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Office automation.

By now, the term "office automation" should have more meaning for those readers who are not intimately familiar with the subject. Not all of the preceding material pertains to every department or practice, but certainly, word processing and simple telephone management are key items. The size and complexity of the organization will dictate the usefulness of electronic mail and calendar management, and the individual radiologist's personal needs and habits will determine the usefulness of the home computer. Perhaps the most important ingredient for success in the office automation arena relates to the ability to integrate information from various systems in a simple and flexible manner. Unfortunately, this is perhaps the one area that most office automation systems have ignored or handled poorly. In the personal computer world, there has been much emphasis recently on integration of packages such as spreadsheet, database management, word processing, graphics, time management, and communications. This same philosophy of integration has been applied to a few office automation systems, but these are generally vendor-specific and do not allow for a mixture of foreign subsystems. During the next few years, it is likely that a few vendors will emerge as dominant in this integrated office automation field and will stress simplicity and flexibility as major components.

Computers↗

Old and new models for office automation.

The emerging generation of office automation systems combines new and existing software and procedures. While managers may be able to select from a broad array of software tools, they may also be required to use certain others. This article discusses organization design as the context for office automation; mature computer-based systems as one application of organization design variables; and emerging office automation systems as another application of those variables. The article concludes that Management Information System models developed for mature systems may be helpful where the use of software application is required for the individual worker; diffusion of innovation models recently developed for computing systems may be helpful where the type of software is optional for the individual worker.

Automation↗

Human communication needs and organizational productivity: the potential impact of office automation.

Much of what white collar workers do in offices is communication-related. White collar workers make up the majority of the labor force in the United States today and the majority of current labor costs. Because office automation represents more productive structured techniques for handling both written and oral communication, office automation therefore offers the potential to make organizations more productive by improving organizational communication. This article: (1) defines communication, (2) identifies the potential benefits to be realized from implementing office automation, and (3) offers caveats related to the implementation of office automation systems. Realization of the benefits of office automation depends upon the degree to which new modes of communication may be successfully substituted for traditional modes.

Automation↗

Office automation technology and functions: an overview.

Office automation is the progeny of technological imperatives coupled with bureaucratic realities. Advances in computer, photographic, and telecommunication technologies have made it possible to collect, edit, store, distribute, and copy documentary information at ever decreasing cost. The need for training, acceptance, cooperation, and effective use of the technology has filtered out many proposed systems. This article describes the opportunities and limitations inherent in the technologies, focusing on media conversions and equipment compatibility. It also describes the differing needs of convenience users and dedicated users, document preparers, and archivists. The systems that are emerging for use within organizations are compared to systems for use in communication between organizations.

Automation↗

Office automation for the orthopedic surgeon.

What are the essential elements of office automation that can be directly applied to the practice of orthopedics? New technology, when implemented into a planned, logical system, can increase practice efficiency and productivity.

Ambulatory Care Information Systems↗

Automated office and home phone-transmitted blood pressure recordings in uncontrolled hypertension treated with valsartan and hydrochlorothiazide.

The study objective was to evaluate, by means of automated office and phone-transmitted home blood pressure (OBP and HBP) recordings, the effects of a fixed combination of valsartan 160 mg and hydrochlorothiazide (HCTZ) 25 mg in hypertensive patients previously uncontrolled with the combination of an angiotensin receptor antagonist and HCTZ. From 241 selected patients, 171 (71%) had uncontrolled hypertension OBP and HBP [mean baseline OBP and HBP systolic and diastolic (SBP/DBP): 157/91 and 152/87 mmHg]. In this open-design study, patients were directly switched from other angiotensin receptor blocker combination products to valsartan/HCTZ for 6 weeks. The same validated automated device was used for OBP and HBP recordings. At baseline, mean HBP was 152 +/- 15/87 +/- 10 mmHg and mean OBP was 157 +/- 12/91 +/- 9 mmHg. After 6 weeks of treatment with valsartan 160 mg and HCTZ 25 mg, a significant decrease in BP was observed both at home (146 +/- 17/83 +/- 12 mmHg) and at the office (151 +/- 18/87 +/- 11 mmHg), with a difference from baseline of -4 mmHg, p < 0.001 for DBP and of -6 mmHg for SBP, p < 0.001. The percentage of patients with office and home control was 24% and 23% respectively, with a kappa index at 0.459. Elevated OBP only (office hypertension) was observed in 3.6% and elevated HBP only (masked hypertension) in 10% of patients. In conclusion, treatment with valsartan and HCTZ 25 mg in patients with confirmed uncontrolled hypertension induced a clinically relevant decrease in BP with approximately 23% of additional patients strictly controlled with a single tablet. The use of an automated oscillometric device at the office and at home allowed the detection of controlled subjects with good agreement.

Adult↗

Automated office hematology instruments.

Evaluation of an automated hematology instrument begins with analysis of one's practice needs, followed by analysis of initial start-up costs, cost of maintenance, and staffing. In one situation, the decision to purchase an automated instrument may allow personnel working with low-efficiency pipetting and slide chamber counting time to assist in other functions of the clinic. In another practice, an automated counter may permit in-office complete blood counts to be added to the workload of current staff. These instruments are more than time-saving conveniences. They can facilitate clinical decision making and monitoring for complications of disease and therapy by making it easier for the physician to obtain reliable hematologic results. They can generate additional practice income and reduce patient cost by improving the quality and efficiency of medical care.

Automation↗

Prescription: office automation.

The mission statement of Minneapolis Children's Medical Center reads, in part, "Mindful of the unique characteristics of children, MCMC's missions is to provide a team of health care professionals attuned to the special needs of the total child, at all ages from prenatal through adolescent, in a uniquely designed facility." Therefore an "open" professional staff, rather than a medical staff, was established consisting of physicians, dentists, and other health professionals with advanced degrees at the master's level or above, including, but not limited to, psychologists, social workers, clinical nurse specialists, chaplains, audiologists, and speech pathologists. This professional staff has grown to 650 members, extremely large for a 122-bed hospital. The professional staff office needed help in managing the volume of information associated with this large staff. To meet that need, in addition to the needs of other hospital areas, MCMC's administration made the decision to purchase office automation equipment and established a committee of hospital-wide users, rather than managerial staff, to survey their own needs, select vendors, and make the final recommendation. The word-processing system selected now maintains 650 physician profiles, each with 44 variables. Whereas prior to automation 25 separate lists needed to be updated each time a professional staff member was either added or deleted, now only individual physician profiles need to be adjusted. Programs were then designed to automate the many reports that must be done. In this paper we propose to describe this selection process and relate how the system developed has streamlined and simplified the work of the professional staff office to enable it to increase its output by over 300% without adding staff.

Electronic Data Processing↗

Medical office automation integrated into the distributed architecture of a hospital information system.

Patient histories, discharge summaries, and medical consultant reports are made up of written texts. Therefore, the gathering and archiving of these texts in machine-readable form has many characteristics of computer-based medical records. In Geneva, approximately 1,540 PCs are connected to the Hospital Information System DIOGENE 2, with the possibility of accessing all the functions offered by the system without losing any of their MS-DOS word processing capabilities. The UNIDOC system, presented in this paper, takes all these features into account, a real marriage of technologies between the MS-DOS environment and the distributed client-server architecture. The INGRES database management system supports the entire archiving process of the medical patient texts, structured by prelabelled paragraphs and automatically indexed. Both the quality and accessibility of the records are enhanced, while the archiving capacity is neither too limited nor too expensive.

Archives↗