IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS SRN ADARSH COLLEGE Page 1 INTRODUCTION OF KNOWLEDGE MANAGEMENT Human resource management practice, Armstrong defines HRM as a strategic approach to the management of people who are considered the most valued assets of the organization and are working there for the attainment of its goals individually and collectively. Knowledge is blend of experience, value, information in context, and insight that forms basis on which to build new experiences and information. It is the value added by people that transforms information into knowledge. Knowledge can be thought of as ―information combined with experience, context, interpretation, reflection and is highly contextual. It is a high-value form of information that is ready for application to decision and actions within organizations. Knowledge management is a process of identifying, collecting, preserving and transforming information into knowledge that is readily accessible in order to fosterinnovation and improve the performance of the organization. It is based on the assumption that the potential for sustained improvement exists in the knowledge derived from people, process, designs and ideas within the organization. Knowledge management also implies the creation of a culture and structure that promotes information sharing and learning. Knowledge management embodies the strategies and processes that a firm employs to identify, capture and leverage the knowled ge contained within its ―corporate memory‖. OBJECTIVES Casio identifies two objectives of HRM: broad and special. The board objective: The board objective of HRM is to optimize the usefulness of all workers in the organization. The special objective: the special objective of HRM department is to help line mangers to manage workers effectively
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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS
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INTRODUCTION OF KNOWLEDGE MANAGEMENT
Human resource management practice, Armstrong defines HRM as a strategic approach
to the management of people who are considered the most valued assets of the
organization and are working there for the attainment of its goals individually and
collectively.
Knowledge is blend of experience, value, information in context, and insight that forms
basis on which to build new experiences and information. It is the value added by people
that transforms information into knowledge.
Knowledge can be thought of as ―information combined with experience, context,
interpretation, reflection and is highly contextual. It is a high-value form of informationthat is ready for application to decision and actions within organizations.
Knowledge management is a process of identifying, collecting, preserving and
transforming information into knowledge that is readily accessible in order to foster
innovation and improve the performance of the organization. It is based on the
assumption that the potential for sustained improvement exists in the knowledge derived
from people, process, designs and ideas within the organization. Knowledge management
also implies the creation of a culture and structure that promotes information sharing andlearning.
Knowledge management embodies the strategies and processes that a firm employs to
identify, capture and leverage the knowledge contained within its ―corporate memory‖.
OBJECTIVES
Casio identifies two objectives of HRM: broad and special.
The board objective: The board objective of HRM is to optimize the usefulness of all
workers in the organization.
The special objective: the special objective of HRM department is to help line mangers to
manage workers effectively
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SCOPE AND FUNCTIONS OF HR
Human resources planning: - Human resource planning or Human Resource Planning
refers to a process by which the company to identify the number of jobs vacant, whether
the company has excess staff or shortage of staff and to deal with this excess or shortage.
Job analysis design:- Another important area of Human Resource Management is job
analysis. Job analysis gives a detailed explanation about each and every job in the
company.
Recruitment and selection:- Based on information collected from job analysis the
company prepares advertisements and publishes them in the newspapers. This is
recruitment. A number of applications are received after the advertisement is published,
interviews are conducted and the right employee is selected thus recruitment and
selection are yet another important area of Human Resource Management.
Orientation and induction:- Once the employees have been selected an induction or
orientation program is conducted. This is another important area of Human Resource
Management. The employees are informed about the background of the company,
explain about the organizational culture and values and work ethics and introduce to the
other employees.
Training and development:- Every employee goes under training program which helps
him to put up a better performance on the job. Training program is also conducted for
existing staff that have a lot of experience. This is called refresher training. Training and
development is one area where the company spends a huge amount.
Performance appraisal:- Once the employee has put in around 1 year of service,
performance appraisal is conducted that is the Human Resource department checks the
performance of the employee. Based on these appraisal future promotions, incentives,
Knowledge management is newly emerging, interdisciplinary business model that has
knowledge within the framework of the organization as its focus.it is rooted in many
disciplines, including business, economics, psychology, and information
management.knowlage management involves people, technology, and processes in
overlapping parts.
Key challenges in knowledge management
1. explaining what KM is and how it can benefit a corporate environment
2. learning how knowledge can be captured, processed, and acted upon
3.
addressing the neglected area of collaboration4. continuing research into KM to improve and expand its current capabilities
5. learning to deal with tacit knowledge
PRINCIPLES OF KNOWLEDGEMENT
Principles of knowledge management are studied most importantly by Thomas
Davenport:
1. Knowledge management is expensive: knowledge is an asset, but its effective
management requires investment of money and labor, including the following:
2. Effective knowledge management requires hybrid solution of people and technology:
while computers and communication help with the capture and flow of knowledge,
humans come into their own in interpreting it within a broader context for problem-
solving and decision making.
3. Knowledge management is highly political: ―knowledge is power‖ and thus a highly
political undertaking. If knowledge is associated with power, money and success, then it
is also associated with lobbying, intrigue, and backroom deals.
4. Knowledge management requires leadership: knowledge will not be well-managed unless
some senior person or group is given responsibility for it managing knowledge and
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learning necessitates a type of leadership that differs fundamentally from the customary
view of leader as central actor.
5. knowledge management means improving knowledge work processes: improvement
must be made to those processes that involve the creation, use, and sharing of
knowledment
6. Knowledge management never ends: the tasks of knowledge management are never-
ending. One reason that knowledge management never ends is that the required
knowledge is always changing. New technologies, management approaches, regulatory
issues, and customer concerns are always emerging.
7. Knowledge management requires a knowledge contact: with much knowledge in
employees’ heads, and increasing mobility, companies must clarify who owns and who
has rights to employee’s knowledge.
Elements of knowledge management
1. Knowledge creation: knowledge creation involves generating facts, information, and
techniques that are relevant to an organization and those associated with it. Knowledge
creation uncovers new knowledge through several avenues- research and development,
experimentation, creative thinking and automated knowledge discovery, benchmarking
best-in-class practices, process improvement projects, feedback from customers,
observing customers, and so on.
2. Knowledge sharing: knowledge sharing involves communication and distribution of
knowledge organization-wide. When a new knowledge is created in the organization, it is
stored in organization’s database for its wider dissemination.
3. Knowledge utilization: the third element in knowledge management is knowledge
utilization that is, using knowledge to solve problem for which it has been acquired.
unlike other resources that deplete when used, knowledge can be shared and used and
grows though this process.
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Significance of knowledge management
1. Knowledge intensive: traditional capital-intensive companies are in the process of
becoming knowledge intensive. Knowledge is rapidly displacing capital, monetary skill,
natural resources and labor as the basic economic resource.
2. Unstable conditions: unstable markets necessitate, reshaping of product and project lines
in tune with the market requirements, to avoid the organization being in a disastrous
position of being with the wrong product, at the wrong time, and in the wrong place.
3. Provides opportunity: Knowledge management lets an individual are an organization lead
change as opposed to the other way around.
4. Tool for knowledge-based economy: only the knowledgeable will survive .the survival of
the fittest organization becomes an outmoded thought in the knowledge-based economy.The ability to survive and thrive comes only from the organizations ability to create,
acquire, process, maintain and retain.
5. Tool for decision making: knowledge is the key driver for decision support and enables
effective decision by making knowledge about past projects; initiatives, failures, success,
and efforts readily available and accessible.
6. Aid sharing culture: knowledge management requires a strong culture of sharing, that
information systems do not inherently support.
7. Retains critical capabilities: tacit knowledge is mobile. When an employee leaves an
organization, the knowledge, skills, competencies, understanding and insight that the
employee possessed also leaves the organization.
8. Globalization: the competitors are no longer limited to a particular location or region as
markets are increasingly becoming globe.
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RESEARCH DESIGN
INTRODUCTION:
―When looking at the future, the ―what‖ is far more predictable than the ―when.‖ And the―how‖ will always feel different than predicted.‖
Knowledge management in health science institutions is a major issue today .health
science professionals are routinely dealing with evidence-based medicine and problem-
based learning. Health science librarian has a significant role in the decision making of
clinical practice. The article focuses on the principles strategies, components and barriers
of knowledge management with special aspect in relation to health science institutions.
REVIEW OF LITERATURE
“INADEQUATE KNOWLEDGE IS MOST HAZARDOUS THAN IGNORANCE”
Review of literature provides basis for future investigations, justifies the need for
replication, throws light up on feasibility of the study, and indicates constraints of data
collection and help to relate findings of one another. There are two sections included in
Review of Literature.
A) Studies related to psychiatr ic emergencies and management
Gilbert SB, conducted a study on managing pediatric psychiatric emergencies in the
emergency department .Managing pediatric psychiatric emergencies can be a challenge
for any emergency nurse in 2012. Young patients may have extreme anxiety about being
in the emergency department and may act out as a result. Overwhelmed parents can
hinder the assessment process and, in some cases, cause further escalation of their
children. Understanding the common diagnoses for different age groups enables the nurseto use management strategies that are appropriate and effective. Establishing rapport,
recognizing anxiety, setting effective limits, and facilitating cooperation with these
patients and their parents are priorities for the emergency nurse.
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Daly M, Kermode S, Reilly D done a comparative study was on Evaluation of
clinical practice improvement programs (SIM and in-service education) for nurses for the
management of alcohol withdrawal in hospitals in the year 2009 at New south Wales,
Australia. An audit of medical records using a standardized protocol for the nine
standards was conducted at baseline (n=100) and follow-up (n=340) across eleven
hospitals in the area. Results indicated that in three hospitals, where 70 nurses completed
the self-directed competency training, there was a higher total compliance score across
the nine standards compared to eight hospitals where 238 nurses received the in-service
program. The self-directed competency program was also rated highly by nurses who
participated in the program. The study recommends for improving nurse education
strategies for managing alcohol withdrawal
Joseph C conducted an evaluative study to assess the effectiveness of structured teaching
program me on knowledge of suicidal behavior in adolescents among teachers in 2005 at
Bangalore. One group pre- test, post – test design with experimental approach was used.
The sample size was 60 teachers and the data was collected by structured interview
schedule. Pre-test revealed the fact that teachers have a low level of knowledge with a
mean score of 21.43 out of 47. After administering the structured teaching programme
post test score has risen to 40.43 which showed the effectiveness of structured teaching
programme
B) Studies related to the effectiveness of structur ed teaching programme :
O'Shea E et al evaluated the effectiveness of a structured reminiscence-based education
programme for care staff on the quality of life of residents with dementia in long-stay
units. The study is a two-group, single-blind cluster randomized trial conducted in public
and private long-stay residential settings in Ireland. Randomization to control and
intervention is at the level of the long-stay residential unit. Sample size calculationssuggest that 18 residential units each containing 17 people with dementia are required for
randomization to control and intervention groups to achieve power of at least 80% with
alpha levels of 0.05. Each resident in the intervention group is linked with a nurse and
care assistant who have taken the structured reminiscence-based education programme.
Participants in the control group will receive usual care. The primary outcome is quality
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of life of residents as measured by the Quality of Life-AD instrument. Secondary
outcomes include agitation, depression and career burden. Blinded outcome assessment is
undertaken at baseline and at 18-22 weeks post-randomization. The results showed that
this trial is powered to deliver more credible and durable results. The trial may also
convey process utility to a long-stay system in Ireland that has not been geared for
education and training, especially in relation to dementia. The results of this trial are
applicable to long-stay residential units in Ireland and internationally
Murphy K et al, evaluated the effectiveness of a Structured Education Pulmonary
Rehabilitation Programme (SEPRP), delivered at the level of the general practice, on the
health status of people with COPD. The study design is a two-armed, single blind cluster
randomized trial conducted in the primary care setting in Ireland. Participants in the
intervention arm will receive a SEPRP and those allocated to the control arm will receive
usual care. Delivery of the SEPRP will be by a practice nurse and physiotherapist in the
General Practice (GP) site. The primary outcome measure of the study will be health
status as measured by the Chronic Respiratory Questionnaire (CRQ). Blinded outcome
assessment will be undertaken at baseline and at twelve-fourteen weeks after completion
of the programme. A comparison of outcomes between the intervention and control sites
will be made to examine if differences exist and, if so, to what extent between control and
experimental groups. Sample size calculations estimate that 32 practices with a minimum
of 10 participants per practice are required, in total, to be randomized to control and
intervention arms for power of at least 80% with alpha levels of 0.05, to determine a
clinically significant change of 0.5 units in the CRQ. The results showed that a SEPRP
delivered by practice nurses and physiotherapists in primary care be found to be effective
in improving patients' sense of dyspnea and Hrolf, then the findings would be applicable
to many thousands of individuals in Ireland and beyond.
Krishna Institute of Medical Sciences (KIMS) welcomes you to the hi-tech hub of
Hyderabad. Centrally located on Minister Road, KIMS is where personalized Medicare
meets modern technology. At KIMS the cream of specialists come together to fulfill a
wide range of medical requirements.
A full-fledged, 300 bedded hospital, KIMS offers multispecialty treatment and facilities
on par with its global competers.We have all needed services to handle all sorts of
medical conditations. We are equipped with a 24 hour ambulance service, round the
clock pharmacy and diagnostic center. We extend wide range of services that encompassall most all major specialties such as cardiology, urology, nephrology, dermatology,
gynecology and many more. KIMS aims to ensure that every need of the patient is met
with speed, accuracy and efficiency.
Specialties
The hospital has over 30 Super Specialty Departments, each headed by an expert
specialist with an excellent professional record.
KIMS Hospital's Experience
KIMS Hospital
November 2004 – Present (8 years 6 months)
Kempegowda Institute of Medical Sciences (KIMS) is a 300 bedded, upscale, Multi
Super Specialty Hospital, located centrally on a sprawling campus at Minister Road,
between Secunderabad mand Hyderabad. Multi Super Specialty Hospital Kims Hospital
2004 – 2010 (6 years)
Kempegowda Institute of Medical Sciences (KIMS) is a 300 bedded, upscale, Multi-
Specialty Hospital, located centrally on a sprawling campus at Minister Road, between