Introduction Knowledge management in the healthcare domain may be regarded as an integration of formal techniques and methods in order to ease the utilization, dissemination, preservation, development, identification, acquisition and creation of the diverse aspects of the knowledge assets of the healthcare organization (Bordoloi & Islam, 2012). Delivery of excellent healthcare services requires optimal knowledge management and thereby having an established knowledge management process aids to enhance the process performance. Past studies analyzing the importance of knowledge management in healthcare depict that this process is far more complicated in the healthcare domain. This is mainly as a result of diverse perspectives on knowledge management with reference to objective facts, social norms and personal values. Such perspectives are in constant conflict with the creation, normalization and application of knowledge especially in the healthcare sector. According to Nicolini et al. (2008), there has been inherent focus mainly on three basic knowledge management themes in the healthcare sector. Applying knowledge management in the healthcare sector needs to find out certain mechanisms suiting a particular healthcare establishment. This paper will discuss the strategies and the application framework of knowledge management in healthcare units with special emphasis on hospitals. Discussion In healthcare enterprises, knowledge management has both challenging as well as intriguing issues. Such issues come from the distributed and heterogeneous healthcare domain. Also, the security and ethical concerns further make it difficult to access information. Another distinguishing feature of knowledge management in healthcare uses is that th... ... middle of paper ... ... of Knowledge Management, 10(2), 110 – 120. Gastaldi, L., Lettieri, E., Corso, M. & Masella, C. (2012). Performance improvement in hospitals: leveraging on knowledge asset dynamics through the introduction of an electronic medical record. Measuring Business Excellence, 16(4), 14 – 30. Myllarniemi, J., Laihonen, H., Karppinen, H. & Seppanen, K. (2012). Knowledge management practices in healthcare services. Measuring Business Excellence, 16(4), 54 – 65. Nicolini D, Powell J, Conville P & Martinez-Solano L. (2008) Managing knowledge in the healthcare sector. A review. International Journal of Management Reviews 10, 245-263. Nilakanta S, Miller L, Peer A & Bojja VM. (2009) Contribution of Knowledge and Knowledge Management Capability on Business Processes among Healthcare Organizations. System Sciences, 2009. HICSS '09. 42nd Hawaii International Conference on. 1-9.
Healthcare organizations must inhere a strategy to stay ahead of their competitors so that they can maintain their patient volume. By measuring the quality of care through performance, patient satisfaction, and experience, and cost all play a role of having patients to choose your hospital. Today, many healthcare organizations have adopted the triple aim strategy of great quality, great patient experience for a reasonable cost. With the tracking of their patient experience and continuously improving the quality of care at a reasonable cost to stay one step ahead of their competitors and to maintain and increase patient volume has been successful help in the healthcare
It has taken on growing importance as health care facilities pursuing for larger investments to incorporate different systems aim at enhancing the hospital experience, medical outcomes, and clinical fiscal efficiency, as well as organize a facility for meaningful health care reforms (Barbazza, Langins, Kluge, & Tello, 2015). Health care organizations are restructuring the medical personnel structure to resolve the need for more organizational involvement, electronic medical groups, and the function of the health care physicians in a more relevant manner. They are also modernizing how they need to coordinate medical services more efficiently across the field of health care: critical, ambulatory, proficient nursing, and home care (De Vreese, Leys, Fontaine, & Dendoncker, 2016). Moreover, organizations are determining the fiscal outcomes of transferring from encounter-based structure to a performance- or capitation-based payment framework. Integrated delivery network is a physician-centered set of activities that stimulates the continuity of medical care as well as organizational and complex hospital management. Key elements comprise an incorporated technology framework that encourages the continuity of health care and permits all stakeholders to access to medicinal history of patients and other critical information (Barbee & Antle,
Jha, A. K., Burke, M. F., DesRoches, C., Joshi M. S., Kralovec P. D., Campbell E. G., & Buntin M. B. (2011). Progress Toward Meaningful Use: Hospitals’ Adoption of Electronic Health Records. The American Journal of Managed Care, 17, 117-123
Over the past few years, the health care service has seen many changes. The Affordable Care Act, for example, creating more insurance in order to care for the indigent and people in the most need of help. Health care is a very essential and necessary element of an individuals lives. The methods and preparation that is needed in order to provide adequate and efficient patient care to all is very critical and sometimes specific. The health care organization has ventured from focusing on input management to focusing and improving output management (White, 2011).
Health care and health care information are turning to become unity and are working together to facilitate improvement of health care quality and equity. Therefore, health providers and other relevant stakeholders must strive to put in place strong measures capable of effecting heightened privacy and security precautions. More transparency must also be ensured when medical care organizations and institutions are handling patient’s medical data.
Competitive advantage matters greatly to those responsible for the management of healthcare institutions. Together with rapidly escalating healthcare costs, increasingly complex medical technologies, and growing regulatory and legal pressures, healthcare organizations face a critical need to improve the quality of care at reduced costs (Cu...
In 2009 President Obama, through the American Reinvestment and Recovery Act, pledged to provide incentives to the nation’s physicians and hospitals to convert to an electronic healthcare system in attempt to improve the quality of care and reduce cost (Freudenheim, 2010). By converting to an electronic system, we have the opportunity for improved communication between all healthcare providers and decreased cost to our healthcare system. The goal is to improve communication across all aspects of the service chain (Horan, Botts & Burkhard, 2010). Almost two years later, the conversion progress continues to be slow. Only one in four physician’s offices, mostly large groups, have implemented the electronic record system (Freudenheim, 2010).
Health information management involves the practice of maintaining and taking care of health records in hospitals, health insurance companies and other health institutions, by the use of electronic means (McWay 176). Storage of medical information is carried out by health information management and HIT professionals using information systems that suit the needs of these institutions. This paper answers four major questions concerning health information systems.
Physicians and organizations are now evaluating patients with electronic data collection to improve a patient’s care.... ... middle of paper ... ... References Nembhard, I. M., Alexander, J. A., Hoff, T. J., & Ramanujam, R. (2009). Why Does the Quality of Health Care Continue to Lag?
As I a Medical Practice Manager of twenty-five years, I’ve watched the role of healthcare managers evolve into something much more complex and demanding. This evolution has caused me personal strain and stress as I endeavor to exceed my employer’s expectations and inspire others. As often is the case, evolution gives pause to revelation-I must invest in education and industry certification to provide myself with additional tools and enhanced skills.
The power of knowledge gives a person the ability to influence other’s actions. In addition, when a person is knowledgeable and skillful in him/her profession, the rest of the team, including the leaders respected his/her decisions, actions or judgments. For example, nurses with years of expertise have the ability to exert power and authority over other staff with less level of knowledge. They may not be managers, but their leadership skills and outstanding competence made them role models in the delivery of quality patient care. They are valuable pieces inside the organization because they can guide the staff’s work toward the organization goals (Whitehead, Weiss, & Tappen,
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
(106) 'Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance. ' (5) Knowledge management (KM) is best when 'it is in alignment with organizational culture, structure and strategy ' (5). For this reason, the aim of this briefing document is to advise Santander on solutions to potential KM barriers employees may face by discussing three key barriers- culture, technology and leadership.
Taylor, T. C. (2003, August 09). Health Information Managers. Retrieved September 25, 2010, from http://www.wisegeek.com
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.