Presenter: Student Institution: Grantham University Date: July 2, 2020 ADOPTING TECHNOLOGY IN HEALTHCARE MANAGEMENT AND THE EFFECTS ON PATIENT OUTCOME In this presentation you will be exposed to the following: Problem statement and its current scope Literature review Strategic plan, who will benefit and what will the healthcare environment looks like once resolved Recommendations/ limitations References CONTENTS OF THIS PRESENTATION TABLE OF CONTENTS PROBLEM STATEMENT Current scope LITERATURE REVIEW Theoretical framework in which the problem exists 01 03 02 04 05 STRATEGIC PLAN Implementation and benefits RECOMMENDATION FOR FUTURE STUDY/LIMITATIONS Social and political barriers to implementation REFERENCES Over 20 references with vast majority within five years. COMMENTS PROBLEM STATEMENT 01 Current Scope Problem statement Many healthcare professionals are less adoptive to technology advances, they are not up to date with new medical discoveries, performance measurements and decrease coordination with each other (Seblega 2010). These deficiencies resulted in the analysis of challenges that exists with technology adoption to include, costs, interoperability, outdated technology, difficulty in use of technology and complicated asset tracking and implementation. Who are affected? Practicioners, managers, employees, investors, patients and the economy on a whole Demographics Analysis done on the two selected countries of Nigeria and the United States both concluded that technology adoption in healthcare is linked to usefulness and ease of use of technology. 01 CONTINUES History of problem Discussion about the use of computers began in 1960s. The possibility of electronic health records (EHR), were examined in 1991. When did the problem appeared? Since the discussion to use technology to enhance medical care 01 CONTINUES CURRENT SCOPE The challenges in health technology adoption is significant because despite the evolution of the society, the importance of these tools for modern technology to improve quality care outcomes and other elaborate benefits that are associated with it is limited (underutilized or low) because of factors to include financial concerns, poor infrastructure, low technical expertise and resistance from healthcare professionals (Zayyad 2018). 01 CONTINUES What is currently being done? The resistance experienced by both health professionals and patients soon decrease even because of the Coronavirus pandemic. This pandemic is a push factor towards medical technology adoption. Wicklund (2020), explained that the future of healthcare is now reshaped. The increase in the use of telemedicine is seen across the world as it helps in deciding which patients are to be seen in the hospital or elsewhere. This is believed that in order to prevent the spread of the virus patients must be isolated. In addition, there are technologies used to deal with Coronavirus namely symptom trackers, Chat.

1. Presenter: Student
Institution: Grantham University
Date: July 2, 2020
ADOPTING TECHNOLOGY IN HEALTHCARE
MANAGEMENT AND THE EFFECTS ON PATIENT
OUTCOME
In this presentation you will be exposed to the following:
Problem statement and its current scope
Literature review
Strategic plan, who will benefit and what will the healthcare
environment looks like once resolved
Recommendations/ limitations
References
CONTENTS OF THIS PRESENTATION
TABLE OF CONTENTS
PROBLEM STATEMENT
Current scope
LITERATURE REVIEW
Theoretical framework in which the problem exists

2. 01
03
02
04
05
STRATEGIC PLAN
Implementation and benefits
RECOMMENDATION FOR FUTURE STUDY/LIMITATIONS
Social and political barriers to implementation
REFERENCES
Over 20 references with vast majority within five years.
COMMENTS
PROBLEM STATEMENT
01
Current Scope
Problem statement
Many healthcare professionals are less adoptive to technology
advances, they are not up to date with new medical discoveries,
performance measurements and decrease coordination with each
other (Seblega 2010). These deficiencies resulted in the analysis
of challenges that exists with technology adoption to include,
costs, interoperability, outdated technology, difficulty in use of
technology and complicated asset tracking and implementation.

3. Who are affected?
Practicioners, managers, employees, investors, patients and the
economy on a whole
Demographics
Analysis done on the two selected countries of Nigeria and the
United States both concluded that technology adoption in
healthcare is linked to usefulness and ease of use of technology.
01 CONTINUES
History of problem
Discussion about the use of computers began in 1960s.
The possibility of electronic health records (EHR), were
examined in 1991.
When did the problem appeared?
Since the discussion to use technology to enhance medical care
01 CONTINUES
CURRENT SCOPE
The challenges in health technology adoption is significant
because despite the evolution of the society, the importance of
these tools for modern technology to improve quality care
outcomes and other elaborate benefits that are associated with it
is limited (underutilized or low) because of factors to include

4. financial concerns, poor infrastructure, low technical expertise
and resistance from healthcare professionals (Zayyad 2018).
01 CONTINUES
What is currently being done?
The resistance experienced by both health professionals and
patients soon decrease even because of the Coronavirus
pandemic. This pandemic is a push factor towards medical
technology adoption. Wicklund (2020), explained that the future
of healthcare is now reshaped. The increase in the use of
telemedicine is seen across the world as it helps in deciding
which patients are to be seen in the hospital or elsewhere. This
is believed that in order to prevent the spread of the virus
patients must be isolated. In addition, there are technologies
used to deal with Coronavirus namely symptom trackers,
Chatbots, home monitoring and medical tricorders.
01 CONTINUES
Role of Managers
Management must be leaders for change, they must have the
training and the capabilities to respond to changes in the health
system. Since the population is growing and ageing, more
patients are receiving care across the health system. As a result,
managers must be able to have a process for collaboration and
communication between different health professionals.

5. Also, managers must keep up to date with continuously
changing health policies, business models of care delivery and
regulations so that they know how to align their organization to
the new agendas. In addition, it is the role of the managers to
train health personnel and maintain an appropriate mix of
employee skills (Figueroa 2019).
01 CONTINUES
Responsibility of the problem
Innovators, government and managment
Example of innovators are OpenMRS, they develop software to
support healthcare technology effectiveness
Despite its usefulness, some software is not designed to
communicate with each other making technology difficult for
providers to use and leads to frustration and resistance.
Management are to train their staff so that they are prepared for
change. Since this is a change, John Kotter’s 8 step model for
change may be used (Unknown 2018).
01 CONTINUES
Why does the problem exists?

6. Even if all mindset is changed and everyone is in acceptance of
the innovation, problems will always exist, because the use of
technology will result in privacy concerns because data can be
hacked. This problem is not unaddressed, but as measures are
put in place to safeguard information, hackers becomes more
knowledgeable as well. The combination of cost and quality is a
major factor in technology adoption.
LITERATURE REVIEW
02
What has been published?
Literature Review
Theoretcial Framework
This deals with acceptance, challenges and patient care in
relation to technology adoption.
Google and Google Scholar were the major source for finding
the information
Key words used for search were: medical technology, patient
safety, technology adoption, effects of Coronavirus on
technology adoption

7. Literature Review
The Known and Unknown
Known: major role played by healthcare industry and its unique
dependency on technology which is fast tracked by the
unknowns of the Coronavirus pandemic.
Known: technology adoption will lead to significant healthcare
savings and improve patient care
Known: Despite the benefits, there is not enough progress to
implementation because of lack of knowledge, standardization,
privacy concerns etc.
Literature Review
The Known and Unknown
Unknown: May be viewed as associated limitations
Researched based literature were used from secondary sources
Effects of pandemic are ongoing and true analysis is difficult to
ascertain
Narrow samples were used
Decrease in error rate may result from adoption but machine
error may still be an issue
Exact cost for implementation and maintenance cannot be
ascertained.
(Wisdom et al 2014)

8. STRATEGIC PLAN
03
Role of managers,
who will benefit?
what will healthcare look like when problem solved?
Federal Government
-Purchase
-Regulate
-Develop
-Use technology
Federal Government
-Fosters a culture of training
-fosters a culture of privacy and security among developers and
users
-competition protection and funding
3 CONTINUES
FEDERAL HEALTH IT PLAN 2020-2025
Goals and objectives for each framework of the strategic plan.
Goals: Promote health and welness, enhance delivery and
connect healthcare and data to technology

9. Management Roles
-train
-Motivate
-persuade or influence
-communicate
2nd Factor for effective implementation
Social- resistance, attitude, benefits, expectation, training etc.
3rd Factor for effective implementation
Organizational- planning, leadership, communication, learning
evaluation
3 CONTINUES
STRATEGIC PLAN IMPLEMENTATION
-Identify the challenges associated with implementation in order
to combat same (Rucker 2020)
1st Factor for effective implementation
Technical- cost, usability, reliability, flexibility, performance
etc.
IN DEPTH
Diagram is based on a five year cost.

10. Prices may be high but TCO provides a more accurate picture of
implementation
Note the variances that exists between on premises and Saas.
Accuracy of TCO
If you want to modify these graphs, click on them, follow the
link, change the data and replace them
Direct Costs Total Cost of Ownership (TCO)
Direct Costs
ON PREMISES SaaS 48000 38000
IMPLEMENTATION COSTS CONTINUES
Costs varies widely based on type, size and location of
healthcare facilities
$162000
$85000
$3094
EHR implementation
For EHR implementation for 1st year
Spent by 30 primary care practices on outside support

11. INDIRECT COSTS
Requires ongoing analysis
Staff time
-to select the system and to side track form regular duties
during implementation
Technical and training support
-for staff to learn the new system
Hours spent on implementation preparation
American Action Forum estimates 611 hours spent
Who will pay
Saas
Providers pay fixed monthly subscription costs
On Site
Providers pay ongoing costs to support and manage on site
servers

12. Free EHR platform
-monetized using advertisement revenue, add-ons
Etc.
Pay-to-Play
the provider shifts the costs of the system onto the patients.
Pay-to-Play con’d
The patients are required to pay, sometimes a yearly fee, to use
the system
Pay-to-Play con’d
Some advantages of the system may be limited if the patient
does not subscribe (Green 2020).

13. SUSTAINABILITY
(Rogers n.d)
Speaks about institutional, financial as well as participants
viability of the program.
(Faggini 2018)
Sustainability of health technology occur will players align
their strategies and adjust themselves and behaviors to change.
LABOR AND TECHNOLOGY NEEDED FOR
IMPLEMENTATIONLABORTECHNOLOGYProgrammersAddit
ional hardware and softwareNetwork AdministratorsCloud based
systemHelp Desk ClerkInternetHealthcare TeamDocument
imaging and scannersPC SupportStorage and back
upSecurityComputer operating systemProject
ManagementInformaticians

14. Communication
Strategic Plan to buy in
User friendly,
ensure the team knows the vision and what adopting this
technology will accomplish,
customize training,
participation of influencers to include physicians and
government officials,
make it routine, highlight quick wins
consider penalties for nonuse.
Educate on Blockchain savings prediction
Short term vs Long term planning
This strategic plan looks towards a five year plan
Future of healthcare lies in technology adoption
RECOMMENDATION/
LIMITATION
04
This study is based on secondary research therefore already
existing data were used which may have questionable variation
and timing.
Generalization is limited and the effects of specific
technologies were narrowed to only two EHR and telemedicine
Barriers
Technical
Trust
Financial

15. Resistance to change
Congressional reluctance to address health issues
Limitation and barriers to implementation
REFERENCES
05
REFERENCES
Amarasingham, R., Plantinga, L., Diener-West, M., Gaskin, D.
J., & Powe, N. R. (2009). Clinical information technologies and
inpatient outcomes: A multiple hospital study. Archives of
Internal Medicine, 169(2), 108–114.
Ambinder, E. (2005). A history of the shift toward full
computerization of medicine. NCB Resources, 1(2), 54-56.
Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2793587/
Avgar, A., Litwin, A. et al (2012). Drivers and barriers in
health IT adoption. ACI Applied Clinical Informatics, 3(4),
488-500.
Callahan, D. (n.d). Health care cost and medical technology.
The Hastings Center. Retrieved from
https://www.thehastingscenter.org/briefingbook/health-care-
costs-and-medical-technology/

16. Cresswell, K., Bates, D. et al (2013). Ten key considerations for
the successful implementation and adoption of large-scale
health information technology. Journal of the American Health
Informatics Association. Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3715363/
Donavan, F. (2019). Healthcare blockchain could save industry
$100B annually by 2025. HIT Infrastructure. Retrieved from
https://hitinfrastructure.com/news/healthcare blockchain-could-
save-industry-100b-annually-by
2025#:~:text=Healthcare%20blockchain%20could%20save%20t
he,a%20report%20by%20BIS%20Research.
REFERENCES
Enyia, D. & Eze, O. (2016). The role of formal and informal
communication in determining
employee affective and continuance commitment in oil and
gas companies. Retrieved from https://www.research
gate.net/publication/309313594_THE_ROLE_OF__AND_I
NFORMAL_COMMUNICATION_IN_DETERMINING_EMPLO
YEE_AFFECTIVE_AND_CONTINUANCE_COMMITMENT_I
N_OIL_AND_GAS_COMPANIES
Faggini, M., Cosimato, S. et al (2018). Pursuing sustainability
for healthcare through digital Platform. Sustainability, 11
(165). Retrieved from
https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=w
eb&cd=&ved
=2ahUKEwjo5Mnk8N7pAhULVN8KHXXiBEQQFjABegQI
BBAB&url=https%3A%2F%2Fwww.mdpi.com%2F2071-
1050%2F11%2F1%2F165%2Fpdf&usg=AOvVaw329WygsE1L9
PG9KBpyNA13

17. Figueroa, C., Harrison, R. (2019). Priorities and challenges of
health leadership and workforce management globally:
A rapid review. BMC Health Services Research, 19(239).
Retrieved from https://bmchealthservres.biomed
central.com/articles/10.1186/s12913-019-4080-7
Gandhi, A., Carmen, R. et al (n.d). How technology can drive
the next wave of mass customization. Retrieved from
https://www.mckinsey.com/~/media/mckinsey/dotcom/client_ser
vice/bto/pdf/mobt32_02-09_masscustom_r4.ashx
Gleeson, P. (2019). Strategic management with long- and short-
term objectives. Chron. Retrieved from
https://smallbusiness.chron.com/strategic-management-long-
short-term-objectives-65334.html
REFERENCES
Green, J. (2020). EHR software pricing guide. Retrieved from
https://specialreports.ehrinpractice.com/ehr-software-pricing-
guide/
Hayes, T. (2015). Are electronic medical records worth the
costs of implementation? American Action Forum.
Retrieved from
https://www.americanactionforum.org/research/are-electronic-
medical-records-worth
-the-costs-of-implementation/
Hersh, W. & Wright, A. (2008). What workforce is needed to
implement the health information technology agenda:
Analysis from the HIMSS analytics database. AMIA
Annual Symposium Proceeding Archive. Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2656033/

18. Hillestad, R., Bigelow, J. et al (2005). Can electronic medical
record systems transform health care? potential health benefits,
savings, and costs. Health Affairs, 24(5), 1103–1117.
Kautsch, M. Lichon, M. et al (2016). eHealth development in
selected EU countries: Barriers and
Opportunities. International Journal of Integrated Care
(IJIC), 16(6), 1-2. Retrieved from
https://doi.org/10.5334/ijic.2645
Knight, R. (2015). Convincing skeptical employees to adopt to
technology. Harvard Business
Review. Retrieved from
https://hbr.org/2015/03/convincing-skeptical-employees-to-
adopt-new-technology
REFERENCES
Li D. (2019). 5G and intelligence medicine-
how the next generation of wireless technology will reconstruct
healthcare? Precision clinical medicine, 2(4), 205–208.
Retrieved from https://doi.org/10.1093/pcmedi/pbz020
Lin, C. et al (2011). Barriers to physicians’ adoption of
healthcare information technology: An empirical study on
multiple hospitals. Journal of Medical Systems, 36(3).
Retrieved from https://www.researchgate.net/deref/http%
3A%2F%2Fdx.doi.org%2F10.1007%2Fs10916-011-9656-
7?sg%5B0%5D=iMP5ym-lpbVn57ULHMAqBeeL3REiT
a47yv1JOIhRgDpSqqrAyqurTNyQvEyi8tBv7M5Pa37cSLy
uFe5EydqzPpYoNw.8vgY81F_a0_qrt0sCIv9_JxcUQuAuV6xB5
BfSLh3MnRIRQtBpOO9ZRDJHq3cJA37flhLOac8kuDdniekpquf

19. _A
Mackert, M., Mabry-Flynn, A. et al (2016). Health literacy and
health information technology adoption: The potential for a
new digital divide. NCB Resources, 18(10). Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5069402/
Phillips, R. (2019). Future Health Index 2019: United states
country report. Retrieved from https://www.usa.philips.com/
c-dam/corporate/newscenter/global/future-health-
index/fhi2019/fhi-2019-report-united-states.pdf
Rodgers, T., Anderson, E. et al (n.d). Impact of technology
sustainability on healthcare governance. Retrieved from http:/
/citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.102.6
760&rep=rep1&type=pdf
Rucker, D. (2020). 2020-2025 federal health IT strategic plan.
The Office of the National
Coordinator for Health Information Technology. Retrieved
from https://www.healthit.gov/sites/default/files/
page/2020-01/2020-
2025FederalHealthIT%20StrategicPlan_0.pdf
REFERENCES
Safi, S., Thiessen, T. et al (2018). Acceptance and resistance of
new digital technologies in medicines: Qualitative study
, NCBI Resources, 7(12). Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6299231/
Seblega, B. (2010). Effects of health information technology
adoption on quality of care of patient safety in us acute care

20. hospitals. Retrieved from
http://etd.fcla.edu/CF/CFE0003327/Seblega_Binyam_K_201008
_PhD.pdf
Turner, C. (2016). Use of mobile devices in community health
care: Barriers and solutions to implementation. British Journal
of Community Nursing, 21(2), 100-102. Retrieved from
https://doi.org/10.12968/bjcn.2016.21.2.100
Unknown (2020). Draft federal health IT strategic plan supports
patient access to their own health information. U.S Department
of Health and Human Services. Retrieved from
https://www.hhs.gov/about/news/2020/01/15/draft-federal-
health-it-
strategic-plan-supports-patient-access-health-
information.html
Unknown (2019). What country spends the most on healthcare?
Investopedia. Retrieved from https://www.investopedia.com/
ask/answers/020915/what-country-spends-most-
healthcare.asp
Unknown (2018). Technology in healthcare: Adoption,
challenges and progress. GHX. Retrieved from
https://www.ghx.com/
the-healthcare-hub/2018/technology-in-healthcare-
adoption-challenges-and-progress/
Unknown (2018). Health information management competency
model. Employment and Training administration United
State Department of Labor. Retrieved from
https://www.careeronestop.org/CompetencyModel/competency-
models/pyramid-download.aspx?industry=electronic-health-
records

21. REFERENCES
Unknown (2018). 2018 report to congress: Annual update on the
adoption of a nationwide system for the electronic use and
exchange of health information. The Office of National
Coordinator for Health Information Technology. Retrieved from
https://www.healthit.gov/sites/default/files/page/2018-
12/2018-HITECH-report-to-congress.pdf
Unknown (2017). The importance of health technology in
developing areas. OpenMRS. Retrieved from
https://openmrs.org
/2017/07/the-importance-of-health-information-
technology-in-developing-areas/
Unknown (2017). Concept: Costing methods: An overview of
costing health services in manitoba. Retrieved from http://mchp
-
appserv.cpe.umanitoba.ca/viewConcept.php?printer=Y&concept
ID=1354
Wicklund, E. (2020). Coronavirus scare gives telehealth an
opening to redefine healthcare. mHealth Intelligence.
Retrieved from
https://mhealthintelligence.com/news/coronavirus-scare-gives-
telehealth-an-opening-to-redefine-healthcare
Wisdom, J., Chor, K. et al (2014). Innovation adoption: A
review on theory and constructs. Adm Policy Mental Health,
41(4),
480-502, doi: 0.1007/s10488-013-0486-4
Zayyad, M., & Toycan, M. (2018). Factors affecting sustainable
adoption of e-health technology in developing countries: An
exploratory survey of Nigerian hospitals from the perspective of

22. healthcare professionals. NCB Resources. Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5835346/#ref-
36
Does anyone have any questions?
[email protected]
THANKS
CREDITS: This presentation template was created by Slidesgo,
including icons by Flaticon, and infographics & images by
Freepik.
Please keep this slide for attribution.

23. Work type: Research paper
Format: APA
Pages: 2 pages ( 550 words, Double spaced)
Subject or discipline: Nursing
Number of sources: 3
Paper instructions: Attached
Medsurg class
Topic : Heparin-inducted Thrombocytopenia disorder
1. What are the manifestations of the disorder (Heparin -
inducted Thrombocytopenia Dirsorder) ?
(Please list all of the manifestations)
2. What nursing interventions can be used to treat the disorder?
This should be at least 2 well structured paragraphs.

24. Please Include Reference page with presentation write-up.
Please use Hoffman Sullivan medical surgical nursing book for
one of the references
Correct APA format is used
Please review APA 6th edition for what is expected.
Presenter: Student
Institution: Grantham University
Date: July 2, 2020
ADOPTING TECHNOLOGY IN HEALTHCARE
MANAGEMENT AND THE EFFECTS ON PATIENT
OUTCOME
In this presentation you will be exposed to the following:
Problem statement and its current scope
Literature review
Strategic plan, who will benefit and what will the healthcare
environment looks like once resolved
Recommendations/ limitations
References
CONTENTS OF THIS PRESENTATION

25. TABLE OF CONTENTS
PROBLEM STATEMENT
Current scope
LITERATURE REVIEW
Theoretical framework in which the problem exists
01
03
02
04
05
STRATEGIC PLAN
Implementation and benefits
RECOMMENDATION FOR FUTURE STUDY/LIMITATIONS
Social and political barriers to implementation
REFERENCES
Over 20 references with vast majority within five years.
COMMENTS
PROBLEM STATEMENT
01
Current Scope

26. Problem statement
Many healthcare professionals are less adoptive to technology
advances, they are not up to date with new medical discoveries,
performance measurements and decrease coordination with each
other (Seblega 2010). These deficiencies resulted in the analysis
of challenges that exists with technology adoption to include,
costs, interoperability, outdated technology, difficulty in use of
technology and complicated asset tracking and implementation.
Who are affected?
Practicioners, managers, employees, investors, patients and the
economy on a whole
Demographics
Analysis done on the two selected countries of Nigeria and the
United States both concluded that technology adoption in
healthcare is linked to usefulness and ease of use of technology.
01 CONTINUES
History of problem
Discussion about the use of computers began in 1960s.
The possibility of electronic health records (EHR), were
examined in 1991.
When did the problem appeared?
Since the discussion to use technology to enhance medical care

27. 01 CONTINUES
CURRENT SCOPE
The challenges in health technology adoption is significant
because despite the evolution of the society, the importance of
these tools for modern technology to improve quality care
outcomes and other elaborate benefits that are associated with it
is limited (underutilized or low) because of factors to include
financial concerns, poor infrastructure, low technical expertise
and resistance from healthcare professionals (Zayyad 2018).
01 CONTINUES
What is currently being done?
The resistance experienced by both health professionals and
patients soon decrease even because of the Coronavirus
pandemic. This pandemic is a push factor towards medical
technology adoption. Wicklund (2020), explained that the future
of healthcare is now reshaped. The increase in the use of
telemedicine is seen across the world as it helps in deciding
which patients are to be seen in the hospital or elsewhere. This
is believed that in order to prevent the spread of the virus
patients must be isolated. In addition, there are technologies
used to deal with Coronavirus namely symptom trackers,
Chatbots, home monitoring and medical tricorders.

28. 01 CONTINUES
Role of Managers
Management must be leaders for change, they must have the
training and the capabilities to respond to changes in the health
system. Since the population is growing and ageing, more
patients are receiving care across the health system. As a result,
managers must be able to have a process for collaboration and
communication between different health professionals.
Also, managers must keep up to date with continuously
changing health policies, business models of care delivery and
regulations so that they know how to align their organization to
the new agendas. In addition, it is the role of the managers to
train health personnel and maintain an appropriate mix of
employee skills (Figueroa 2019).
01 CONTINUES
Responsibility of the problem
Innovators, government and managment
Example of innovators are OpenMRS, they develop software to
support healthcare technology effectiveness
Despite its usefulness, some software is not designed to
communicate with each other making technology difficult for
providers to use and leads to frustration and resistance.
Management are to train their staff so that they are prepared for
change. Since this is a change, John Kotter’s 8 step model for
change may be used (Unknown 2018).

29. 01 CONTINUES
Why does the problem exists?
Even if all mindset is changed and everyone is in acceptance of
the innovation, problems will always exist, because the use of
technology will result in privacy concerns because data can be
hacked. This problem is not unaddressed, but as measures are
put in place to safeguard information, hackers becomes more
knowledgeable as well. The combination of cost and quality is a
major factor in technology adoption.
LITERATURE REVIEW
02
What has been published?
Literature Review
Theoretcial Framework
This deals with acceptance, challenges and patient care in

30. relation to technology adoption.
Google and Google Scholar were the major source for finding
the information
Key words used for search were: medical technology, patient
safety, technology adoption, effects of Coronavirus on
technology adoption
Literature Review
The Known and Unknown
Known: major role played by healthcare industry and its unique
dependency on technology which is fast tracked by the
unknowns of the Coronavirus pandemic.
Known: technology adoption will lead to significant healthcare
savings and improve patient care
Known: Despite the benefits, there is not enough progress to
implementation because of lack of knowledge, standardization,
privacy concerns etc.
Literature Review
The Known and Unknown
Unknown: May be viewed as associated limitations
Researched based literature were used from secondary sources
Effects of pandemic are ongoing and true analysis is difficult to

31. ascertain
Narrow samples were used
Decrease in error rate may result from adoption but machine
error may still be an issue
Exact cost for implementation and maintenance cannot be
ascertained.
(Wisdom et al 2014)
STRATEGIC PLAN
03
Role of managers,
who will benefit?
what will healthcare look like when problem solved?
Federal Government
-Purchase
-Regulate
-Develop
-Use technology
Federal Government
-Fosters a culture of training
-fosters a culture of privacy and security among developers and
users

32. -competition protection and funding
3 CONTINUES
FEDERAL HEALTH IT PLAN 2020-2025
Goals and objectives for each framework of the strategic plan.
Goals: Promote health and welness, enhance delivery and
connect healthcare and data to technology
Management Roles
-train
-Motivate
-persuade or influence
-communicate
2nd Factor for effective implementation
Social- resistance, attitude, benefits, expectation, training etc.
3rd Factor for effective implementation
Organizational- planning, leadership, communication, learning
evaluation
3 CONTINUES
STRATEGIC PLAN IMPLEMENTATION
-Identify the challenges associated with implementation in order
to combat same (Rucker 2020)
1st Factor for effective implementation

33. Technical- cost, usability, reliability, flexibility, performance
etc.
IN DEPTH
Diagram is based on a five year cost.
Prices may be high but TCO provides a more accurate picture of
implementation
Note the variances that exists between on premises and Saas.
Accuracy of TCO
If you want to modify these graphs, click on them, follow the
link, change the data and replace them
Direct Costs Total Cost of Ownership (TCO)
Direct Costs
ON PREMISES SaaS 48000 38000
IMPLEMENTATION COSTS CONTINUES
Costs varies widely based on type, size and location of
healthcare facilities
$162000
$85000
$3094

34. EHR implementation
For EHR implementation for 1st year
Spent by 30 primary care practices on outside support
INDIRECT COSTS
Requires ongoing analysis
Staff time
-to select the system and to side track form regular duties
during implementation
Technical and training support
-for staff to learn the new system
Hours spent on implementation preparation
American Action Forum estimates 611 hours spent

35. Who will pay
Saas
Providers pay fixed monthly subscription costs
On Site
Providers pay ongoing costs to support and manage on site
servers
Free EHR platform
-monetized using advertisement revenue, add-ons
Etc.
Pay-to-Play
the provider shifts the costs of the system onto the patients.
Pay-to-Play con’d
The patients are required to pay, sometimes a yearly fee, to use
the system
Pay-to-Play con’d
Some advantages of the system may be limited if the patient
does not subscribe (Green 2020).

36. SUSTAINABILITY
(Rogers n.d)
Speaks about institutional, financial as well as participants
viability of the program.
(Faggini 2018)
Sustainability of health technology occur will players align
their strategies and adjust themselves and behaviors to change.
LABOR AND TECHNOLOGY NEEDED FOR

37. IMPLEMENTATIONLABORTECHNOLOGYProgrammersAddit
ional hardware and softwareNetwork AdministratorsCloud based
systemHelp Desk ClerkInternetHealthcare TeamDocument
imaging and scannersPC SupportStorage and back
upSecurityComputer operating systemProject
ManagementInformaticians
Communication
Strategic Plan to buy in
User friendly,
ensure the team knows the vision and what adopting this
technology will accomplish,
customize training,
participation of influencers to include physicians and
government officials,
make it routine, highlight quick wins
consider penalties for nonuse.
Educate on Blockchain savings prediction
Short term vs Long term planning
This strategic plan looks towards a five year plan
Future of healthcare lies in technology adoption
RECOMMENDATION/
LIMITATION
04

38. This study is based on secondary research therefore already
existing data were used which may have questionable variation
and timing.
Generalization is limited and the effects of specific
technologies were narrowed to only two EHR and telemedicine
Barriers
Technical
Trust
Financial
Resistance to change
Congressional reluctance to address health issues
Limitation and barriers to implementation
REFERENCES
05
REFERENCES
Amarasingham, R., Plantinga, L., Diener-West, M., Gaskin, D.
J., & Powe, N. R. (2009). Clinical information technologies and
inpatient outcomes: A multiple hospital study. Archives of
Internal Medicine, 169(2), 108–114.
Ambinder, E. (2005). A history of the shift toward full
computerization of medicine. NCB Resources, 1(2), 54-56.
Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2793587/

39. Avgar, A., Litwin, A. et al (2012). Drivers and barriers in
health IT adoption. ACI Applied Clinical Informatics, 3(4),
488-500.
Callahan, D. (n.d). Health care cost and medical technology.
The Hastings Center. Retrieved from
https://www.thehastingscenter.org/briefingbook/health-care-
costs-and-medical-technology/
Cresswell, K., Bates, D. et al (2013). Ten key considerations for
the successful implementation and adoption of large-scale
health information technology. Journal of the American Health
Informatics Association. Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3715363/
Donavan, F. (2019). Healthcare blockchain could save industry
$100B annually by 2025. HIT Infrastructure. Retrieved from
https://hitinfrastructure.com/news/healthcare blockchain-could-
save-industry-100b-annually-by
2025#:~:text=Healthcare%20blockchain%20could%20save%20t
he,a%20report%20by%20BIS%20Research.
REFERENCES
Enyia, D. & Eze, O. (2016). The role of formal and informal
communication in determining
employee affective and continuance commitment in oil and
gas companies. Retrieved from https://www.research
gate.net/publication/309313594_THE_ROLE_OF__AND_I
NFORMAL_COMMUNICATION_IN_DETERMINING_EMPLO
YEE_AFFECTIVE_AND_CONTINUANCE_COMMITMENT_I
N_OIL_AND_GAS_COMPANIES

40. Faggini, M., Cosimato, S. et al (2018). Pursuing sustainability
for healthcare through digital Platform. Sustainability, 11
(165). Retrieved from
https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=w
eb&cd=&ved
=2ahUKEwjo5Mnk8N7pAhULVN8KHXXiBEQQFjABegQI
BBAB&url=https%3A%2F%2Fwww.mdpi.com%2F2071-
1050%2F11%2F1%2F165%2Fpdf&usg=AOvVaw329WygsE1L9
PG9KBpyNA13
Figueroa, C., Harrison, R. (2019). Priorities and challenges of
health leadership and workforce management globally:
A rapid review. BMC Health Services Research, 19(239).
Retrieved from https://bmchealthservres.biomed
central.com/articles/10.1186/s12913-019-4080-7
Gandhi, A., Carmen, R. et al (n.d). How technology can drive
the next wave of mass customization. Retrieved from
https://www.mckinsey.com/~/media/mckinsey/dotcom/client_ser
vice/bto/pdf/mobt32_02-09_masscustom_r4.ashx
Gleeson, P. (2019). Strategic management with long- and short-
term objectives. Chron. Retrieved from
https://smallbusiness.chron.com/strategic-management-long-
short-term-objectives-65334.html
REFERENCES
Green, J. (2020). EHR software pricing guide. Retrieved from
https://specialreports.ehrinpractice.com/ehr-software-pricing-
guide/
Hayes, T. (2015). Are electronic medical records worth the
costs of implementation? American Action Forum.

41. Retrieved from
https://www.americanactionforum.org/research/are-electronic-
medical-records-worth
-the-costs-of-implementation/
Hersh, W. & Wright, A. (2008). What workforce is needed to
implement the health information technology agenda:
Analysis from the HIMSS analytics database. AMIA
Annual Symposium Proceeding Archive. Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2656033/
Hillestad, R., Bigelow, J. et al (2005). Can electronic medical
record systems transform health care? potential health benefits,
savings, and costs. Health Affairs, 24(5), 1103–1117.
Kautsch, M. Lichon, M. et al (2016). eHealth development in
selected EU countries: Barriers and
Opportunities. International Journal of Integrated Care
(IJIC), 16(6), 1-2. Retrieved from
https://doi.org/10.5334/ijic.2645
Knight, R. (2015). Convincing skeptical employees to adopt to
technology. Harvard Business
Review. Retrieved from
https://hbr.org/2015/03/convincing-skeptical-employees-to-
adopt-new-technology
REFERENCES
Li D. (2019). 5G and intelligence medicine-
how the next generation of wireless technology will reconstruct
healthcare? Precision clinical medicine, 2(4), 205–208.
Retrieved from https://doi.org/10.1093/pcmedi/pbz020

42. Lin, C. et al (2011). Barriers to physicians’ adoption of
healthcare information technology: An empirical study on
multiple hospitals. Journal of Medical Systems, 36(3).
Retrieved from https://www.researchgate.net/deref/http%
3A%2F%2Fdx.doi.org%2F10.1007%2Fs10916-011-9656-
7?sg%5B0%5D=iMP5ym-lpbVn57ULHMAqBeeL3REiT
a47yv1JOIhRgDpSqqrAyqurTNyQvEyi8tBv7M5Pa37cSLy
uFe5EydqzPpYoNw.8vgY81F_a0_qrt0sCIv9_JxcUQuAuV6xB5
BfSLh3MnRIRQtBpOO9ZRDJHq3cJA37flhLOac8kuDdniekpquf
_A
Mackert, M., Mabry-Flynn, A. et al (2016). Health literacy and
health information technology adoption: The potential for a
new digital divide. NCB Resources, 18(10). Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5069402/
Phillips, R. (2019). Future Health Index 2019: United states
country report. Retrieved from https://www.usa.philips.com/
c-dam/corporate/newscenter/global/future-health-
index/fhi2019/fhi-2019-report-united-states.pdf
Rodgers, T., Anderson, E. et al (n.d). Impact of technology
sustainability on healthcare governance. Retrieved from http:/
/citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.102.6
760&rep=rep1&type=pdf
Rucker, D. (2020). 2020-2025 federal health IT strategic plan.
The Office of the National
Coordinator for Health Information Technology. Retrieved
from https://www.healthit.gov/sites/default/files/
page/2020-01/2020-
2025FederalHealthIT%20StrategicPlan_0.pdf

43. REFERENCES
Safi, S., Thiessen, T. et al (2018). Acceptance and resistance of
new digital technologies in medicines: Qualitative study
, NCBI Resources, 7(12). Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6299231/
Seblega, B. (2010). Effects of health information technology
adoption on quality of care of patient safety in us acute care
hospitals. Retrieved from
http://etd.fcla.edu/CF/CFE0003327/Seblega_Binyam_K_201008
_PhD.pdf
Turner, C. (2016). Use of mobile devices in community health
care: Barriers and solutions to implementation. British Journal
of Community Nursing, 21(2), 100-102. Retrieved from
https://doi.org/10.12968/bjcn.2016.21.2.100
Unknown (2020). Draft federal health IT strategic plan supports
patient access to their own health information. U.S Department
of Health and Human Services. Retrieved from
https://www.hhs.gov/about/news/2020/01/15/draft-federal-
health-it-
strategic-plan-supports-patient-access-health-
information.html
Unknown (2019). What country spends the most on healthcare?
Investopedia. Retrieved from https://www.investopedia.com/
ask/answers/020915/what-country-spends-most-
healthcare.asp
Unknown (2018). Technology in healthcare: Adoption,
challenges and progress. GHX. Retrieved from
https://www.ghx.com/
the-healthcare-hub/2018/technology-in-healthcare-

44. adoption-challenges-and-progress/
Unknown (2018). Health information management competency
model. Employment and Training administration United
State Department of Labor. Retrieved from
https://www.careeronestop.org/CompetencyModel/competency-
models/pyramid-download.aspx?industry=electronic-health-
records
REFERENCES
Unknown (2018). 2018 report to congress: Annual update on the
adoption of a nationwide system for the electronic use and
exchange of health information. The Office of National
Coordinator for Health Information Technology. Retrieved from
https://www.healthit.gov/sites/default/files/page/2018-
12/2018-HITECH-report-to-congress.pdf
Unknown (2017). The importance of health technology in
developing areas. OpenMRS. Retrieved from
https://openmrs.org
/2017/07/the-importance-of-health-information-
technology-in-developing-areas/
Unknown (2017). Concept: Costing methods: An overview of
costing health services in manitoba. Retrieved from http://mchp
-
appserv.cpe.umanitoba.ca/viewConcept.php?printer=Y&concept
ID=1354
Wicklund, E. (2020). Coronavirus scare gives telehealth an
opening to redefine healthcare. mHealth Intelligence.
Retrieved from
https://mhealthintelligence.com/news/coronavirus-scare-gives-

45. telehealth-an-opening-to-redefine-healthcare
Wisdom, J., Chor, K. et al (2014). Innovation adoption: A
review on theory and constructs. Adm Policy Mental Health,
41(4),
480-502, doi: 0.1007/s10488-013-0486-4
Zayyad, M., & Toycan, M. (2018). Factors affecting sustainable
adoption of e-health technology in developing countries: An
exploratory survey of Nigerian hospitals from the perspective of
healthcare professionals. NCB Resources. Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5835346/#ref-
36
Does anyone have any questions?
[email protected]
THANKS

46. CREDITS: This presentation template was created by Slidesgo,
including icons by Flaticon, and infographics & images by
Freepik.
Please keep this slide for attribution.
Healthcare Administration Capstone – Week #8 Lecture 1
Submitting your Presentation, the Final Project, and the
completed ePortfolio
Congratulations! Your hard work has paid off! In this final
week, you will submit your Presentation (by Thursday – Day 2),
Final Project, and notify your instructor that your ePortfolio is
complete. In this week’s second discussion forum, you will have
the opportunity to review your peers’ completed work. Keep in
mind that as you review your peers’ PowerPoint summaries, you
are viewing their final project. No revisions will be made at this
time. As such, keep your comments to content only and not
related to suggestions for changes.
As a side note, before you officially graduate, be sure to reflect
on the organization(s) you researched in the week 6 discussion
forum. There is normally a large discount for being a student as
opposed to being a practicing professional.
As a final recommendation, it may behoove you to research
applicable certifications or licenses related to healthcare
available in your state. Such a certification or license will
greatly improve your employability or reinforce your value to
your current employer.
Take a moment to celebrate this momentous occasion! From all
of us at Grantham University, congratulations on completing
your degree!

47. DAY-TO-DAY MANAGEMENT FOR THE HEALTH
PROFESSIONAL-AS-MANAGER
Objectives (1 of 2)
Examine the dual role of the health professional working as
manager.
Explore potential problems and barriers often encountered by
health professionals who enter management.
Confirm the legitimacy of management as a second career and
as a profession in its own right.
Identify the non managerial professional employee as a
sometimes scarce resource.
Introduce the high-skill professional and review the associated
special management problems.
Objectives (2 of 2)
Discuss several aspects of day-to-day management in which the
manager must put more into the relationship with each
employee because the employee is a professional.
Establish the manager’s critical role as the essential link
between the employees’ profession and the remainder of the
organization.
Address the need for the professional-as-manager to recognize
the importance of self-development and active management of
one’s own career progression.
The Health Professional as Specialist
Trained in a specific health profession

48. Specialist in that role
Functions routinely in that role
Renders judgment on countless technical matters
The Health Professional as Manager
Takes on a second occupation: manager
Demonstrates management skills
A logical step in the career ladder
A generalist, attentive to overall organizational considerations
Two equally important roles: that of specialist and that of
generalist
Signs of Managerial Discomfort (1 of 2)
Budgeting viewed as a chore
Dreads performance appraisals
Tendency to shy away from employee problems
Identification with the work group; polarizing attitude of
“them” vs. “us”
6
Signs of Managerial Discomfort (2 of 2)
Disciplinary issues dreaded, often minimized or avoided
Remains unfamiliar with personnel policies; refers all to human
resources
Inability to plan with work priorities in mind
Failure to delegate; unable to utilize employees to their fullest

49. The Management Generalist
A legitimate role in itself
Advanced education and training in management
In healthcare organizations, frequently combined with
healthcare specialization
A Constant Balancing Act
Maintain a balance between specialist and generalist
Avoid the attitude of “once a specialist, always a specialist”
Foster a liking for management role
Stay current in both the technical/specialist field and the
management field
Ego Barriers to Effectiveness
Maintaining an inflated view of the importance of one’s
profession relative to others
Devaluing the management profession
Failing to recognize management as a specialty in its own right
Failure to attend to the “big picture”: the organization as a
whole
Overview: The Professional Managing the Professional
The professional as a scarce resource
Some special management problems
Credibility of the professional’s superior

50. The Professional as Scarce Resource
The reality of periodic shortage of certain healthcare specialists
Necessity of shifting focus: from recruitment to retention
Attention to better pay scales, more generous benefits, more
attractive schedules, additional compensation for less popular
assignments, a more clearly defined role, a stronger voice in
matters of patient care
Some Special Management Problems
(1 of 2)
Specialist is well educated within a specific discipline
Individual accustomed to a high degree of autonomy
Person may be licensed and credentialed to function with
autonomy
May assume a mandate to get things done and report later, if at
all
Possesses mobility; many can choose to move freely among
departments or organizations
Robert Leon (RL) - Original first bullet point deleted as it was
unnecesary
Some Special Management Problems
(2 of 2)
As a solitary operator, specialist constantly exercises individual
discretion and judgment
Usually shows a high degree of self-confidence and
independence of thought and action
Self-starter; needs minimal supervision or direction
Sometimes tension between the lone operator and the team
Sometimes tension between the necessary autonomy and
hierarchical authority

51. Robert Leon (RL) - Original first bullet point deleted as it was
unnecesary
Credibility of the Professional’s Superior
Specific tension when manager is from a different profession
The ego barriers surface
The question of manager’s competence to deal with a
specialist’s area
Again, the need for the healthcare specialist to accept
management as a legitimate profession in its own right
Leadership Style
Given the autonomous nature of the healthcare specialist’s
work:
Use the participative/consultative style
Remain aware of underlying motivation: McGregor’s Theory Y
Communication and the Language of the Professional
Professional often speaks “inside language”: the jargon or
technical terms of a specialty
“Inside language” is an inevitable outcome of the growth of a
specialty
Must be attentive to the need to shift to more general language
when communicating with others; must avoid excluding others
by using the “inside language”
The Growth-Oriented Manager
The next step: preparing for the next job
Career ladders and tracks
Consolidate before the next reach
Remember the supporting skills

52. CHAPTER 15
Day-to-Day Management for the Health Professional-as-
Manager
CHAPTER OBJECTIVES
• Examine the dual role of the health professional working as a
manager.
• Explore some potential problems and barriers often
encountered by health professionals who enter management.
• Confirm the legitimacy of management, necessarily a second
career for many health professionals, as a profession in its own
right.
• Identify the nonmanagerial professional employee as a
sometimes-scarce resource, suggesting a necessary focus on
employee retention.
• Introduce the high-skill professional and review the special
management problems of directing such personnel.
• Discuss several aspects of day-to-day management in which
the manager must put more into the relationship with each
employee because the employee is a professional.
• Establish the manager’s critical role as the essential link
between the employees’ profession and the remainder of the
organization.
• Address the need for the professional-as-manager to recognize
the importance of self-development and active management of
one’s own career progression.
A SECOND AND PARALLEL CAREER
It bears repeating that the professional who assumes a
management role is adopting a second and parallel career of
equal importance to his or her profession. Most such managers
are well trained in their specialties but enter management with
little or no preparation for running a department or supervising
others. Lack of preparation and inadequate understanding of the
requirements of the management side of the combined role often
lead to uneasiness and indecision in management matters. This

53. condition subsequently causes some managers to seek refuge in
the familiar by emphasizing the profession at the expense of
attention to management duties. The professionals who become
most successful managers are invariably those who develop the
ability to appropriately balance the sides of the dual role.
TWO HATS: SPECIALIST AND MANAGER
The professional who is asked to assume a management position
is being asked to take on a second occupation and perhaps even
pursue a second career. Management positions turn over as
other positions do, and vacant management positions are often
filled from within the ranks of the work group. There are both
advantages and disadvantages to having a particular member of
a work group step up to the position of group manager. On
occasion, however, the new manager of a group will come from
outside of the organization.
Although familiarity with the specific organizational setting
may be helpful to the new manager, such familiarity is certainly
not a requirement of a group’s new manager. There is one firm
requirement of the individual who is to assume command of any
work group: the individual must be intimately knowledgeable of
the kinds of work the group performs. Because many work
groups within the healthcare institution include professional
employees and because the manager’s technical qualifications
must essentially be equivalent to the qualifications found in the
department, the career ladder of a professional may logically be
extended to include the management of that specialty.
The professional who enters management must exist ever after
in a two-hat situation. This person must wear the hat of the
professional—that is, the technical specialist—and render
judgments on countless technical matters concerning the
profession. At the same time, this person must also wear the hat
of the manager and effect the application of generic
techniques—processes that apply horizontally across the
organization regardless of one’s individual specialty. The
professional in a management role must be both specialist and
generalist. As a professional, the person is trained as a

54. specialist in a particular field. As a manager, however, it
remains largely up to the individual to recognize the need to
become a generalist and to independently seek out sources of
education and assistance.
The average employee who progresses from the ranks into
management is usually well grounded in a working specialty. In
this sense all employees—professionals and nonprofessionals
alike—are functional specialists. For instance, the individual
who works for several years in the housekeeping department,
performs a variety of housekeeping tasks, and becomes a
specialist in the work of that department brings all this
experience into supervision when promoted. At the least, the
nonprofessional is a specialist by virtue of experience.
Although the professional employee is usually also a specialist
by virtue of experience, that is only a part of the professional’s
qualifications as a specialist; the remaining criteria defining the
professional as a specialist are education and accreditation. The
professional entering management brings both credentials and
experience to the job. In this regard the person is usually
eminently qualified to wear the manager’s technical hat but may
not be nearly as well qualified to wear the managerial hat.
The professional who enters management is usually extremely
well trained in the specialty but trained minimally or not at all
in matters of management. Healthcare professionals become
professionals by seeking out appropriate programs, gaining
entry to them, and working toward the necessary qualifications.
In contrast, these same people become managers by virtue of
organizational edict; that is, they are simply appointed.
Precisely at this stage some employees and organizations
commit a classic error—assuming that because people have been
promoted and given appropriate titles, they are suddenly
managers in the true sense of the word. Unfortunately,
organizational edict does not automatically make a manager out
of someone who is not adequately trained or appropriately
oriented to management, any more than the mere conferral of
the title could turn an untrained person into a nurse, an

55. accountant, a biomedical engineer, or any other professional.
The professional entering management, then, is usually well
trained in wearing the hat of the specialist and trained little or
not at all in wearing the hat of the manager. Although each
aspect of the role is equally important, and even though one
side or the other may dominate at times, many such persons
exhibit a long-running tendency that is fully understandable
under the circumstances. This is the tendency to favor the
wearing of the hat that fits best, leaning toward the one of the
two roles in which they find themselves more comfortable.
By listening carefully to some of the common complaints of
certain managers, it is possible to identify the aspects of the
management job that lie at the heart of these complaints. Such
complaints will then identify the individuals on whom the
management hat does not fit especially comfortably. Common
areas of complaint that indicate the presence of ill-fitting
management hats include the following:
• Budgeting. As one manager complained, “Budgeting is an
annual chore that seems to come around every 2 or 3 months.”
If the management hat does not fit well, budgeting is likely to
be a dreaded chore filled with frustration and only partly
understood.
• Performance appraisals. Appraisals are also a common annual
responsibility that seems to come around sooner than it ought
to. When the management hat does not fit well, appraisals are
likewise dreaded, tend to run late or perhaps not get done at all
and may make the manager feel uncomfortable and perhaps
inadequate.
• Employee problems. The essence of the management role is
getting things done through people, which requires maintenance
of the manager’s most valuable resource—the employees. When
the management hat does not fit well, the manager may exhibit a
tendency to shy away from people problems and resent them as
intrusions that keep the manager away from the “real work.”
• Identification with the work group. “Listen, gang, I know I’m
the manager of this group but don’t forget that my background

56. is the same as yours and I’m a lot more like you than those
people in top management.” The tendency to identify with the
group and join with them in condemnation of the infamous
“they”—as in, “It’s not my fault; they made me do it”—is
another sure sign of the ill-fitting management hat.
• Disciplinary issues. Rarely is any manager completely
comfortable with exercising the disciplinary process; indeed, he
or she should never become completely comfortable with
something of such importance. Often, however, out of
discomfort the manager wearing the ill-fitting management hat
will ignore disciplinary issues altogether or take action that is
too little or too late.
• Personnel policies. The wearer of the ill-fitting management
hat may have little familiarity with pertinent personnel policies
and thus may simply tell employees to “call human resources”
rather than help them answer policy questions.
• Work priorities. One sure sign of the ill-fitting management
hat is the apparent inability to plan one’s work and establish
priorities. The manager so afflicted will often seem to be
spending each day reacting to crises or continually responding
to the demands of the moment regardless of their relative
importance.
• Delegation failure. The manager who is constantly juggling an
overload because of inability to delegate, or whose behavior
seems to be saying, “If you want something done right, you’d
better do it yourself,” is wearing the ill-fitting management hat.
This manager is failing to use staff to the full extent of their
capabilities and is overlooking the important employee-
development role of the manager.
This list could be longer, but the point is made. When such
symptoms appear, the manager is feeling the pinch of the
management hat, reacting out of frustration and insecurity, and
taking refuge under the technical hat. Those processes that can
be described as generic to management—because they apply
across the organization regardless of the function managed,
such as budgeting and performance appraisal—appear as

57. mysterious, somewhat misunderstood activities. They come to
be regarded as elements of interference rather than the vital
elements of management. Disciplinary problems and other
people problems are likewise seen as annoyances rather than as
legitimate obstacles to overcome in the process of getting things
done through people. What is seen as “real” work is the basic
work of the technical specialty. Overlooked is the reality that
the true task of the manager is largely to serve as a facilitator in
the process of getting the real work done by the employees.
The signs of the ill-fitting management hat are numerous, and
many managers continually take refuge under the hat of the
technical specialist. This tendency is understandable
considering the professional employee’s degree of familiarity
with the occupation and his or her unfamiliarity and discomfort
with some of the processes of management. Yet simply being
aware of the likely imbalance between the two halves of the role
should be sufficient to inspire some managers to improve their
capability and performance in the management sphere. Both
sides of the manager’s role are extremely important. A working
knowledge of the technical specialty remains important at most
levels in the health care hierarchy. Particularly in the lower
levels of management, the generalist side of the role—that is,
the management side—is neither more nor less important than
the specialist side; it is simply different.
Although most managers in the healthcare organization’s
hierarchy have a need to be both technical specialist and
management generalist, just as there is a place in the working
ranks for the pure technical specialist, so there is also a place in
the management hierarchy for the pure management generalist.
However, the few management generalists in the organization
are usually found in the upper reaches of the hierarchy in
positions of multidepartmental responsibility.
In the healthcare organization, administration is the province of
the pure management generalist. Administrators of health
institutions come from a variety of backgrounds, with many of
them arising out of the management of certain specialties and

58. having perhaps broadened their scope through studies in
administration. It matters little whether the institution’s chief
executive officer may have originally trained as an accountant,
a registered nurse, an attorney, or a physician, as long as that
person made the necessary transition from specialist to
generalist while rising toward the top. Even so, it is rare to
encounter, for example, a director of nursing service who is not
a registered nurse, a health information manager who was not
first a health information practitioner, a director of finance who
was not an accountant, or a manager of physical therapy who
was not a physical therapist.
A CONSTANT BALANCING ACT
Some professionals who take on the management of departments
never completely adapt to the dual role of professional and
manager and never develop an appropriate balance between the
two sides of the role. Their behavior often sums up their
attitude: once a specialist, always a specialist. Such persons
tend to give the technical side of the role the majority of their
interest and attention, their priority treatment, and certainly
their favor. Never having become sufficiently comfortable with
the management role to enjoy what they are doing, they take
refuge in their strengths and minimize the importance of their
weaknesses.
The dedicated professional often has far more difficulty than the
nonprofessional in balancing the roles of professional and
manager. The professional has devoted far more time, effort,
and commitment to becoming a specialist and has probably done
so at least partly because of an attraction to or an aptitude for
that kind of work. Some may like their work so well that,
although they do not necessarily refuse promotion to
management, they show an inclination to subordinate the
management side of the role so that it does not intrude too far
into their favored territory.
Just as a liking for an individual specialties is important to
success in one’s basic fields, so, too, is a liking for management
essential for success in management. Usually a liking for a

59. given activity is strongly influenced by one’s degree of
familiarity or level of comfort with the elements of that
activity. Quite simply, the more a person knows about a given
activity, the more the person is inclined to like that activity.
Conversely, an individual may be more readily inclined to
dislike an activity that seems bewildering, strange, or
discomforting.
It has been suggested that the professional who enters
management faces the challenges of becoming grounded in
management and getting up to speed. Once in management, the
individual discovers that to remain effective both as a technical
professional and as a manager, it is necessary to try to remain
current in two career fields.
Staying current with the latest developments in a technical
specialty is a sizable task in itself; getting fully up to speed and
remaining current with the elements of one’s management role
is an unending task, considering the scope and breadth of
management. Often, both sides of the role suffer to some extent.
Nevertheless, the technical side is more likely to receive most
of the conscientious attention. The professional employed as a
manager has all the problems of any other manager as well as
most of the problems that confront the working professional
who is not a manager.
THE EGO BARRIER
Probably few, if any, health professionals do not believe that
their professions are of considerable importance to their
organizations. This is to be expected; to find any significant
measure of fulfillment in their work, healthcare professionals
must regard their occupations as being of significant value to
the organization and its patients. The potential for problems
exists when an individual professional behaves as though his or
her particular working specialty is more important than other
occupations in the organization. If a professional who carries an
inflated regard for the importance of a given profession happens
to be the manager of a department, the potential for
interdepartmental conflict is present.

60. Both generalist managers and technical-specialist managers can
display self-serving tendencies at times. Managers, however,
frequently differ in how they pursue their objectives of service
according to whether they see themselves as generalists or
technical specialists.
The generalist who is on a self-serving track often tends toward
empire-building, working to acquire every function or
responsibility that can in any way be connected under a common
head. This manager is working toward elevation of self by
achieving far-reaching control throughout the organization,
much as some nations once extended their authority by
acquiring colonies throughout the world.
The self-serving technical-specialist manager, by comparison, is
often limited by the inability to absorb functions that are not
technically related to the profession of the manager. Rather than
building an empire, these managers act much like the feudal
baron who remained in his castle but devoted most of his time
and energies to making it the grandest and strongest castle in
the country. That is, the manager strives to build an elegant
structure whose glory will surely dwarf that of its neighbors.
Thus the “most important” specialty eventually has the most
well-appointed quarters, the most generous budget, the most
favorable staffing relative to the amount of work to be done,
and the strongest voice in influencing institution policy. These
results convey the belief that the technical-specialist manager’s
own profession is somehow better than the other professions in
the organization.
Another ego-related problem to which the technical-specialist
manager may fall victim, and one of perhaps significantly more
impact than the preceding effect, is found in the tendency to
place management in an inferior role relative to the profession.
This may also appear as a tendency to consider the profession
itself as so necessary to management that one could not possibly
be an accomplished manager of anything without knowledge of
this particular profession. The behavioral message sent by some
technical-specialist managers is this: knowledge of my technical

61. specialty is critically important in healthcare management.
Therefore, it is implied that you must originally be a social
worker, psychologist, registered nurse, physical therapist,
registered health information administrator, or whatever to
become fully effective as a manager in health care.
In fact, to become a well-rounded and effective healthcare
manager, one need not be a social worker, speech pathologist,
laboratory technologist, registered nurse, or any other
healthcare specialist. It is automatically conceded that in all but
the most general of support activities the manager must be some
kind of specialist as well as a manager; in reality, no one
specialty has a monopoly or even a modest edge regarding
management expertise. The fundamental task of management—
getting things done through people—is reflected in practices
such as proper delegation, clear and open two-way
communication, budgeting and cost control, scheduling,
handling employee problems, and applying disciplinary action.
All true management practices are transportable across
departmental lines, and to believe otherwise is to fall into the
ego trap of the technical specialist.
The professional employee who enters management is literally
jumping into a second career. If a potential manager thinks of
management as a profession—and to many people, management
is, indeed, a profession of considerable breadth and depth—then
he or she must recognize the necessity to enter management
with as much preparation as possible. In their academic
training, most professionals receive a few credit hours in
management courses. On this basis, some then claim expertise
as management generalists. But consider the reverse situation:
assume that a student of general business managed to take a
couple of social work courses (perhaps as electives) and after
graduation claimed to be a social worker as well as a
management generalist. The individual’s claim to social work
expertise would be automatically rejected, of course. Yet time
and again, the technical specialist who has had a management
course or two lays claim to equivalent expertise in management.

62. To summarize, the ego barrier to managerial effectiveness can
surface in two important dimensions:
1. An inflated view of the importance of one’s profession
relative to the importance of management
2. The failure to recognize management, devoid of all
implications of any other particular occupation, as a specialty in
its own right
The obstacles presented by ego are overcome with great
difficulty. In fact, in many instances they are never overcome.
This is unfortunate because the most significant effects of the
ego barrier are the tendency to place organizational interests
second to departmental interests, and the proliferation and
perpetuation of middle-management mediocrity.
THE PROFESSIONAL MANAGING THE PROFESSIONAL
The Professional as a Scarce Resource
From time to time, some healthcare specialties experience
conditions of oversupply. Conversely, on numerous occasions
many parts of the country experience shortages of certain skills,
and organizations are forced to compete for the services of
available workers. Once a department’s personnel needs have
been met, however, the focus of the manager—and certainly
much of the focus of the organization’s human resources
department—should turn from recruitment to the important
matter of retention. In short, when certain human resources are
scarce, it is necessary to concentrate on keeping the people who
are already in the organization.
Consider, for example, professional nurses. The management of
professional nurses, especially in the hospital setting, has
become increasingly complex over the years. Financial
restrictions, technological innovations, professional labor
unions, and the changing attitudes of nurses have had a
considerable impact on the practice of nursing. In some parts of
the country, the recruitment of professional nurses has become
highly competitive and is likely to remain that way for some
time.
The retention of professional employees is emerging as one of

63. the more challenging tasks faced by health administrators.
Where once it was possible to accept relatively high turnover
among some professionals—for example, many nurses were
seen as entering or leaving the work force essentially at will—
organizations have been finding supplies of help drying up and
have therefore turned their attention to reducing turnover. Thus
attention naturally shifts to factors and conditions that have a
bearing on job satisfaction, such as better pay scales, more
generous benefits, more attractive schedules, additional
compensation for less desirable assignments, a more clearly
defined role for the professional, and a stronger voice in matters
of patient care.
Generally, the healthcare organization should be interested in
retaining employees who are functioning satisfactorily, but the
organization may not be inclined to do any more about retention
than has already been done as long as replacement employees
are available. When a particular specialty is in short supply,
however, an organization should do what it can to retain those
skilled employees—but always within limits, because to take
steps that seem to favor one class or group of employees over
others is to invite trouble; what is done for one group is often
done for others as well.
There are costs associated with active retention efforts; after
all, improved benefits and generous staffing patterns certainly
cost money. For specialties in short supply, however, the cost of
retaining employees is not nearly as high as the ongoing cost of
continually recruiting, hiring, orienting, and training
replacements. It is true that some professionals may be
considered scarce resources because of their limited numbers;
even so, it behooves the manager to consider all steadily and
satisfactorily performing employees, professional and
otherwise, as equally worthy of the best efforts at retention.
The High-Skill Professional: Some Special Management
Problems
The high-skill professional usually has extensive education,
frequently possesses a master’s degree or a doctorate (medical

64. or otherwise), and is likely to work in a position that entails the
exercise of a great deal of operating autonomy. High-skill
professionals found in health care might include the following
individuals:
• An employed physician or dentist
• A professional administrator engaged to operate a hospital or
to run a major organizational unit
• A certified public accountant engaged to audit the
organization or perhaps to oversee the organization’s finance
division
• A chemist, physicist, physician, or other scientist engaged in
research or in day-to-day operations
• A management consultant engaged to solve a problem for the
organization
Such persons have two obvious factors in common: they are
extensively educated, and they are on their own much of the
time in the performance of their work.
The high-skill professional often presents the manager with
some special problems and unique challenges. Frequently these
problems and challenges exist because of some of the same
factors that contribute to the professional’s ability to perform as
desired.
The high-skill professional may generally be described by some
or perhaps all of the following:
• Like many employees, the high-skill professional is
accountable for results; however, this person is primarily
responsible for getting things done and then later, if at all,
reporting the results. There is only limited or occasional need
for clearing actions or decisions in advance. In this regard the
high-skill professional possesses a significant degree of
operating autonomy.
• The high-skill professional may have a great deal of
geographic mobility, ranging throughout an entire facility or, as
in the case of a management consultant or an auditor, from
organization to organization and even from city to city.
• Being a solitary operator much of the time, the high-skill

65. professional must consistently exercise individual discretion
and judgment.
• The successful high-skill professional generally exhibits a
high degree of self-confidence and independence of thought and
action.
• The successful high-skill professional is a self-starter who is
also highly self-sufficient in work performance. He or she is
able to function with minimal supervision or direction,
sometimes for prolonged periods.
In general, the high-skill professional is a highly educated
specialist who largely operates independently, determining what
needs to be done and doing it without direct management. Yet
many of the same characteristics that make for an effective
high-skill professional also tend to make such an employee
difficult to manage at times. This is especially true of the
characteristics related to independence—that is, those factors
that make an individual an effective lone operator. Although it
is certainly important to cultivate independence in persons who
work on their own much of the time, at times even the lone
operator must be counted on to be a team player.
Some might say that a person should also have a healthy ego to
be able to presume to operate in a mode that can often be
described as that of the visiting expert. The high-skill
professional is, indeed, often viewed as needing to be in control
of the situation. The healthy ego, so helpful to the professional
while on assignment, can sometimes be troublesome to the
manager, however. For these reasons, the successful manager of
the high-skill professional must adhere to a number of
guidelines:
• Be thorough and cautious in recruiting and selection, ensuring
that educational requirements have been met and that all
necessary credentials are possessed. For an experienced
candidate, the manager should look for a demonstrated record of
success and for sound reasons for wishing to make a change.
For a newly graduated professional, the manager should look for
self-confidence and a strong desire to do that particular kind of

66. work.
• Try to learn what most strongly motivates the individual.
Often the effective high-skill professional has a strong liking
for the work and a strong desire for achievement and
accomplishment. The best independently functioning
professionals like the work, are driven to do the work their own
way, and have a great need to see the results of their efforts.
• Pay close attention to the orientation of every new employee.
Even the well-experienced professional, when new to the
organization, needs to be thoroughly oriented to the
organization, its policies, and its people before being turned
loose.
• In addition to knowing the rules and policies of the
organization, make certain that the new hire knows the results
expected on …