Reengineering healthcare by nurse leaders

Reengineering healthcare by nurse leaders.

Healthcare reengineering is a process used by organizations to reorder priorities so as to provide care that is more cost-effective and thus increases value to customers (Edens, 2005).  According to Jooste (2004), nurse managers and leaders are essential for facilities to remain viable and in recognizing the need for reengineering. Nurse leaders and managers contribute to the reengineering of healthcare in various ways.

First, they provide a good working environment. This is inclusive of listening and motivating individuals to enable them perform their duties when they experience change and challenges.
Moreover, nurse leaders and managers empower patients by allowing them to participate in decision making regarding their care. This increases their fulfillment and value which is an important aspect when reengineering healthcare. Cook (2011) argues that nurse managers have to motivate, persuade and negotiate with coworkers so as to be successful in reengineering healthcare. The use of these skills enables them to use less power and more influence to achieve the best output in the organization.

Nurses also provide a compassionate healthcare setting to reengineer healthcare based on a three way approach (Edens, 2005). The approaches include professional ties development with other facilities, leading from the front and nurturing by instruction. A key aspect in healthcare reengineering is quality improvement which is achieved when the nurse leader is knowledgeable about management and teamwork. According to Jooste (2004), the nurse leader also integrates three levels of activity which are managing health plan partnerships, redesigning administrative functions and consolidating the overlapping delivery functions.

In conclusion, organizations operate based on the management. Reengineering is a core competence and requirement for any healthcare organization to succeed. Hence, nurse managers are expected to quickly make proactive changes as the healthcare environment changes.



Cook, M. (2011). The renaissance of clinical leadership. International nursing review, 48: 38-46.

Edens, P.S. (2005) Workplace Reengineering, Reorganization, and Redesign. Priciples and Practice.

Jooste, K. (2004). Leadership: A new perspective. Journal of Nursing Management, 12:217-223.

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