Integrating Enterprise Software within Non Technological Business

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Integrating Enterprise Software within Non Technological Business

Enterprise Software Working Collaboratively

The key to a good enterprise software program is that it enables the various sections of the organization to work better together. In this example the operation of a healthcare unit is viewed from the perspective of a business planner and a computer technician.

From the business delivery point of view, it is important that patients get clinical services at the earliest opportunity. A physician might think that the key to this object is making sure that the doctors do not get bogged down by the requirements of the enterprise software system. Typically the health administration officials will encounter various arguments from doctors as to why they should never be involved in enterprise software development.

Some will say that they did not go to university to end up working as administrators while others will feign ignorance. Although it might be true that the enterprise software might challenge the skills of clinicians, there are training programs that are meant to assist professionals when undergoing a transition into the modern technological age. Resistance to these training programs might indicate that in general the clinicians are unwilling to participate in the enterprise software program. This is a very short sighted view of the priorities of the company or the hospital unit.

Applying Enterprise Software to the Medical World

The hospital might be owned by the government but it will apply the very same principles that a private business might.Competitive tendering means that the hospital has to act like a business in order to survive the reform initiatives of public policy.

The enterprise software system will ultimately improve the delivery of services to the sick patient. If the receptionist refuses to participate on the basis that it is way above their pay grade, then the whole system will collapse. The relationships between different departments in the hospital have to be tight or else the loopholes will start to appear in the enterprise software system.

Non clinical staff members that work within the context of the hospital will find that passive resistance will be the order of the day when it comes to enterprise software implementation. Unless there is an incentive such as a salary increase, most people will be quite happy to leave things the way that they are.

It then becomes obvious that the implementation of enterprise software within a clinical organization will require some level of transformation within that organization. This requires some advanced management techniques that tap into the individual abilities of the clinical staff but then persuade them to grow those skills into competencies that will enable the organization to run smoothly. This is much more difficult than it sounds because in reality the hospital is much more than the enterprise software that it uses.

There are various interest groups that will never give an inch unless they are certain that the new positioning will improve their situation. All in all the hospital illustrates the challenges of integrating enterprise software within a non technological business.

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