Impact of Nurse Leadership on Healthcare Reengineering Initiatives

This report delves into the crucial role of nurse managers and leaders in healthcare reengineering, emphasizing its significance in enhancing patient care and organizational efficiency. The analysis highlights the three activity levels of systemwide reengineering, including community partnerships, delivery system functions, and administrative redesign, all aimed at improving health outcomes. It stresses that successful reengineering requires a focus on customer needs, staff well-being, and the development of an organizational culture that fosters change and intellectual capital. The report underscores the importance of teamwork, communication, and leadership skills in nursing management, including delegation, guidance, and motivation. References are included to support the concepts discussed, providing a comprehensive overview of the topic. This assignment is available on Desklib, a platform providing AI-based study tools.

ASSIGNMENT 13
Role of nurse manager or leader in the reengineering of health care
Health care reengineering is considered to be a powerful methodology helping the organizations
to reorder the priorities, so as to provide a better and more cost-effective care, by increasing the
value to customers. Thus, it is evident that, the basic driving force is exactly what the customer
wants and also what is needed to maintain the organization in the health care industry. Basically,
there are three activity levels which the systemwide reengineering integrates ( Smeltzer, C. H.,
Patterson, P. A., Beebe, H., Keller, B. , 1996). Firstly, it is the management of community
partnership to that of the health plan, secondly, the overlapping delivery system functions, must
consolidate with the providers and vendors, who are the active participants and finally, the
administrative functions along with the clinical services, and caregiving programs must be
redesigned so as to improve it to give a higher health status ( Thomas K, Coleman P, Knowles E,
Nicholl J, Bowns I R, McNulty T. , 1998). It must be borne in mind that, reengineering cannot be
considered to be a panacea, since it only determines the competency as well as the requisite skills
which is needed from a health care organisation, for not only gaining a competitive advantage
but also for managing the quality health care for the purpose it was meant for. Thus,
reengineering is the examination of the content for the process of the service. As it is a
prerogative that, the patients or the customers’ care is vital and crucial and hence must be
maintained in a religious way. So, reengineering must be made not only within the process to
achieve interaction but also on the process of achieving it ( McEachern, J. E., Schiff, L., Cogan,
O. , 1992)
In the health care industry, every action so made is done with and between people, and
interaction and collaboration are the only key towards a successful customer relationship. Thus,
to achieve successful customer relationship, staff members’ well-being and safety becomes a
major factor which leads towards successful interaction ( Bowns I R, Thomas K, Coleman P,
Knowles E, Nicholl J, Deverill M. , 1999). So, the people in leadership position is to depict their
own actions towards the creation of an organisational culture posing such changes which do not
culminate in to threat but is in providing a possibility towards the development of personnel by
increasing intellectual capital of the organisation thereby securing the future of the organisation
as a whole. Nursing being the essential part of health care services, change with the other
changes. So, as a nurse manager or leader, joint operation is required from not only the team
members, but also from various professionals to create a focus on the client. Teamwork must be
incorporated in such a way that the interaction brings new level of learning for creating
transparency ( Smeltzer, C. H., Patterson, P. A., Beebe, H., Keller, B. , 1996). Therefore, nurses
in management positions must have the capacity to lead multicultural work community so that
communication cannot be an obstacle due to insufficient language skills. As the nurses assume
more management responsibilities, so a theoretical knowledge on leadership and management
must be instilled in them (Grohar-Murray M.E. & DiCrose, 1997). Management activities
requires skills for delegation, or for providing guidance, for counselling, and also for evaluation,
motivating with colleagues, with other professionals with partly untrained personnel to the

patients and their families ( Bowns I R, Thomas K, Coleman P, Knowles E, Nicholl J, Deverill
M. , 1999).
References
Bowns I R, Thomas K, Coleman P, Knowles E, Nicholl J, Deverill M. . (1999). Evaluation of the
impact of process reengineering at Leicester Royal Infirmary: Final report on a study of
patients with fractured neck of femur at Leicester Royal Infirmary. School of Health and
Related Research.
McEachern, J. E., Schiff, L., Cogan, O. . (1992). How to Start a Direct Patient Care Team . QRB,
191-200.
Smeltzer, C. H., Patterson, P. A., Beebe, H., Keller, B. . (1996). Streamlining Documentation:
And Opportunity to Produce Costs and Increase Nurse Clinicians' Time with Patients. . J
Nurs Care Qual, 66-77.
Thomas K, Coleman P, Knowles E, Nicholl J, Bowns I R, McNulty T. . (1998). Reengineering
the care processes for ambulatory patients attending Leicester Royal Infirmary with
minor problems: The impact on patients satisfaction and waiting times. . School of
Health and Related Research.
Grohar-Murray M.E. & DiCrose. (1997). H.R. Leadership and Management in Nursing.
Appleton & Lange.