Data and Knowledge

2011 ◽  
pp. 107-142
Author(s):  
Roy Rada
Keyword(s):  
Task Performance ◽  
Clinical Care ◽  
Hospital Information Systems ◽  
Management Control ◽  
Operational Control ◽  
Active Monitoring ◽  
Knowledge Based ◽  
Major Trend ◽  
The 1960S ◽  
Aggregation Analysis

In the 1960s and early 1970s, the emphasis in hospital information systems was on operational control—active monitoring of routine task performance, with emphasis on doing highly structured tasks better, faster, and cheaper. This operational control has been extensively achieved with systems such as patient accounting and medical records. The next era of application, which followed in the late 1970s and early 1980s, shifted attention toward functional effectiveness in the form of management control (Tan, 2001). In practice, this is often accomplished by data aggregation, analysis, interpretation, and presentation (Bali, 2005). Since the 1980s, a major trend has been the development of knowledge-based systems to support clinical care.

An Integrated Approach for a Knowledge-based Clinical Workstation: Architecture and Experience

1998 ◽  
Vol 37 (01) ◽  
pp. 16-25 ◽  
Author(s):  
P. Ringleb ◽  
T. Steiner ◽  
P. Knaup ◽  
W. Hacke ◽  
R. Haux ◽  
...  
Keyword(s):  
Decision Support ◽  
Information Systems ◽  
Patient Care ◽  
Hospital Information Systems ◽  
Medical Decision ◽  
Daily Routine ◽  
Functional Requirements ◽  
Support Functions ◽  
Knowledge Based ◽  
Clinical Workstation

Abstract:Today, the demand for medical decision support to improve the quality of patient care and to reduce costs in health services is generally recognized. Nevertheless, decision support is not yet established in daily routine within hospital information systems which often show a heterogeneous architecture but offer possibilities of interoperability. Currently, the integration of decision support functions into clinical workstations is the most promising way. Therefore, we first discuss aspects of integrating decision support into clinical workstations including clinical needs, integration of database and knowledge base, knowledge sharing and reuse and the role of standardized terminology. In addition, we draw up functional requirements to support the physician dealing with patient care, medical research and administrative tasks. As a consequence, we propose a general architecture of an integrated knowledge-based clinical workstation. Based on an example application we discuss our experiences concerning clinical applicability and relevance. We show that, although our approach promotes the integration of decision support into hospital information systems, the success of decision support depends above all on an adequate transformation of clinical needs.

Managing the Land Administration Process

2000 ◽  
Author(s):  
Peter Dale ◽  
John McLaughlin
Keyword(s):  
Strategic Planning ◽  
Limited Range ◽  
Management Control ◽  
Sufficient Information ◽  
Operational Control ◽  
Management Skills ◽  
Land Administration ◽  
Course Of Action ◽  
Routine Tasks ◽  
The Right

Technology rarely poses the major concerns in any effort to build and sustain an effective land administration infrastructure. Rather, the core challenges tend to be related to management issues, as will be discussed in this chapter. Management was described in our earlier book as the art and science of making decisions in support of certain perceived objectives. Like politics, it is the art of achieving the possible, the ability to get things done. Management skills are needed in order to implement policy decisions and to meet the objectives set for any organization. Good management seeks to do this in an optimum fashion—perfect solutions never arise. Management entails extrapolating trends from a limited range of facts—sufficient information is never available for decisions to be made with certainty as to their outcome. Better information will however bring about a better understanding of any system and hence create the possibility for its better operation. Information is needed to: 1. monitor what is going on so that areas where decisions need to be made can be identified; 2. help evaluate alternative strategies for dealing with the problems or opportunities that have been identified; 3. assist in selecting the right course of action; and 4. facilitate the implementation of whatever has been decided. Management operates at all levels from the personal to the institutional; for instance all individuals need to practise self-management in order to achieve their optimum personal goals. More particularly, management within an organization operates at three key levels—strategic planning, management control, and operational control. Strategic planning is the process whereby decisions are made on an organization’s objectives, including where the organization should position itself to cope with future trends and markets. Operational control involves the day-to-day processes of ensuring that routine tasks are carried out efficiently and effectively. Management control is the interface between these two, ensuring that adequate resources are secured, either in terms of people, money, or equipment, to achieve the organization’s mission and objectives.

scholarly journals Is Textbook Outcome a valuable composite measure for short-term outcomes of gastrointestinal treatments in the Netherlands using hospital information system data?A retrospective cohort study

BMJ Open ◽  
2018 ◽  
Vol 8 (2) ◽  
pp. e019405 ◽  
Author(s):  
Nèwel Salet ◽  
Rolf H Bremmer ◽  
Marc A M T Verhagen ◽  
Vivian E Ekkelenkamp ◽  
Bettina E Hansen ◽  
...  
Keyword(s):  
Information Systems ◽  
Cancer Screening ◽  
The Netherlands ◽  
Clinical Care ◽  
Gallstone Disease ◽  
Hospital Information Systems ◽  
Short Term ◽  
Patient Counselling ◽  
Clinical Indicator ◽  
Hospital Variation

ObjectiveTo develop a feasible model for monitoring short-term outcome of clinical care trajectories for hospitals in the Netherlands using data obtained from hospital information systems for identifying hospital variation.Study designRetrospective analysis of collected data from hospital information systems combined with clinical indicator definitions to define and compare short-term outcomes for three gastrointestinal pathways using the concept of Textbook Outcome.Setting62 Dutch hospitals.Participants45 848 unique gastrointestinal patients discharged in 2015.Main outcome measureA broad range of clinical outcomes including length of stay, reintervention, readmission and doctor–patient counselling.ResultsPatients undergoing endoscopic retrograde cholangiopancreatography (ERCP) for gallstone disease (n=4369), colonoscopy for inflammatory bowel disease (IBD; n=19 330) and colonoscopy for colorectal cancer screening (n=22 149) were submitted to five suitable clinical indicators per treatment. The percentage of all patients who met all five criteria was 54%±9% (SD) for ERCP treatment. For IBD this was 47%±7% of the patients, and for colon cancer screening this number was 85%±14%.ConclusionThis study shows that reusing data obtained from hospital information systems combined with clinical indicator definitions can be used to express short-term outcomes using the concept of Textbook Outcome without any excess registration. This information can provide meaningful insight into the clinical care trajectory on the level of individual patient care. Furthermore, this concept can be applied to many clinical trajectories within gastroenterology and beyond for monitoring and improving the clinical pathway and outcome for patients.

scholarly journals Upaya Mendorong Kolaborasi menuju Pengembangan Struktur Ruang Bernuansa Knowledge Based di Era Disrupsi

2020 ◽  
Vol 22 (4) ◽  
pp. 643-662
Author(s):  
Ridwan Sutriadi ◽  
Ahmad Zaini Miftah
Keyword(s):  
Spatial Structure ◽  
Urban Areas ◽  
Urban Expansion ◽  
Lessons Learned ◽  
Urban Spatial Structure ◽  
Spatial Structures ◽  
Literature Study ◽  
Mutual Cooperation ◽  
Knowledge Based ◽  
The 1960S

This paper explores the development of multi centre urban spatial structures, as the development of three classical models, namely monocentric, sectoral, and multiple nuclei. By implementing a literature study method on studies of the global development of urban spatial structures which began from the 1960s until the 2000s era, lessons learned for Indonesia can be taken in promoting sustainable urban spatial structure.  The thought of developing urban spatial structure starts from the awareness of urban expansion beyond its administrative boundaries in the 1960s (urban field), the importance of the systemic context in the development of urban spatial structures (1970s), the systemic concept must be supported by the collaboration of mutual cooperation among city’s functions in the concept of inter-city networks (1980s), spatial planning integration between core cities and suburbs which emerge urban areas (1990s). In 2000s era, the development of polycentric could be located in one urban area or among urban areas, also highly connected with innovation as a reflection of the use of knowledge for urban centers (2010s era).  During the decades, it can be concluded that multi city centers lead to the enrichment of urban function in the sense of public interest and common concern, especially symbolizes continuing knowledge based innovation which could interfere market and existing values (disruption era),  so collaboration among city centers is needed to perform a sustainable synergic urban spatial structure.

scholarly journals The Conceptual Framework of a Knowledge-Based Performance Management System

2010 ◽  
Vol 12 (3) ◽  
pp. 393
Author(s):  
Dermawan Wibisono ◽  
Mohammed K. Khan
Keyword(s):  
Performance Management ◽  
Strategic Alliances ◽  
Management System ◽  
Gap Analysis ◽  
Management Control ◽  
Performance Management System ◽  
Parent Firm ◽  
Knowledge Based ◽  
System 2 ◽  
Hierarchy Process

Designing a Performance Management System (PMS) is anintegral part of management control systems. This paper presents ahybrid framework for the design of a PMS for the Indonesiancontext, and the tailor-made design is expected to overcome theshortcomings of earlier models. The present hybrid PMS modelseeks to improve the earlier research models using the followingnovel approaches: (1) implementation of a Knowledge-Based (KB)expert system, (2) Gauging Absences of Prerequisite (GAP) analysis, and (3) Analytical Hierarchy Process (AHP) methodology in anintegrated KBPMS. The paper shows that the present hybrid (KB-AHP-GAP) approach to developing a PMS model is a realisticmethodology. The combination of the KB-AHP-GAP approachallows detailed benchmarking of the PMS existing in an Indonesiancompany. Furthermore, this approach can assist in identifying andprioritising the key decisions that need to be executed to overcomethe existing PMS shortcomings.symbiotic strategic alliances. Con-versely, affiliate firms prefer competitive strategic alliances withcompetitors when they are not dependent on the parent firm.

scholarly journals Knowledge-based competitiveness indices and its connection with energy indices

2016 ◽  
Vol 20 (suppl. 2) ◽  
pp. 451-461 ◽  
Author(s):  
Andrea Katic ◽  
Ilija Cosic ◽  
Aleksandar Kupusinac ◽  
Marko Vasiljevic ◽  
Ivan Stojic
Keyword(s):  
Major Elements ◽  
Study Analysis ◽  
Insufficient Information ◽  
The Past ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Energy Indices ◽  
Major Trend ◽  
Relevant Level ◽  
Special Category

Knowledge-based economy has become a major trend in international society in the 21st century. However, today?s strategies place a greater emphasis on sustainability than in the past, while continuing to emphasize the importance of education and its connection with labour market. There has been a re-orientation, where resource, eco-efficiency and innovation have become major elements for achieving national objectives and a relevant level of competitiveness. This article deals with 30 indices, which define the competitiveness of a specific economy, and involve knowledge parameters. They are classified into four main categories and one special category. They are then analysed regarding the participation of Serbia and their availability. The main focus of this paper is to give detailed analyses of energy indices, as a special category of knowledge indexes. It has been shown that Serbia, in many cases, was not included in the study analysis or that there was insufficient information about Serbia?s position. This article shows that only a part of the presented indices includes Serbia. It is concluded that a new, revised model is needed that will include more exact indicators.

scholarly journals 'n Model vir fasette van strategiese beplanning vir inligtingstelsels in organisasies

1990 ◽  
Vol 21 (4) ◽  
pp. 159-162
Author(s):  
P. J.S. Bruwer
Keyword(s):  
Information System ◽  
Middle Managers ◽  
Management Control ◽  
Planning System ◽  
System Function ◽  
Operational Control ◽  
Scarce Resources ◽  
Organizational Functions ◽  
Efficient Planning ◽  
Project Data

The key to success for the information-system function in an organisation is an efficient planning system. According to Head (1967, 23) managers are classified in levels of strategic planning, management control and operational control. Managers on these levels are respectively responsible for long, medium and short term planning. The information-system function is compatable with other organizational functions. Like other organizational functions it also consists of managerial levels which has to plan for the effective and efficient utilization of scarce resources. In this research project data has been collected from top and middle managers of two large financial institutions in South Africa. Models were developed to assist management in their task of strategic long and medium term planning of the information-system function.

Geographic Information Systems in Health Care Services

2011 ◽  
pp. 113-133
Author(s):  
Brian N. Hilton
Keyword(s):  
Health Care ◽  
Information Systems ◽  
Geographic Information Systems ◽  
Strategic Planning ◽  
Design Research ◽  
Geographic Information ◽  
Management Control ◽  
Operational Control ◽  
Care Services

Geographic information systems (GIS) have numerous applications in human health. This chapter opens with a brief discussion of the three dimensions of decision-making in organizations — operational control, management control, and strategic planning. These dimensions are then discussed in terms of three case studies: a practice- improvement case study under operational control, a service-planning case study under management control, and a research case study under strategic planning. The discussion proceeds with an analysis of GIS contributions to three health care applications: medical/disability services (operational control/practice), emergency response (management control/planning), and infectious disease/SARS (strategic planning/research). The chapter concludes with a cross-case synthesis and discussion of how GIS could be integrated into health care management through Spatial Decision Support Systems and presents three keys issues to consider regarding the management of organizations: Data Integration for Operational Control, Planning Interorganizational Systems for Management Control, and Design Research for Strategic Planning.

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