The office was small, and Dr Todd saw no need for the centre to invest on technology as he saw as expensive and troublesome computers. 5. Due to largely to an inability to exchange timely and accurate data between the centre and their billing provider (Medisyst), it caused cash shortage and forced the doctor to defer his own salary on occasion. 6. Dr Todd should benchmark other established outpatient surgical centre in order to understand their organizational structure as well as the effectiveness of the operation system to support the company growth in long term.
Organizing 1. Due to the expansion of the centre and the increasing number of patient visits annually, a few higher position should be hired to monitor and manage the respective division; maintenance division, nurses as well as administration. 2. All staff should not be reporting directly to Arthur Berry as he needs to oversee the whole business development from macro point of view. 3. Berry should hire an IT executive to monitor and maintain automated information system.
Berry should hire an IT consultant to help him in implementation of automated information system. C. 2. Purchased of hardware & software was not driven by the end users requirements. Control 1. B. 2 . Dr Todd did not see computer automation and information system as a reasonable means to expand the practice. The total approach was based from end user stand point rather than project manager. Arthur Berry was newly hired as Business Manager and saw the need of a modern automated information system that would greatly improve office efficiency. even if it meant getting only minimum capability. He is not equipped for project manager role. very competent. No proper financial plan has been discussed to cater for 10-15 year expansion. 2. dedicated and very conscientious person however has no thrilled with the automated system. 2. The decision to have automated information system at centre was not being communicated down to the employees. reduce costs and provide more information for management decision making. Technical Problems 1. Sharon Gale. The decision was driven by cost because of Dr Todd’s financial difficulties as well as due to Berry’s prior experience dealing with Apple. 3. who was responsible in purchasing and account payable in his former company being hired by Dr Todd to manage all business functions including personnel. The capability of hardware & software was not fully analyze to cater for expansion & growth of the centre as Berry felt it was important to get the lowest price. the account receivable clerk has been working for 10 years. 3. The implementation plan was not properly done where it did not being communicated to all employees and inputs from the end users were not being considered.Staffing 1. Berry should also hire an IT Executive/Engineer to monitor and maintain the new information system. Berry participated in information system as an end user rather than a project manager. Berry. financial systems. 2. and operations at centre. 3. Behavioural Problems 1.
maintain the functionality and flexibility of the system 2. Retain Arthur Berry and engage a consultant to restructure the information system. Arthur Berry should form cross-functional teams. Able to fasten the learning curve of project management requirement 2. 2. 5. Restructure the current organization chart 5. Starla Malone. Experience as end user in information system is an added advantage Berry has to form cross functional teams and work closely with them. The implementation of new IS will be longer than the initial expectation. Malone was the strongest supporter of the new system project and was enthusiastic in many discussions about new system. Get along very well with all end user 3. Able to turn around current situation faster 7. the Practice’s Medical Secretary was hired by Berry had been with the centre for only three months. Restructure current implementation system approach 3. Replace Arthur Berry with new project manager with IT incline. Berry familiar with the company operations 1.4. Centre to allocate extra budget to hire IT consultant and employ new IT executive/engineer for maintenance and system debugging. 4. work on flexibility of the system in order to meet end users requirements and to hire an IT Executive/Engineer to supervise/monitor. Celinda Avalos. She had been made the backup to both Gale and Malone when either was out of the office. 6. Her attitude made her less than popular with other administration staff members. 4. and promote the use of the system and sharing of information across management functions. Alternative (2): Replace Arthur Berry 1. the Practise receptionist has been working for 14 years has least interest in anything to do with the new system or computers in general. Alternative Solutions Alternative (1): To retain Arthur Berry 1. overcome the limitations of the rigid organizational structure and contribute to achieve the integration of the dissociated budgeting and local programming process. Evaluate alternative solutions Alternative (1): Retain Arthur Berry in organization Pro Con 1. 3 . 3.
Alternative (2): Replace Arthur Berry with new project Manager who is IT incline Pro Con 1. Selecting the right candidate 5. 2003a. Additional overhead cost 4. lacking to turn around problems identified to opportunity. As clearly evaluated above. what is lacking in Berry is the hat of a project manager. It will enable much faster turnaround from crisis. Able to integrate . creating ‘windows of opportunity’ (Bygstad. as end user support and tool for debugging purposes. introducing a new organization chart without changing the work practices has often proved unsuccessful. which will facilitate in restructuring roles and responsibilities of the workers. An IT executive is essential for the company in maintaining the system. IT driven and not overall company goal 5. suggests that the adaptation process is more related with work practices than formal structures (Bygstad. diagnose the problem 1. Justification Cedar Rapid Vision has better edge by retaining Arthur Berry rather than removal. Mutual adaptation implies that it is possible to change structural properties of both the organisation and the information system. Berry has the right attitude and much greater ownership to fix the problem that he has created. By blending the support of a consultant cum Berry’s knowledge of end user expertise will strengthen the loose ends with much shorter cycle time. The cross-functional teams may contribute in implementation of new IS. 2005). 2003b) To smoothly integrate both organization and technological systems. promote the use of the system as well as sharing the information across management functions (Salazar. 2005). Upper hand by knowing the behavioural pattern of employees. Behavioural unknown 3. In information system projects. Longer learning curve faster 2. 4 .
B.C. Monteagudo. JL. N. Salazar.. DC. Detail of the project plan is as follows: New Information System . Bygstad. in: Rodrigues. in Rodrigues. A. Monteagudo. Hernandez. Oliver. DC. (2005). Pan America Health Organization with Medical Informatics Foundation.C. Washington . And Sandor. Oliver.IT Executive/Engineer Analysis and Requirement Confirmation Requirement and analysis Review and confirmation Requirement signed off Content Migration Database preparation Databank migration Testing Integration & Customization Integration with accounting .. T. N.6. Pan America Health Organization with Medical Informatics Foundation.Project Implementation Plan Project activities Communication Top Management meeting . A (2003b) Knowledge Management. and Instituto de Salud Carlos III. 5 . Managing the Dynamics of Mutual Adaptation of Technology and Organisation in Information Systems Development Projects. (eds) e-Health in Latinoamerica and the Caribe: Trends and Emergent Themes. and Instituto de Salud Carlos III.. A (2003a) Business Process Improvement. A. Washington . (eds) e-Health in Latinoamerica and the Caribe: Trends and Emergent Themes.Identify pilot line for new IS implementation Communication session with all staff Task form team Identify cross-functional team Hiring IT consultant Recruitment .pilot line Training Administration Modules IS Deployment Server and network preparation IS Installation System Commissioning Content and User set up in new information system Administrative training Kick off pilot line User acceptance test I (pilot) Proliferation Integration with scheduling/appointment + training Integration with medical records + training User acceptance test II (proliferation) System go live Resp Berry Berry 1 2 3 4 5 6 7 8 9 Week 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Berry Team & Vendor Team & Vendor Team & Vendor Vendor Vendor Vendor Team Team Team & Vendor 7. RJ. Implementation plan The implementation plan for new IS will take approximately 6 months to complete. RJ. JL.. And Sandor. Hernandez. References Salazar. T.
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