Groups in Health Service Information Systems

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Groups in Health Service Information Systems National Health Service (NHS) in United Kingdom is the third largest organisation in the world after the Chinese Army and the Indian Railway (Hazel, B., 2003). It employs approximately 1.3 million staff and provides an enormous range of medical services to over 57 million people. Staff-members came from various nationalities, ethnicities, cultures and etc; provide ‘tailor-made’ medical-care services across United Kingdom. NHS is highly bureaucratic and hierarchical. Its services are geographically disperse and divided according to the clinical specialities and each unit manage by bureaucracy. Such organisations coordinated by rules, functionally departmentalised and impersonal (Uhl-Bien and Marion Russ, 2009; Webber, 1947). The organisational structure itself supplies lush grounds to the formation of informal groups in NHS. According to Abercrombie (1960) group defined as a ‘number of people who are in face to face contact, so that each of them can interact with all the others’. Levine and Moreland defined group as several people who interact on a regular basis, have effective ties with one another, share a common frame of reference, and are behaviourally interdependent (Elwyn, al., 2001). However, there is no clear definition for informal groups. The main feature of informal groups is the ‘subjective relationship’ between its members. Further, informal groups in organisations specifically do not sanctioned by the formalities in organisations. Hence, Informal groups in organisations are looser and erratic in their behaviour; generally based on friendship and prior shared beliefs (Elwyn G et al, 2001). These organised individuals well capable of acting as a single body. Gene... ... middle of paper ... ... in the organisation than the charisma of individuals. We believe in flat organisations, power mainly developed through the charisma and length of experience. Therefore, power is highly subjective and affiliated to structure but once it blends with objectivity it provides a considerable amount of thrust to achieve intended targets. Especially the power affiliated with and to, is a reflection of an aspect of interactions which leads to ‘emergence’ as a response to an IS. In complexity, power plays a significant role in decision making and it helps to transform an informal group in to a CAS. Power partly controls an and rn of SDS theory and influences interactions in CAS. Level of experience, speciality and position plays a significant role in informal group decision making process. The theoretical pathway demonstrated above is explained in the following diagram.
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