Akila Report

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS
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 information that 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 and learning. 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.
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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 strategists 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.
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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 collaboration 4. 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 problemsolving 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

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 neverending. 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 employees 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 organizations 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 problembased 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 psychiatric 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 nurse to 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 structured 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 calculations suggest 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

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 populationbased 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 1980declared 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

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

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 subspecialist 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 doctors appointments, and many other activities that are so essential for their health and wellbeing. 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 selfimage.
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, chiropractics,
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 worlds 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 evidencebased 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.
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COMPANY PROFILE THE VENLAKH HOSPITAL-HEALTH AND HAPPINESS
THE VENLAKH HOSPITAL is a well-established multi-specialty hospital at chamarajpet, 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 equipments, 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 TPAs 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

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 equipments 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 communitys needs. We value and recognized the contribution of every staff and foster a culture of innovation and lifelong learning.
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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 the general 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.
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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
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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

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 fullfledged 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
Page 25
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 encompass all 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, MultiSpecialty Hospital, located centrally on a sprawling campus at Minister Road, between Secunderabad and Hyderabad.

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
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1. How many patients have you handled in years of your service?
Sl. No.
Nor Patients handled
of
No.
of
Percentage
respondents
1 2 3 4
10-50 50-100 Above 100 Above 500
0 5 10
0% 10% 20% 70%
35
SRN ADARSH COLLEGE
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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
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2. Do you have knowledge management systems or knowledge enabler implemented in your hospital?
Sl. No. 1 2 Yes No Particulars No. of Percentage
respondents 44 6 88% 12%
SRN ADARSH COLLEGE
Page 30

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
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3. As an organization, how much does your hospital spend on information technology infrastructure?
Sl. No. 1 2 3 4 Total Expenditure 1-5 Cr 5-10 Cr Above 15 Cr Above 20 Cr No. of Percentage
respondents 0 16 0% 32% 20% 48%
10
24
SRN ADARSH COLLEGE
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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
Page 33

4. Have you worked on automated systems to perform surgery?
Sl. No. 1 2
Particulars
No.
of
Percentage
respondents Yes No 36 72% 28%
14
Percentage
28% Yes No
72%
SRN ADARSH COLLEGE
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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
Page 35

4. Does the usage of stored documentation help in decision making during diagnostics?
Sl. No. 1 2 3 4 Always Frequently Never Not applicable Particulars No. of Percentage
respondents 12 34 4 0 24% 68% 8% 0%
SRN ADARSH COLLEGE
Page 36
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
Page 37

6. How do you report critical incidents in your hospitals?
Sl. No. 1 Mode recording Using systems to record of No. of Percentage
respondents 12 24%
incidents 2 Create separate books 3 Have separate committee to record 4 Mutual entry 4 8% 20 40% log 18 36%
SRN ADARSH COLLEGE
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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
Page 39

7. Are there any Customer relationship management systems which maintains track record of your patients?
Sl. No. 1 2 Yes No Particulars No. of Percentage respondents 26 52% 48%
24
SRN ADARSH COLLEGE
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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
Page 41

8. How many people work under you?
Sl. No. 1 2 3 4 1-5 5-10 Above 10 Nil Particulars No. of Percentage respondents 14 12 24 0 28% 24% 48% 0%
Percentage
0%
28% 48%
5-Jan 10-May Above 10 Nil
24%
SRN ADARSH COLLEGE
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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
Page 43

9. What is the training frequency for all doctors given by your hospital using knowledge management systems or artificial intelligence?
Sl. No. 1 Frequency of training Monthly once 2 3 4 Every quarter Half yearly Once year in a 12 15 12 24% 30% 24% No. of Percentage
respondents 6 12%
Percentage
12% 24% Monthly once Every quarter 24% Half yearly Once in a year
30%
SRN ADARSH COLLEGE
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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
Page 45

10. Have you worked on the feedback collected by the system regarding patients?
Sl. No. 1 2
Particulars
No.
of
Percentage
14
Percentage
28% Yes No 72%
SRN ADARSH COLLEGE
Page 46

Interpretation:
As the above data 72% of the patients 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
Page 47

11. What challenges do you face using the system?
Sl. No. 1 2 3
challenges
No.
of
Percentage
respondents Usage Understanding Too many 26 6 18 52% 12% 36%
applications 4 Guide and rules lines 0 0%
0%
Percentage
36%
Usage Understanding Too many applications
52% 12%
SRN ADARSH COLLEGE
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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
Page 49

12. How often you have you been updated on recent medical changes especially on the technology front?
Sl. No. 1 2
Particulars
No.
of
Percentage
respondents Regularly Only on 25 6 50% 12%
conferences 3 Got regular update sessions 4 Never 6 12% own 18 36%
Percentage
Regularly 12% Only on conferences 50% 36% Got own regular update sessions Never
12%
SRN ADARSH COLLEGE
Page 50

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
Page 51

13. What kind of software packages does your hospital use?
Sl. No. 1
software package Graphical user interface
No.
of
Percentage
respondents 4 8%
2 3
Smart screens Automated solutions
8 20
16% 40%
SAP enabled
18
32%
SRN ADARSH COLLEGE
Page 52

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
Page 53

14. Have you been personally trained on knowledge management systems?
Sl. No. 1 2
Particulars
No.
of
Percentage
44
Percentage
12%
Yes No
88%
SRN ADARSH COLLEGE
Page 54

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
Page 55

15. Have you tried to use the knowledge management systems in counseling your patients and for further medical research?
Sl. No. 1 2
Particulars
No.
of
Percentage
SRN ADARSH COLLEGE
Page 56

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
Page 57

16. Does your hospital give you freedom towards suggesting and handling of new software systems?
Sl. No. 1 2
Particulars
No.
of
Percentage
12
Percentage
24% Yes No 76%
SRN ADARSH COLLEGE
Page 58

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
Page 59

17. What are the methods do you use to handle exceptional errors?
Sl. No. 1
Methods
No.
of
Percentage
respondents Log incident report 2 4%
Report seniors
to
12
24%
Use automated systems
17
34%
Leave it to the hospital
19
38%
management
SRN ADARSH COLLEGE
Page 60

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
Page 61

18. Name the software service provider to your organization
Sl. No. 1 2 3 4 5
Software provider SAP HCL SEIMENS GE Others
No.
of
Percentage
respondents 32 14 0 20 64% 28% 0% 40% 0%
SRN ADARSH COLLEGE
Page 62

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
Page 63

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
Page 64

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
Page 65

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
Page 66

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

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 books c) 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

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? ________________________________________________________________________ ________________________________________________________________________ ____________
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

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
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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.
REFERENCE:
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): 5667. 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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"2008 Annual Report". Pharmaceutical Research and Manufacturers of America. Retrieved February 15, 2010. a b "Europes competitiveness". European Federation of Pharmaceutical Industries and Associations. Retrieved February 15, 2010. Bond J. & Bond S. (1994). Sociology and Health Care. Churchill Livingstone. ISBN 0443-04059-1. Erik Cambria; Tim Benson, Chris Eckl and Amir Hussain (2012). "Sentic PROMs: Application of Sentic Computing to the Development of a Novel Unified Framework for Measuring Health-Care Quality". Expert Systems with Applications, Elsevier. World Health Organization. "Regional Overview of Social Health Insurance in SouthEast Asia.' and "Overview of Health Care Financing." Retrieved August 18, 2006. World Health Organization, 2003. Quality and accreditation in health care services. Genevahttp://www.who.int/hrh/documents/en/quality_accreditation.pdf
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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

INTRODUCTION OF KNOWLEDGE MANAGEMENT

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

SCOPE AND FUNCTIONS OF HR

SRN ADARSH COLLEGE

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

SRN ADARSH COLLEGE

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

Elements of knowledge management

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

STATEMENT OF THE PROBLEM

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

SCOPE OF THE STUDY

LIMITATIONS OF THE STUDY

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

SRN ADARSH COLLEGE

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

Health care industry

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

Health care research

SRN ADARSH COLLEGE

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

Health care administration and regulation

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

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IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

MAJOR SURGERIES CARRIED OUT:

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

SRN ADARSH COLLEGE

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

KIMS Hospital's Summary

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

SRN ADARSH COLLEGE

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS

Nor Patients handled

10-50 50-100 Above 100 Above 500

0% 10% 20% 70%

SRN ADARSH COLLEGE

IMPACT OF KNOWLEDGE MANAGEMENT IN HOSPITALS