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New Jersey Medical Systems

New Jersey Medical Systems . Aaron Antigua Brian Liddy Elleanna Dwyer  Kevin McGuirl Mark Koching Ravi Vadgama. Introduction. New Jersey Medical Systems (NJMS) Up-and-coming technical innovators MedFile : In use in over 400 hospitals, nationwide

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New Jersey Medical Systems

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  1. New Jersey Medical Systems Aaron Antigua Brian Liddy Elleanna Dwyer  Kevin McGuirl Mark Koching Ravi Vadgama

  2. Introduction • New Jersey Medical Systems (NJMS) • Up-and-coming technical innovators • MedFile: In use in over 400 hospitals, nationwide • Relocating office headquarters from NJ to Ohio “New Jersey Medical Systems strongly believes that patients in hospitals could be given the best possible treatment if the doctors treating them had speedy, reliable access to proficiently displayed and accurate records.”

  3. Virtual Design Team Responsible for developing and implementing the new NJMS Training Program

  4. Virtual Team Vision • Implementing program through the use of: • Social Media for External Purposes • YouTube, FaceBook, Twitter, ect. • Virtual Meeting Places for Internal Purposes (PBWorks, Skype, ect.)

  5. Virtual Team Goals To facilitate a smooth transition to the Ohio offices Do this while successfully developing a training program to meet the needs of the customers.

  6. Decision Making Teams • Leader: Ohio Regional Office Manager • Junior Staff Members • Motivated by visibility, with possible promotions • Diverse job experience • IT, Customer Service, Sales • Final decisions are in hands of the Ohio Regional Office Manager

  7. Team Involvement Team members are at different locations (Ohio & NJ) Leader must be able to lead at a distance Video Conferencing Technology (Skype, Cisco) Online Chatrooms & Shared Documents (Pbworks, GoogleDocs)

  8. PROPER DISTRIBUTION OF SKILLS. Since we all come from separate employment and departmental backgrounds, we should all be designated to certain areas of operation in which we shall flourish. Some of the varying skills held within our assembly include interpersonal communication, writing, I.T., finance and public policy.

  9. ORGANIZATIONAL CULTURE. Seeing as our valued customer stakeholders seem to feel strongly about the supposedly sub-par training of our staff members, it is vital to keep all employees’ as well as customers’ values and culture in mind while demonstrating precise processes.  This personal-sensitivity must be attained in both our digital and face-to-face interactions.

  10. Strong Culture & Behavior. • Strong culture is said to exist where staff responds to stimulus because of their alignment to organizational values • Diversity is cherished here at NJMS and all employees are expected to mirror this belief and carry out fitting actions

  11. Sharedbeliefs&interpretations. • IN THIS “SHARED MENTAL MODEL”: • A project is a small organization • An organization is a small society

  12. BARRIERS! • A major barrier in this team’s process stems from conflicting schedules within the group. • There is also a great physical and interval distance between the Ohio and New Jersey, which shall also barricade many of our progressive intentions. • Time management will be highly prioritized!

  13. MORE BARRIERS… • Must be aware of the economic state of NJMS • Training takes a long time to implement effectively • How effective changes will be • We must truly satisfy our customers’ needs.  

  14. OUR FINAL PROJECT MUST NOT BE A BIASED ONE! …AVOIDANCE OF “GROUP-THINK”… • We must wane the “Groupthink” phenomenon and allow room for innovative ideas, aesthetics and implemented change. It is important to minimize power distance so that all task members realize that their voices shall be heard when instigating conversion.  

  15. Facilitators Context - Lojescki Trust Communication Changes in Virtual Team Environment- Mackenzie

  16. Context Context must be transparent Context is the “stuff” of where people work (Lojeski, 2010, p.34) Day-to-day operations Building trust and working with others Ohio Team & NJ Team will not see each other often Ohio Regional Manager must connect the dots

  17. Trust Build trust with one another Leader must build trust with virtual teams Shared social norms, repeated interaction, shared experiences. Ex) experienced member on team When trust is built teams work more effectively

  18. New Changes Regional manager of Ohio must build trust Adapt to new technologies

  19. Communication Communication is key Information must be shared between both teams as well the regional office manager Depending on the situation method of communication must be selected All members including Ohio regional manger must be tech-savvy

  20. How We Will Communicate • Day-to-day tasks • The right balance of virtual tools are needed. • Announcements and assignment will be made through the appropriate channels • Wiki Site Message Board • Email • Gant charts for all assignments • Leadership task will be assigned by • Senior Management in Ohio (initial startup) • Team Leader • Emergent Leaders

  21. Technology We Will Use • Wiki • For the collaboration • Content, messages, document, policies , and videos. • Video Conferencing • When face to face is not an option • Screen Capture Software • For how to tutorials and other training functions • Google Docs • The ability to dynamically edit and collaborate on an assignment • Email, Texting, and Phone calls • Duplicating messages, pressing matters, which can reach team members at anytime

  22. Video Conferencing Capabilities Face-To-Face Communication at any location New ways of delivering Information Sharing Live Documents between team members Ability to record meetings and go back for references

  23. Cisco TelePresence Demo

  24. Importance of Leadership Must utilize virtual distance leadership techniques Techno-dexterity is essential to team’s success Must bring together groups’ ideas and put them into the right direction

  25. Customer Engagement Survey was conducted Results showed customers want more training Customer should be involved in planning process Test Training program on customer and receive feedback to improve

  26. Customer Surveys To better understand customer needs, surveys will be conducted through Facebook or SurveyMonkey. General & Specific Open-ended and multiple-choice responses

  27. Importance of Customer Surveys

  28. Social Media Tools In today’s day and age of virtual teams, the use of social media tools has become vital. YouTube tutorials & Shared work on the PB wiki. Accuracy & Organization

  29. In conclusion…. Important to decrease power distance so that all task members understand their voices will be heard when integrating system to Ohio

  30. In conclusion… • Objective: For all virtual activity to provide a simple and straightforward place for collaboration and communication • Heavy reliance on virtual social media tools • FaceBook, Twitter, YouTube, TelePresence, Skype centralized on a PBWorks networking system. • In order to execute plans, the virtual team must remember the importance of team culture.

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