HIM-2410: MANAGEMENT PRACTICES IN HEALTH INFORMATION

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1 HIM-2410: Management Practices in Health Information 1 HIM-2410: MANAGEMENT PRACTICES IN HEALTH INFORMATION Cuyahoga Community College Viewing:HIM-2410 : Management Practices in Health Information Board of Trustees: Academic Term: Subject Code HIM - Health Information Management Course Number: 2410 Title: Management Practices in Health Information Catalog Description: Management principles used in managing health information functions and personnel, with emphasis on duties and responsibilities of supervisor in coordinating goals of a health information management department, training of personnel, concepts of continuous quality improvement. Credit Hour(s): 2 Lecture Hour(s): 1 Lab Hour(s): 2 Other Hour(s): 0 Requisites Prerequisite and Corequisite HIM-2312 Quality Assessment and Improvement, or concurrent enrollment; or departmental approval. I. ACADEMIC CREDIT Academic Credit According to the Ohio Department of Higher Education, one (1) semester hour of college credit will be awarded for each lecture hour. Students will be expected to work on out-of-class assignments on a regular basis which, over the length of the course, would normally average two hours of out-of-class study for each hour of formal class activity. For laboratory hours, one (1) credit shall be awarded for a minimum of three laboratory hours in a standard week for which little or no out-of-class study is required since three hours will be in the lab (i.e. Laboratory 03 hours). Whereas, one (1) credit shall be awarded for a minimum of two laboratory hours in a standard week, if supplemented by out-of-class assignments which would normally average one hour of out-of class study preparing for or following up the laboratory experience (i.e. Laboratory 02 hours). Credit is also awarded for other hours such as directed practice, practicum, cooperative work experience, and field experience. The number of hours required to receive credit is listed under Other Hours on the syllabus. The number of credit hours for lecture, lab and other hours are listed at the beginning of the syllabus. Make sure you can prioritize your time accordingly. Proper planning, prioritization and dedication will enhance your success in this course. The standard expectation for an online course is that you will spend 3 hours per week for each credit hour. II. ACCESSIBILITY STATEMENT If you need any special course adaptations or accommodations because of a documented disability, please notify your instructor within a reasonable length of time, preferably the first week of the term with formal notice of that need (i.e. an official letter from the Student Accessibility Services (SAS) office). Accommodations will not be made retroactively.

2 2 HIM-2410: Management Practices in Health Information For specific information pertaining to ADA accommodation, please contact your campus SAS office or visit online athttp:// Blackboard accessibility information is available athttp://access.blackboard.com. Eastern (216) Voice Metropolitan (216) Voice Western (216) Voice Westshore (216) Voice Brunswick (216) Voice Off-Site (216) Voice III. ATTENDANCE TRACKING Regular class attendance is expected. Tri-C is required by law to verify the enrollment of students who participate in federal Title IV student aid programs and/or who receive educational benefits through other funding sources. Eligibility for federal student financial aid is, in part, based on your enrollment status. Students who do not attend classes for the entire term are required to withdraw from the course(s). Additionally, students who withdraw from a course or stop attending class without officially withdrawing may be required to return all or a portion of the financial aid based on the date of last attendance. Students who do not attend the full session are responsible for withdrawing from the course(s). Tri-C is responsible for identifying students who have not attended a course, before financial aid funds can be applied to students accounts. Therefore, attendance will be recorded in the following ways: For in-person courses, students are required to attend the course by the 15th day of the semester, or equivalent for terms shorter than 5-weeks, to be considered attending. Students who have not met all attendance requirements for an in-person course, as described herein, within the first two weeks of the semester, or equivalent, will be considered not attending and will be reported for non-attendance and dropped from the course. For blended-learning courses, students are required to attend the course by the 15th day of the semester, or equivalent for terms shorter than 5-weeks, or submit an assignment, to be considered attending. Students who have not met all attendance requirements for a blended-learning courses, as described herein, within the first two weeks of the semester, or equivalent, will be considered not attending and will be reported for non-attendance and dropped from the course. For online courses, students are required to login in at least two (2) times per week and submit one (1) assignment per week for the first two (2) weeks of the semester, or equivalent to the 15th day of the term. Students who have not met all attendance requirements for an online course, as described herein, within the first two weeks of the semester, or equivalent, will be considered not attending and will be reported for non-attendance and dropped from the course. At the conclusion of the first two weeks of a semester, or equivalent, instructors report any registered students who have Never Attended a course. Those students will be administratively withdrawn from that course. However, after the time period in the previous paragraphs, if a student stops attending a class, wants or needs to withdraw, for any reason, it is the student's responsibility to take action to withdraw from the course. Students must complete and submit the appropriate Tri-C form by the established withdrawal deadline. Tri-C is required to ensure that students receive financial aid only for courses that they attend and complete. Students reported for not attending at least one of their registered courses will have all financial aid funds held until confirmation of attendance in registered courses has been verified. Students who fail to complete at least one course may be required to repay all or a portion of their federal financial aid funds and may be ineligible to receive future federal financial aid awards. Students who withdraw from classes prior to completing more than 60 percent of their enrolled class time may be subject to the required federal refund policy. If illness or emergency should necessitate a brief absence from class, students should confer with instructors upon their return. Students having problems with class work because of a prolonged absence should confer with the instructor or a counselor. IV. CONCEALED CARRY STATEMENT College policy prohibits the possession of weapons on college property by students, faculty and staff, unless specifically approved in advance as a job-related requirement (i.e., Tri-C campus police officers) or, in accordance with Ohio law, secured in a parked vehicle in a designated parking area only by an individual in possession of a valid conceal carry permit. As a Tri-C student, your behavior on campus must comply with the student code of conduct which is available on page 29 within the Tri-C student handbook, available athttp:// must also comply with the College s Zero Tolerance for Violence on College Property available athttp:// documents/ zero-tolerance-for-violence-policy.pdf Outcomes Objective(s): Identify organizational tools used for communication including mission, vision and values. Define the five traditional functions of management. Recognize the value of systems thinking. Describe the attributes of leadership. Explain how position descriptions, performance standards, and staff schedules are used as tools in human resource management. Identify the steps in the strategic planning process.

3 HIM-2410: Management Practices in Health Information 3 Recognize the importance of policy statements and how they relate to procedures. Describe how job descriptions are used in recruitment and hiring. Identify effective steps in conducting an interview. Describe the benefits of teamwork in an organization and identify the steps in creating an effective team and the supervisor's role in coaching teams. Identify the relationship among performance standards, performance review and performance counseling. Describe the manager's role in managing change. Discuss the budget process and how it relates to organizational and department goals and assumptions. Identify different operational techniques for managing traditional health information management functions. Differentiate between line, staff, and functional authority. Given an organizational chart, explain its purpose and demonstrate understanding for determining the relationship of a HIM department to other hospital departments, the medical staff, and administration. Describe why it is important for the manager to delegate authority. Describe tools used in analyzing and developing staffing patterns, work distribution, and the work environment. Given duties assigned to a given area of a HIM department, write a job description. Discuss the steps one would take in preparing an office layout. Distinguish between biological drives and psychosocial needs and give examples of each. Compare and contrast the major theories of motivation and describe their application to management. Recognize defense mechanisms in human behavior. Discuss ways a supervisor can motivate employees. Discuss the process of communication. Define and describe the supervisor's role in organizational communication. Discuss barriers to the communication process. Define the difference between formal and informal communication. Given a problem situation, identify the lines of communication, horizontally and vertically, needed to resolve the problem. Discuss the purpose of performance evaluation. Differentiate between orientation, on-the-job training and in-service education. Discuss the impact that establishing standards might have on employees' work performances in the HIM department. Given information, develop standards for the quality of work of certain job procedures in the HIM department. Methods of Evaluation: 1. Class participation 2. Attendance 3. Homework assignments 4. Quizzes 5. Midterm examination 6. Final examination Course Content Outline: 1. Health information management profession and the healthcare environment Management defined 2. HIM managing and brokering activities 3. An overview of managing health information 4. unique management features 5. Information managers in healthcare facilities i. definition of healthcare organizations ii. delegation of HIM responsibility iii. healthcare facilities and information needs iv. advocacy 6. Types of healthcare facilities and HIM roles i. acute care facilities 1. roles 2. customers administrative b. nursing c. financial 7. ambulatory facilities

4 4 HIM-2410: Management Practices in Health Information i. 1. skilled-care and nursing home facilities for long-term care 2. home health care 3. local, state and national government agencies 8. Emerging opportunities for health information managers Workplace of the future 9. Management theories for an integrated management model Scientific approach b. Human resources and human relations approaches c. Quantitative approach d. Process approach e. System approach f. Contingency management approach 10. Decision making and problem solving Process i. define the real problem ii. set criteria iii. generate relevant alternative solutions iv. analyze v. select the best alternative vi. implement the chosen alternative vii. Monitor and evaluate b. Rationality in decision-making c. Contingency approach to decision-making i. programmed decisions ii. nonprogrammed decisions d. Team approach in decision-making 11. Planning in the healthcare setting Planning defined i. formal and informal planning ii. strategic and operational plans iii. short-term versus long-term planning iv. contingency approach to planning b. Strategic planning i. developing strategy from the organization mission statement ii. developing the goals or objectives from the mission statement iii. analysis the environment 1. strengths, weaknesses, opportunities and threats (SWOT) model iv. formulating and implementing strategy c. Steps in the planning process d. Transitional planning i. developing the vision for a transitional planning model ii. assessing the environment iii. transition plan creation iv. implementation plan creation e. Developing the business plan i. developing within the organization ii. developing entrepreneurial business plans f. Case study 12. Planning in healthcare operational plans and tools for planning Preparing operational objectives b. Planning objectives with the management by objectives (MBO) system c. The budgeting process and planning i. bottom-up budgeting process ii. top-down budgeting process iii. future budgets for information/communication systems iv. fixed versus variable budgeting

5 1. fixed budget approach 2. variable budgeting approach v. incremental budgeting versus zero-based budgeting 1. incremental budget approach 2. zero-based budget approach 13. Making the plans operational i. revision policies and procedures in the planning process ii. implementing and monitoring the plan b. Tools and techniques to assist in managerial planning i. gnatt chart ii. PERT network 14. practice example i. mathematical models as planning tools b. Case study 15. Planning policies and procedures Developing rules, policies, and procedures i. policies defined ii. rules defined iii. rules defined iv. procedures defined v. manuals as tools vi. creative manual writing b. Writing policies and rules i. sources of information ii. considerations for writing rules and policies iii. guidelines for writing rules and policies c. Writing procedures i. revising procedures ii. writing new procedures iii. format for procedures iv. outline v. abbreviated narrative vi. action verbs vii. page numbering 16. Planning the physical environment Ergonomic principles b. Redesign: assessing the present department i. the task itself ii. the employees iii. workstations iv. the department v. the organization c. Planning for the new department design i. planning participants ii. setting priorities for planning the design 17. Functional/product flow-lines pattern i. principles for planning revised work-flow patterns b. The space model i. principles for design ii. tools for layout design 1. architectural symbols iii. record activity section 1. record activity section manager 2. file room 3. assembly workstations iv. coding/tumor registry section v. reception/release of information section HIM-2410: Management Practices in Health Information 5

6 6 HIM-2410: Management Practices in Health Information vi. data management, statistics, and research vii. esthetics of the department viii. maintaining the team s environment ix. maintaining a clean and nest environment x. looking forward to change 18. Organizing health information services Organizing defined b. Terms i. differentiation ii. degree of regulations iii. concentration of authority iv. managerial power and authority 1. coercive power 2. reward power 3. legitimate power 4. expert power 5. referent power v. unity of command vi. span of control c. Organizational structure i. work team structures 1. self-directed teams 2. shared leadership teams 3. temporary work teams ii. informal organizational structure d. Role of contingency approaches in organizing e. Practice example 19. The organizational model Mechanistic structural designs b. Practice example c. Organic structural designs i. the simple structure ii. the modified simple structure iii. the matrix structure iv. the network structure v. task forces and committees d. Reengineering and contemporary model structure e. Practice example 20. Organizing position design for employees Analysis and design of position descriptions b. Documenting position descriptions c. Position description options i. job characteristics model d. Job deign options i. position enrichment ii. position enlargement iii. position rotation iv. job sharing 1. benefits 2. disadvantages v. other design options 21. The role of new technologies in organizing Organizational problems with new technologies i. interim organizational models ii. practice example iii. self-education during transitions to new technologies iv. transition to information brokers b. Organizational design for a computerized patient record system

7 i. clinical decision support systems ii. practice example c. Executive information system i. applications d. Community health information network 22. Leading: the interpersonal aspects of management Leading defined b. Leadership power and authority i. using leadership power appropriately ii. leaders versus managers c. Attitudes as predictors of behavior d. Personality traits as predictors of behavior e. Perceptions as predictors of behavior i. practice example ii. how managers can shape behavior f. Leadership and group behavior i. formal group structure ii. dynamic teams: quality improvement and quality circles g. Leadership and informal groups i. positive informal group elements ii. negative informal group elements h. Leadership and followership i. Case study 23. Motivating for leadership in the healthcare environment Motivational content theories i. Maslow s Hierarchy of Needs Theory ii. practice example iii. Herzberg s Two-Factor Theory b. Integrating motivation theories c. Managing conflict and stress i. functional and dysfunctional conflict ii. conflict resolution iii. managing difficult people amid conflicts iv. managing stress 24. Communicating in the healthcare environment The process of communication i. barriers in the communication process 1. filtering 2. selective perception 3. time constraints 4. language 5. emotions 6. nonverbal cues ii. overcoming barriers in communication 1. feedback skills 2. empathy skills 3. listening skills 4. language simplification 25. Group dynamics and leading i. training sessions and in-service seminars ii. grapevine communications 26. Communicating with customers 27. The focus of control in health information management Controlling defined b. Setting standards and monitoring performance i. setting standards ii. tools for standard setting 1. questionnaires 2. surveys HIM-2410: Management Practices in Health Information 7

8 8 HIM-2410: Management Practices in Health Information 28. Information systems for control 29. Controlling through total quality improvement Integrated management: a contemporary model b. Practice example c. Adjusting to managing the QI process i. QI planning strategies ii. customer-driven attitudes iii. employee education needs iv. encouraging a team spirit v. practice example d. Managing data need with QI i. practice example e. Managing the tools for QI i. using benchmarking as a QI tool ii. managing the PDCA tool iii. sharing benefits of team projects iv. choosing rewards for employers f. Case study 30. Controlling: productivity measurement, performance standards and work sampling Product lines and productivity improvement efforts i. service-line/product-line management b. Initiating performance standard and productivity measurement c. Tools for performance measurement i. tools for documenting present work processes ii. tools for documenting present monitoring systems iii. tools for documenting standard measurements iv. benchmarking v. tools used in creating new monitoring systems d. Work sampling/exception reporting 31. The effective committee Creating and participating in effective meetings b. Advantages of committees and meetings c. Techniques for effective group decision making i. consensus building ii. brainstorming iii. nominal group technique iv. Delphi technique d. The effective meeting participants i. chairperson ii. the members e. Documentation tools for committees and meetings i. the agenda ii. the minutes iii. the action plan f. Effective use of electronic meetings 32. Managing the time factor of managers and employees Time as a resource i. crisis situations ii. unexpected interruptions iii. information/material/instructions needs iv. meetings v. disorganization/procrastination vi. employee time management b. Tools and techniques for time management c. Tools and techniques for reducing stress in time management d. Priority setting and delegation 33. Managing change as a healthcare professional

9 HIM-2410: Management Practices in Health Information 9 Change is inevitable i. external forces ii. internal forces iii. major categories of change b. Change: the challenge and the rewards i. within the department ii. within ambulatory settings iii. within other settings c. Professional revitalization and new vision d. Reducing resistance to change Resources Johns PhD, RHIA.Health Information Technology, An Applied Approach.3rd. American Health Information Management Association, IL, McConnell.Umiker's Management Skills for New Healthcare Supervisors.5th. Sudbury : Jones Bartlett, McWay, DanToday's Health Information Management an Integrated Approach.Clifton Park : Thomson Delmar Learning, Abdelhak, Mervat.health Information Management of a Strategic Resource.3rd ed. St. Louis : Elsevier, Wager, Karen.Health Care Information Systems a Practical Approach for Health Care Management.2nd ed. San Francisco : John Wiley Sons, Inc, Resources Other 1. Journal of the American Health Information Management Association (JAHIMA). Monthly publication by the AHIMA, Chicago, IL. 2. ADVANCE for Health Information Professionals. Bi-monthly magazine published by Merion Publishing, Inc., PA. 3. For The Record. Bi-monthly magazine publised by 2004 Great Valley Publishing Company, Inc., PA. 4. Other professional journals, newsletters and readings as assigned which are relevant to current practices. Top of page Key: 2172