Introduction A health care system has two types of models in practice including; the traditional model and dispersed model. In particular, the traditional model employed in a health care setting involves primary care, secondary care, and tertiary care of patients. In that, a patient goes to primary care and receives treatment of the common problems diagnosed. The problems that go unsolved are referred to the secondary care, and the tertiary care is for those cases that require intensive care provision. The knack to communicate ideas and information successfully is increasingly acknowledged as critical to the success of the health care system in general. For successful interactions between the health care providers and individuals but also in …show more content…
• Focus on group effort: Particularly the adoption of a knowledge management system that promotes teamwork and is popular among the personnel and it is cost effective as well • Management participation: The entire organization’s management must campaign for the assimilation of the knowledge management models at every level. In essence, these factors affect the successful adoption of the KM models hence an improved information sharing amongst an organization’s department such as e-mails. However, in the chronic acute care management department, the strategic effect of implementing the knowledge management systems that expressively aims to alter the normal operation within the organization needs careful planning and appropriate considerations. Conclusion To achieve efficiency, information sharing and communication should be open, inclusive of every health acre team member and works both ways. In addition, it should only be undertaken with the suitable contributor consent or otherwise, patients will be exposed to potential …show more content…
This chronic acute care setting is involved in the care of severe cases in patients who mainly are transferred from the primary care setting. However, the successful implementation of knowledge management models in a traditional model organization is faced by various factors that hinder including; uncertainty around client and interagency consent, fragmented communication among the health care departments, and the presence of overlapping care plans. Also, tentative steps are to be adhered to so as to ensure the adoption, acceptance, and assimilation of the new knowledge management model is uniform among departments. This will ensure collective follow through of the models by the health care providers eliminating inconsistencies in the quality of service provided. Reflection This particular topic is of importance in understanding of the rigidities in health care systems, adoption, and practice of models that ensure quality is provided for to the patient. The elaboration on sequence of implementation of the KM models shows the severity of the in depth course to be undertaken in institutions to achieve certain objectives hence the need of more appropriate and improved provider
Health Information Management Technology. (3rd Edition). Chicago, IL: AHIMA Press.
There are a variety of health settings that provide patient health services. With the use of health services there has to be some type of health information exchange or system that will enable users to exchange data. Today there are networks that do this. Some of these networks are Community health information network (CHIN), Regional health information network (RHINO), National Health Information Network (NHIN) and Health Information technology for economic and clinical health act (HITECH Act). The purpose of this paper is to identify these networks, discuss the relationship among each other and lastly, explain their relationship to formation of a patient-centered management system and electronic health records (EHRs).
As our health care system continues to evolve and become more focused on a preventive and coordinated approach to patient care, we too must progress and create programs that follow such principles. The Patient-Centered Medical Home (PCMH) model follows similar ideologies and recently has gained increasing support. The patient’s primary care physician, who will provide preventive and continuing care for the patient, directs this medical model. The PCMH model of care is comprised of a health care team working together to serve their patient and provide quality care.1 The model works to empower the patient by promoting communication with not only the physician but with the nursing staff, specialists, and other health care providers. Every patient
Healthcare systems are put in place so that they can meet and satisfy the healthcare needs of a people within a geographical area. They have the mandate to deliver healthcare services to the intended group or population and ensure fair...
“Communication is the heart of nursing… your ability to use your growing knowledge and yourself as an instrument of care and caring and compassion” (Koerner, 2010, as cited in Balzer-Riley, 2012, p. 2). The knowledge base which Koerner is referring to includes important concepts such as communication, assertiveness, responsibility and caring (Balzer-Riley, 2012). Furthermore, communication is complex. It includes communication with patients, patient families, doctors, co-workers, nurse managers and many others. Due to those concepts and the variety of people involved, barriers and issues are present. Knowing how to communicate efficiently can be difficult.
Communication is cited as a contributing factor in 70% of healthcare mistakes, leading to many initiatives across the healthcare settings to improve the way healthcare professionals communicate. (Kohn, 2000.)
Communication encompasses a wide range of processes such as the exchange of information, listening, posing of questions (Fleischer et al., 2009) or use of body language. In a healthcare environment where there are constant interactions among nurses, doctors, patients and other health professionals, professional and effective communication is important in ensuring high quality healthcare standards and meeting the individual needs of patients.
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.
Patients with chronic diseases do not receive established and operative treatments to help them successfully manage their condition. These complications are aggravated by an absence of organization of care for patients with chronic diseases. Nevertheless, the fundamental disintegration of the health care system is not unexpected given that health care providers do not have the imbursement support or other tools they need to interconnect and work together successfully to improve patient care (Brennan et al., 2009; Renders et al., 200;).
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
The literature review has emphasised on the importance of four major and common factors in regards to managing knowledge work, that is, communities of practice, information technology support, KM activities, and performance outcomes (Davenport & Prusak 2000; Demarest 1997; McDermott 1999). Much of the existing research on knowledge creation focuses on the source and state of knowledge. In fact, the term management control of activities that may be uncontrollable or stifled by ...
Austin, C. & Hornberger, K. (2000). Managing information resources: A study of ten healthcare organizations. Journal of Healthcare Management, 45(4), 229-240. Retrieved October 27, 2006 from Ebscohost Database.
Wager, Karen A, Frances W. Lee, and John P. Glaser. Health Care Information Systems: A Practical Approach for Health Care Management. San Francisco: Jossey-Bass, 2013. Internet resource.
The arrangement of the building blocks is divided into an inner and outer cycle. The outer cycle contains the classic elements of management theory, knowledge goals and knowledge evaluation. These building blocks determine which goals the company wants to achieve and how achievement is measured and evaluated. The inner cycle describes how the company, starting from the knowledge goals, manages to create and save rele-vant knowledge for usage. These building blocks are the knowledge management activi-ties knowledge identification, knowledge acquisition, knowledge development, knowledge distribution / sharing, knowledge utilization and knowledge retention. The building blocks are related to each other and before a measure in one building block is implemented the influences on the other buildings blocks should be considered.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.