With patients’ expectations becoming higher in regard to the care they receive and healthcare reimbursements becoming tighter, health care facilities are looking for new ways to change processes and increase their efficiency (Wood, 2012).
Since many hospitals are looking how to reduce costs and improve patient outcome, the leaders and managers are commissioned to achieve those goals. For example, the manager can notify the staffing department about the floor census, and when there is a low census, nurses can be cancelled in advance. In the long run, the company can save money by planning ahead. The other reengineering is in work environment. In recent times, it is becoming more often that nursing and health care facilities are looking to redesign and reengineer to improve existing work environments and patient-centered workflows in order to enhance clinician and client satisfaction, client outcomes, and easier ways for clients to attain access for their healthcare information (Huber, 2014). For leaders or managers to recognize the reengineering process, they need to constantly focus on improvement. Safe environment, patient-nurse ratios, and acuity care are part of reengineering. Managers and leaders should seek feedback from staff to continue improvement on the units. Collaboration and feedback from staff can lead to higher patient satisfaction, which is very important for each leader, manager, and the whole organization. As a nurse manager or leader, I would look and see what is or is not working on the unit and make changes. I would work with the team of doctors, nurses, and social workers to help make sure that each patient is being assessed and treated in a timely manner, thus leading to a decreased length of stay and reduction in costs for the unit. I would also try to reengineer the unit by looking for ways to reduce waste and extra costs with regards to office supplies and materials.
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