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Results for “Information Management”

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At least 55 records · Page 3Linked to original sources
PubMed1998

Strategies for improving information management in emergency medicine to meet clinical, research, and administrative needs. The Information Management Work Group.

The emergency department of the future will require the effective integration of information technologies into clinical care. This article proposes strategies for improving information management in emergency medicine to facilitate patient care, public health surveillance, clinical research, medical education, and health care management. Cordell WH, Overhage JM, Waeckerle JF, for the Information Management Work Group: Strategies for improving information management in emergency medicine to meet clinical, research, and administrative needs.

Computer Systems↗
PubMed1988

Integrated Academic Information Management Systems (IAIMS). Part II. Planning and implementing integrated information services. Integration and outreach: Integrated Academic Information Management Systems (IAIMS) at Maryland.

The University of Maryland Campus for the Professions is now realizing the first benefits of integrated academic information management systems (IAIMS). With the support of the National Library of Medicine, the information Resources Management Division has joined with the Health Sciences Library to plan and to implement change. Within the information utility concept, networked data communications and end-user computing function as the means to integration. Plans call for new 370-based software to extend system capabilities. Mechanisms for outreach ensure that the potential of integration is realized. These mechanisms include technology assisted learning centers, informatics program development, special programs (geriatrics, hypertension pilot), and new applications (conferencing system, voice mail, videodisc development, interinstitutional resource sharing).

Academic Medical Centers↗
PubMed1998

Strategies for improving information management in emergency medicine to meet clinical, research, and administrative needs. Information Management Work Group.

The ED of the future will require the effective integration of information technologies into clinical care. This article proposes strategies for improving information management in emergency medicine to facilitate patient care, public health surveillance, clinical research, medical education, and health care management.

Computer Systems↗
PubMed1997

Generic database design for patient management information.

Patient management information tracks general facts about the location of the patient and the providers assigned to care for the patient. The Clinical Data Repository at Columbia Presbyterian Medical Center employs a generic schema to record patient management events. The schema is extremely simple, yet can support several different views of patient information, as required by different applications: a longitudinal view of patient visits, including both inpatient and outpatient encounters; a visit-oriented view, to record facts related to a current encounter; a location-based view to provide a census of a nursing ward; and a provider-based view to give a list of the patients currently being cared for by a given clinician. All of these views can be supported in a highly efficient manner by the use of appropriate indexes.

Databases as Topic↗
PubMed1994

Implementing the new Joint Commission information management standards: one hospital's approach.

The Information Management Council is a beginning for truly managing information in our facility. We recognized the need for such a group and have defined its membership and focus. We have identified data collection in our facility and are now addressing redundant data collection. We also are reviewing the purpose of the data collection to see if the reports are still needed, and if key information for measuring quality of care is collected. Finally, we reviewed and instituted procedures to protect the confidentiality of computerized data. These efforts have brought us into compliance with the Joint Commission's 1994 information management standards. In addition, we have saved both time and money by eliminating duplicate or obsolete data collection. We also are more aware and in control of the data we currently collect and better able to define and collect the information that is essential to our business. As an HIM professional, I found leading this process to be a natural extension of my responsibilities. HIM professionals are knowledgeable about information systems and user needs, familiar with the Joint Commission survey process, committed to protecting patient confidentiality, and providing timely, accurate information. Managing information is a critical function that needs our expertise and our leadership.

Accreditation↗
PubMed1998

Managing care, managing change, managing information.

Under managed care, information is often required on a longitudinal--not an episodic--basis. As a result, we need to rethink our approach to data storage and use. The author identifies ways to look at the demand for data in a managed care environment and shows how process assessment and benchmarking can help HIM professionals do their jobs more effectively.

Benchmarking↗
PubMed1993

American Health Information Management Association. Position Statement. Issue: roles of health information managers and coders in patient-focused care.

Patient-focused care is a new model of care delivery organized around the patient instead of the hospital structure. Care is provided by multi-disciplinary teams of healthcare workers on the patient care unit. As many services as possible are brought to the patient, rather than taking the patient to a decentralized department. Successful models have demonstrated increased operational efficiency and greater levels of satisfaction among patients, physicians, and staff members. Administrative tasks done in a variety of departments may be assigned to a member of the care team. Such tasks may include patient registration; insurance verification and financial arrangements; and medical record assembly, analysis, abstracting, and coding. Given the different educational levels and prior training administrative team members may have, careful consideration must be given to assignment of the medical record abstracting and coding functions. The quality of clinical data submitted by all providers in the US is critically important to the future of the nation's healthcare system. Under prospective payment systems, the accuracy of clinical data abstracting and coding has a significant impact on healthcare facilities. But the need for accurate clinical data goes beyond payment systems. As more and more clinical data are being captured and maintained in databases across the country, for uses that may be yet unknown, it is essential that such data be collected consistently and accurately. To assure the quality and validity of health information, only trained, experienced coders should abstract and code the data.(ABSTRACT TRUNCATED AT 250 WORDS)

Medical Record Administrators↗
PubMed2002

Creating and managing a paperless health information management department.

Over the last 10 to 15 years, the health care industry has experienced dramatic changes in health care delivery, consumer needs, and demands. The medical record, a recapitulation of the care patients receive, continues to be one of the most vital components of the health care delivery system. It serves as a crucial administrative, clinical, financial, and research tool. Health information managers, striving to meet ever-changing requirements, have turned to electronic record processing to meet these changes. The following article describes one hospital's journey from a cumbersome paper environment to an electronic environment that not only resulted in improved customer service but also provided employees with renewed job satisfaction and increased skill levels.

Computer Communication Networks↗
PubMed1983

A pharmaceutical information manager's viewpoint on R & D information resource management.

An overview of the environment (from my perspective) related to information resource management in pharmaceutical R & D has been presented. Some notions of organizational preference (functional), employee selection (chemist turned information scientist), automation (user friendly, cost effective), and the value of project teams (information transfer) have been noted. Difficulties associated with keeping our innovative tools sharp were observed. Finally, we noted that our bottom line--productivity--should first consider what is useful (effectiveness) and then learn how to do it well--efficiency. Success in the management of information resources depends on the proactive delivery of information packets which find their way into problem solving and decision support for scientists or line managers.

Chemistry, Pharmaceutical↗