The preceding three chapters on architecture dealt with models and methods for aligning a hospital’s information systems with its business processes. From time to time, particularly in the “General Discussion” and “Management Discussion” sections, these chapters alluded to the fact that another structure needs to be in place to ensure that the organization actually behaves according to these models. Beyond knowledge of networking protocols and capacity management, there must be an organizational culture that permits this. There has to be some structure to set priorities, to establish and enforce standards, to influence behavior through the right assortment of financial and budgetary incentives, to set and enforce policies, and to ensure integration. This group of concepts is called the Control Architecture. Its relationship to the other architectures is shown in Figure 7.1.
KeywordsBusiness Process Reward System Corporate Culture Control Architecture Information System Development
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