A Knowledge Management Case Study of London Ambulance Service Computer Aided Despatch System

Finally, the notes and disclosures lacked in presentation and disclosure. Since the financial statements were missing accounts

1) Lack of open communication - Companies hierarchical structure is quite wide and there is a big gap between senior management and base-line workers. There seems to be enough communication between senior and middle management (Marc Fontaine to meet manufacturing director and Redgrove plant director), but there seems to be not so open communication between Middle management and floor level managers (Page was hesitant to talk to Marc). The assumption-observation error is one of the critical errors in communication, and Marc being a newbie might have to establish that trust and open communication channels to better understand the needs to floor workers.

-Lack of evaluation and no review process of service provision. A review process should be put in place and all partners must complete this and evaluations

This portrays illustrates that the company ignored importance of the mission and goals that were currently in effect for of the departments currently in effect, the needs of employees which they are serving, evaluation of each department’s organizational structure, development of staff, and relationships among departments and the recommendations for change that they proposed.

The staff was made complacent by technology and leaned on the technology to hold and reproduce information. They never checked on the validity of the information they were receiving from the system. They also received information from the system in a form that was not easily usable.

Poor communication between management – when the management didn’t communication with their employees it cause then to have low motivation, low loyalty, and high turnover because most of the employees didn’t know what to do or how to do it.

Instability of the management, laying more stress on general leadership experience, and "fitness program" led to inefficiency and low moral/accountability among staff.

The IT folks couldn’t communicate properly with the business about their ideas and strategy that confused the business and made them reject the ideas that were actually worth trying.

The case study of the Memorial Health Systems CPOE implementation illustrates why the IT implementation process needs to be rigorously applied to complex system definition, implementation and maintenance. The lack of role and responsibility definition, followed by the highly dysfunctional performance of the entire executive team serves as a cautionary tale of why rigorous use of IT implementation processes and frameworks are essential. The implementation failed on many levels, with the factors from Chapter 7 of our text (Wager, Lee & Glaser, 2009) providing a framework for evaluating why the organization in the case failed. In addition, the five dominant causes of project failure as defined in Chapter 14 of our text (Wager, Lee & Glaser, 2009) are also very evident in this case.

They also didn’t appear to honor any form of schedule or business ethics because they were charging direct labor time to the project while working on other projects. Functional management appeared to lack leadership and direction across the whole unit.

Challenges faced by HR management when significant staff cutbacks occur and how they should be addressed

The authors do not intend to iIIustrate either effective or ineffective handling of a managerial situation. The authors may have

Low morale among employees in any company eventually leads to decreased profits with other factors of the business decreasing along the way. “And US Airways employees, who have seen their pay cut by more than 20 percent and their health insurance and pension plans shrink, are certainly an unhappy lot” (Claudia H. Deutsch). In order to increase profits, the airline has decreased pay and took away some of the earned vacation. “Company executives say they are taking steps that will improve working conditions and profitability” (Claudia H. Deutsch). Many employees were calling in sick which the company believed would eventually lead to poor customer service.

Major limitation of the project has been the unavailability of current data, of the contributors to

The greatest levels of credibility in the context of computerized management systems revolve around saving lives of patients and speeding up their recovery process. Studies of the effectiveness of computerized management systems illustrate that small increases in accuracy and stability of data on patient