Challenge Facing Implementation Of Knowledge Management System

The management team in the healthcare environment has a very important role within their facility. There are ten managerial roles that fall within three categories. The three categories are: interpersonal roles, informational roles, and decisional roles. “A manager’s interpersonal roles involve interactions with people inside and outside the work unit. The information roles involve the giving, receiving, and analyzing of information. The decisional roles involve using information to make decisions, to solve problems, to address opportunities” (Lombardi & Schermerhorn, 2007. P. 13). Interpersonal roles involve interactions with people inside and outside the unit. Informational roles of a health care manager involve giving, receiving, and analyzing information.   Finally, the decisional roles of a health care manger involve using information for decision making, problem solving, and addressing opportunities (Lombardi & Schermerhorn, 2007. P. 13). Of all these different roles, I believe the most important role is the interpersonal role. The

The healthcare sector remains to be one of the major sectors of the economy, and a key part of healthy living for the human population. The main stakeholders in the health sector are the physicians, patients and the top management officials managing activities in and around the health sector. The growth and success of the health sector depends very much on the way all the key stakeholders become satisfied; because it makes them to give their best output and cooperate with the correct laid down procedures which leading the entire health sector. The healthcare sector requires a way to break down communication barriers, in order to enable employees to have a satisfying work experience; while also allowing physicians to practice medicine successfully

the complexity of the healthcare system makes it harder to provide service to the population, also a lack of knowledge about if does not makes the things easier. Healthcare practitioners and leaders require having a strong knowledge about the healthcare system, not understanding the healthcare system will only hurt the population in need. Healthcare practitioners need to understand the complexities of the healthcare system because a lack of knowledge from them will limit the help provided to the patients. Some treatments of procedures that patients require need an immediate response and not understanding how the healthcare system works for each particular patient can complicate the delivery of help. Additionally, since the healthcare system is constantly changing healthcare practitioners need to fully understand the actual system in order to be able to adapt their service to the changes.

As a part of “$1 billion revenues by 2014”, the success of this initiative progrom great depended on the knowledge management function. KM would help in the ideation process and would provide critical IT systems support through Neuron. According to the process of the “5*50” initiative program, the KM function would alter its roles and responsibilities in following fields：

With the focus on these five areas, Governments in each country are creating health systems that aim to provide services that are affordable, equitable and accessible. To achieve a sustainable health system, cooperation and participation of all health care providers is vital. This will work towards WHO’s goal of achieving “better health for all”

Manage a health care organization is not an easy task, the compromise with the community to provide an excellent service and the responsibility of keeping the profitability and viability of the organization makes health care management a complex and every day challenging profession. It require effective practices to avoid the failure of the business.

In relation to this, it can be mentioned that in the contemporary era healthcare organizations and healthcare professionals are usually facing varied new as well as evolving challenges in terms of healthcare requirements, evolving diseases, ageing population related discrepancies and management related issues among others (Beelitz 2015). At the same time, it can be mentioned that healthcare organizations are also witnessing varied challenges in terms of new regulations, financial constraints and establishing efficient best practice related problems.

It has been said that today’s healthcare structure has become fragmented and that there is something not quite right in the planning and delivery of health services. To quote Sweeney and Griffiths (2002) “research has little direct effect on health service policy, organizational change has little effect on service provision, rational priority setting frameworks remain elusive and health economists continue to develop technical solutions that have no impact at the grassroots level.” Even at the administrative level organizations are barely capable of coping from being continuously under siege – resulting in a penchant for process rather than actual outcome indicators. This leads organization managers to present “glossy corporate images that belie problems” of the organization. Part of the problem lies in the nature of healthcare organizations being different from other sectors that have instigated cultural changes. Stakeholders in healthcare organizations “have disparate schemes of values and beliefs” while “physicians’ independent perspective often differs from organizational perspectives” (Lloyd, 2008, p.1).

Healthcare Management gave the understanding of the health system to be a better advocate for the participants. The course gave the understanding of the healthcare system to assist the participants to navigate through the system. The information shared with them will give them the full advantage of their provisions and prepare them for the

The article, (managing change in healthcare), by Rashid Al. Abri to address how changing management interact in the healthcare organization. The research problem being addressed by that it’s a main key concerns in healthcare management that can effect both staff and patients and how to maintain a competitive edge in the healthcare while leading an organization through constant change.

But lets consider information management more closely. With all the vast array of activity taking place in any healthcare organization, with patients or consumers providing a variety of case-sensitive medical information, with sudden changes in the frequency of certain heatlh issues, with changes in budget available for projects in an organization—the ability to manage all of this information more accurately is essential in a healthcare organization. As corralary to this, the strategic manager needs to be trained in the most up to date

Healthcare management is a great, complex, and dynamic field. Like any business, healthcare requires exceptional administration to keeps its operations effective and smooth. Notably, the healthcare field is constantly growing, calling for the expertise of skilled administrators with the capacity to manage hospitals. Since my childhood, I have enjoyed solving problems, helping people, caring about the community and individuals, and having an excellent compensation and growth opportunities.

KM principle two speaks to rewarding knowledge sharing and making knowledge management career-rewarding. This principle relies heavily on leadership investment and commitment to KM, but most leaders do not provide the required emphasis. Unfortunately, KM benefits are not often realized in six-to-twelve months; there are very few immediate “wins” at the battalion and below command level. My observation is that commanders, especially company commanders, are looking for immediate results. They only have one or two OER rating periods to “make their mark”. It is easy to understand why leaders at those levels of

Organisational learning can be seen as the goal of knowledge management and may be obtained by good knowledge management strategies and processes. By motivating the creation, dissemination and application of knowledge, KM initiatives pay off by helping the organization embed knowledge into organisational processes so that it can continuously improve its practices and behaviours and pursue the achievement of its goals.

1 THE KNOWLEDGE ENVIRONMENT– EXTERNAL CONTEXT ...................................................................... 2 HP’s Markets and Competitors ........................................................................................................... 2 INTERNAL KNOWLEDGE CULTURE AND ORGANISATIONAL STRUCTURE ............................................... 3 HP’s Phased Approach to KM ............................................................................................................. 3 Phase 1: Create the Foundation ..................................................................................................... 3 Phase 2 & 3: Build, Launch and Permeate the Environment .......................................................... 3 Organizational Culture ........................................................................................................................ 4 KNOWLEDGE ROLES ................................................................................................................................ 5 Knowledge Leadership ........................................................................................................................ 5 Knowledge Workers ............................................................................................................................ 6 TECHNOLOGY AND KNOWLEDGE SHARING