Healthcare Reengineering
Healthcare reengineering involves following a systematic methodology to offer more cost-effective healthcare services, reordering priorities and enhancing clients’ value (Carter, 2002). External and internal factors influence healthcare reengineering. These factors include economic and political changes, excessive or insufficient labor and poor patient outcomes (Edens, 2005). Nursing managers play an essential role in the process of healthcare reengineering. One of the roles of nurse managers in healthcare reengineering is to be aware of the environment so that they can recognize and anticipate the need for changes. They should be aware of the healthcare environment in order to identify the situations that may necessitate healthcare reengineering (Edens, 2005).
It is also the role of the nurse manager to lead the change by involving all the parties, clearly stating the direction and vision of the change, and motivating the staff to accomplish the change (Guo, 2004). The nurse manager should also educate the staff on what to expect during healthcare reengineering. A nurse manager must also acknowledge the fact that changes in the organization are stressful to the employees and should therefore support them (Carter, 2002). Nurse Managers also need to communicate to the employees so that they can understand the need for change and its impact on their work to prevent resistance, reduced morale and high staff turnover (Edens, 2005). Successful healthcare reengineering will be achieved if the nurse manager has sufficient leadership skills to communicate effectively, allocate resources, and influence employees to embrace the healthcare changes (Guo, 2004).
The need for healthcare reengineering may arises from various external and internal factors. A nurse manager, by the virtue of his or her role in promoting healthcare, has a critical responsibility to ensure successful reengineering. The nurse manager should also be able to recognize the need for change, lead the change, support the other members of staff and explain the need for healthcare reengineering to the employees. This will help the other stakeholders to support the change efforts thus leading to better chances of success for the reengineering process.
References
Edens, P. S. (2005). Workplace reengineering, reorganization, and redesign from nursing management: principles and practice. Medscape Critical Care. Retrieved December 14, 2013 from http://www.medscape.com/viewarticle/511808_1
Carter, T. (2002). Hospitals and Reengineering. Journal of Hospital Marketing & Public Relations, 14(1), 59-78.
Guo, K. L. (2004). Leadership processes for re-engineering changes to the health care industry. Journal of health organization and management, 18(6), 435-446.
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