The quality and progress of healthcare largely depend on the abilities, dedication, and skills of the leaders and managers tasked with setting up the health systems. While the improvement of healthcare processes is a responsibility shared by many, administrators play a key role in ensuring the integration and transformation of health systems. When improving healthcare quality, methods must first be designed, evaluated, and designed a role given to the administration. Healthcare administrators have a huge influence on the improvement process in healthcare as they are responsible for setting systems and guidelines the rest of the stakeholders should follow.
The style Administrators adopt to improve healthcare processes determines the level of success that those projects achieve. The process involves systems audit, doctors’ opinions, patients’ views, and observation of contemporary legal framework. Evidence-based practices are used to decide how change and improvement are to be done (Sfantou et al., 2017). Nonetheless, the final decision to choose which system to adopt to achieve healthcare improvements lies in the doctors. Administrators influence this improvement by setting up the system that best fits their current challenges and meets the expected goals.
Another vital role that healthcare providers play in ensuring continuous improvement of healthcare is ensuring constant growth regarding the expertise, services, and knowledge of medical workers. In this age of digitization, the leaders constantly encourage and motivate healthcare providers to update their skills to meet job expectations (Konttila et al., 2018). These administrators also need to ensure proper guidelines are set up to ensure that the students who will be realized to join the medicine and nursing profession are properly skilled and qualified for work. To improve healthcare thus, leaders should always seek to improve the level of education given to prospective providers.
No effective healthcare system can function properly without adequate funding, and no healthcare system can improve without increased funding. Most governments are reluctant to give additional funding to enhance research and improvement in medicine. Administrators ensure improvements in healthcare processes by persuading governments to increase funding for medical institutions, thus having a huge influence on the profession’s growth (Bradd et al., 2017). Thus, through their negotiation skills, the administrators can ensure that money needed for research and improvement is available.
Since healthcare administrators are also healthcare leaders, they ensure change by setting a good example for others to follow. Leaders must show the best practice expected from all other medical professionals and demonstrate what is expected from all employees (Nicola et al., 2020). The changing nature of healthcare has had many administrators become qualified physicians, and these experts have served as good role models for other upcoming experts (Chen, 2018). By being a good example, the healthcare administrators influence the healthcare system as the rest of the staff will improve in trying to imitate those at the top.
In summary, healthcare leaders are not the only people responsible for the growth of healthcare processes, but as seen above, they play a vital role in ensuring the effective provision of care delivery. Healthcare administrators are the guiding force responsible for implementing and maintaining continuous improvements in healthcare systems. The administration achieves this by setting up systems, improving staff expertise, improving education quality, ensuring increased funding, and acting as a role model. These involvements are essential for the overall performance of hospitals and attainment of quality and safety care to sick individuals.
References
Bradd, P., Travaglia, J., & Hayen, A. (2017). Leadership in allied health: A review of the literature. Asia Pacific Journal of Health Management, 12(1), 17-24. Web.
Chen, T. Y. (2018). Medical leadership: An important and required competency for medical students. Tzu-chi medical journal, 30(2), 66. Web.
Konttila, J., Siira, H., Kyngäs, H., Lahtinen, M., Elo, S., Kääriäinen, M., Kaakinen, P., Oikarinen, A., Yamakawa, M., Fukui, S., Utsumi, M., Higami, Y., Higuchi, A., & Mikkonen, K. (2018). Healthcare professionals’ competence in digitalisation: A systematic review. Journal of Clinical Nursing, 28(5-6), 745–761. Web.
Nicola, M., Sohrabi, C., Mathew, G., Kerwan, A., Al-Jabir, A., Griffin, M., Agha, M., & Agha, R. (2020). Health policy and leadership models during the COVID-19 pandemic- review article. International Journal of Surgery, 81. Web.
Sfantou, D., Laliotis, A., Patelarou, A., Sifaki- Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of leadership style towards the quality-of-care measures in healthcare settings: A systematic review. Healthcare, 5(4), 73. NCBI. Web.