Shortell MANAGEMENT IKM

(1)

Shortell and Kaluzny

(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}

(3)

Organisasi dan Manajer

-Teori Organisasi dan Manajemen Pelayanan Kesehatan (Bab 1)

-Peran Manajer (bab 2)

Memotivasi dan

Memimpin Orang serta

Kelompok

Menjalan kan

Sistem Teknis Memenuhi

Kebutuhan dan Nilai-nilai Individu

-Memotivasi Orang Lain (Bab 3) Memberi Arah

-Kepemimpin an: 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

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

-Menciptaka n dan

(4)

(5)

Kelompok

Kerjasama

Menentukan

-Inovasi,

dalam

(6)

Organization Theory and

Health Services

(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}

(8)

OVERVIEW



_{Keadaan Ekonomi, Politik, Sosial}

dunia yang selalu berubah

membawa

Continuos Paradigm Shift

terhadap sektor pelayanan

kesehatan.



_{Kompleksitas Pelayanan Kesehatan}

(9)

Organisasi



_{Dibutuhkan untuk membuat proses}

pelayanan kesehatan bekerja secara

efektif dan efisien dengan cara

membawa

greatest value

.



_{Membawa kerangka berpikir baru}

(10)

Klasifikasi Organisasi

Pelayanan Kesehatan



Health Maintenance

Organizations



Home Health Care Agencies



Hospitals

(11)

Health Services

Organizations as a systems

Based on Process :



Production



_{Boundary Spanning}



_Maintenance



_Adaptation



_Management

(12)

Units of Analysis

Individual

Group / Department

Organization

Inter organizational

(13)

Organizations Theory



Bureaucratic Theory



The Scientific Management School



Human Relations School



Contingency Theory



Resources Dependence Theory



Strategic Management Perspectives



Population Ecology 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}

(15)

(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}

(17)

Conceptions of Managers



Traditional Conception



Political-Personal

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

(19)

Political-Personal Conception

(20)

Organizational Conception



More Complex view, by taking

into account factors both

(21)

The New Managerial

Challenges



_{Cost Efficiency}



Quality Improvement



_{Greater Accountability in delivering}

services



_{Turbulence environment}

(22)

New Roles For Managers

Designer

Leader

(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}

(24)

Kelompok

Kerjasama

Menentukan

-Inovasi,

dalam

(25)

(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

(27)

Motivation and Management

 _{A State of feeling in which one is energized or aroused}

(28)

Myths about Motivation



Motivated workers are more productive



_{Some people are just}

_motivated

while others aren

_{while others aren}

’

_’

t

_t



_Motivation

_{can be mass produced}

(29)

Manager’s Role



Assessing motivation to

(30)

Framework of employee

motivation

Need Deficiency

Search for ways

to satisfy unmet needs

Choice of alternatives

to satisfy unmet needs

Evaluation of

need satisfaction after

Implementing alternatives

Determination of

(31)

Motivation Theories



Content Perspectives

Theory that focus on needs and need

deficiencies



Process Perspectives

Focus based on Process involved in

(32)

Content Perspectives



Maslow’s Need Hierarchy



ERG Theory



Two Factor Theory

(33)

Comparison of need theories

of motivation

Maslow Maslow ’

Self Actualization

needs

Ego and

self esteem needs

Social and

belongingness needs

Safety and security

needs

Physiological needs

Growth

Needs

Relatedness

Needs

Existence

Needs The Work itself Possibility

for personal growth REsposibility

rs Status_{Company policy &} administration

Quality of supervision Relations with

supervisor

Relations with peers Relations with

subordinate Salary

Job Security Personal Life Working Cond

Achievement

Power

(34)

Process Perspectives



Equity Theory



Expectancy Theory

(35)

Motivational Problems &

Solutions



Inadequate performance definition



_{Impediments to employee performance}



_{Inadequate performance-reward linkages}

Problems

Solutions



_{Behavior Modification}

Pay For Performance

Enhanced Achievement

(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}

(37)

(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}

(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, an

action word

, not a noun



Locus of leadership is in a person



Focus of leadership is other individuals

and groups



Influence

_{is leadership’s center of}

(41)

Key points of Leadership



_{Leadership is Multidirectional.}



Although its multidirectional,

Leadership focus on the

downward

.



_{The focus is generally other}

managers; Managers lead other

managers.



_{Leadership depends on the power}

(42)

Leadership effectiveness and

Success:

What We know

Perspectives of Leadership :



_{The Trait perspective}



The Behavioral perspective



The Contingency

(43)

The Trait perspective

The Nature Argument :

Traits Leadership Effectiveness & Success

The Nurture Argument

Traits Abilities and Behavior

Leadership effectiveness & Success

The Situational Argument

Traits Abilities and Behavior

(44)

The Behavioral perspective

Low Initiating

Structure, High

consideration

Style

High Initiating

Structure,

High

Consideration

Style

Low Initiating

Structure,

Low

consideration

Style

High Initiating

Structure, Low

Consideration

Style

(45)

The Contingency

Perspective



Leadership Match Model



Path Goal Model



LEAD Model

(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

(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

(48)

Distinctive aspect of

leadership in health

services organizations



Leading the Clinical Professionals



Leadership and Gender in Health

(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}

(50)

Conflict

Management

and

(51)

Learning Objectives 5

 _{Identify reasons that conflict is prevalent in health care}

organizations.

 _{Understand several different types of conflict management}

technique, based on various concerns of the disputants.

 _{Identify the basic concepts and dimensions of negotiation.}  _{Appreciate the importance of planning for a negotiation}

and know the key issues to consider when preparing to negotiate.

 _{Identify and understand special types of conflict}

(52)

The Importance of Conflict

Management



The Marketplace is growing

increasingly global as firms face

competition from foreign company.



The epidemic of corporate

restructuring experienced during

the past decade produced the

framework for the development of

todays organized delivery systems



_{Shift from manufacturing based to}

(53)

The Causes of Conflict



The role of resource scarcity



_{Beneficial vs. Detrimental}

effects of conflict

(54)

Levels of Conflict

(55)

Managing Conflict



_{The Dual Concern Model}

Models as typology of conflict management,

focusing on four ways that people handle

conflict:

Accomodation

Pressing

(56)

Dual Concern Model

for Self

Unassertive

Uncooperative

(57)

Negotiation,

the key points



_{Basic Concepts}

A Negotiator never has to negotiate; there always alternatives to reaching an agreement through a negotiation.



_{The Distributive dimension of negotiation}

1. Know your BATNA (Best Alternatives to a Negotiated agreement)

2. Determine your bottom line or reservation price

3. Set a Goal of aspiration level that is significanly better than your bottom line and optimistically realistic.

4. Think of what objective Standards might be acceptable to

the other party.

5. Plan your opening. An initial offer should not be to extreme,

but it should prevent the other party from anchoring the

negotiation.

(58)

Negotiation,

the key points

(Con’t)



_{The integrative Dimension of Negotiation.}

The assumption is that one party can gain without the other party necessarily having to lose.



The Mixed motive nature of negotiation.

Simultaneously balance cooperative and

competitive behavior

(59)

Multiparty Negotiations

Difference between two and multiparty negotiations

Two party negotiations

is less complex

(60)

Fairness and Ethics in

Negotiation

Fairness Norm :

(61)

Managing conflict through

third party intervention



There are several types of intervention

strategies

Manager

(62)

Discussion Questions 5

 _{Jenis keahlian apakah yang dibutuhkan manajer dalam}

mengelola konflik yang ada? Apakah anda memilikinya? Bagaimana meningkatkan kelemahan anda dalam

mengelola konflik ini?

 _{Setelah melihat debate time 5.1, apakah indikasi}

sebuah HSO memiliki konflik? Bagaimanakah sistem untuk memantau indikator itu.

 _{Strategi pihak ketiga apakah yang akan dijalankan oleh}

manajer sebagai pihak ketiga?

 _{Dalam menangani konflik antar-group, kelompok mana}

yang paling sering mengalami konflik?

 _{Jika anda dalam posisi James Grover di Chiefland}

(63)

Kelompok

Kerjasama

Menentukan

-Inovasi,

dalam

(64)

(65)

Learning Objectives 6

 _{Describe the importance and types of groups and}

teams in health services organizations.

 _{Distinguish between different approaches to}

assesing work group performance

 _{Analyze the effect of a work group’s structure on}

group performance.

 _{Explain the relationship between work group}

norms and group productivity.

 _{Identify the key roles assumed by individuals in}

work groups.

 _{Describe key aspects of group process including}

communications structures, decision making, and stages of group development.

 _{Define major causes and consequences of}

(66)

Types of groups and teams in

organizations



_{Reference Groups}



_{Friendship Groups}



_{Interest Groups}



_{Work Groups}



_{Management teams}



_{Temporary Groups or task forces}



_{Intermittent Groups}

(67)

A Model of Work group

Performance

Group Characteristics:

•Group composition and size •Group norms

•Role relationships •Group role clarity •Group cohesiveness •Status differences

Group Process :

•Leadership •Communicatio n

•Decision Making

•Stages of group

development

Effectiveness : •Performance or Productivity

•Member satisfaction

Intergroup Conflict :

•Interdependence among groups. •Group role and task ambiguity.

(68)

Discussion Question 6

 _{Direktur yang baru-baru ini bekerja, diserahkan tugas}

untuk memimpin rapat mingguan team manajemen. Team manajemen ini membutuhkan beberapa dokter, perawat, asisten dokter, dan petugas sosial. Apa kebijakan yang akan anda berikan pada direktur RS untuk membantu meningkatkan kerja team?

 _{Sebuah kelompok interorganisasional telah dibentuk untuk}

mengidentifikasi kendala-kendala dalam memberikan pelayanan kesehatan. Bagaimanakah anda mengelola organisasi dalam lingkup divisi dan global terjaga dengan manajemen yang baik.

 _{Dalam keadaan apa saja uncohesive group lebih produktif}

daripada cohesive groups? Strategi apa yang harus dibuat oleh pemimpin untuk membuat Cohesive group lebih

produktif?

 _{Strategi apa yang digunakan pemimpin group untuk}

meningkatkan komitmen dari anggota group?

(69)

(70)

Learning Objectives 7

 _{Identify the range of approaches to work design,}

including the psychological and task inventory approaches.

 _{Understand the relationship between work design}

and individuals motivation and productivity.

 _{Discuss the differences between work and}

working.

 _{Identify components of work, their characteristics}

and their performance requirement.

 _{Analyze the interconnectedness of components of}

work among individuals and among work groups.

 _{Understand how to approach the design of}

(71)

Approaches to job

design

(72)

Analysis of Work



_Work,

is objective and impersonal, it is energy directed at organizational goals, identifiable separately from the person who does it.



_Working

(73)

Types of Work



_{Direct work}

effort that directly contributes to the

accomplishment of an organization’s

goals



Management Work

Providing the resources and and context

within which direct work can be perform.



Support Work

(74)

Key points in Designing

Works

To evaluate works and working run

properly, we need a more detailed

analysis

,

which is :

(75)

Designing individual job



_{It is important to match people and}

their needs to jobs and their inherent

work requirements.

(76)

Coordinating interconnected

work within organizational units

 _{Interconnected elements of work are best placed within}

an individual job.

 _{In this section, focus on how to achieve coordination.}  _{Van de Ven et al. Found variations in patterns of}

coordination among unit facing different level of task uncertainty.

 _{Charns et al extended the findings, Mintzberg suggest}

that work groups use a combination of six approaches to coordination and that the use of these approaches is related to the effectiveness of patient care.

 _{The Six approaches fall into two categories: programming}

(77)

Discussion Questions 7

 _{Under what conditions does a job with a high motivating}

potential lead to high job holder motivation?

 _{What are the potential pitfallsin job redesign ?}

 _{Give examples of highly motivated people who do not}

contribute greatly to organizational productivity?

 _{What is the relationship among individual motivation and}

satisfaction and an organization’s ability to coordinate work?

 _{Give examples of situations in which dependable role}

(78)

Coordination

and

(79)

Learning Objectives

 _{Differentiate between pooled, sequential, and reciprocal}

interdependence.

 _{Differentiate between intraorganizational coordination}

and interorganizational coordination.

 _{Discuss a variety of coordination mechanisms used in}

intraorganizational settings.

 _{Consider the aplication of the intraorganizational}

coordinating mechanisms to a given situation using the contigency approach.

 _{Discuss the three major types of transactions used in}

interorganizational coordination.

 _{Discuss the management of interorganizational linkages.}  _{Describe the elements of effective communications}

 _{Discuss the technical mechanism of communication.}  _{Discuss the barriers to communication}

 _{Describe the flow of intraorganizational communication.}  _{Describe the flow of interorganizational communication}  _{Discuss the special case of communication between units}

(80)

Interdependence



Pooled interdependence

(81)

Skills needed by Managers

Managers

Within the Hospital

With Other Organizations

Coordina

tion &

Coordina

tion &

Commun

ication

Commun

ication

Coordin

ation &

Coordin

ation &

Comm

unicatio_n

Comm

(82)

Coordination

As a means of effectively linking together the various

part of an organization or of linking together

organizations and dealing with interdependence.

Coordination

Intraorganizational

Interorganizational

(83)

Intraorganizational Coordination

Since the activities of health professionals are seen as being complex, uncertain, and of great social importance, three distinctive structural arrangements has evolved to support the autonomy of these professions.

 _{Autonomous arrangement, present when an organization}

delegates to a professional group goal setting,

implementation, and evaluation of performance and the administration manages the support staff.

 _{Heteronomous arrangement, Professionals are}

subordinated to the administrative structure with specific responsibilities delegated to various professional groups.

 _{Conjoint arrangement, Professionals and administration}

(84)

Intraorganizational Mechanisms of

Coordination



_{Hierarchical coordination}

_{, The various activities}

are linked by placing them under a central

authority.



_{Administrative system}

_{, emphasizing formal}

procedures, provides a second mechanism for

coordinating activities.



_{Voluntary Action}

_{, inw hich individuals or group}

(85)

Mintzberg’s Five Coordinating

Mechanism

M Manager

Analyst A

O

Mutual Adjusment

M Manager

Analyst A

O

Direct Supervision

M

A

O

Worker Skills

Outputs

(86)

Interorganizational Coordination

Typology :



_{Market Transactions,}

_{Involve the focal}

organization and other organizations entering

into relationships in order to obtain operational

resources or product markets.

 _{Voluntary interorganizational relationship}

transactions, Distinguished by the voluntary dimension of the transactions.

 _{Involuntary Interorganizational Transactions,}_{lead to}

(87)

Managing Interorganizational

linkages

It is important for a manager

to use a contigency approach

when establishing and

(88)

Communication



_{Provides information people need to make}

decisions.



_{Communications from the Managers perspective,}

has:

Intraorganizational Communication

,

depends on

formal establishment of channels and networks

within the organizations.

Interorganizational Dimensions

,

occurs between

organizations or between organizations and

(89)

Elements of Effective

Communication

Desire to

Communicate

Effective

Communication:

•Being Understood_{Being Understood}

•Making meaning, not agreementMaking meaning, not agreement

Understanding How

others Learn

•Perceive and Process information •Analytic vs Intuitive

•Abstract vs Concrete,etc

Purpose

Information CuesInformation Cues Eliciting Cues

Eliciting Cues

Decision Cues

Content

ImportanceImportance Complexity

Complexity

Sender

AscribedAscribed

Credibility

AchievedAchieved

Time Frame

Long vs ShortLong vs Short

(90)

Barriers to Communication

(91)

Flows of intraorganizational

Communications



_{Downward Flow}



_{Upward Flow}



_{Horizontal and Diagonal Flows}



_{Communication Networks}

Communication networks

Chain Networks

Y Pattern

Wheel Pattern

Circle Pattern

(92)

Communication Flows in Health care

Organizations

Upward

Communication

•Problems & Exceptions

•Suggestions for improvement •Performance reports

•Grievances and disputes •Financial and Accounting information

Downward

Communication

•Implementation of goals, Strategies, Objectives

•Job Instructions and rationale •Procedures and practices

•Performance feedback •Indoctrination

COORDINATE

HORIZONTAL AND DIAGONAL COMMUNICATION

•Intradepartmental problem solving •Interdepartmental coordination •Staff advice to the departments

(93)

Discussion Questions

 _{Diskusikan perbedaan koordinasi intra dan inter}

organisasional. Apa sajakah cara-cara yang dapat

digunakan oleh manajer untuk mencapai koorinasi tipe tertentu?

 _{Jelaskan model komunikasi dan gambarkan model}

komunikasinya!

 _{Anda baru saja diangkat menjadi manajer sebuah}

proyek bersama antara RS tempat anda bekerja dengan beberapa staff medis untuk mengoperasikan fasilitas bedah. Program yang anda pentingkan adalah untuk menjalin kerjasama yang efektif dengan RS. Buatlah rencana proyek ini berdasarkan materi pada bab ini!

 _{Bayangkan Organisasi pelayanan kesehatan anda}

(94)

(95)

Learning Objectives 9

 _{Distinguish between rational and political models of}

organization of their appropriateness to health services organizations.

 _{Know the practical, managerial implications of the}

effective use of power in health services organizations.

 _{Identify the conditions that promote the use of power,}

politics, and informal Influences in health services organizations.

 _{Understand the range of political strategies and tactics}

employed by members of health services organizations

 _{Understand the sources of power in health services}

organizations.

 _{Know the key approaches for consolidating and}

(96)

Power, Influences and Politics,

definitions



_Power

,

_{has been a notoriously elusive term to}

define and identify within organizations.



_{Influence, indicate actions that, either directly or}

indirectly, cause a change in the behavior or

attitudes of another individual or group.



_{Politics, domain activity in which participants}

attempt to influences organizational decisions

and activities in ways that are not sanctioned by

either the formal authority system of the

(97)

Rational vs political perspectives

on management

Organizational management is influenced by two

models :

Rational models imply that the managers are orchestrating the activities of a team whose members all subscribe to a common set of goals and objectives.

(98)

Sources of power



Access to resources



_{Access to information}



Formal Authority



_{Skill in dealing with}

(99)

Mintzbergs Political Games



_{Games to resist authority}



Games to counter the resistance to

authority.



_{Games to build power bases.}



_{Games to defeat rivals}



Games to Effect Organizational

(100)

Power Strategies and Tactics

The use of power is to implement

decisions.



_{Power is most effectively used when it}

is employed unobtrusively as possible.



_{Effective attempts to influence is in an}

aura of legitimacy and rational purpose.

(101)

Power, Politics, and

Organizational Performance



_{In an organizations, the use of power}

is to maintain the importance of a

decision has been made.



_{Such Strategies for reducing the}

(102)

Kelompok

Kerjasama

Menentukan

-Inovasi,

dalam

(103)

(104)

Learning Objectives



_{Understand the principles}

_{of organization}

design



_{Have an awareness of the evolution of}

organization design.



_{Use a framework for understanding}

organization design considerations.



_{Analyze common organization designs in}

terms of their applicability, Strengths, and

limitations.



_{Consider guidelines for changing organization}

(105)

What is Organization Design

OD is the way of building blocks of

organization which, authority,

responsibility, accountability,

information and reward are

(106)

Management role in OD



_{Management primary task is to maintain and}

improve performance in the organization.

(107)

Organization design in relation to

other management activities.

Statement Of

Organizational Mission

Strategy Development & Implementation

OD

Information Needs

Rewards

(108)

Levels of OD



_Position



Work Group



_{Cluster of Work Group}



_{Total Organization}

(109)

Things to consider before design



_{The Mission}



Environmental Assessment



_{Organizational Assessment}

(110)

Variety Designs of HSO

Classic Design :



Functional Design



_{Divisional Design}



_{Matrix Design}

New Evolving Design :



_{Parallel Design}

(111)

Influences on the future OD



_{The Mission}



Future Environment



_Organization



_{Human Resources}



_{Political Process}

(112)

(113)

Learning Objectives

 _{Understand why strategic alliances are increasing in}

use, particularly among health care organizations.

 _{Distinguish between different types or forms of strategic}

alliances, using number of dimensions.

 _{Classify an alliance both in terms of what it looks like}

and what it is meant to do.

 _{Understand how alliance motivation is often related to}

alliance structure and outcomes.

 _{Identify whethet your motivations for a strategic alliance}

are compatible with those of your alliance partner.

 _{Think about strategic alliances in terms of the likely}

stages of development that alliances often experience and the critical issues that you may face at each stage.

 _{Distinguish between an alliance problem and an}

alliances symptom and recognize the different implications for managerial intervention.

(114)

Alliances in health care

industries



Strategic alliances dalam organisasi

selalu diibaratkan dengan orang yang

sedang membina hubungan pacaran,

dimana ada kemungkinan hubungan

yang harmonis dengan kekuatan yang

sinergis atau konflik yang

(115)

Types and forms of alliances



_{Ownership and control}



Number of members



_{Governance Structure}

(116)

What are Alliances meant to do



_{Pooling vs Trading Alliances}



_{Cost reduction vs Revenue}

Enhancement



_{Quality, innovation, and learning}



_{Power enhancement, uncertainty reduction,}

(117)

The Alliance Process :

A Multistage Analysis



_{Emergence : Finding Partners}



Transition



_Maturity

(118)

Frameworks for analyzing

alliance problems



Locating the problem



Separating the root from the

(119)

(120)

Learning Objectives

 _{Describe the change process that occurs within health}

services organizations and identify factors which facilitate or inhibit that process.

 _{Identify and understand the types of changes associated}

with technical operations and the methods to manage such changes.

 _{Identify and understand the types of changes and}

methods associated with identify \ing and introducing new services.

 _{Describe the types of changes involving administrative,}

structural, or strategy mechanisms and the approaches that affect such change processes.

 _{Describe human resource changes and identify methods}

(121)

The Change Process

Both changes and innovation involve a number of distinct stages :



_Awareness



_{Identification}



_{Implementation}

(122)

Types of Changes



_{Technical Changes}



_{Product or service changes}



_{Administrative, structural, or}

strategy changes.

(123)

(124)

Learning Objectives



_{Understand the importance of assesing}

organizational performance.



_{Define performance measures for organizations.}



_{Understand the important issues in defining,}

measuring, and using performance measures.



_{Evaluate professional work.}



_{Compare management models based on quality}

assurance and quality improvement.



_{Manage for quality improvement in health care.}



_{Understand management roles to create high}

(125)

Overview of performance



_{The terms widely used in assessing health service}

is

Efficacy, capability of a health service under ideal conditions and applied to the right problems.

Appropriateness, focuses on whether an efficacious treatment was apllied to the right patient at the right time.

(126)

Issues in assesing

effective

performance



_{Fundamental perspectives about}

organizations.



_{Domain of activity}

(127)

Technical issues in assessment

Classes of measures



_{Structural measures}



_{Process measures}



_{Outcome measures}

Factors associated with effective performance :

 _{Quality of professional staff}  _{High standart}

 _{experience with other cases}

 _{more professional staffs with high capability in managing}

conflict.

 _{Participative organization cultures emphasizing team}

approaches.

(128)

Two models for changing

performance



Quality Assurance

(129)

Cause and effect diagram for

continous improvement

Environmental

Characteristics Unit Characteristics

Patient

Characteristics

Interorganization al

Characteristics

Organizational Characteristics

Provider

Characteristics

(130)

Managers role in creating high

performance Health care Organizations

 _{Problem in measuring performance are a challenging}

factor in HCO.

 _{The task of defining, measuring, and influencing}

(131)

Managing Trade-offs



_{Need a paradigm shift from}

mechanical model to a new model

of commitment, and a cycle of

continous improvement



_{Each department determines who}

(132)

Leadership strategies for high

performance HCO



_Stretching



Maximizing learning



_{Take risks}



_{Exhibit transformational leadership}



_{incline toward action.}



_{Create chemistry}



_{Manage uncertainty}



_{Remain loosely coordinated}



_{Possess a strong culture}

(133)

Kelompok

Kerjasama

Menentukan

-Inovasi,

dalam

(134)

(135)

Learning Objectives

 _{Define the concept}

s

_{of strategic management.}

 _{Undewrstand the major school of thought in strategic}

management and how the relevance of each might be dependent upon the degree of turbulence in the

environment

.

 _{Understand the major sources of competitive advantage,}

some major examples, of these sources, and why they are important in the design of strategy.