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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

SRN ADARSH COLLEGE

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,

increments in salary are decided.

http://www.whatishumanresource.com/human-resource-planning

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http://www.whatishumanresource.com/performance-appraisal

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http://www.whatishumanresource.com/induction-of-employee

http://www.whatishumanresource.com/pre-employment-tests

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Compensation planning and remuneration: - There are various rules regarding

compensation and other benefits. It is the job of the Human Resource department to look

into remuneration and compensation planning.

Motivation, welfare, health and safety: - Motivation becomes important to sustain the

number of employees in the company. It is the job of the Human Resource department to

look into the different methods of motivation. Apart from this certain health and safety

regulations have to be followed for the benefits of the employees. This is also handled by

the HR department.

Industrial relations: - Another important area of Human Resource Management is

maintaining co-ordinal relations with the union members. This will help the organization

to prevent strikes lockouts and ensure smooth working in the company.

Roles of HR manager

1 reactive role: largely, HR managers play a reactive role. They tend to do what they are

asked to do. Thus, they may comply with requests for services or advice.

2 business partner role: as a business partner, they may integrate their activities with top

management and identify business opportunities.

3 strategist’s role: in this context, they may deal with basic long-term issues relating to

the development of people and the employment relationship.

5 innovation role: attempt may be made to introduce innovative processes and procedures

which can enhance organizational performance.

6 internal consultancy role: in this role, the HR managers work as external management

consultants to analyze problems, diagnose issues and suggest solutions.

7 monitoring role: in this context, they are required to ensure that the procedures and

policies are implemented consistently.

http://www.whatishumanresource.com/compensation-management

http://www.whatishumanresource.com/employee-motivation-introduction

http://www.whatishumanresource.com/healthy--safety

http://www.whatishumanresource.com/employee-benefits-introduction

http://www.whatishumanresource.com/strikes

http://www.whatishumanresource.com/lockouts

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http://www.whatishumanresource.com/employee-motivation-introduction

http://www.whatishumanresource.com/compensation-management




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MEANING OF KNOWLEDGE MANAGEMENT

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 pretest, 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.




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OBJECTIVES OF THE STUDY

1. To assess the level of knowledge of staff nurses regarding nursing management of

psychiatric emergency(Pretest)

2. To develop and apply structured teaching programme

3. To assess the posttest level of knowledge of staff nurses regarding nursing management

of psychiatric emergency

4. To evaluate the effectiveness of structured teaching programme

STATEMENT OF THE PROBLEM

―THE IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITAL IN

BANGALORE‖

They should have more practical knowledge to treat patience

They should study more books to accrue new knowledge

They should come across how this knowledge helps patience and in what way

It helps to treat patients in good manner and it cure them

This helps to solve future problems

METHODOLOGY

Methodology helps researcher to project a blue print of research undertaken. This

includes a series of steps from problem identification to the data collection.

SAMPLING SIZE

The sample of the study will consist of 30 staff nurses who are working in selected

hospitals in Bangalore.




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SAMPLING TECHNIQUE

The proposed sampling technique adopted for the present study is simple

Non-probability sampling technique

SCOPE OF THE STUDY

Psychiatric emergencies such as acute psychomotor agitation or suicidal often arise in

non-psychiatric settings such as general hospitals, emergency services, or doctors' offices

and give rise to stress for all persons involved. They may be life-threatening and must

therefore be treated at once.

According the latest report of National Crime Records Bureau (NCRB) in every four

minute, one person takes his or her life in India and one in each three of victims is a

youth below the age of 30 years, According to the Accidental Deaths and Suicides 2009

released recently, 68.7%of total of 1, 27,151 people who committed suicide across the

country in 2009 were in the age group of 15-44 years. Karnataka the percentage of

suicidal death was 14.9%

The prevalence rate of psychiatric emergencies in non-psychiatric institutions such as

general hospitals and general medical practices has been estimated at anywhere from

10% to 60%.

It follows from the above that all physicians need basic knowledge of the diagnostic and

therapeutic steps to be taken in psychiatric emergencies. The same conclusion can be

drawn from a number of studies in which it was found that as many as 60% of mental

disturbances presenting to medical attention in primarily non-psychiatric facilities and

hospitals are neither correctly diagnosed nor properly treated.

LIMITATIONS OF THE STUDY

Study is limited to staff nurses who are present at the time of data collection.

The study is limited to staff nurses who are willing to participate in the study




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INDUSTRY PROFILE

Health care (or healthcare) is the diagnosis, treatment, and prevention of disease, illness,

injury, and other physical and mental impairments in humans. Health care is delivered by

practitioners in medicine, optometry, dentistry, nursing, pharmacy, allied health, and

other care providers. It refers to the work done in providing primary care, secondary care

and tertiary care, as well as in public health.

Access to health care varies across countries, groups and individuals, largely influenced

by social and economic conditions as well as the health policies in place. Countries and

jurisdictions have different policies and plans in relation to the personal and population-

based health care goals within their societies. Health care systems are organizations

established to meet the health needs of target populations. Their exact configuration

varies from country to country. In some countries and jurisdictions, health care planning

is distributed among market participants, whereas in others planning is made more

centrally among governments or other coordinating bodies. In all cases, according to the

World Health Organization (WHO), a well-functioning health care system requires a

robust financing mechanism; a well-trained and adequately-paid workforce; reliable

information on which to base decisions and policies; and well maintained facilities and

logistics to deliver quality medicines and technologies.

Health care can form a significant part of a country's economy. In 2008, the health care

industry consumed an average of 9.0 percent of the gross domestic product (GDP) across

the most developed OECD countries. The United States (16.0%), France (11.2%), and

Switzerland (10.7%) were the top three spenders.

Health care is conventionally regarded as an important determinant in promoting the

general health and well-being of people around the world. An example of this is the

worldwide eradication of smallpox in 1980 — declared by the WHO as the first disease in

human history to be completely eliminated by deliberate health care interventions.

The delivery of modern health care depends on groups of trained professionals and

paraprofessionals coming together as interdisciplinary teams. This includes professionals

in medicine, nursing, dentistry and allied health, plus many others such as public health

practitioners, community health workers and assistive personnel, who systematically




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provide personal and population-based preventive, curative and rehabilitative care

services.

While the definitions of the various types of health care vary depending on the different

cultural, political, organizational and disciplinary perspectives, there appears to be some

consensus that primary care constitutes the first element of a continuing health care

process, that may also include the provision of secondary and tertiary levels of care.

Healthcare can be defined as either public or private.

Primary care

Primary care is the term for the health care services which play a role in the local

community. It refers to the work of health care professionals who act as a first point of

consultation for all patients within the health care system. Such a professional would

usually be a primary care physician, such as a general practitioner or family physician, or

a non-physician primary care provider, such as a physician assistant or nurse practitioner.

Depending on the locality, health system organization, and sometimes at the patient's

discretion, they may see another health care professional first, such as a pharmacist, a

nurse (such as in the United Kingdom), a clinical officer (such as in parts of Africa), or

an Ayurveda or other traditional medicine professional (such as in parts of Asia).

Depending on the nature of the health condition, patients may then be referred for

secondary or tertiary care. In the United States, the National Health Interview Survey has

been conducted since 1957 to estimate the health and the health behaviors of the

population. In 2013, a study of 142,377 Midwest patients found that skin disorders

(42.7%), osteoarthritis and joint disorders (33.6%), back problems (23.9%), disorders of

lipid metabolism (22.4%), and upper respiratory tract disease (22.1%, excluding asthma)

were the most common health issues.

Primary care involves the widest scope of health care, including all ages of patients,

patients of all socioeconomic and geographic origins, patients seeking to maintain

optimal health, and patients with all manner of acute and chronic physical, mental and

social health issues, including multiple chronic diseases. Consequently, a primary care

practitioner must possess a wide breadth of knowledge in many areas. Continuity is a key

characteristic of primary care, as patients usually prefer to consult the same practitioner

for routine check-ups and preventive care, health education, and every time they require




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an initial consultation about a new health problem. The International Classification of

Primary Care (ICPC) is a standardized tool for understanding and analyzing information

on interventions in primary care by the reason for the patient visit.

Common chronic illnesses usually treated in primary care may include, for example:

hypertension, diabetes, asthma, COPD, depression and anxiety, back pain, arthritis or

thyroid dysfunction. Primary care also includes many basic maternal and child health

care services, such as family planning services and vaccinations.

In context of global population aging, with increasing numbers of older adults at greater

risk of chronic non-communicable diseases, rapidly increasing demand for primary care

services is expected around the world, in both developed and developing countries.

[10][11] The World Health Organization attributes the provision of essential primary care

as an integral component of an inclusive primary health care strategy.

Secondary Care

Secondary care is the health care services provided by medical specialists and other

health professionals who generally do not have first contact with patients, for example,

cardiologists, urologists and dermatologists.

It includes acute care: necessary treatment for a short period of time for a brief but

serious illness, injury or other health condition, such as in a hospital emergency

department. It also includes skilled attendance during childbirth, intensive care, and

medical imaging services.

The "secondary care" is sometimes used synonymously with "hospital care". However

many secondary care providers do not necessarily work in hospitals, such as psychiatrists,

clinical psychologists, occupational therapists or physiotherapists, and some primary care

services are delivered within hospitals. Depending on the organization and policies of the

national health system, patients may be required to see a primary care provider for a

referral before they can access secondary care.

For example in the United States, which operates under a mixed market health care

system, some physicians might voluntarily limit their practice to secondary care by

requiring patients to see a primary care provider first, or this restriction may be imposed

under the terms of the payment agreements in private/group health insurance plans. In




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other cases medical specialists may see patients without a referral, and patients may

decide whether self-referral is preferred.

In the United Kingdom and Canada, patient self-referral to a medical specialist for

secondary care is rare as prior referral from another physician (either a primary care

physician or another specialist) is considered necessary, regardless of whether the

funding is from private insurance schemes or national health insurance.

Allied health professionals, such as physical therapists, respiratory therapists,

occupational therapists, speech therapists, and dietitians, also generally work in

secondary care, accessed through either patient self-referral or through physician referral.

Tertiary care is specialized consultative health care, usually for inpatients and on referral

from a primary or secondary health professional, in a facility that has personnel and

facilities for advanced medical investigation and treatment, such as a tertiary referral

hospital.

Examples of tertiary care services are cancer management, neurosurgery, cardiac surgery,

plastic surgery, treatment for severe burns, advanced neonatology services, palliative, and

other complex medical and surgical interventions.

Quaternary care

The term quaternary care is also used sometimes as an extension of tertiary care in

reference to medicine of advanced levels which are highly specialized and not widely

accessed. Experimental medicine and some types of uncommon diagnostic or surgical

procedures are considered quaternary care. These services are usually only offered in a

limited number of regional or national health care centers. This term is more prevalent in

the United Kingdom, but just as applicable in the United States. It can be thought as a

hospital where virtually any procedure is available whereas there may not be sub-

specialist with that training at a given tertiary care hospital.

Home and community care

Many types of health care interventions are delivered outside of health facilities. They

include many interventions of public health interest, such as food safety surveillance,

distribution of condoms and needle-exchange programmers for the prevention of

transmissible diseases.




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They also include the services of professionals in residential and community settings in

support of self-care, home care, long-term care, assisted living, and treatment for

substance use disorders and other types of health and social care services.

Community rehabilitation services can assist with mobility and independence after loss of

limbs or loss of function. This can include prosthesis, orthotics or wheelchairs.

Many countries, especially in the west are dealing with aging populations, and one of the

priorities of the health care system is to help seniors live full, independent lives in the

comfort of their own homes. There is an entire section of health care geared to providing

seniors with help in day to day activities at home, transporting them to doctor’s

appointments, and many other activities that are so essential for their health and well-

being.

With obesity in children rapidly becoming a major concern, health services often set up

programs in schools aimed at educating children in good eating habits; making physical

education compulsory in school; and teaching young adolescents to have positive self-

image.

Health care industry

The health care industry incorporates several sectors that are dedicated to providing

health care services and products. As a basic framework for defining the sector, the

United Nations' International Standard Industrial Classification categorizes health care as

generally consisting of hospital activities, medical and dental practice activities, and

"other human health activities". The last class involves activities of, or under the

supervision of, nurses, midwives, physiotherapists, scientific or diagnostic laboratories,

pathology clinics, residential health facilities, or other allied health professions, e.g. in the

field of optometry, hydrotherapy, medical massage, yoga therapy, music therapy,

occupational therapy, speech therapy, chiropody, homeopathy, chiropractic’s,

acupuncture, etc.

In addition, according to industry and market classifications, such as the Global Industry

Classification Standard and the Industry Classification Benchmark, health care includes

many categories of medical equipment, instruments and services as well as




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biotechnology, diagnostic laboratories and substances, and drug manufacturing and

delivery.

For example, pharmaceuticals and other medical devices are the leading high technology

exports of Europe and the United States. The United States dominates the

biopharmaceutical field, accounting for three-quarters of the world’s biotechnology

revenues.

Health care research

The quantity and quality of many health care interventions are improved through the

results of science, such as advanced through the medical model of health which focuses

on the eradication of illness through diagnosis and effective treatment. Many important

advances have been made through health research, including biomedical research and

pharmaceutical research. They form the basis of evidence-based medicine and evidence-

based practice in health care delivery.

For example, in terms of pharmaceutical research and development spending, Europe

spends a little less than the United States (€22.50bn compared to €27.05bn in 2006). The

United States accounts for 80% of the world's research and development spending in

biotechnology.

In addition, the results of health services research can lead to greater efficiency and

equitable delivery of health care interventions, as advanced through the social model of

health and disability, which emphasizes the societal changes that can be made to make

population healthier. Results from health services research often form the basis of

evidence-based policy in health care systems. Health services research is also aided by

initiatives in the field of AI for the development of systems of health assessment that are

clinically useful, timely, sensitive to change, culturally sensitive, low burden, low cost,

involving for the patient and built into standard procedures.




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Health care financing

There are generally five primary methods of funding health care systems:

1. General taxation to the state, county or municipality

2. Social health insurance

3. Voluntary or private health insurance

4. Out-of-pocket payments

5. Donations to health charities

In most countries, the financing of health care services features a mix of all five models,

but the exact distribution varies across countries and over time within countries. In all

countries and jurisdictions, there are many topics in the politics and evidence that can

influence the decision of a government, private sector business or other group to adopt a

specific health policy regarding the financing structure.

For example, social health insurance is where a nation's entire population is eligible for

health care coverage and this coverage and the services provided are regulated. In almost

every jurisdiction with a government-funded health care system, a parallel private, and

usually for-profit, system is allowed to operate. This is sometimes referred to as two-tier

health care or universal health care.

Health care administration and regulation

The management and administration of health care is another sector vital to the delivery

of health care services. In particular, the practice of health professionals and operation of

health care institutions is typically regulated by national or state/provincial authorities

through appropriate regulatory bodies for purposes of quality assurance. Most countries

have credentialing staff in regulatory boards or health departments who document the

certification or licensing of health workers and their work history.




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Health information technology

Health information technology (HIT) is ―the application of information processing

involving both computer hardware and software that deals with the storage, retrieval,

sharing, and use of health care information, data, and knowledge for communication and

decision making‖ (Brailer, & Thompson, 2004). Technology is a broad concept that deals

with a species' usage and knowledge of tools and crafts, and how it affects a species'

ability to control and adapt to its environment. However, a strict definition is elusive;

"technology" can refer to material objects of use to humanity, such as machines,

hardware or utensils, but can also encompass broader themes, including systems, methods

of organization, and techniques. For HIT, technology represents computers and

communications attributes that can be networked to build systems for moving health

information.




SRN ADARSH COLLEGE

COMPANY PROFILE

THE VENLAKH HOSPITAL-“HEALTH AND HAPPINESS

THE VENLAKH HOSPITAL is a well-established multi-specialty hospital atchamarajpet, Bangalore. Serving the community by providing medical services in

emergencies and otherwise to the general public. It is promoted by professionals

rendering health care service for over 45 years. It is a unit of gaekwad medical associates

private limited. The hospital was founded by Dr B shivaji Rao in the year 1992. It is fully

renovated modern hospital which provides services at affordable costs.

The venlakh hospital offers service in all specialty and super specialty services with their

faculty of doctors being a blend of high qualification and experience with a good

professional standing. The hospital has all the required equipment’s, infrastructures and

Para medical staff to provide efficient patient care. They are also conducting free camps

and scientific activities on a regular basis like diabetic, osteoarthritis, prostate, well

women etc., and patient educative programs.

Apart from routine work, the hospital regularity runs maternity and gynecology clinic,

diabetic clinic, accident & trauma care, bones & joint replacement surgeries, cancer care

& is recognized to carryout family planning operation by the appropriate governmental

authority.

The hospital is recognized by varies insurance companies through their TPA’s like TTK

Health care services pvt ltd., media assist India pvt ltd., MD India, star health, ICICI

prudential etc., for cashless hospitalization.

The hospital is centrally located and is recognized by various private and public sector

organization such as BWSSB, BHEL, BEL, KPC, MEI, amruth distilleries, jagadale

group of industries and shell solar(India) pvt ltd.

The venlakh hospital has facilities like a full-fledged I.C.C.U (Intensive care unit) with

latest monitors and ventilators. They undertake major surgeries like thoracic, oncology,

head & neck surgery, plastic and re-constructive surgery, orthopedic and joint




SRN ADARSH COLLEGE

replacement surgery with c-arm facility, maternity and gynecology with neonatal care.

The hospital is visited by highly qualified doctors and other professionals who are

nationally recognized. Special knee re-placement surgery is carried on regularly.Other

services such as physiotherapy and rehabilitation are also provided. There is special

section for nephrology and hemo dialysis. They also take up medico legal cases.

The hospital has an attached laboratory which is highly equipped. Along with pharmacy

and 24/7 ambulance service is also available. A specialized x-ray and scanning services

are also present. 24 hours emergency services are available.

At present it has an accommodation of 45 beds in general wards, semi private, private,

and deluxe category with each room being self-contained with attached bath and other

amenities. They intend to add some more beds and equipment’s and expands the service

very shortly.The hospital is carrying out regular medical checkups for staff and

employees of varies organizations. Their packages are tailor made as per the organization

requirement.

The main motive of the hospital is to provide quality and compassionate health care at

affordable prices.

VISION:

To deliver a high quality excellent health care service at an affordable costTo provide

compassionate patient care, and cater to all strata of society We are dedicated to

improving the health and happiness of the community.

MISSION:

We are dedicated to improving the health of the society. We will accomplish this through

cooperation with other service providers, to provide quality healthcare that is integrated,

accessible, affordable and appropriate to the community’s needs. We value and

recognized the contribution of every staff and foster a culture of innovation and lifelong

learning.




SRN ADARSH COLLEGE

FOUNDER OF THE VENLAKH HOSPITAL

Dr B. Shivaji Rao- chairman

Dr B. Shivaji rao is a qualified M.B.B.S doctor from Mysore medical college of

1950(silver jubilee) year Bach. He has served in the government and many other medical

college hospitals and also practiced as a family physician for over 40 years. At the start of

his career he taught as a professor at Bangalore medical college.

He is the first person to start a blood bank in the start of Karnataka. He served in

Karnataka medical service for 10 years as transfusion officer and there on started blood

transfusion & resuscitation service in private for nearly 40 years to provide safe blood to

the needy patients by motivating and mobilizing voluntary blood donation from thegeneral public.

He established The venlakh hospital in the year 1992. He is a member of the Indian

medical association and member of the Indian association of blood bank, new Delhi. He

is a highly respected person in the society and has a number of satisfied clients and

patients.

Dr Madan.S. Gaekwad-director

Dr Madan .S.Gaekwad has done M.D in pathology and has served in M.S Ramaiha

medical college in the department of pathology. He has got a foreign exposure. He is also

associated with corporate hospital like sagar hospital as its vice president. He is also the

senior vice president of PHANA (private hospital and nursing homes association).

Mr Naresh.S. Gaekwad-Director

Mr Naresh.S.Garekwad is a commerce graduate and has done his L.L.B. he is well

experienced in financial and administrate matters and takes care of the finance

department. He also runs a C&F Agency for the state of Karnataka. He is an active

member of the art of living foundation. He is a management committee member of sir sri

Shankar vidhyamandir school.




SRN ADARSH COLLEGE

MEDICAL AND CONCULTANCY

1. Gynecology & obstetrics

2. general medicine & respiratory medicine

3. general surgery

4. rheumatology & joint replacement

5. Orthopedics

6. pulmonology

7. Ophthalmology

8. Gastroenterology

9. Neurology& neurosurgery

10. pediatrics & child care

11. urology

12. nephrology

13. plastic and reconstructive surgery

14. psychiatry

15. dermatology

16. dental care

17. E.N.T

18. pathology

19. oncology(cancer care)

20. trauma and accident care

21. outpatient & 24/7 emergency service




SRN ADARSH COLLEGE

OTHER FACILITIES AVALIABLE ARE:

Pharmacy

ICU

Diagnosticlaboratories

X-Ray & portable X-Ray unit

Ultra sound scanning

2D Echo Doppler

Physiotherapy

24/7 Hemo dialysis services

E.C.G &Treadmill test

MAJOR SURGERIES CARRIED OUT:

1. Thoracic surgery

2. Head and neck surgery

3. Plastic and reconstructive surgeries

4. Orthopedic and joint replacement surgeries

5. Knee- replacement surgery

6. Laparoscopicsurgeries

7. Micro vascular surgeries

8. Oncology

PACKAGES PROVIDED:

preventive health check up

Master health check up

Corporate health check up

Basic health check up

Well women check up

Comprehensive kidney check up

Diabetic care profile

Antenatal profile




SRN ADARSH COLLEGE

KIMS HOSPITAL

The KIMS Hospital was established in the year 1990 and is located in the heart of

Bangalore city and in close proximity to the City Market. It is a multi-specialty hospital

having 810 beds and offering services ranging from Medicine, Surgery, Obstetrics &

Gynecology, Pediatrics, Orthopedics, Dermatology, ENT, Ophthalmology, Preventive

Medicine, Forensic Post-mortem facility and Pathology, Microbiology, Biochemistry

investigational facilities. It fulfills the requirements of the Medical Council of India with

respect to MBBS and Postgraduate courses.

The Eastern Block on the Ground floor houses the Casualty Complex and the offices of

the Medical Superintendent and Administrative Medical Officer as well as the chambers

of the Senior Faculty and Duty Doctors’ rooms. The 1st Floor houses Medicine Wards,

the 2nd floor has Surgical and Orthopedic wards. The 3rd floor has Obstetric and

Gynecologic Wards, also well-equipped Operation Theater and Labour Rooms. The 4th

floor comprises of the Operation Theater Complex, CCU and 5th floor has Pediatric

wards with Neonatal Intensive Care Unit (NICU) and PICU Pediatric Intensive Care

Unit.

The Western Block houses the Out Patient department on the Ground Floor; Resident

Quarters (Male) & Dialysis Unit on the 1st Floor; Special Wards on the 2nd, 4th & 5th

Floors; Resident Quarters (Female) on the 3rd Floor; Lecture Halls, Hospital Library &

Internet Centre on the 6th Floor. The cellar has parking facilities reserved for Doctors.

Super-Specialty services include Cardiology, Gastro-entomology, Neurology and

Endocrinology, Pediatric Surgery, Plastic Surgery, Nero-surgery, Urology and Vascular

surgery. A 24 hr Pharmacy, Blood Bank, CT and MRI facilities are available. A full-

fledged Canteen and KIMS co-operative society are located in the hospital.

The Vokkaligara Sangha which manages this Hospital is represented by the Chairman,

Hospital Committee. The day to day administration is looked after by the Medical

Director, Medical Superintendent and the Administrative Medical Officer.




SRN ADARSH COLLEGE

KIMS Hospital's Summary

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

Secunderabad and Hyderabad.




SRN ADARSH COLLEGE

The hospital has been established with international standards using cutting edge

technology and is managed by a group of highly qualified Doctors and Health Care

Professionals.

Kempegowda Institute of Medical Sciences (KIMS), Bangalore was established in the

year 1980 by the Vokkaligara Sangha and is affiliated to the Rajiv Gandhi University of

Health Sciences, Bangalore, and Karnataka.

KIMS is recognized by Medical Council of India (MCI) permanently for running MBBS

Course since 1980-81 and also running Post-graduate degree/diploma courses in various

disciplines since 1991-92.




SRN ADARSH COLLEGE

1. How many patients have you handled in years of your service?

Sl.

No.

Nor of

Patientshandled

No. of

respondents

Percentage

1 10-50 0 0%

2 50-100 5 10%

3 Above 100 10 20%

4 Above 500 35 70%




SRN ADARSH COLLEGE

Interpretation:

As per the above table 10% doctors handled 50-100, 20% doctors above 100 and

remaining above 500 is 70%.

Analysis:

As per the above data majority 70% doctors handled patients above 500 in years of

service.




SRN ADARSH COLLEGE

2. Do you have knowledge management systems or knowledge enabler

implemented in your hospital?

Sl.

No.

Particulars No. of

respondents

Percentage

1 Yes 44 88%

2 No 6 12%




SRN ADARSH COLLEGE

Interpretation:

As per the above table 88% of the hospitals use knowledge management systems in

hospital and remaining 12% does not implement knowledge management.

Analysis:

As per the above data majority 88% of them implement knowledge management system

in the hospital




SRN ADARSH COLLEGE

3. As an organization, how much does your hospital spend on information technology

infrastructure?

Sl.

No.

Total

Expenditure

No. of

respondents

Percentage

1 1-5 Cr 0 0%

2 5-10 Cr 16 32%

3 Above 15 Cr 10 20%

4 Above 20 Cr 24 48%




SRN ADARSH COLLEGE

Interpretation:

As per the above table 32% of the hospitals spend 5-10 cr on IT infrastructure, 32%

spend above 15 cr and remaining 48% above 20 cr.

Analysis:

As per the above data 48% spend above 20 cr on IT infrastructure in the hospital.




SRN ADARSH COLLEGE

4. Have you worked on automated systems to perform surgery?

72%

28%

Percentage

Yes

No

Sl.

No.

Particulars No. of

respondents

Percentage

1 Yes 36 72%

2 No 14 28%




SRN ADARSH COLLEGE

Interpretation:

As per the above table 72% of the doctors worked on automated systems to perform

surgery and remaining 28% of them are not worked on automation.

Analysis:

As per the above data majority 72% of them are worked on automated system to perform

surgery. They are strongly implementing knowledge management.




SRN ADARSH COLLEGE

4. Does the usage of stored documentation help in decision making during diagnostics?

Sl.

No.

Particulars No. of

respondents

Percentage

1 Always 12 24%

2 Frequently 34 68%

3 Never 4 8%

4 Not

applicable

0 0%




SRN ADARSH COLLEGE

Interpretation:

As per the above table 24% of the doctors always store documentation which helps in

decision making during diagnostics, 68% frequently store, 8% never use.

Analysis:

As per the above data majority of them frequently use store documentation which helps

in decision making during diagnostics.




SRN ADARSH COLLEGE

6. How do you report critical incidents in your hospitals?

Sl.

No.

Mode of

recording

No. of

respondents

Percentage

1 Using systems

to record

incidents

12 24%

2 Create

separate log

books

18 36%

3 Have separate

committee to

record

20 40%

4 Mutual entry 4 8%




SRN ADARSH COLLEGE

Interpretation:

As per the above table 24% of the hospitals use system to record incidents, 36% create

separate committee to record and remaining 8% use mutual entry.

Analysis:

As per the above data majority of them have separate committee to record critical

incidents to report




SRN ADARSH COLLEGE

7. Are there any Customer relationship management systems which maintains track

record of your patients?

Sl.

No.

Particulars No. of

respondents

Percentage

1 Yes 26 52%

2 No 24 48%




SRN ADARSH COLLEGE

Interpretation:

As per the above table 52% of the doctors maintain customer relationship track record of patients

and remaining 48% of the doctors does not maintain relationship.

Analysis:

As per the above data 52% of the doctors maintain a strong relationship among patients.




SRN ADARSH COLLEGE

8. How many people work under you?

Sl.

No.

Particulars No. of

respondents

Percentage

1 1-5 14 28%

2 5-10 12 24%

3 Above 10 24 48%

4 Nil 0 0%

28%

24%

48%

0%

Percentage

5-Jan

10-May

Above 10

Nil




SRN ADARSH COLLEGE

Interpretation:

As per the above table 1-5 28% people work under doctors 5-10 24% of them work and

remaining above 10 48% works.

Analysis:

As per the above data 48% of the doctors have above 10 people working under them.




SRN ADARSH COLLEGE

9. What is the training frequency for all doctors given by your hospital using knowledge

management systems or artificial intelligence?

Sl.

No.

Frequency

of training

No. of

respondents

Percentage

1 Monthly

once

6 12%

2 Every quarter 12 24%

3 Half yearly 15 30%

4 Once in a

year

12 24%

12%

24%

30%

24%

Percentage

Monthly once

Every quarter

Half yearly

Once in a year




SRN ADARSH COLLEGE

Interpretation:

As per the above table 12% hospitals training frequency is monthly once, 24% every

quarter, 30% half yearly, and 24% once in a year.

Analysis:

From the above data majority 30% of the hospitals frequency of the training for all the

doctors is half yearly.




SRN ADARSH COLLEGE

10. Have you worked on the feedback collected by the system regarding patients?

Sl.

No.

Particulars No. of

respondents

Percentage

1 Yes 36 72%

2 No 14 28%

72%

28%

Percentage

Yes

No




SRN ADARSH COLLEGE

Interpretation:

As the above data 72% of the patient’s feedback is collected by the system and remaining

28% does not use any automation.

Analysis:

As per the above data 72% of the doctors worked on the feedback collected by the system

regarding patients they are strongly implementing the knowledge management.




SRN ADARSH COLLEGE

11. What challenges do you face using the system?

Sl.

No.

challenges No. of

respondents

Percentage

1 Usage 26 52%

2 Understanding 6 12%

3 Too many

applications

18 36%

4 Guide lines

and rules

0 0%

52%

12%

36%

0%Percentage

Usage

Understanding

Too many

applications




SRN ADARSH COLLEGE

Interpretation:

As per the above table 52% face challenge usage of system, 12% understanding, 36% too

many applications

Analysis:

As per the above data 52% of the doctors face challenges like usage while using the

system.




SRN ADARSH COLLEGE

12. How often you have you been updated on recent medical changes especially on the

technology front?

Sl.No.

Particulars No. of respondents

Percentage

1 Regularly 25 50%

2 Only on

conferences

6 12%

3 Got own

regular

update

sessions

18 36%

4 Never 6 12%

50%

12%

36%

12%

Percentage

Regularly

Only on

conferences

Got own regular

update sessions

Never




SRN ADARSH COLLEGE

Interpretation:

As per the above table 50% of the hospitals updated on recent medical changes, 12% only

on conferences, 36% got own regular update sessions and remaining 12% never update

the changes.

Analysis:

As per the above data half of the hospitals updated on recent medical changes especially

on the technology front




SRN ADARSH COLLEGE

13. What kind of software packages does your hospital use?

Sl.

No.

software

package

No. of

respondents

Percentage

1 Graphical

user interface

4 8%

2 Smart screens 8 16%

3 Automated

solutions

20 40%

4 SAP enabled 18 32%




SRN ADARSH COLLEGE

Interpretation:

As per the above table 8% of the hospital use interface, 16% smart screens, 40%

automated solutions and remaining 32% SAP enabled.

Analysis:

As per the above data majority of them use automated solutions packages in the hospital.




SRN ADARSH COLLEGE

14. Have you been personally trained on knowledge management systems?

Sl.

No.

Particulars No. of

respondents

Percentage

1 Yes 6 12%

2 No 44 88%

12%

88%

Percentage

Yes

No




SRN ADARSH COLLEGE

Interpretation:

As per the above table 12% of the doctors personally trained on the knowledge

management system and remaining 88% of them are not personally trained regarding

knowledge management.

Analysis:

As per the above data majority of them are not been personally trained on knowledge

management system.




SRN ADARSH COLLEGE

15. Have you tried to use the knowledge management systems in counseling your patients

and for further medical research?

Sl.

No.

Particulars No. of

respondents

Percentage

1 Yes 46 92%

2 No 4 8%




SRN ADARSH COLLEGE

Interpretation:

As per the above table 8% of the doctors tried to use knowledge management system in

counseling patients and for further medical research remaining 92% of them does not use.

Analysis:

As per the above data majority 92% of them does not use knowledge management system

in counseling your patients and for further medical research.




SRN ADARSH COLLEGE

16. Does your hospital give you freedom towards suggesting and handling of new

software systems?

Sl.

No.

Particulars No. of

respondents

Percentage

1 Yes 38 76%

2 No 12 24%

76%

24%

Percentage

Yes

No




SRN ADARSH COLLEGE

Interpretation:

As per the above table 76% of the hospitals have freedom to implement new software

system and remaining 24% does not have freedom.

Analysis:

As per the above data majority of the hospitals have freedom towards suggesting and

handling of new software system




SRN ADARSH COLLEGE

17. What are the methods do you use to handle exceptional errors?

Sl.

No.

Methods No. of

respondents

Percentage

1 Log incident

report

2 4%

2 Report to

seniors

12 24%

3 Use

automated

systems

17 34%

4 Leave it to

the hospital

management

19 38%




SRN ADARSH COLLEGE

Interpretation:

As per the above table 4% of the doctors use log incident report method, 24% report to

seniors, 34% use automated system and remaining 38% leave it to the hospital

management.

Analysis:

As per the above data 38% of the doctors leave it to the hospital management methods to

handle exceptional errors.




SRN ADARSH COLLEGE

18. Name the software service provider to your organization

Sl.

No.

Software

provider

No. of

respondents

Percentage

1 SAP 32 64%

2 HCL 14 28%

3 SEIMENS 0 0%

4 GE 20 40%

5 Others 0 0%




SRN ADARSH COLLEGE

Interpretation:

As per the above table 64% of the hospital software service provider is SAP, 28% HCL

and remaining 40% GE.

Analysis:

As per the above data majority of the hospital software provider is SAP.




SRN ADARSH COLLEGE

FINDINGS:-

1. Majority 88% of the hospitals implement knowledge management system in the

hospitals.

2. 48% of the organization spend on information technology infrastructure

3. Majority 72% of the doctors worked on automated system to perform surgery. Therefore

knowledge management implement in majority hospital.

4. 68% of the doctors frequently use of store documentation help in decision making during

diagnostics.

5. 40% of the hospitals have separate committee to record critical incident report in hospital.

6. 52% of the doctors maintain customer relationship management system which maintains

track record of hospitals.

7. 88% of them are not been personally trained on knowledge management system.

8. Majority 92% of them does not use knowledge management system in counseling your

patients and for further medical research.

9. 76% of the hospitals have freedom towards suggesting and handling of new software

system.

10. 38% of the doctors leave it to the hospital management methods to handle exceptional

errors.




SRN ADARSH COLLEGE

Suggestion:-

The hospital has to have a good feedback system so that it helps in enhancing knowledge

management

The hospital needs to upgrade and implement new technology as per the needs of the

customer.

The hospitals need to keep KMS as a mandatory procedure for training for the doctors.




SRN ADARSH COLLEGE

Conclusion:-

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 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.




SRN ADARSH COLLEGE

I am Akila H S, a student of MBA 4th

semester from SRN Adarsh College doing a

project on “THE IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

IN BANGALORE”. I request your co-operation to fill this questionnaire.

Your details will be kept confident and this information will be used only for the

academic purpose. Kindly co-operate in completing this form.

Questionnaire

Name:

Age:

Name of the Hospital:

Years of service:

Current position held:

Specialization:

Interview questions for doctors

1) How many patients have you handled in years of your service?

a) 10-50

b) 50-100

c) Above 100

d) Above 500

2) What are the key challenges faced in diagnostics?

__________________________________________________________________

3) Do you have knowledge management systems or knowledge enabler implemented in

your hospital?

a) Yes

b) No




SRN ADARSH COLLEGE

4) As an organization, how much does your hospital spend on information technology

infrastructure?

a) 1-5 cr

b) 5-10 cr

c) Above 15 cr

d) Above 20 cr

5) Have you worked on automated systems to perform surgery?

a) Yes

b) No

6) Does the usage of stored documentation help in decision making during diagnostics?

a) Always

b) Frequently

c) Never

d) Not applicable

7) How do you report critical incidents in your hospitals?

a) Using systems to record the incidents

b)

Create separate log booksc) Have separate committee to register these events

d) Manual entry

8) What are the documentation procedures in your hospitals?

________________________________________________________________________

________________________________________________________________________

____________

9) Are there any Customer relationship management systems which maintains track record

of your patients?

a) Yes

b) No




SRN ADARSH COLLEGE

10) How many people work under you?

a) 1-5

b) 5-10

c) Above 10

d) Nil

11) What is the training frequency for all doctors given by your hospital using knowledge

management systems or artificial intelligence?

a) Monthly once

b) Every quarter

c) Half yearly

d) Once in a year

12) Have you worked on the feedback collected by the system regarding patients?

a) Yes

b) No

13) Do you have systems which auto generates medical prescription?

a)

Yes b) No

14) What challenges do you face using the system?

a) Usage

b) Understanding

c) Too many applications

d) Guidelines & rules

15) What kind of system design would you prefer in assisting you in medical diagnosis?

________________________________________________________________________

________________________________________________________________________

____________




SRN ADARSH COLLEGE

16) How often you have you been updated on recent medical changes especially on the

technology front?

a) Regularly

b) Only on conferences

c) We have our own regular update sessions

d) Never

17) Did your patients have any better effect by using robotic assisted surgeries?

a) Yes

b) No

18) Would like to implement different stimulation techniques which would help to redefine

the medical diagnosis?

a) If yes please provide a reason_______________________________________

b) No

19) What kind of software packages does your hospital use?

a)

Graphical user interface b) Smart screens

c) Automated solutions

d) SAP enabled

20) Have you been personally trained on knowledge management systems?

a) Yes

b) No

21) Have you tried to use the knowledge management systems in counseling your patients

and for further medical research?

a) Yes

b) No




SRN ADARSH COLLEGE

22) Does you hospital give you freedom towards suggesting and handling of new software

systems?

a) Yes

b) No

23) What are the methods do you use to handle exceptional errors?

a) Log incident report

b) Report to seniors

c) Use automated systems

d) Leave it to the hospital management

24) Name the software service provider to your organization

a) SAP

b) HCL

c) SEIMENS

d) GE

e) Others

25) Do you advise your juniors to get trained in using Knowledge management systems?

a) Yes

b) No

Your suggestions and advices about KM systems

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

__________________




SRN ADARSH COLLEGE

BIBLIOGRAPHY

Knowledge management- a resource book- A Thohothathri Raman, Excel, 2004

Knowledge management- Elias M. Awad Hasan M. Ghazri, Pearson Education.

Knowledge management- Sudhir Warier, Vikas Publications.

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United States Department of Labor. Employment and Training Administration: Health

care. Retrieved June 24, 2011.

a b c Thomas-MacLean R et al. No cookie-cutter response: conceptualizing primary

health care. Accessed 24 June 2011.

World Health Organization. Definition of Terms. Accessed 24 June 2011.

St Sauver JL, Warner DO, Yawn BP, et al. (January 2013). "Why patients visit their

doctors: assessing the most prevalent conditions in a defined American population".

Mayo Clin. Proc.88 (1): 56 – 67. doi:10.1016/j.mayocp.2012.08.020. PMID 23274019.

World Health Organization. International Classification of Primary Care, Second edition

(ICPC-2). Geneva. Accessed 24 June 2011.

World Health Organization. Aging and life course: Our aging world. Geneva. Accessed

24 June 2011.

Simmons J. Primary Care Needs New Innovations to Meet Growing Demands .Health

Leaders Media, May 27, 2009.

9.Johns Hopkins Medicine. Patient Care: Tertiary Care Definition. Accessed 27 June

2011.

a b Emory University. School of Medicine. Accessed 27 June 2011.

Alberta Rural Physician Action Plan. Levels of Care. Accessed 27 June 2011.

United Nations. International Standard Industrial Classification of All Economic

Activities, Rev.3. New York.

a b c "The Pharmaceutical Industry in Figures" (pdf). European Federation of

Pharmaceutical Industries and Associations. 2007. Retrieved February 15, 2010.




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