netrashetty
Netra Shetty
Organisational Structure of Cerner Corporation : Cerner Corporation (NASDAQ: CERN) is an international health care information technology corporation that specializes in providing complete systems for hospitals and other medical organizations to manage and integrate all electronic medical records, Computer physician order entry (CPOE) and financial information.[1]
Cerner claims to be the largest provider of electronic medical systems in the United States.[2][3] Its largest competitor, McKesson Corporation, is larger in size but McKesson has income from other non-technology medical sources.
As of Second Quarter 2009 its systems are licensed by 8,000 facilities around the world including 2,100 hospitals, 1,500 pharmacies and 3,300 physician practices representing 30,000 physicians.[4]
It has more than 7,800 employees. As of June 2006[update], approximately 1,900 associates in the United States and 600 associates in India were involved full-time in the software development aspect of the company. Cerner has more than 6,000 clients worldwide.
CEO
Neal Patterson
Vice Chairman of the Board
Clifford Illig
4
Director
William Zollars
Director
William Neaves
2
Director
Gerald Bisbee
Director
Linda Dillman
2
Director
John Danforth
CFO
Marc Naughton
Innovation
PG
2
Executive Vice President
Jack Newman
Engineering
MN
Chief of Staff
JT
4
COO
Michael Valentine
9
East Asia
David Wood
Germany
BS
Middle East
AMG
Cerner Global
DK
Services
PS
Marketing
DT
Quality
GJ
CIO
JB
Health Governments
JL
Intellectual Property Develo...
SO
RevWorks
BW
Secretary & Legal
RS
18
TechWorks & DeviceWorks
William Miller
Mentoring and coaching contributes advantages and disadvantages for the mentor and mentorees based on the two processes of mentoring and coaching. One process is career mentoring, which refers to the development of the potential capabilities and strengths of the parties involved in the project to help them identify and work towards career development aspirations. Career mentoring and coaching commences by discovering or identifying potential competencies and strengths followed by the development and application of these capabilities in actual practice such as in projects and then concluded by the experience of benefits for mentoree and mentor. This occurs in a cycle to support continuous improvement. When successfully accomplished, this leads to better performance that not only reflects in the success of the project but also on the long-term productivity of mentorees. The results not only benefit the mentorees but also the mentor since the success of the project and sustained performance of the mentorees also becomes the success of the mentor. This also implies that the failure of the mentoree, whether attributable to the mentor or not, constitutes the failure of the mentor.
Cerner claims to be the largest provider of electronic medical systems in the United States.[2][3] Its largest competitor, McKesson Corporation, is larger in size but McKesson has income from other non-technology medical sources.
As of Second Quarter 2009 its systems are licensed by 8,000 facilities around the world including 2,100 hospitals, 1,500 pharmacies and 3,300 physician practices representing 30,000 physicians.[4]
It has more than 7,800 employees. As of June 2006[update], approximately 1,900 associates in the United States and 600 associates in India were involved full-time in the software development aspect of the company. Cerner has more than 6,000 clients worldwide.
CEO
Neal Patterson
Vice Chairman of the Board
Clifford Illig
4
Director
William Zollars
Director
William Neaves
2
Director
Gerald Bisbee
Director
Linda Dillman
2
Director
John Danforth
CFO
Marc Naughton
Innovation
PG
2
Executive Vice President
Jack Newman
Engineering
MN
Chief of Staff
JT
4
COO
Michael Valentine
9
East Asia
David Wood
Germany
BS
Middle East
AMG
Cerner Global
DK
Services
PS
Marketing
DT
Quality
GJ
CIO
JB
Health Governments
JL
Intellectual Property Develo...
SO
RevWorks
BW
Secretary & Legal
RS
18
TechWorks & DeviceWorks
William Miller
Mentoring and coaching contributes advantages and disadvantages for the mentor and mentorees based on the two processes of mentoring and coaching. One process is career mentoring, which refers to the development of the potential capabilities and strengths of the parties involved in the project to help them identify and work towards career development aspirations. Career mentoring and coaching commences by discovering or identifying potential competencies and strengths followed by the development and application of these capabilities in actual practice such as in projects and then concluded by the experience of benefits for mentoree and mentor. This occurs in a cycle to support continuous improvement. When successfully accomplished, this leads to better performance that not only reflects in the success of the project but also on the long-term productivity of mentorees. The results not only benefit the mentorees but also the mentor since the success of the project and sustained performance of the mentorees also becomes the success of the mentor. This also implies that the failure of the mentoree, whether attributable to the mentor or not, constitutes the failure of the mentor.
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