This question pertains to a discussion of the future management and organisational strategy that Reddix can adopt to aid a successful transition to a better managed hospital. The emphasis is of course upon the role of the senior management in this regard with regard to the development of a coherent and pervasive knowledge culture.It would be worth revisiting a number of organisational difficulties ailing Reddix hospital at the present in summary to discuss the cure of such institutional ailments.
The consultants have already declared that the current IT infrastructure at Reddix cannot cope with this restructuring.It is admitted that the KM system as proposed by the consultants will be immensely beneficial to the patients and management in terms of integrating the electronic patient records (EPR) that are held by the NHS with the process of physicians and GPs ordering medical tests or medications. The main hurdle is thus not technical. Knowledge management is a culture and does not entail a simple change of hardware and software and processes.
Thus the suggestion for the inception of a 'knowledge sharing culture' which entails management of information as well as the management of people in whose hands this information is. This report focuses on one of major gaps in any Knowledge management Initiative and that is the lack of this Knowledge sharing culture with in the key stakeholders of the Hospitals Organisational structure.
The way ahead for an institution which is falling behind in the technological arena is indeed Knowledge M ...