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Scott echoes it experts Brian P. Bloomfield, Rod Coombs, David Knights, and Dale Littler (2000), who say:
IT system enjoys what one might call a special relationship with Resource Management. Its role as depicted in the review is one centred on the improvements and furtherance of a 'balanced' dialogue between doctors and managers. A corollary of this is that it must be neutral politically speaking (see Bloomfield 1995). Thus the review authorizes the introduction of the new it system by subordinating it to the cause of dialogue between doctors and managers. The review represents the information requirements of hospital doctors and management and thereby portrays the it system as fulfilling a preexisting need. The narrative structure here is founded on the discovery of a state of readiness on the part of the hospital followed by the production of a detailed system architecture, specification, and implementation plan. The review presents Manex's own it system as the solution which bridges the gap between the current state of affairs and the implementation of Resource Management. In displacing the tensions or politics (seen as) inherent in the relationship between management and medicine, the 'politics' of it are also displaced. In other words, the presumed a-sociality of the 'technical' is deployed here as a resource (Bloofield, Coombs, et al., pp. 100-1010."
An it system alone is ineffective, it must be supported by knowledgeable it administrators and technicians when its use is integrated at the various and numerous levels of function that are found in a hospital it system. Scott says that her experience has led her to conclude that in addition to a system that can perform the necessary functions of business, system support is essential and the it technicians are integral to the day-to-day operations of business in a hospital setting. Scott says:
Believe it or not, problems arise each day that are new, never experienced...
Anyone can go out and get a "canned" system. That is, one that is intended to perform the functions of the business; but system support within the active uses of the hospital environment really dictate that the best way to go is with an in-house system and tech team. Without the immediate access and knowledge of the facility needs that is embodied in the in-house tech support system and team, business could not be conducted in a way that guarantees quality care and functions as it is now (Scott, 2008)."
The user needs is what ultimately guides the design and function of a it system in a hospital environment. The reporting requirements and the system integrity denoted by the serious nature of patient care make the hospital it system a vital element in the life of a hospital.
References
http://www.questiaschool.com/PM.qst?a=o&d=79104775
Bloomfield, B.P., Coombs, R., Knights, D., & Littler, D. (Eds.). (2000). Information Technology and Organizations: Strategies, Networks, and Integration. Oxford: Oxford University Press. Retrieved October 16, 2008, from Questia database: http://www.questia.com/PM.qst?a=o&d=79104777 http://www.questiaschool.com/PM.qst?a=o&d=5001408217
Mahmoud, E., & Rice, G. (1998). Information Systems Technology and Healthcare Quality Improvement. Review of Business, 19(3), 8+. Retrieved October 16, 2008, from Questia database: http://www.questia.com/PM.qst?a=o&d=5001408217 http://www.questiaschool.com/PM.qst?a=o&d=57140362
Smith, H.J. (1994). Managing Privacy: Information Technology and Corporate America. Chapel Hill, NC: University of North Carolina Press. Retrieved October 16, 2008, from Questia database: http://www.questia.com/PM.qst?a=o&d=57140363
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