Bring-Your-Own-Device Sample Paper


In some hospitals and healthcare facilities, nurses can use their personal devices such as laptops, mobile phones, or even tablets for professional purposes – also known as bring-your-own-device (BYOD). BYOD is known for saving time and improving nurses’ professional efficiency through better care continuity (Williams, 2014). It also minimizes hospital device procurement costs because for example, nurses can record patient details through their mobile phones and tablets.  However, a key issue with BYOD is that it exposes healthcare institutions to various forms of data security risks.

As per Verizon Wireless (2018), the healthcare industry is one of the industries facing the greatest numbers of data breach across the world, including high levels incidences of cybersecurity. A single case of cybersecurity breach may expose the institution to misuse of medical credentials, that are allegedly sold in the black market for thousands of dollars (Coventry and Branley 2017).

One problem with BYOD is that the institution may not have control over security of each employee’s personal devices, yet these devices might contain sensitive information such as patient data. Furthermore, Wani et al., (2019) observed that the institution might not have control over the users’ non-work-related activities on the BYOD devices because of the nurses’ full ownership. Against this backdrop, Williams (2014) suggested that to optimize the security of BYOD, hospitals must execute security measure all the three main dimensions of security namely technology, people, and policy.

On the technology front, the institutions need to establish effective mobile device management systems while on the people front, the institutions would benefit from containerization, which entails separating organizational data from personal data. Lastly, on policy aspect, the institutions would benefit from developing a BYOD strategy and governance, which entails developing a comprehensive BYOD usage strategy that aligns with the organizational needs, values, mission and vision (Wani et al., 2019).


When Today’s Supervisors are Faced with Reengineering Sample Paper

Business process reengineering (BPR) is a philosophy in management that has recently caught the attention of healthcare practitioners. It is a combination of some old, recycled and new management philosophies that are implemented within the process of management to yield positive results (Antokhin et al. 2021). essentially, the BPR’s main aim is to streamline various processes within an organization to improve quality and efficiency by significantly increasing revenue by reducing cost, time, and risk. Therefore, BPR has many implications on healthcare because the goal of any healthcare entity is to deliver high quality care at low cost, and with optimum efficiency.

However, it is it is not uncommon for today’s health supervisors to resist BPR considering the significant change that it brings into hospital organizations. For instance, Vilasdechanon & Sopadang (2018) observed that health supervisors may see BPR as move to eliminate their positions, especially if the intended BPR seeks to create efficiency by eliminating redundancy. In some cases, as per Antokhin et al (2021), BPR may involve the introduction of technology to perform functions that were earlier performed by the supervisors – this threatening their jobs.

In some cases, supervisors have largely opposed BPR because they tend to see the apparent changes form the position of internal participants and not as objective observes, and thus they may assume it is meant to disrupt how they have always executed their roles. Nonetheless, BPR create changes that unavoidably shift paradigms within the organization, and supervisors may have genuine concerns because the way they approach their jobs is dramatically changed by constant demand for high quality as low cost overheads. This necessitates a tactful approach t BPR within healthcare organizations, especially with regards to clarity on the ongoing process and change practices. The supervisors must be aware of why the reengineering is necessary, as well as a proper prioritization of the processes earmarked for reengineering.


Antokhin, Y., Sokolova, I., & Suprun, A. (2021, April). Business Process Reengineering for Health Care Management and Medical Insurance: The Case of Russia. In Computer Science On-line Conference (pp. 510-521). Springer, Cham.

Vilasdechanon, S., & Sopadang, A. (2018, April). Business process reengineering for the saline management in hospitals. In 2018 5th International Conference on Industrial Engineering and Applications (ICIEA) (pp. 84-88). IEEE. DOI: 10.1109/IEA.2018.8387075