Prinsip Dasar Manajemen Kesehatan.pdf

(1)

MANAGEMENT PRINCIPLES FOR

HEALTH CARE SERVICES

Shortell and Kaluzny

PROGRAM PASCA SARJANA IKM-FK UGM Shortell and Kaluzny

PROGRAM PASCA SARJANA IKM-FK UGM

(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

.



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 MemperbaruiOrganisasi MerencanakanMasa 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)

-Memotivasi

-Koordinasi dan

10)

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



















_









(5)

Kelompok

Menjalankan

-Memotivasi

-Koordinasi dan

10)

-Memotivasi

-Koordinasi dan

10)

(6)

Organization Theory and Health

Services Management

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.

 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



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



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



Health Maintenance Organizations



Home Health Care Agencies



Hospitals

(11)

Health Services Organizations

as a systems

Based on Process :



Production



Boundary Spanning



Maintenance



Adaptation



Management



Governance

Based on Process :



Production



Boundary Spanning



Maintenance



Adaptation



Management



Governance

11

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Units of Analysis

Organization Inter organizational E n v I r o n m e n t E n v I r o n m e n t Environment Individual Group / Department Organization E n v I r o n m e n t E n v I r o n m e n t

(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



Bureaucratic Theory



The Scientific Management School



Human Relations School



Contingency Theory



Resources Dependence Theory



Strategic Management Perspectives



Population Ecology Theory



Institutional Theory

(14)

Bureaucratic Theory

Merupakan pendekatan Closed System Organizations

dengan 5 Karakter dasar :



Guided by explicit specific procedures for governing

activities



Activities distributed among officeholders



Hierarchical Fashion



Candidates selected by their technical competencies



Impersonal Fashion

Merupakan pendekatan Closed System Organizations

dengan 5 Karakter dasar :



Guided by explicit specific procedures for governing

activities



Activities distributed among officeholders



Hierarchical Fashion



Candidates selected by their technical competencies



Impersonal Fashion

(15)

The Scientific Management

School

Has Characteristics :



Span of Control



Unity of Command



Appropriate Delegation of authority



Departmentalization



Improving efficiency in work methods

Has Characteristics :



Span of Control



Unity of Command



Appropriate Delegation of authority



Departmentalization



Improving efficiency in work methods

(16)

Human Relations School

Focused on Individual, The Characteristics :



Greater Autonomy



Support with trainings to employee

Problem Occurred :



How to make Top and Middle Manager trust

his employee to do the job Right

Focused on Individual, The Characteristics :



Greater Autonomy



Support with trainings to employee

Problem Occurred :



How to make Top and Middle Manager trust

(17)

Contingency Theory



Look an Organization as a Mechanic or

Organic depends on the External

Environment needs.



A subunit in an Organization allowed to be

managed differently (Mechanic or Organic)



Look an Organization as a Mechanic or

Organic depends on the External

Environment needs.



A subunit in an Organization allowed to be

managed differently (Mechanic or Organic)

(18)

Resource Dependence Theory



Focused on the Importance of Organization in

securing needed resources in order to survive.



Forming certain coalitions to pool resources

and reduce transaction costs



Focused on the Importance of Organization in

securing needed resources in order to survive.



Forming certain coalitions to pool resources

(19)

Strategic Management

Perspective



Focused on the importance of positioning

organization relative to its environment in

order to survive.



This Perspective try to link environmental

forces and internal organization design.



Focused on the importance of positioning

organization relative to its environment in

order to survive.



This Perspective try to link environmental

forces and internal organization design.

(20)

Population Ecology Theory



Focused on population of Organization.



Organization can Achieve Success when they

can build a relationship to population of

competitors and overall environmental forces

influencing the population.



Focused on population of Organization.



Organization can Achieve Success when they

can build a relationship to population of

competitors and overall environmental forces

influencing the population.

(21)

Institutional Theory



Organizations are faced with environments

characterized by external norms, rules,

requirements to which the organizations

must conform in order to receive legitimacy

and support



Organizations are faced with environments

characterized by external norms, rules,

requirements to which the organizations

must conform in order to receive legitimacy

and support

(22)

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 !

 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 !

(23)

THE MANAGERIAL ROLE

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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

 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

(25)

Conceptions of Managers



Traditional Conception



Political-Personal Conception



Organizational Conception



Traditional Conception



Political-Personal Conception



Organizational Conception

25

(26)

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



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

(27)

Political-Personal

Conception

Emphasizes the centrality of

power and personal tactics in

understanding the

managerial role.

Emphasizes the centrality of

power and personal tactics in

understanding the

managerial role.

(28)

Organizational Conception



More Complex view, by taking into

account factors both within the

organization and its environment and

considering their respective effects.



More Complex view, by taking into

account factors both within the

organization and its environment and

considering their respective effects.

(29)

The New Managerial

Challenges



Cost Efficiency



Quality Improvement



Greater Accountability in delivering services



Turbulence environment



Interorganizational Complexity



Cost Efficiency



Quality Improvement



Greater Accountability in delivering services



Turbulence environment



Interorganizational Complexity

(30)

New Roles For Managers

Leader

(31)

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

 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

(32)

Kelompok

Menjalankan

-Memotivasi

Orang Lain (Bab 3) Memberi Arah -Kepemimpinan: Sebuah kerangka kerja bagi pemikiran dan tindakan Mendorong Kerjasama -Manajemen Konflik dan

-Koordinasi dan

dalam Organisasi Pelayanan Kesehatan

10)

Strategis (Bab 11) Mengelola Perubahan dan Inovasi -Inovasi, Perubahan dan Pembelajaran organisasi (Bab 12) Mencapai Sasaran -Kinerja organisasi: Pengelolaan demi Mengelola secara Strategis -Penyusunan Strategi dalam Organisasi Perawatan Kesehatan (Bab 14) Mengantisipasi Masa Depan -Menciptakan dan Mengelola Masa Depan (Bab

-Memotivasi

Orang Lain (Bab 3) Memberi Arah -Kepemimpinan: Sebuah kerangka kerja bagi pemikiran dan tindakan Mendorong Kerjasama -Manajemen Konflik dan

-Koordinasi dan

dalam Organisasi Pelayanan Kesehatan

10)

Strategis (Bab 11) Mengelola Perubahan dan Inovasi -Inovasi, Perubahan dan Pembelajaran organisasi (Bab 12) Mencapai Sasaran -Kinerja organisasi: Pengelolaan demi Mengelola secara Strategis -Penyusunan Strategi dalam Organisasi Perawatan Kesehatan (Bab 14) Mengantisipasi Masa Depan -Menciptakan dan Mengelola Masa Depan (Bab

(33)

MOTIVATING

(34)

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

 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

(35)

Motivation and Management

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

to perform a task or engaged in a particular behavior

(36)

Myths about Motivation



Motivated workers are more productive



Some people are just

Some people are just motivated

motivated

while others aren

while others aren’’tt



Some people are just

Some people are just motivated

motivated

while others aren

while others aren’’tt



Motivation

can be mass produced



(37)

Manager’s Role



Assessing motivation to their

employee,

periodically



Assessing motivation to their

employee,

periodically

(38)

Framework of employee

motivation

Need Deficiency

Search for ways

to satisfy unmet needs Determination of

future needs and search or choice for satisfaction

Search for ways

to satisfy unmet needs

Choice of alternatives to satisfy unmet needs

Evaluation of

need satisfaction after

Implementing alternatives Determination of

future needs and search or choice for satisfaction

(39)

Motivation Theories



Content Perspectives

Theory that focus on needs and need deficiencies



Process Perspectives

Focus based on Process involved in motivation



Content Perspectives

Theory that focus on needs and need deficiencies



Process Perspectives

Focus based on Process involved in motivation

(40)

Content Perspectives



Maslow’s Need Hierarchy



ERG Theory



Two Factor Theory



Learned Need Theory



Maslow’s Need Hierarchy



ERG Theory



Two Factor Theory

(41)

Comparison of need theories

of motivation

Maslow Maslow ’’SS Model

Model AlderferAlderfer’’ssModelModel

Herzberg Herzberg’’ss Model Model McClelland McClelland’’ss Model Model Self Actualization Self Actualization needs

needs GrowthGrowth_Needs_Needs

M ot iva tion f act ors M ot iva tion f act ors _Achievement Recognition Advancement The Work itself Possibility

for personal growth REsposibility

Achievement Ego and

Ego and

self esteem needs self esteem needs

Social and Social and

belongingness needs belongingness needs

Safety and security Safety and security needs needs Physiological needs Physiological needs Growth Growth Needs Needs Relatedness Relatedness Needs Needs Existence Existence Needs Needs M ot iva tion f act ors M ot iva tion f act ors _Achievement Recognition Advancement The Work itself Possibility

for personal growth REsposibility

Status

Company policy & administration

Quality of supervision Relations with supervisor Relations with peers

Relations with subordinate Salary Job Security Personal Life Working Cond Power Affiliation 41

(42)

Process Perspectives



Equity Theory



Expectancy Theory



Reinforcement Theory



Goal Setting



Equity Theory



Expectancy Theory



Reinforcement Theory



Goal Setting

(43)

Motivational Problems &

Solutions



Inadequate performance definition



Impediments to employee performance



Inadequate performance-reward linkages

Problems



Inadequate performance definition



Impediments to employee performance



Inadequate performance-reward linkages

Solutions

 Behavior Modification

Pay For Performance Enhanced Achievement

Well Defined Performance Standard

(44)

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?



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?

(45)

Leadership

(46)

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

 Continue developing leadership knowledge and skills.  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

 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

(47)

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.



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.

(48)

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 gravity



Is a Process, an

action word

, not a noun



Locus of leadership is in a person



Focus of leadership is other individuals and

groups

(49)

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 associated.



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 associated.

(50)

Leadership effectiveness and

Success:

What We know

Perspectives of Leadership :



The Trait perspective



The Behavioral perspective



The Contingency Perspective

Perspectives of Leadership :



The Trait perspective



The Behavioral perspective

(51)

The Trait perspective

The Nature Argument :

Traits Leadership Effectiveness & Success The Nurture Argument

The Nurture Argument The Nurture Argument The Nurture Argument

Traits Abilities and

Behavior Leadership effectiveness_{& Success}

The Situational Argument The Situational Argument

Traits Abilities and

Behavior Leadership effectiveness & Success

(52)

The Behavioral perspective

Low Initiating

Structure, High

consideration

Style

High Initiating

Structure, High

Consideration

Style

Low Initiating

Structure, High

consideration

Style

High Initiating

Structure, High

Consideration

Style

Low Initiating

Structure, Low

consideration

Style

High Initiating

Structure, Low

Consideration

Style

Initiating Structure

(53)

The Contingency

Perspective



Leadership Match Model



Path Goal Model



LEAD Model



Attribution Theory



Leadership Match Model



Path Goal Model



LEAD Model



Attribution Theory

(54)

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



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

(55)

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



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

(56)

Distinctive aspect of

leadership in health

services organizations



Leading the Clinical Professionals



Leadership and Gender in Health

Services Organizations



Leading the Clinical Professionals



Leadership and Gender in Health

(57)

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 ?

 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 ?

(58)

Conflict

Management and

Negotiation

(59)

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 management

situations, such as multiparty negotiations and third-party intervention.

 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 management

situations, such as multiparty negotiations and third-party intervention.

(60)

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 a service

based



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 a service

based

(61)

The Causes of Conflict



The role of resource scarcity



Beneficial vs. Detrimental effects of

conflict



Jehn’s Typology of Conflict



The role of resource scarcity



Beneficial vs. Detrimental effects of

conflict



Jehn’s Typology of Conflict

(62)

Levels of Conflict

Individual Level

Group Level

(63)

Managing Conflict



The Dual Concern Model

Models as typology of conflict management, focusing on four ways that people handle conflict:

Accomodation Pressing Avoidance Negotiation



The Dual Concern Model

Models as typology of conflict management, focusing on four ways that people handle conflict:

Accomodation Pressing Avoidance Negotiation

(64)

Dual Concern Model

Pressing Pressing Negotiating Collaborating Collaborating Assertive Assertive Accomodation Accomodation Avoiding Avoiding Negotiating Compromising Compromising Concern Concern for Self for Self Unassertive Unassertive

(65)

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. 6. Develop reciprocity. Avoid making unilateral concessions



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. 6. Develop reciprocity. Avoid making unilateral concessions

(66)

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



The Role of information sharing

Symmetric Information



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



The Role of information sharing

(67)

Multiparty Negotiations

Difference between two and multiparty negotiations

Two party negotiations

is less complex

than multi party

negotiations

Two party negotiations

is less complex

than multi party

negotiations

(68)

Fairness and Ethics in

Negotiation

Fairness Norm :

Equality

Equity

Need

Fairness Norm :

Equality

Equity

Need

(69)

Managing conflict through

third party intervention



There are several types of intervention strategies

Manager

as Inquisitor

as Arbitrator

as Mediator



There are several types of intervention strategies

Manager

as Inquisitor

as Arbitrator

as Mediator

(70)

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 memorial hospital

tindakan apa yang harus anda ambil untuk meredakan konflik antara hoffman and Young? Jelaskan langkah-langkah anda!

 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 memorial hospital

tindakan apa yang harus anda ambil untuk meredakan konflik antara hoffman and Young? Jelaskan langkah-langkah anda!

(71)

Kelompok

Menjalankan

-Memotivasi

-Koordinasi dan

10)

-Memotivasi

-Koordinasi dan

10)

(72)

(73)

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 intergroup conflict and

identify alternative strategies for managing conflict.

 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 intergroup conflict and

identify alternative strategies for managing conflict.

(74)

Types of groups and teams in

organizations



Reference Groups



Friendship Groups



Interest Groups



Work Groups



Management teams



Temporary Groups or task forces



Intermittent Groups



Standing Committees



Reference Groups



Friendship Groups



Interest Groups



Work Groups



Management teams



Temporary Groups or task forces



Intermittent Groups

(75)

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 •Communication •Decision Making •Stages of group development Effectiveness : •Performance or Productivity •Member satisfaction Group Characteristics:

•Group composition and size •Group norms

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

Intergroup Conflict :

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

•Intergroup differences in work orientation. •Intergroup goal incompatibility.

(76)

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? Bagaimanakah pemimpin group dapat memantau apakah anak buahnya telah memiliki komitmen atau tidak?

 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? Bagaimanakah pemimpin group dapat memantau apakah anak buahnya telah memiliki komitmen atau tidak?

(77)

Work Design

(78)

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 individual jobs and work units.

 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 individual jobs and work units.

(79)

Approaches to job

design



Task Inventory approaches.



Psychological approaches

(80)

Analysis of Work



Work,

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



Working

it is a workers affective response to work. Is an individual personal and subjective reaction.



Work,

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



Working

it is a workers affective response to work. Is an individual personal and subjective reaction.

(81)

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

Does not directly result in achievement of an organizational goal, but it needed for effective accomplishment of other job



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

Does not directly result in achievement of an organizational goal, but it needed for effective accomplishment of other job

(82)

Key points in Designing

Works

To evaluate works and working run properly,

we need a more detailed analysis

,

which is :



Determining components of work



interconnectedness of work

To evaluate works and working run properly,

we need a more detailed analysis

,

which is :



Determining components of work



interconnectedness of work

(83)

Designing individual job



It is important to match people and their

needs to jobs and their inherent work

requirements.



People evaluate courses of action for the

purpose of choosing among them



It is important to match people and their

needs to jobs and their inherent work

requirements.



People evaluate courses of action for the

purpose of choosing among them

(84)

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 methods and

feedback methods.

 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 methods and