Journal of Healthcare Management - September/October 2016 - 359

M a xI M Iz I ng H ealt Hcare p rofeSSI onal S ' u Se A second subtheme, changing organizational culture, highlights the complex and dynamic role of culture in the relationships among and development of services that include implementation of new computer technologies in a CCU. Participant 6 mentioned, "There are three generations working in the institution: the older generation, the middle age, and the millennial." According to participant 2, "This generational fact affects the way that new computer technology implementation is considered; the older staff takes a longer time to learn while the [younger] generation is already educated on computers, and it is easier for them." Participant 5 expressed concern when she said, "The learning would not be easy because people don't even really understand the computer terminology [such as] toolbar, search engine, icon." Another participant stated, "Even turning on the monitor itself was a struggle for some of the staff members." Participant 6 explained that "even though we have repeatedly trained them to use it, how to enter the data, how to retrieve the data, every day we find some data still missing." A third subtheme, accepting new computer technology, was demonstrated by participants' descriptions of using new computer technology as "chaotic." One participant said, "Accepting the new technology can be a very stressful thing." Participant 5 made several comments such as "changes are not easy" and "there is always resistance at the beginning." The focus group participants reported ideas, concerns, and suggestions about the initial resistance in statements such as "when a new computer program is introduced, of n ew c o Mputer t ecHnolog Ie S [using] it is hard." Participant 4 stated, "We need more computers for practice, paper handouts as references, and a pretest to measure computer literacy and modify training accordingly." DISCUSSION This study explored CCU healthcare professionals' perceptions regarding the adoption and use of new computer technologies. The study data provide insight into factors that may affect acceptance of or resistance to computer technologies. The CCU is a unique setting in healthcare because it serves patients with life-threatening conditions. CCU patients require undivided staff attention and minute-to-minute monitoring. Frequent documentation is necessary for monitoring any changes in a patient's physiological parameters (Takrouri, 2004). The CCU in the host hospital has not yet implemented an EHR as mandated by the federal government. Although a first attempt to implement occurred three years ago, it was stopped due to financial issues. The survey findings reported in this study highlight the importance of providing proper training in basic computer functions, with that training being conducted primarily in the classroom with an instructor rather than using one-on-one tutorials. They also shed light on the importance of providing basic computer courses at work, education about the impact of EHRs on patient care and the organization, more stationary computers at the nurses' station than were already in place, and mobile computers for frequent documentation in patients' rooms. 359

Table of Contents for the Digital Edition of Journal of Healthcare Management - September/October 2016

Journal of Healthcare Management - September/October 2016
Contents
Interview With Jayne E. Pope, RN, FACHE, CEO of Hill Country Memorial Hospital
How to Find the Ideal Chief Medical Officer
Four Strategies for Succeeding With Bundled Payments
Who Is a Hospital’s “Customer”? Olena Mazurenko, Dina Marie Zemke, and Noelle Lefforge
Vision Statement Quality and Organizational Performance in U.S. Hospitals Rachna Gulati, Osama Mikhail, Robert O. Morgan, and Dean F. Sittig
Maximizing Healthcare Professionals’ Use of New Computer Technologies in a Small, Urban Hospital’s Critical Care Unit Patricia C. Vadillo, Estrellita S. Rojo, Adelaida Garces, and Maria G. Checton
Factors Determining Medical Staff Configurations in Community Health Centers: CEO Perspectives Patricia Pittman, Leah Masselink, Lauren Bade, Bianca Frogner, and Leighton Ku
Journal of Healthcare Management - September/October 2016 - Contents
Journal of Healthcare Management - September/October 2016 - Cover2
Journal of Healthcare Management - September/October 2016 - i
Journal of Healthcare Management - September/October 2016 - ii
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Journal of Healthcare Management - September/October 2016 - Interview With Jayne E. Pope, RN, FACHE, CEO of Hill Country Memorial Hospital
Journal of Healthcare Management - September/October 2016 - 308
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Journal of Healthcare Management - September/October 2016 - How to Find the Ideal Chief Medical Officer
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Journal of Healthcare Management - September/October 2016 - 313
Journal of Healthcare Management - September/October 2016 - Four Strategies for Succeeding With Bundled Payments
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Journal of Healthcare Management - September/October 2016 - 317
Journal of Healthcare Management - September/October 2016 - 318
Journal of Healthcare Management - September/October 2016 - Who Is a Hospital’s “Customer”? Olena Mazurenko, Dina Marie Zemke, and Noelle Lefforge
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Journal of Healthcare Management - September/October 2016 - Vision Statement Quality and Organizational Performance in U.S. Hospitals Rachna Gulati, Osama Mikhail, Robert O. Morgan, and Dean F. Sittig
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Journal of Healthcare Management - September/October 2016 - Maximizing Healthcare Professionals’ Use of New Computer Technologies in a Small, Urban Hospital’s Critical Care Unit Patricia C. Vadillo, Estrellita S. Rojo, Adelaida Garces, and Maria G. Checton
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Journal of Healthcare Management - September/October 2016 - Factors Determining Medical Staff Configurations in Community Health Centers: CEO Perspectives Patricia Pittman, Leah Masselink, Lauren Bade, Bianca Frogner, and Leighton Ku
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