2016 KMPK Sesi 9 LT DH Menjalankan Sistem Teknis Shortell

(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

lembaga pelayanan dapat hidup dan

(3)

Organisasi dan Manajer

-Teori Organisasi dan Manajemen Pelayanan Kesehatan (Bab 1)

- _{Peran Manajer (bab 2)}

Memotivasi dan Memimpin Orang serta Kelompok Menjalank an Sistem Teknis Memperbaru

i Organisasi Merencanaka_{n Masa} Depan 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 Kesehatan (Bab 9) Menentukan Desain Organisasi yang Tepat

-Desain organisasi (bab 10)

Mendapatkan Sumber Daya dan Mengelola Lingkungan

(4)

(5)

Organisasi dan Manajer

-Teori Organisasi dan Manajemen Pelayanan Kesehatan (Bab 1)

- _{Peran Manajer (bab 2)}

Memotivasi dan Memimpin Orang serta Kelompok Menjalank an Sistem Teknis Memperbaru

i Organisasi Merencanaka_{n Masa} Depan 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 Kesehatan (Bab 9) Menentukan Desain Organisasi yang Tepat

-Desain organisasi (bab 10)

Mendapatkan Sumber Daya dan Mengelola Lingkungan

(6)

(7)

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

(8)

Types of groups and teams

in organizations



Reference Groups



Friendship Groups



Interest Groups



Work Groups



Management teams



Temporary Groups or task forces



Intermittent Groups

(9)

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.

(10)

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?

(11)

(12)

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}

(13)

Approaches to job

design

(14)

Analysis of Work



Work,

is objective and impersonal, it is energy directed

at organizational goals, identifiable separately

from the person who does it.



Working

(15)

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

(16)

Key points in Designing

Works

To evaluate works and working run

properly, we need a more detailed

analysis

,

which is :



Determining components of work

(17)

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

(18)

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}

(19)

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}

(20)

Coordination

and

(21)

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}

(22)

Interdependence



Pooled interdependence

(23)

Skills needed by

Managers

Within the Hospital

With Other Organizations

Coordina

tion &

Coordina

tion &

Commun

ication

Commun

ication

Coordin

ation &

Coordin

ation &

Comm

unicatio_n

Comm

(24)

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

(25)

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}

(26)

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

(27)

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

(28)

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}

(29)

Managing Interorganizational

linkages

It is important for a manager

to use a contigency approach

when establishing and

(30)

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

(31)

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

(32)

Barriers to

Communication

(33)

Flows of intraorganizational

Communications



Downward Flow



Upward Flow



Horizontal and Diagonal Flows



Communication Networks

Communication networks

Chain Networks

Y Pattern

Wheel Pattern

Circle Pattern

(34)

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

(35)

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}

(36)

Power And Politics in

Health Services

(37)

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

(38)

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

(39)

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.

(40)

Sources of power



Access to resources



Access to information



Formal Authority



Skill in dealing with

(41)

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

(42)

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.

(43)

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