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MANAGEMENT PRINCIPLES for HEALTH CARE SERVICES

Shortell and Kaluzny PROGRAM PASCA SARJANA IKM-FK UGM. MANAGEMENT PRINCIPLES for HEALTH CARE SERVICES. LEARNING OBJECTIVES. Memahami organisasi pelayanan kesehatan sebagai suatu sistem dan para manajer di dalamnya

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MANAGEMENT PRINCIPLES for HEALTH CARE SERVICES

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  1. Shortell and Kaluzny PROGRAM PASCA SARJANA IKM-FK UGM MANAGEMENT PRINCIPLES for HEALTH CARE SERVICES

  2. LEARNING OBJECTIVES • Memahami organisasi pelayanan kesehatan sebagai suatu sistem dan para manajer di dalamnya • Memahami aspek manusia dalam melakukan perencanaan, pengorganisasian, pelaksanaan dan pengendalian upaya kesehatan; • Memahami berbagai isu dalam pelaksanaan program. • Memahami kebutuhan strategis agar lembaga pelayanan dapat hidup dan berkembang.

  3. Organisasi dan Manajer • -Teori Organisasi dan Manajemen Pelayanan Kesehatan (Bab 1) • Peran Manajer (bab 2) Memotivasi dan Memimpin Orang serta Kelompok Menjalankan Sistem Teknis Memperbarui Organisasi Merencanakan Masa Depan • Memenuhi Kebutuhan dan Nilai-nilai Individu • Memotivasi Orang Lain (Bab 3) • Memberi Arah • Kepemimpinan: Sebuah kerangka kerja bagi pemikiran dan tindakan • Mendorong Kerjasama • Manajemen Konflik dan Negoisasi (Bab 5) • Menentukan Kelompok Kerja dan Desain yang Tepat • Kelompok dan tim dalam organisasi Pelayanan Kesehatan (Bab 6) • Desain Kerja (Bab 7) • Menetapkan Mekasnisme Komunikasi dan Koordinasi • Koordinasi dan Komunikasi (Bab 8) • Menggunakan Pengaruh • Kekuatan dan Politik dalam Organisasi Pelayanan Kesehatan (Bab 9) • Menentukan Desain Organisasi yang Tepat • Desain organisasi (bab 10) • Mendapatkan Sumber Daya dan Mengelola Lingkungan • Mengelola Aliansi Strategis (Bab 11) • Mengelola Perubahan dan Inovasi • Inovasi, Perubahan dan Pembelajaran organisasi (Bab 12) • Mencapai Sasaran • Kinerja organisasi: Pengelolaan demi Efisiensi dan Efektifitas (Bab 13) • Mengelola secara Strategis • Penyusunan Strategi dalam Organisasi Perawatan Kesehatan (Bab 14) • Mengantisipasi Masa Depan • Menciptakan dan Mengelola Masa Depan (Bab 15)

  4. CHAPTERS               

  5. Organisasi dan Manajer • -Teori Organisasi dan Manajemen Pelayanan Kesehatan (Bab 1) • Peran Manajer (bab 2) Memotivasi dan Memimpin Orang serta Kelompok Menjalankan Sistem Teknis Memperbarui Organisasi Merencanakan Masa Depan • Memenuhi Kebutuhan dan Nilai-nilai Individu • Memotivasi Orang Lain (Bab 3) • Memberi Arah • Kepemimpinan: Sebuah kerangka kerja bagi pemikiran dan tindakan • Mendorong Kerjasama • Manajemen Konflik dan Negoisasi (Bab 5) • Menentukan Kelompok Kerja dan Desain yang Tepat • Kelompok dan tim dalam organisasi Pelayanan Kesehatan (Bab 6) • Desain Kerja (Bab 7) • Menetapkan Mekasnisme Komunikasi dan Koordinasi • Koordinasi dan Komunikasi (Bab 8) • Menggunakan Pengaruh • Kekuatan dan Politik dalam Organisasi Pelayanan Kesehatan (Bab 9) • Menentukan Desain Organisasi yang Tepat • Desain organisasi (bab 10) • Mendapatkan Sumber Daya dan Mengelola Lingkungan • Mengelola Aliansi Strategis (Bab 11) • Mengelola Perubahan dan Inovasi • Inovasi, Perubahan dan Pembelajaran organisasi (Bab 12) • Mencapai Sasaran • Kinerja organisasi: Pengelolaan demi Efisiensi dan Efektifitas (Bab 13) • Mengelola secara Strategis • Penyusunan Strategi dalam Organisasi Perawatan Kesehatan (Bab 14) • Mengantisipasi Masa Depan • Menciptakan dan Mengelola Masa Depan (Bab 15)

  6. CHAPTER 1 Organization Theory and Health Services Management

  7. Learning Objectives 1 : • Identify the major forces affecting the delivery of health services. • Understand how these major forces affect the role of the health service manager. • Identify some of the commonalities and differences among major types of health services organizations. • Identify and understand the basic processes that must be accomplished by any organization. • Identify and understand the different units of analysis associated with studying organizations. • Identify, understand, and apply the major perspectives on organizations to real problem facing health services organizations.

  8. OVERVIEW • Keadaan Ekonomi, Politik, Sosial dunia yang selalu berubah membawa Continuos Paradigm Shift terhadap sektor pelayanan kesehatan. • Kompleksitas Pelayanan Kesehatan sendiri semakin menambah kebutuhan akan MANAJEMEN

  9. Organisasi • Dibutuhkan untuk membuat proses pelayanan kesehatan bekerja secara efektif dan efisien dengan cara membawa greatest value. • Membawa kerangka berpikir baru dalam mensikapi perubahan dalam pelayanan kesehatan

  10. Klasifikasi Organisasi Pelayanan Kesehatan • Health Maintenance Organizations • Home Health Care Agencies • Hospitals • Pharmaceutical Companies

  11. Health Services Organizations as a systems Based on Process : • Production • Boundary Spanning • Maintenance • Adaptation • Management • Governance

  12. Units of Analysis Environment E n v I r o n m e n t E n v I r o n m e n t Inter organizational Organization Group / Department Individual Environment

  13. Organizations Theory Bureaucratic Theory The Scientific Management School Human Relations School Contingency Theory Resources Dependence Theory Strategic Management Perspectives Population Ecology Theory Institutional Theory

  14. Discussion Questions 1 • Bila Anda memiliki wewenang didalam program peningkatan kualitas Kaiser Permanente’s, Pendekatan teori organisasi yang mana yang paling cocok untuk itu ? • Selama dekade terakhir ini, ada lebih dari 100 RS yang ditutup sementara beberapa ratus lainnya di reorganisasi. Cobalah diskusikan mengapa keadaan ini terjadi! (lihat debate time 1.1) • Dengan melihat pendapat bahwa organisasi kesehatan sebagian besar hampir identik dengan organisasi lain, setujukah anda, diskusikanlah !

  15. CHAPTER 2 THE MANAGERIAL ROLE

  16. Learning Objectives 2 • Understand historical perspectives on the managerial role and their underlying concepts. • Recognize the managerial challenges posed by changes in the external environment and within health care organizations. • Understand the changing roles of managers in providing vision and leadership, adapting the organization to its environment, and designing the organization to enact its mission and to achieve its objectives. • Recognize changing skiklls and knowledge required by managers in light of environmental and organizational dynemics

  17. Conceptions of Managers • Traditional Conception • Political-Personal Conception • Organizational Conception

  18. Traditional Conception • Functional model Assumes that basic management function will be performed in any organizations, and they represent the key contribution of management. • Human Relations Has its Central Theme the motivation of individuals to the achievement of organizational ends

  19. Political-Personal Conception Emphasizes the centrality of power and personal tactics in understanding the managerial role.

  20. Organizational Conception • More Complex view, by taking into account factors both within the organization and its environment and considering their respective effects.

  21. The New Managerial Challenges • Cost Efficiency • Quality Improvement • Greater Accountability in delivering services • Turbulence environment • Interorganizational Complexity

  22. New Roles For Managers Designer Leader Strategist

  23. Discussion Questions 2 • Cobalah deskripsikan apa yang dilakukan oleh manajer dalam organisasi pelayanan kesehatan, dari fungsi, tugas, sasaran, dan pengetahuan serta keahlian yang dibutuhkan! • Apakah hal-hal seperti mengadaptasikan lingkungan, menentukan visi, misi, merancang organisasi merupakan hal yang sama-sama perlu untuk dilakukan? Cobalah pikirkan kekuatan dan kelemahan anda! • Seberapa pentingkah menurut anda bahwa manajer harus cukup menguasai semua aspek manajemen? Bagaimana menurut anda manajer harus bersikap menghadapi persaingan dimana dalam bidang itu dia tidak memiliki kapabilitas yang cukup

  24. Organisasi dan Manajer • -Teori Organisasi dan Manajemen Pelayanan Kesehatan (Bab 1) • Peran Manajer (bab 2) Memotivasi dan Memimpin Orang serta Kelompok Menjalankan Sistem Teknis Memperbarui Organisasi Merencanakan Masa Depan • Memenuhi Kebutuhan dan Nilai-nilai Individu • Memotivasi Orang Lain (Bab 3) • Memberi Arah • Kepemimpinan: Sebuah kerangka kerja bagi pemikiran dan tindakan • Mendorong Kerjasama • Manajemen Konflik dan Negoisasi (Bab 5) • Menentukan Kelompok Kerja dan Desain yang Tepat • Kelompok dan tim dalam organisasi Pelayanan Kesehatan (Bab 6) • Desain Kerja (Bab 7) • Menetapkan Mekasnisme Komunikasi dan Koordinasi • Koordinasi dan Komunikasi (Bab 8) • Menggunakan Pengaruh • Kekuatan dan Politik dalam Organisasi Pelayanan Kesehatan (Bab 9) • Menentukan Desain Organisasi yang Tepat • Desain organisasi (bab 10) • Mendapatkan Sumber Daya dan Mengelola Lingkungan • Mengelola Aliansi Strategis (Bab 11) • Mengelola Perubahan dan Inovasi • Inovasi, Perubahan dan Pembelajaran organisasi (Bab 12) • Mencapai Sasaran • Kinerja organisasi: Pengelolaan demi Efisiensi dan Efektifitas (Bab 13) • Mengelola secara Strategis • Penyusunan Strategi dalam Organisasi Perawatan Kesehatan (Bab 14) • Mengantisipasi Masa Depan • Menciptakan dan Mengelola Masa Depan (Bab 15)

  25. MOTIVATING PEOPLE CHAPTER 3

  26. Learning Objectives 3 • Define Motivation and distinguish it from other factors that influence individual’s performance. • Recognize popular but misleading myths about motivation • Understand that motivation depends heavily on the situations in which individuals work • Understand manager’s role in motivating people. • Identify key characteristics of the content of people’s work that motivates them. • Identify important processes involved in motivating people • Asses and deal with motivational problems.

  27. Motivation and Management • A State of feeling in which one is energized or aroused to perform a task or engaged in a particular behavior

  28. Myths about Motivation • Motivated workers are more productive • Some people are justmotivated while others aren’t • Motivation can be mass produced • Money makes the world go round

  29. Manager’s Role • Assessing motivation to their employee, periodically

  30. Framework of employee motivation Need Deficiency Determination of future needs and search or choice for satisfaction Search for ways to satisfy unmet needs Evaluation of need satisfaction after Implementing alternatives Choice of alternatives to satisfy unmet needs

  31. Motivation Theories • Content Perspectives Theory that focus on needs and need deficiencies • Process Perspectives Focus based on Process involved in motivation

  32. Content Perspectives • Maslow’s Need Hierarchy • ERG Theory • Two Factor Theory • Learned Need Theory

  33. Comparison of need theories of motivation McClelland’s Model Herzberg’s Model Maslow ’S Model Alderfer’s Model Achievement Recognition Advancement The Work itself Possibility for personal growth REsposibility Self Actualization needs Achievement Growth Needs Motivation factors Ego and self esteem needs Power Relatedness Needs Social and belongingness needs Status Company policy & administration Quality of supervision Relations with supervisor Relations with peers Relations with subordinate Salary Job Security Personal Life Working Cond Affiliation Existence Needs Safety and security needs Hygiene Factors Physiological needs

  34. Process Perspectives • Equity Theory • Expectancy Theory • Reinforcement Theory • Goal Setting

  35. Motivational Problems & Solutions Problems • Inadequate performance definition • Impediments to employee performance • Inadequate performance-reward linkages Solutions • Behavior Modification Pay For Performance Enhanced Achievement • Well Defined Performance Standard

  36. Discussion Questions 3 • Bagaimanakah Teori motivasi Content perspective dan process perspective dapat digabungkan didalam aplikasi organisasi? • Bagaimanakah cara mendiagnosa masalah-masalah motivasi dari faktor-faktor lain yang mempengaruhi kinerja individu? • Bagaimanakah teori motivasi dapat digunakan untuk memilih pemecahan terbaik dari kepentingan individu?

  37. CHAPTER 4 Leadership

  38. Learning Objectives 4 • Better appreciate why leadership skills are so important. • Understand what leadership is and what it is not. • Understand the distinction between management and leadership. • Understand the leadership role and how it is executed in health services organizations. • Understand the major leadership perspectives as well as some emerging theories and concepts. • Consider how different leadership perspectives can be combined into a more integrative framework. • Appreciate several distinctive challenges of leading in health services organizations. • Continue developing leadership knowledge and skills.

  39. Overview • Leadership is one of the most highly valued management abilities • Leadership is the process through which an individual attempts to intentionally influence another individual or a group in order to accomplish a goal.

  40. Leadership Core concepts • Is a Process, anaction word, not a noun • Locus of leadership is in a person • Focus of leadership is other individuals and groups • Influenceis leadership’s center of gravity

  41. Key points of Leadership • Leadership is Multidirectional. • Although its multidirectional, Leadership focus on thedownward. • The focus is generally other managers; Managers lead other managers. • Leadership depends on the power associated.

  42. Leadership effectiveness and Success:What We know Perspectives of Leadership : • The Trait perspective • The Behavioral perspective • The Contingency Perspective

  43. The Trait perspective The Nature Argument : Traits Leadership Effectiveness & Success The Nurture Argument Abilities and Behavior Leadership effectiveness & Success Traits The Situational Argument Traits Abilities and Behavior Leadership effectiveness & Success Situation

  44. The Behavioral perspective Low Initiating Structure, High consideration Style High Initiating Structure, High Consideration Style Consideration Low Initiating Structure, Low consideration Style High Initiating Structure, Low Consideration Style Initiating Structure

  45. The Contingency Perspective • Leadership Match Model • Path Goal Model • LEAD Model • Attribution Theory

  46. Emerging Theories & Concepts • Transformational Leadership Concerned with changes than exchanges. Seeking to alter both the objective and nature of manager-follower interactions, lead by empowering. • Charismatic Leadership Distinct social relationship between the leader and follower, in which the leader presents the revolutionary idea & Follower accepts the idea not by rationally, but by believes

  47. High Performance leadership, Depends on : • Systems Thinking, Mastering a conceptual framework and associated set of analytical tools or technique which allow us to understand these patterns and how they can be changed. • Visioning Effective managers lead by pulling, not pushing • Facilitating learning Organizations and the environments in which they operate are not static. Changes tends to revolutionary than evolutionary

  48. Distinctive aspect of leadership in health services organizations • Leading the Clinical Professionals • Leadership and Gender in Health Services Organizations

  49. Discussion Questions 4 • Bagaimanakah menurut anda kepemimpinan itu? Dan apa sajakah faktor-faktor yang berpengaruh dalam efektivitas kepemmpinan? • Ceritakanlah gaya kepemimpinan anda! Dan diskusikanlah itu dengan rekan-rekan anda. • Menurut anda apakah karakteristik dari organisasi kesehatan yang membutuhkan peran kepemimpinan dari manajer? • Setelah melihat data dari ACHE mengenai kaitan Gender dan kepemimpinan, bagaimana menurut pendapat anda? Bagaimana implikasi dari data ini ?

  50. Chapter 5 Conflict Management and Negotiation

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