我国医院信息主管的窘境与出路

我国医院信息化建设还属初级阶段,一些医院信息机构尚处在"边缘化"状态;医院CIO并不能进入医院管理核心层,无法真正参与战略规划和全面推动医院信息化进程;医院CIO未能实现应有的权力价值,并缺乏清晰的升迁路径,进而导致心态失衡.我国医院CIO生存环境的改善和事业的发展,一方面取决于医院信息化建设的水平、医院CIO体制的建立、医学信息学教育与培训;另一方面更取决于医院信息管理者在推动医院信息化进程中做出的贡献.     

浅谈医院设立首席信息技术主管的必要性

针对医院信息化工作的进展,提出设立首席信息技术主管（CIO）的必要性,明确了CIO在医院信息系统建设和管理中的作用,指出CIO不但要负责信息网络平台的技术支持,还应行使对医院信息的组织管理职能。医院应重视信息系统的开发和利用,重视CIO的作用。CIO也应努力提高自身的水平,成为具有医学、管理、计算机等跨学科的复合型人才。     

论医院信息系统建设中CEO与CIO的关系与作用

论述医院CEO(首席行政执行官)与CIO(首席信息技术主管)在医院信息系统建设中的关系和作用。指出CEO对信息系统的需求欲望是医院信息化建设的原动力。CIO应直接受控于CEO,以便更好地领会和理解CEO的管理思路及其对系统目标的要求,选择适合本院的解决方案,有效地组织和提供信息。CEO应给予CIO一个良好的开发环境,包括CIO的职权、开发经费、技术队伍等。只有CEO和CIO在理念上达到共识,并在实践中支持与配合,才能保证 HIS成功地开发与应用。     

论县级医院设立信息主管的必要性

改革医疗卫生服务体制，培养全体医务人员的信息技术技能，规范各类医疗服务信息资源，医院管理创新等，在医院信息化进程中，县级医院需要信息主管从深化医疗服务体制改革的战略高度统筹规划。医院信息主管应同时具备管理创新意识、计算机科学、医院管理等相关知识。医院信息主管应做好医院信息化网络平台建设，医院信息化资源建设，医院信息化氛围的形成三个层面的工作。     

信息主管对医院信息化进程的影响

介绍了信息主管的含义、职责，以及国外信息技术在医院中的作用和效果，并结合本单位实际情况，探讨了医院中信息主管的地位、作用和两种背景的信息主管(有计算机技术背景和非计算机技术背景)。     

我国医院信息主管的现状与发展

20世纪50年代，由于现代技术在企业信息管理中的应用，西方经济发达国家信息管理人员开始进入企业管理层，并由最初基层管理者的职位向中、高层管理者的职位发展，首席信息官（chief information officer，CIO）应运而生。随着我国医院信息化的进程，医院CIO也逐渐进入人们的视线，引起人们的关注和讨论。     

卫生机构建立信息主管体制的若干问题

卫生机构建立信息主管体制是卫生信息管理体制的创新，是卫生信息化健康、快速发展的组织保障。卫生信息主管的主要职责是负责战略信息管理，其素质要求很高，应具有信息、医学和管理学等学科的知识与技能。建立卫生信息主管体制应从提高认识、结构调整、实践探索、加强研究等方面着手。     

医院信息化需要建立信息主管制

随着医院信息化的全面建设和深入发展 ,医院建立信息主管 (ｃｈｉｅｆｉｎｆｏｒｍａｔｉｏｎｏｆｆｉｃｅｒ,ＣＩＯ)制实有必要。在此 ,就ＣＩＯ的责任、职权等相关问题进行讨论。一、建立ＣＩＯ制的必要性医院信息化建设的开展已有 2 0多年历史 ,刚开始 ,医院把它看成是一个单纯的计算机网络技术问题 ,并没有从系统工程和改革医院整体管理模式的角度来领导工程的实施 ,认为只要花费一定的投资、购入一定规模的计算机设备和软件、自行组织少量计算机软件技术人员进行编程开发就能解决问题。在信息化建设的初期由于应用的方面较少、并局限于…     

医院信息系统的有效监控和管理

医院信息系统已深入到医院业务和管理的各个方面,与其形成密不可分的关系,已成为医院正常运行的基本保障,但是,在医院信息系统安全的管理方面还存在不少问题,信息安全的整合管理和信息安全的行为管理成为医院院长和信息主管都必须重视的问题。     

建立信息质量监控制度 促进医院信息化建设

为探讨信息质量监控制度的建立，促进医院信息化建设，本文阐述了为确保医院信息化建设的正常运转，应建立医院信息质量监控制度。一是确定医院信息管理监控模式，建立医院信息监控组织；二是制订规章制度，全面细致抓好落实。     

医院信息化呼唤CIO

CIO,是信息化发展到一定程度的必然趋势,标志着组织机构信息化程度。在我国企业积极推进CIO机制时,把CIO机制引入医院,是医院信息化建设发展的客观需要。本文通过介绍CIO的相关概念,阐述医院设立CIO的必要性和意义,界定医院CIO的地位和职能,目的是加快推进医院信息化建设。     

The role of the chief information officer in the health care organization in the 1990s

During the next decade, the role of the CIO will change in two major areas: 1. The relative importance of the CIO as the person who translates business and clinical needs into information technology ideas will diminish. Although this portion of the CIO role will not disappear, this role will be increasingly filled by senior management, clinicians, and other members of the hospital staff. 2. The CIO role will need to shift from an emphasis on managing implementations and projects to developing and advancing the infrastructure. CIOs need to distinguish between the expression of the asset (the application portfolio) and the information technology infrastructure (the remaining four components of the asset). While being pressured to deliver more applications, they can fail to invest in and manage the infrastructure. This is a mistake. By neglecting management of and investment in the infrastructure (e.g., staff training and data quality) or by failing to take advantage of new technologies, they can hinder the ability of an organization to deliver superior applications. Poor data quality will cripple an executive information system and a too-permissive stance toward hardware and operating system heterogeneity will hinder the ability to deliver a computerized patient record. Although some management of the infrastructure is in place, in general it is insufficient. Few organizations have both a distinct data management function and a technical architecture plan, and also develop and enforce key technical, data, and development standards. This insufficiency will hinder their ability to effectively and efficiently apply their information technology infrastructure. The role of the CIO will evolve due to several powerful forces.(ABSTRACT TRUNCATED AT 250 WORDS)     

Correlates of Cancer Information Overload: Focusing on Individual Ability and Motivation

The present study defined cancer information overload (CIO) as an aversive disposition wherein a person is confused and overwhelmed by cancer information, which occurs when he or she fails to effectively categorize new information due to a lack of resources for effective learning. Based on the definition and informed by previous studies on information overload and the cognitive mediation model, we hypothesized that low ability and motivation to process cancer information would lead to CIO. We used education level and trait anxiety as factors related to ability. Cancer history and the use of active media channels (such as the Internet and print media) were adopted as motivational factors. Four samples (three from the United States and one from South Korea) were used to explore the relationship between ability/motivation and CIO. Among them, only Sample 4 participants answered questions about stomach cancer, and other participants were asked about cancer in general. In all four samples, trait anxiety was positively associated with CIO. Health information use from active media channels (print or the Internet) was negatively associated with CIO in three samples. The associations between family history and CIO, and between education and CIO, were found in two samples. In short, the present study demonstrated that CIO partly depends on individual ability and motivation, thereby showing that CIO is influenced by personal characteristics as well as environmental factors.     

The modern CIO: forging a new role in the managed care era

The advent of managed care has helped forge new roles for healthcare professionals. Competitive pressures, the profile of the member community, and provider network design drive healthcare delivery via the managed care model. Careful analysis and design of the managed care model charts the success or failure of the health care delivery system--usually an integrated delivery system (IDS). Therefore, those healthcare organizations that have chosen to get on the managed care bandwagon must re-invent themselves, both culturally and technologically. The chief information officer (CIO) leads this technological revolution. To work effectively, the technological infrastructure of the IDS must be closely in line with enterprise goals and objectives. In the managed care environment the old information system (IS) approach of supporting the operational needs of individual departments simply will not work. The CIO's new role will be to master the concept of managed care to ensure that enterprise-wide needs for operational, clinical, and financial information are met, and that IS and enterprise goals are aligned. CIOs who have an intuitive grasp of the managed care environment--although their numbers are growing as managed care mushrooms--make up a minority group. They are a special breed with clearly definable qualities such as business savvy and an affinity for big-picture thinking. To an IDS, a CIO with these qualities is a rare gem indeed. This article introduces Don Winschel, the associate administrator and CIO of Johnson City Medical Center (Johnson City, TN) as an example of one such modern CIO.     

Who Avoids Cancer Information? Examining a Psychological Process Leading to Cancer Information Avoidance

Although cancer information avoidance (CIA) is detrimental to public health, predictors of CIA have not been fully investigated. Based on uncertainty management theory, this study viewed CIA as a response to uncertainty related to the distress associated with cancer information and illustrated the psychological process leading to CIA. Given the current information context, it was hypothesized that cancer information overload (CIO), accompanied by confusion and stress about cancer information, causes CIA. As trait anxiety is a strong predictor of CIO, it was also hypothesized that trait anxiety has an indirect effect on CIA through CIO. Study 1 tested this relationship in a U.S. sample (N = 384); the results showed that CIO was positively associated with CIA and that trait anxiety indirectly influenced CIA through CIO. Whereas Study 1 tested the relationship with cross-sectional data in the general cancer context, Study 2 replicated Study 1 with 3-wave longitudinal data in the context of a specific cancer (i.e., stomach cancer) in South Korea (N = 1,130 at Wave 1, 813 at Wave 2, and 582 at Wave 3). Trait anxiety at Wave 1 predicted CIO at Wave 2, which in turn increased CIA at Wave 3, suggesting that some people are inherently inclined to avoid cancer information due to their trait anxiety, which results in confusion about cancer information.     

Health care CIOs: assessing their fit in the organizational hierarchy and their influence on information technology capability

Despite the continuing interest in the importance of health care information technology adoption, very little is known about chief information officers (CIOs), the individuals who manage this effort. The present study surveyed hospital CIOs to understand their backgrounds, their organizational status, and their influence in hospital health care information technology adoption. Survey responses from 98 organizations suggest that the CIO position varies significantly according to the profit status of the hospital. Further, regression analyses suggest that CIO tenure is associated with greater health care information technology adoption, whereas the reporting structure of the CIO is not. Management implications of the findings are discussed.     

Information technology strategic planning: art or science?

It had been almost a decade since the hospitals that make up the Daughters of Charity Health System (DCHS) had engaged in a formal information technology strategic planning process. In the summer of 2002, as the health system re-formed, there was a unique opportunity to introduce a planning process that reflected the governance style of the new health system. DCHS embarked on this journey, with the CIO initiating and formally sponsoring the information technology strategic planning process in a dynamic and collaborative manner The system sought to develop a plan tailored to encompass both enterprise-wide and local requirements; to develop a governance model to engage the members of the local health ministries in plan development, both now and in the future; and to conduct the process in a manner that reflected the values of the Daughters of Charity. The DCHS CIO outlined a premise that the CIO would guide and be continuously involved in the development of this tailored process, in conjunction with an external resource. Together, there would be joint responsibility for introducing a flexible information technology strategic planning methodology; providing an education on the current state of healthcare IT, including future trends and success factors; facilitating support to tap into existing internal talent; cultivating a collaborative process to support both current requirements and future vision; and developing a well-functioning governance structure that would enable the plan to evolve and reflect user community requirements. This article highlights the planning process, including the lessons learned, the benchmarking during and in post-planning, and finally, but most importantly, the unexpected benefit that resulted from this planning process.     

Making IT ends meet. Susquehanna Health System outsources Siemens' prized product to nearby hospitals looking for an affordable alternative

Susquehanna Health System has been offering small, rural hospitals a more affordable information technology system through a unique outsourcing agreement. The system's CIO, Pamela Wirth, left, has advocated the provider-to-provider arrangement, which could draw the ire of some vendors.