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Delivery of healthcare needs a continuous improvement of the quality in order to increase patient satisfaction rates. Since the nurses are the closet to the patients with regard to delivery of healthcare, they have the greatest opportunity to constantly identify areas in which to improve the quality of healthcare. However, as Feldman and Alexander (2012) say, the nurses cannot do this in a vacuum; they need an environment that will make it possible for them to improve the quality of services. Everyone in the healthcare environment has an opportunity as well as a responsibility to be involved in the continuous quality improvement. Continuous quality improvement should be the ethos of any healthcare facility.
Needless to say, nurse managers have a very important role in making sure that the healthcare environment has the right facilities and conditions to facilitate continuous quality improvement. Since nurses have such a big role to play and are a very important resource in the implementation of the continuous quality improvement, how they are managed by nurse managers determines to what extent they are capable of implementing the continuous quality improvement programs within their area of practice. In this regard, there exists a number of management practices that such managers should consider in helping nurses to practice and facilitate continuous quality improvement.
Apparently, management and leadership and are two diverse issues and this has an effect on the way nurses are capable of been productive in their work. Leadership, in the context of continuous quality improvement, has a better chance of delivering success and making it possible for the nurses to continually improve their services. For any healthcare facility to be able to benefit from nurse leadership as much as possible, it would be necessary to have the systems that help in
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