Nurse managers and nurse leaders
Nurse managers and nurse leaders both hold positions of power and are able to influence the reengineering of healthcare. Nursing is a crucial component in healthcare, and reengineering would not be made possible without its inclusion. It is important to establish how nurse leaders and nurse managers impact healthcare reengineering.
Nurse managers and nurse leaders are responsible for designing effective communication systems with other healthcare professionals and effective work processes for nurses as well (Bheekie & Bradley, 2016). Nurse managers are responsible for a specific nursing unit. It is their duty to guide staff nurses in the practices that they should apply to improve nursing outcomes. Being role models, these leaders must adopt the practices that are patient-centered and that improve nursing outcomes. Nurse managers and nurse leaders are responsible for the implementation of healthcare reengineering plans. They are responsible for educating nurses on the reengineering changes and rallying for the support of these plans. Without the support form staff nurses, the implementation of healthcare reengineering become unsuccessful (Munshi, 2017). These leaders are also responsible for motivating nurses. Motivation is the key to achieving organizational goals. The plans to reengineer healthcare will have specific sets of goals and objectives that the healthcare facility needs to meet. Nurse leaders and nurse managers are highly influential people and are able to motivate their teams in order to increase productivity and focus on meeting these healthcare goals. Unmotivated teams will drag behind the achievement the healthcare reengineering plans hope to attain (Musa & Othman, 2016).
Nurse managers and leaders are, therefore, key players in the successful implementation of healthcare reengineering plans. They are able to guide, set objectives, design communication, and work processes, and motivate nurses towards achieving the required goals. Without their input in the reengineering of healthcare, nothing would work out appropriately.
Munshi, S. (2017). Exploring the municipal ward-based primary health care outreach teams implementation in the context of primary health care reengineering in Gauteng (Doctoral dissertation).
Bheekie, A., & Bradley, H. (2016). Reengineering of South Africa’s primary health care system: where is the pharmacist?. South African Family Practice, 58(6), 242-248.
Musa, M. A., & Othman, M. S. (2016). Business Process Reengineering in Healthcare: a literature review on the methodologies and approaches. Rev. Eur. Stud., 8, 20.