Sunday, May 31, 2009

Chapter 12 Case Study: Can Information Systems Make Your Doctor Better?



1) What problems are hospitals and physicians encountering in diagnosis diseases and prescribing medications? What management, organization, and technology factors are responsible for these problems?

Hospitals and physicians are encountering medication errors which have led to injuries and death. Mostly resulting in inappropriate prescriptions, dosages and patient-monitoring strategies, these errors can be very costly and damaging to a hospital and/or physician. Research has found that most of these errors have resulted from human factors such as poor handwriting, memory lapses, fatigue and distractions, compounded by the sheer complexity of available medications. In addition to medication errors, physicians have been challenged with properly diagnosing medical conditions after gathering and reviewing diagnostic tests. Consequently, computerized physician order entry and diagnostic decision support software is being developed to reduce the occurrences of medication and patient diagnosis errors.





2)Are CPOE and DDS systems appropriate solutions? Why or why not? What management, technology, and organization issues are involved in the use of these systems?

CPOE and DDS systems should be utilized by nurses and physicians as an extra diagnosis and medication resource to insure that they have not missed anything. With the myriad of over the counter and prescription medications out there and the vast amount of diseases, a structured, computerized system can serve as additional knowledge/resources for a physician.

Once the CPOE and DDS technology is finely tuned and the glitches have been worked out, it can serve as a tool to reduce liability associated with medical malpractice and can make healthcare delivery more efficient. Successful implementation of these systems has many advantages such as improved communication between nurses and doctors, saves time for doctors, clarity of medication orders resulting in an estimated 25% less occurrence of adverse drug reactions.





3) What obstacles prevent computer systems from improving the medical industry? How can these obstacles be removed?

A couple of obstacles prevent computer systems from improving the medical industry. First off, many physicians, proud as they are, may not be inclined to allow computer systems to make decisions for them. Their pride, egos and expertise may get in the way of the implementation of such systems, especially for older, less computer savvy doctors. Another obstacle that complicates the implementation of such a system is that it requires significant amounts of time to input all the medical data for a given hospital. This data entry aspect is also prone to human error and is very time consuming.


These obstacles can be overcome by implementing rigorous training programs to doctors, nurses, administrators and data entry personnel. A sustained training effort for appropriate staff prior to its implementation at a hospital may build confidence in their users and reduce the likelihood of errors. Furthermore, comprehensive training and educational programs for physicians should emphasize that the computer systems should act as a tool to compliment their art.

Sources: Management Information Systems Managing the Digital Firm, tenth edition. pgs. 505-507. Laudon, Kenneth C.

Sunday, May 17, 2009

Article Review: Amazon vs. Sony: E-Book Reader Face-Off


With the advancement of e-commerce and technology as a whole, companies are introducing more innovative and sophisticated technological devices. An example of such a device is the e-book. An e-book, short for electronic book, is an e-text that forms the digital media equivalent of a conventional printed book, often protected with a digital rights management system. E-books are usually read on personal computers or smart phones, or on dedicated hardware devices known as e-book readers or e-book devices. Many mobile phones can also be used to read e-books. The article written by Melissa Perenson in the May 2009 edition of PCWorld, explores the second iteration of Amazon's e-book device, the Amazon Kindle 2 and Sony's Reader Digital Book PRS 700.


On February 9, 2009, Amazon announced the Kindle 2. It features a 6-inch display and became available for purchase on February 23, 2009 for the price of $359. The Kindle 2 features improved battery life, 20 percent faster page-refreshing, a text-to-speech option to read the text aloud, and overall thickness reduced from 0.8 to 0.36 inches (9.1 millimeters). The Kindle 2 has 2 GB of internal memory of which 1.4 GB is user-accessible. Amazon estimates that the Kindle 2 will hold about 1500 e-books. Unlike the original Kindle, Kindle 2 does not have a slot for SD memory cards. On March 3, 2009, Amazon.com launched an application entitled Kindle for iPhone in the App Store for iPhone and iPod Touch owners to read Kindle content. Through a technology termed "Whispersync," customers can keep their place across Kindle hardware devices and other mobile devices. Amazon typically sells downloadable e-books on its e-commerce site for $5-$10 per book.


A competitor of the Kindle 2 is the Sony Reader Digital Book PRS 700. Sony's latest release of its e-book reader costs $400 and differs dramatically from the Kindle 2. The most obvious differences are the absence of a keyboard, in return for a more compact shape. Additionally, like the iPhone and other next-gen touch-screen phones that have been appearing lately, the Reader incorporates some gesture-based commands. You can swipe your finger across the display to page forward or back (you can choose between a left or right swipe to advance pages in the settings menu). Swiping and holding your finger down at the end of the swipe allows you to advance or rewind through pages at a fast clip. With the included stylus or your finger you can highlight words and add annotations via a virtual keyboard. The Amazon Kindle offers this feature via a Blackberry-style keyboard. However, the Kindle doesn't have a touch screen.
Reference:
Perenson, Melissa (May 2009). Amazon vs. Sony: E-Book Reader Face-Off. PCWorld, 42-45

Chapter 10 Case Study: Can eBay Continue Growing?


1) eBay is a virtual marketplace for the sale of goods and services for and by individuals. eBay's business model and mission is to connect people — rather than selling products to them. They have created a person-to-person marketplace on the Internet, where sellers list items for sale and interested buyers bid on these items. Thier success relies mostly on revenue generated from fees and commissions related to its trading services. Their business model has been extremely successful and they were able to attract more than 200 million users by 2006 and were expected to surpass 2 billion items listed in 2006.

2) eBay faces several challenges which will test their ability to continue in their growth stage. On the international front, they face stiff competition from Yahoo!. Yahoo! is positioning themselves in the online auction site industry in the asian markets. Furthermore, another online giant, Google, dominates the online advertising industry and eBay is attempting to penetrate that market by offering its own online contextual ads and auction promotions on linked Web sites.

However, their greatest problem is their difficulty in providing their users with a secure and honest online trading environment. Their rapid growth and enormous amount of transactions that occur daily, has made it extremely difficult for eBay to monitor and control fraud, identity theft and unethical/dishonest transactions. Many users who have been victimized by these unethical practices, do not feel confident in the efforts that eBay has made to prevent dishonest transactions and thus, question eBays ability to ensure integrity in their auctions. This is a great obstacle for eBay to overcome. To battle this problem, eBay relies mostly on customer feedback through a rating sytem.

4) According to a Fortune article published on January 23, 2008, eBay has undergone a management change which will bring forth organizational and technological changes. More specifically, Meg Whitman has been replaced by John Donahoe as CEO of eBay. While Whitman was central to eBay's growth and success, she felt that the company needed fresh eyes and a new perspective to continue to drive its growth.

Donahoe promised big changes in his first several weeks to help revive eBay’s core business. He discussed his plan to offer fixed-priced goods and an improved customer rating and support system to lure buyers. In addition, he has promised to lower fees for sellers to list items hoping this attracts more sellers and thus more transactional sales revenue.


References: