Manajemen Strategis Rumah Sakit ppt

(1)

MANAJEMEN STRATEGIS

RUMAH SAKIT

(2)

PEMBAHASAN

-

- PENGERTIAN MANAJEMEN STRATEGISPENGERTIAN MANAJEMEN STRATEGIS - ELEMEN DARI MANAJEMEN STRATEGIS

- ELEMEN DARI MANAJEMEN STRATEGIS

- PERAN KEPEMIMPINAN

- PENYUSUNAN STRATEGI DI RUMAH SAKIT

- STRATEGIC STAKEHOLDER MANAGEMENT

(3)

PENGERTIAN

“STRATEGOS”STRATEGOS” BERARTI : BERARTI : . JENDRAL

“STRATEGEO”STRATEGEO” BERARTI : BERARTI : “

“ MERENCANAKAN UNTUK MERENCANAKAN UNTUK

MENGHANCURKAN MUSUH MELALUI PEMANFAATAN

SUMBER DAYA SECARA EFEKTIF “

(4)

STRATEGI ADALAH PENDEKATAN

STRATEGI ADALAH PENDEKATAN POLA PIKIRPOLA PIKIR, , PERENCANAAN DAN PENGAMBILAN KEPUTUSAN

PERENCANAAN DAN PENGAMBILAN KEPUTUSAN

DALAM SITUASI BISNIS YANG MENGHARUSKAN

MANAJER UNTUK MENGETAHUI, MEMAHAMI,

MANAJER UNTUK MENGETAHUI, MEMAHAMI, MENERIMA MENERIMA DAN MENDUKUNG MISI ORGANISASI,

DAN MENDUKUNG MISI ORGANISASI, ATAU UNIT DI ATAU UNIT DI DALAM ORGANISASI, DAN

DALAM ORGANISASI, DAN MENGHUBUNGKAN MISI MENGHUBUNGKAN MISI TERSEBUT DENGAN

TERSEBUT DENGAN LINGKUNGANLINGKUNGAN DITEMPAT DITEMPAT KEPUTUSAN-KEPUTUSAN

KEPUTUSAN-KEPUTUSAN TERSEBUT AKAN TERSEBUT AKAN DIIMPLEMENTASIKAN.

DIIMPLEMENTASIKAN.

“

“DRIVING FORCE” DI BALIK POLA PIKIR, PERENCANAAN DRIVING FORCE” DI BALIK POLA PIKIR, PERENCANAAN DAN MANAJEMEN STRATEGIS ADALAH

DAN MANAJEMEN STRATEGIS ADALAH MISI MISI ORGANISASI.

(5)

MANAJEMEN STRATEGIS ADALAH

MANAJEMEN STRATEGIS ADALAH KEGIATAN KOLEKTIFKEGIATAN KOLEKTIF YANG YANG MENYANGKUT PEMAHAMAN TENTANG HAKEKAT DAN

MENYANGKUT PEMAHAMAN TENTANG HAKEKAT DAN IMPLIKASI IMPLIKASI DARI

DARI PERUBAHAN EKSTERNALPERUBAHAN EKSTERNAL, KEMAMPUAN , KEMAMPUAN UNTUK UNTUK MENGEMBANGKAN STRATEGI YANG EFEKTIF DALAM

MENGEMBANGKAN STRATEGI YANG EFEKTIF DALAM

MENGHADAPI PERUBAHAN, DAN KEMAUAN SERTA

KEMAMPUAN UNTUK MENGELOLA SECARA AKTIF

MOMENTUM ORGANISASI

SUATU KEHARUSAN BAGI MANAJER RUMAH SAKIT, UNTUK

MEMAHAMI PERUBAHAN-PERUBAHAN YANG TERJADI DI

LINGKUNGANNYA; MEREKA TIDAK HANYA RESPONSIF

LINGKUNGANNYA; MEREKA TIDAK HANYA RESPONSIF TERHADAP TERHADAP PERUBAHAN TETAPI HARUS MAMPU

PERUBAHAN TETAPI HARUS MAMPU MENCIPTAKAN MASA MENCIPTAKAN MASA DEPAN

DEPAN

MANAJEMEN STRATEGIS DISUSUN SEBAGAI PENDEKATAN ATAU

FILOSOFI UNTUK MENGELOLA ORGANISASI YANG SANGAT

KOMPLEKS

(6)

ELEMEN DARI MANAJEMEN STRATEGIS

PENDEKATAN MANAJEMEN STRATEGIS PENDEKATAN MANAJEMEN STRATEGIS

PADA ORGANISASI YANG KOMPLEKS SEPERTI RUMAH SAKIT, PADA ORGANISASI YANG KOMPLEKS SEPERTI RUMAH SAKIT, DALAM MELAKSANAKAN MANAJEMEN STRATEGIS DIPERLUKAN DALAM MELAKSANAKAN MANAJEMEN STRATEGIS DIPERLUKAN PENDEKATAN ANALITIS

PENDEKATAN ANALITIS MAUPUN MAUPUN PENDEKATAN KEDARURATANPENDEKATAN KEDARURATAN ( EMERGENT/CONTINGENCY) :

( EMERGENT/CONTINGENCY) :

– PENDEKATAN ANALITIKPENDEKATAN ANALITIK ATAU RASIONAL BERGANTUNG PADA ATAU RASIONAL BERGANTUNG PADA

PENGEMBANGAN LANGKAH-LANGKAH ATAU PROSES YANG LOGIS

(LINEAR THINKING)

– MODEL EMERGENTMODEL EMERGENT, BERGANTUNG PADA PEMIKIRAN INTUITIF, , BERGANTUNG PADA PEMIKIRAN INTUITIF, KEPEMIMPINAN, DAN PEMBELAJARAN DAN MERUPAKAN BAGIAN

KEPEMIMPINAN, DAN PEMBELAJARAN DAN MERUPAKAN BAGIAN

DARI MANAJEMEN

KEDUA PENDEKATAN INI DIBUTUHKAN DAN DIPANDANG SEBAGAI SATU

“SINGLE MODEL”

PENDEKATAN ANALITIS DAPAT DISAMAKAN DENGAN

“PETA”,SEDANGKAN MODEL EMERGENT MERUPAKAN “KOMPAS”NYA

(7)

(8)

MODEL MANAJEMEN STRATEGIS YANG MENCAKUP

PENDEKATAN ANALITIS DAN EMERGENT BIASANYA

TERDIRI DARI TIGA ELEMEN :

POLA PIKIR STRATEGIS

POLA PIKIR STRATEGIS (STRATEGIC THINKING)(STRATEGIC THINKING)

PERENCANAAN STRATEGIS

PERENCANAAN STRATEGIS (STRATEGIC PLANNING)(STRATEGIC PLANNING)

MOMENTUM STRATEGIS

(9)

STRATEGIC THINKING

MENGENALI KENYATAAN TENTANG PERUBAHAN

MEMPERTANYAKAN ASUMSI DAN KEGIATAN

TERKINI

MEMBANGUN PEMAHAMAN SISTEM

MELIHAT KEMUNGKINAN MASA DEPAN

MENCIPTAKAN IDE-IDE BARU

MEMPERTIMBANGKAN KESESUAIAN ORGANISASI

DENGAN LINGKUNGAN EKSTERNAL

(10)

STRATEGIC THINKING MELAKUKAN ASESMEN

TERHADAP:

PERUBAHAN KEBUTUHAN DARI STAKE HOLDERS

(PEMANGKU KEPENTINGAN)

PERUBAHAN MENYANGKUT TEKNOLOGI, SOSIAL DAN

DEMOGRAFI, EKONOMI, POLITIK/PERUNDANGAN

TUNTUTAN KOMPETITIF

(11)

“

STRATEGIC THINKERS” SELALU

MEMPERTANYAKAN:

“

“WHAT ARE WE DOING NOW THAT WE SHOULD STOP WHAT ARE WE DOING NOW THAT WE SHOULD STOP DOING?”

DOING?”

“

“WHAT ARE WE NOT DOING NOW, BUT SHOULD WHAT ARE WE NOT DOING NOW, BUT SHOULD START DOING?”

START DOING?”

“

“WHAT ARE WE DOING NOW THAT WE SHOULD WHAT ARE WE DOING NOW THAT WE SHOULD CONTINUE TO DO BUT PERHAPS IN A

CONTINUE TO DO BUT PERHAPS IN A

FUNDAMENTALLY DIFFERENT WAY?”

(12)

STRATEGIC PLANNING

STRATEGIC PLANNING ADALAH PROCESS SECARA

PERIODIK DALAM MENGEMBANGKAN SATU

PERANGKAT LANGKAH-LANGKAH DALAM ORGANISASI

UNTUK MENCAPAI MISI DAN VISINYA DENGAN

MENGGUNAKAN

(13)

STRATEGIC PLANNING :

– MENYIAPKAN PROSES LANGKAH DEMI LANGKAH YANG _{MENYIAPKAN PROSES LANGKAH DEMI LANGKAH YANG}

BERURUTAN UNTUK MENCIPTAKAN STRATEGI

– MELIBATKAN KEGIATAN-KEGIATAN “PERIODIC GROUP _{MELIBATKAN KEGIATAN-KEGIATAN “PERIODIC GROUP}

STRATEGIC THINKING (BRAINSTORMING)”

– MEMBUTUHKAN DATA/INFORMASI_{MEMBUTUHKAN DATA/INFORMASI}

– MEMBANGUN FOKUS UNTUK ORGANISASI_{MEMBANGUN FOKUS UNTUK ORGANISASI}

– MEMFASILITASI PENGAMBILAN KEPUTUSAN YANG _{MEMFASILITASI PENGAMBILAN KEPUTUSAN YANG}

KONSISTEN

– KONSENSUS AKAN KEBUTUHAN GUNA PENYESUAIAN _{KONSENSUS AKAN KEBUTUHAN GUNA PENYESUAIAN}

ORGANISASI DENGAN LINGKUNGAN EKSTERNAL

– HASILNYA ADALAH PERENCANAAN STRATEGIS YANG _{HASILNYA ADALAH PERENCANAAN STRATEGIS YANG}

TERDOKUMENTASI

(14)

STRATEGIC MOMENTUM

STRATEGIC MOMENTUM MENYANGKUT KEGIATAN

SEHARI-HARI UNTUK MENGELOLA STRATEGI GUNA

PENCAPAIAN SASARAN STRATEGIS

DARI ORGANISASI

(15)

STRATEGIC MOMENTUM:

– KEGIATAN NYATA UNTUK MENCAPAI SASARAN SPESIFIK _{KEGIATAN NYATA UNTUK MENCAPAI SASARAN SPESIFIK}

– MENYANGKUT PROSES PENGAMBILAN KEPUTUSAN DAN _{MENYANGKUT PROSES PENGAMBILAN KEPUTUSAN DAN}

DAMPAKNYA

– MENGHASILKAN BUDAYA DAN STYLE_{MENGHASILKAN BUDAYA DAN STYLE}

– MEMUNCULKAN ANTISIPASI, INOVASI DAN KEUNGGULAN_{MEMUNCULKAN ANTISIPASI, INOVASI DAN KEUNGGULAN}

– MENGEVALUASI KINERJA STRATEGI MELALUI _{MENGEVALUASI KINERJA STRATEGI MELALUI}

PENGENDALIAN

– SUATU PROSES PEMBELAJARAN_{SUATU PROSES PEMBELAJARAN}

– BERGANTUNG PADA PENINGKATAN POLA PIKIR _{BERGANTUNG PADA PENINGKATAN POLA PIKIR}

STRATEGIS DAN PERENCANAAN STRATEGIS PERIODIK

MOMENTUM STRATEGIS MENJAMIN FILOSOFI YANG

BERKELANJUTAN DALAM MENGEMBANGKAN DAN

MENGATUR PERENCANAAN, KEGIATAN DAN

PENGENDALIAN DARI ORGANISASI

(16)

(17)

MANFAAT MANAJEMEN STRATEGIS

KETIGA KEGIATAN MANAJEMEN STRATEGIS (STRATEGIC

THINKING, STRATEGIC PLANNING DAN STRATEGIC MOMENTUM)

AKAN MEMBERIKAN MANFAAT BAGI RUMAH SAKIT:

– MENGHUBUNGKAN ORGANISASI DENGAN TUJUAN YANG _{MENGHUBUNGKAN ORGANISASI DENGAN TUJUAN YANG}

RASIONAL DAN NILAI-NILAI YANG BERLAKU

– MEMPERBAIKI KINERJA KEUANGAN_{MEMPERBAIKI KINERJA KEUANGAN}

– ADANYA KONSEP YANG JELAS, TUJUAN YANG SPESIFIK DAN _{ADANYA KONSEP YANG JELAS, TUJUAN YANG SPESIFIK DAN}

PANDUAN SERTA PENGAMBILAN KEPUTUSAN YANG

KONSISTEN

– MEMBANTU MANAJER MEMAHAMI KONDISI SAAT INI, _{MEMBANTU MANAJER MEMAHAMI KONDISI SAAT INI,}

MEMIKIRKAN MASA DEPAN DAN MENGENALI TANDA-TANDA

PERLUNYA PERUBAHAN

– PERLUNYA MANAJER BERKOMUNIKASI SECARA VERTIKAL _{PERLUNYA MANAJER BERKOMUNIKASI SECARA VERTIKAL}

DAN HORISONTAL MEMPERBAIKI KOORDINASI DALAM

ORGANISASI SECARA MENYELURUH

– MENDORONG INOVASI DAN PERUBAHAN DALAM ORGANISASI _{MENDORONG INOVASI DAN PERUBAHAN DALAM ORGANISASI}

UNTUK MEMENUHI KEBUTUHAN DARI SITUASI YANG DINAMIS

(18)

PERAN KEPEMIMPINAN

KEPEMIMPINAN MEMEGANG PERAN PENTING DALANM

PENGEMBANGAN STRATEGI

STRATEGI TIDAK BISA DICIPTAKAN HANYA DENGAN ANALISIS,

TETAPI PENGEMBANGANNYA DAPAT DIPERKUAT DENGAN

PENDEKATAN YANG LOGIS

PERAN KRITIS KEPEMIMPINAN :

– MENGAJUKAN _MENGAJUKANPERTANYAAN YANG TEPATPERTANYAAN YANG TEPAT KETIMBANG MENEMUKAN KETIMBANG MENEMUKAN JAWABAN YANG BENAR

JAWABAN YANG BENAR

– MENGAJUKAN _MENGAJUKANALTERNATIF KONSEP INTERPRETASI SITUASIALTERNATIF KONSEP INTERPRETASI SITUASI

– BERTINDAK SELAKU BERTINDAK SELAKU KATALISATORKATALISATOR, MENDORONG MANAJER UNTUK , MENDORONG MANAJER UNTUK MEMIKIRKAN MASA DEPAN DENGAN CARA YANG KREATIF

MEMIKIRKAN MASA DEPAN DENGAN CARA YANG KREATIF

– MEMBANTU MENGENALI DAN MENYEDIAKAN _{MEMBANTU MENGENALI DAN MENYEDIAKAN}INFORMASIINFORMASI TENTANG TENTANG ISU-ISU STRATEGIS PENTING

ISU-ISU STRATEGIS PENTING

– MENYAMPAIKAN STRATEGI DENGAN CUKUP JELAS UNTUK _{MENYAMPAIKAN STRATEGI DENGAN CUKUP JELAS UNTUK}

KEPENTINGAN

KEPENTINGAN OPERASIONALISASIOPERASIONALISASI

– MENGURAIKAN STRATEGI KE DALAM SUB STRATEGI, PROGRAM-MENGURAIKAN STRATEGI KE DALAM SUB STRATEGI, PROGRAM-PROGRAM DAN RENCANA AKSI UNTUK

PROGRAM DAN RENCANA AKSI UNTUK MEREALISAIKAN TIAP MEREALISAIKAN TIAP STRATEGI

STRATEGI

– MEMPERTIMBANGKAN MEMPERTIMBANGKAN DAMPAK PERUBAHAN STRATEGIDAMPAK PERUBAHAN STRATEGI DALAM DALAM OPERASIONAL ORGANISASI

OPERASIONAL ORGANISASI

(19)

TIAP MANAJER/LEADER SEBAGAI

BAGIAN DARI TUGASNYA HARUS PEDULI

DENGAN PERUBAHAN, INOVASI DAN

KEUNGGULAN, SERTA MENGAJUKAN

PERTANYAAN KRITIS :

–

“

_“

SHOULD

WE BE DOING THIS IN THE

FUTURE?”

–

“

_“

HOW

SHOULD WE BE DOING THIS?”

–

“

_“

WHAT

NEW THINGS SHOULD WE BE

DOING?”

(20)

(21)

PENYUSUNAN STRATEGI RUMAH SAKIT

PENYUSUNAN STRATEGI ADALAH SUATU PROSES

PENETAPAN POLA KEGIATAN YANG MENJADI

PANDUAN BAGI ORGANISASI UNTUK BERGERAK KE

SATU TUJUAN

EMPAT KOMPONEN YANG MEMPENGARUHI

PENYUSUNAN STRATEGI :

– PELUANG PASAR (_{PELUANG PASAR (}MARKETING OPPORTUNITYMARKETING OPPORTUNITY))

– KOMPETENSI KORPORAT DAN SUMBER DAYA _{KOMPETENSI KORPORAT DAN SUMBER DAYA}

(

(CORPORATE COMPETENCE AND RESOURCESCORPORATE COMPETENCE AND RESOURCES))

– NILAI-NILAI DAN ASPIRASI PERSONAL (_{NILAI-NILAI DAN ASPIRASI PERSONAL (}PERSONAL PERSONAL VALUES AND ASPIRATIONS

VALUES AND ASPIRATIONS))

(22)

PROSES PERENCANAAN STRATEGIS

PROSES DIMULAI DENGAN

ASESMEN

YANG MENDALAM TENTANG

ORGANISASI, MISINYA DAN

LINGKUNGANNYA

(23)

LANGKAH-LANGKAH

:

– LANGKAH 1_{LANGKAH 1}PERENCANAAN PROSES:PERENCANAAN PROSES:

ASESMEN TENTANG MISI, KEKUATAN DAN

KELEMAHAN INTERNAL, PELUANG DAN

KELEMAHAN INTERNAL, PELUANG DAN ANCAMAN ANCAMAN EKSTERNAL

EKSTERNAL

IDENTIFIKASI SASARAN-SASARAN

MENGEMBANGKAN ALTERNATIF STRATEGI UNTUK

PENCAPAIAN SASARAN

MONITOR PERILAKU ORGANISASI DAN KEMAJUAN

TERHADAP PEMENUHAN MISI

LANGKAH PERTAMA INI ADALAH MEMBANGUN

“

(24)

(25)

– LANGKAH 2 _{LANGKAH 2} MENGEMBANGKAN DAN/ATAU MENGEMBANGKAN DAN/ATAU ASESMEN TERHADAP “MISSION STATEMENT”

ASESMEN TERHADAP “MISSION STATEMENT”

“

“MISSION STATEMENT” YANG BERBASIS NILAI MISSION STATEMENT” YANG BERBASIS NILAI MENJADI FONDASI DARI PROSES

MENJADI FONDASI DARI PROSES

PERENCANAAN STRATEGIS

“

“MISSION STATEMENT” DIKEMBANGKAN MISSION STATEMENT” DIKEMBANGKAN

SEBAGAI RESPON TERHADAP KEBUTUHANSEBAGAI RESPON TERHADAP KEBUTUHAN DAN KEPENTINGAN DARI STAKE HOLDERS

(26)

– LANGKAH 3 _{LANGKAH 3} MELAKUKAN ASESMEN EKSTERNAL MELAKUKAN ASESMEN EKSTERNAL

LINGKUNGAN EKSTERNAL DAPAT BERUPA :

MACRO-ENVIRONMENT

REGULATORY ENVIRONMENT

ECONOMIC ENVIRONMENT

SOCIAL ENVIRONMENT

POLITICAL ENVIRONMENT

COMPETITIVE ENVIRONMENT

TECHNOLOGICAL ENVIRONMENT

(27)

– LANGKAH 4 _{LANGKAH 4} MELAKSANAKAN ASESMENTINTERNAL MELAKSANAKAN ASESMENTINTERNAL

KOMPONEN YANG DIEVALUASI:

(28)

– LANGKAH 5 _{LANGKAH 5} MENETAPKAN “GOALS” DAN MENETAPKAN “GOALS” DAN OBJECTIVES

OBJECTIVES

GOALS (OBJEKTIVES) ADALAH TITIK AKHIR YANG

HARUS DICAPAI OLEH PERENCANAAN ORGANISASI

DALAM SATU PERIODE WAKTU TERTENTU

KARAKTERISTIK GOALS (OBJECTIVES) :

KARAKTERISTIK GOALS (OBJECTIVES) : – GOALS HARUS _{GOALS HARUS}BISA DI CAPAIBISA DI CAPAI

– GOALS HARUS _{GOALS HARUS}BISA DIUJI (VERIFIABLE)BISA DIUJI (VERIFIABLE)

(29)

– LANGKAH 6 _{LANGKAH 6} MENYUSUN PILIHAN-PILIHAN MENYUSUN PILIHAN-PILIHAN STRATEGI

STRATEGI

MENGEMBANGKAN DAFTAR STRATEGI YANG

REALISTIS YANG DAPAT MENUNTUN KE

PENCAPAIAN TIAP GOAL

KATEGORI STRATEGI ALTERNATIF :

– PRACTICAL_PRACTICAL ALTERNATIVES ALTERNATIVES

– INCREMENTAL_INCREMENTAL ALTERNATIVES ALTERNATIVES

(30)

– LANGKAH 7 _{LANGKAH 7} MENYELEKSI DAN MENGEMBANGKAN MENYELEKSI DAN MENGEMBANGKAN STRATEGI

STRATEGI

PILIHAN STRATEGI (STRATEGIC OPTIONS) HARUS

MERUPAKAN LANGKAH TERPISAH DENGAN

PENGEMBANGAN ALTERNATIVE STRATEGI

TIAP OPSI HARUS DIEVALUASI

(31)

– LANGKAH 8 _{LANGKAH 8} MENGEMBANGKAN IMPLEMENTASI MENGEMBANGKAN IMPLEMENTASI PERENCANAAN

PERENCANAAN

TIAP KEGIATAN DALAM IMPLEMENTASI

PERENCANAAN STRATEGIS HARUS

BERSIFAT STRATEGIS

PENUGASAN PENANGGUNG JAWAB SPESIFIK

TENTUKAN WAKTU PENYELESAIAN

TENTUKAN CHECK POINT UNTUK MENGUKUR

KEMAJUAN

KEMAJUAN SELALU DIMONITOR DAN DIEVALUASI

(32)

STRATEGIC

STAKEHOLDER MANAGEMENT

(33)

CUSTOMER vs. STAKEHOLDER

CUSTOMER

CUSTOMER IS ANYONE WHO HAS AN IS ANYONE WHO HAS AN EXPECTATION

EXPECTATION ABOUT THE OUTPUT OF A PROCESS ABOUT THE OUTPUT OF A PROCESS

( JAMES 1989 )

STAKEHOLDER

STAKEHOLDER IS ANYONE WITH IS ANYONE WITH INTERESTINTEREST IN OR IN OR WHO IS

WHO IS AFFECTEDAFFECTED BY THE WORK OF AN BY THE WORK OF AN INDIVIDUAL, A DEPARTMENT, OR AN

INDIVIDUAL, A DEPARTMENT, OR AN

ORGANIZATION.

MAHASISWA,CO –ASS,RESIDEN ….?

(34)

STAKEHOLDERS

ORGANIZATIONS,GROUPS, AND INDIVIDUALS

THAT HAVE AN INTEREST OR “STAKE” IN

THE SUCCESS

(35)

HOSPITAL’S STAKEHOLDERS

Hospital's stakeholders can include its patients,

families and the larger community.

Stakeholders also include employees,

physicians, businesses and other community

health care providers, all of which have an

(36)

(37)

STAKEHOLDER ANALYSIS

BASED ON THE BELIEF THAT THERE

IS A

RECIPROCAL RELATIONSHIP

BETWEEN AN ORGANIZATION AND

CERTAIN OTHER ORGANIZATIONS,

GROUPS,AND INDIVIDUALS

(38)

THE STEPS TO STRATEGIC

STAKEHOLDER MANAGEMENT

1.

1. IDENTIFY ALL RELEVANT EXTERNAL, IDENTIFY ALL RELEVANT EXTERNAL, INTERFACE, INTERFACE, AND INTERNAL STAKEHOLDERS

AND INTERNAL STAKEHOLDERS

2. CLASSIFY EACH STAKEHOLDER AS : 2. CLASSIFY EACH STAKEHOLDER AS :

SUPPORTIVE, SUPPORTIVE,

MIXED BLESSING, MIXED BLESSING,

NONSUPPORTIVE,OR NONSUPPORTIVE,OR MARGINAL

MARGINAL

2.

2. DIAGNOSE EACH STAKEHOLDERS IN TERMS OF DIAGNOSE EACH STAKEHOLDERS IN TERMS OF - POTENTIAL FOR THREAT AND

(39)

THE STEPS TO STRATEGIC STAKEHOLDER MANAGEMENT . . .

4. FORMULATE GENERIC STAKEHOLDER MANAGEMENT STRATEGIES :

- INVOLVE THE SUPPORTIVE STAKEHOLDER;

- COLLABORATE WITH THE MIXED BLESSING

STAKEHOLDER;

- DEFEND AGAINST THE NONSUPPORTIVE

STAKEHOLDER; AND

- MONITOR THE MARGINAL STAKEHOLDER

5. DEVELOP SPECIFIC IMPLEMENTATION TACTICS

5. DEVELOP SPECIFIC IMPLEMENTATION TACTICS AND PROGRAMS AND PROGRAMS FOR EACH

STRATEGY-FOR EACH STRATEGY- STAKEHOLDER MANAGEMENTSTAKEHOLDER MANAGEMENT

6. IDENTIFY WHICH EMPLOYEES SHOULD BE INVOLVED IN THE

IMPLEMENTATION PROCESS.

(40)

STEP 1

IDENTIFY ALL RELEVANT

STAKEHOLDERS

(41)

EXTERNAL STAKEHOLDERS

1.

1. COMPETITORS_COMPETITORS 2.

2. RELATED HEALTH CARE ORGANIZATIONSRELATED HEALTH CARE ORGANIZATIONS

3.

3. GOVERNMENT REGULATORY/ LISENSING AGENCIESGOVERNMENT REGULATORY/ LISENSING AGENCIES

4.

4. PRIVATE ACCREDITATION ASSOCIATIONS_{PRIVATE ACCREDITATION ASSOCIATIONS} 5.

5. PROFESSIONAL ASSOCIATIONSPROFESSIONAL ASSOCIATIONS

6.

6. LABOR UNIONLABOR UNION

7.

7. PATIENTS_PATIENTS 8.

8. THIRD PARTY PAYORSTHIRD PARTY PAYORS

9.

9. HOSPITAL SUPPLIERSHOSPITAL SUPPLIERS

10.

10. MEDIA_MEDIA 11.

11. FINANCIAL COMMUNITYFINANCIAL COMMUNITY

12.

12. RELIGIOUS ORGANIZATIONSRELIGIOUS ORGANIZATIONS

13.

(42)

INTERFACE STAKEHOLDERS

1.

NONMANAGEMENT MEDICAL STAFF

_{NONMANAGEMENT MEDICAL STAFF}

2.

HOSPITAL BOARD

_{HOSPITAL BOARD}

3.

STOCKHOLDERS/ TAXPAYERS/

_{STOCKHOLDERS/ TAXPAYERS/}

CONTRIBUTORS

4.

(43)

INTERNAL STAKEHOLDERS

1.

1. MANAGEMENT :_{MANAGEMENT :}

- TOP MANAGERS

- CLINICAL MANAGERS

- PHYSICIAN MANAGERS

- NONCLINICAL MANAGERS

2.

2. NONMANAGEMENT EMPLOYEES :_{NONMANAGEMENT EMPLOYEES :}

- PROFESSIONAL

- PARAPROFESSIONAL

- SUPPORT PERSONNEL

(44)

STEP 2

CLASSIFY EACH STAKEHOLDER

(45)

DIFFERENT TYPES OF STAKEHOLDERS

TYPE 1 :

THE MIXED BLESSING STAKEHOLDER

:

- MEDICAL STAFF

- PHYSICIAN NOT ON THE STAFF

- INSURANCE COMPANIES

- INSURED PATIENTS

- HOSPITAL WITH COMPLEMENTARY

(46)

TYPE 2 :

THE SUPPORTIVE STAKEHOLDER

:

- BOARD OF TRUSTEES

- MANAGERS

- STAFF EMPLOYEES

- PARENT COMPANY

- LOCAL COMMUNITY

- NURSING HOMES

(47)

TYPE 3 :

THE NONSUPPORTIVE STAKEHOLDER

- COMPETING HOSPITALS

- FREESTANDING ALTERNATIVES

- EMPLOYEE UNIONS

- GOVERNMENT REGULATORY AGENCIES

- INDIGENT PATIENTS

- THE NEWS MEDIA

- EMPLOYER COALITIONS

(48)

TYPE 4 :

THE MARGINAL STAKEHOLDER

- VOLUNTEER GROUP

- STOCKHOLDERS

- PROFESSIONAL ASSOCIATIONS

(49)

STEP 3

DIAGNOSE EACH STAKEHOLDER

(50)

(51)

STEP 4

FORMULATE

GENERIC STAKEHOLDER MANAGEMENT

STRATEGIES

(52)

(53)

MONITOR MIXED BLESSING

STAKEHOLDER

POTENTIAL FOR THREAT TO THE HOSPITAL

Low

(54)

SYNERGY

AS A STRATEGIC MANGEMENT

PROGRAM TO COLLABORATE WITH

HOSPITAL STAKEHOLDERS

(55)

synergy

Webster (1991) defines synergy as

(56)

Synergy can be defined as the

breakthroughs in thinking and action that

are produced when a collaborative

process successfully

combines

the

complementary

knowledge

,

skills

, and

resources

of a group of participants

(Lasker, Weiss, and Miller, 2000; Fried and Rundall, 1994; Gray, 1998;

Mattesich and Monsey, 1992; Richardson and Allegrante, 2000).

(57)

Synergism, in the world of people, is sometimes used to reference a team.

In other words, the effects of synergism are always

interdependent (Corning, 1996) and the result of

cooperation.

synergy is the close coordination of efforts and resources of individuals working together so that the outcome

(58)

components of synergy

There are some components of synergy that

must be followed in order to make it effective, especially in the arena of health care.

Some of these elements are :

- establishing a clear purpose,

- listening actively by focusing on the individual who is speaking, and

- having a sympathetic consciousness of another’s distress and a desire to alleviate that distress. - flexibility and openness to another

(59)

for the phenomenon of synergy to function

effectively, members must

speak clearly to

personal points

and perspectives while

acknowledging that they are, merely, a

personal perspective

.

(60)

COMMUNITY PARTICIPATION AND SYNERGY

A

partnership

creates synergy by

combining the complementary knowledge,

skills, and resources of different people

and organizations.

(61)

At a practical level, the limited capacity of

partnerships to create synergy appears to

be related to three factors:

(1)

who is involved

in the partnership;

(2)

how they are involved

; and

(3) how well the

leadership

and

management

of the partnership support

the interaction of the partners.

(62)

Who is Involved in the Partnership

The

The people and organizationspeople and organizations involved in a partnership are the involved in a partnership are the building building blocks of synergy

blocks of synergy. .

the

the community stakeholderscommunity stakeholders involved in synergistic partnerships often involved in synergistic partnerships often go well beyond the "usual suspects," including :

go well beyond the "usual suspects," including :

- service providers

- people

- people who use serviceswho use services, , - youth and

- youth and low-income residentslow-income residents who are directly affected by problems, who are directly affected by problems, - formal and informal

- formal and informal community leaderscommunity leaders, , - academics

- academics in different disciplines, in different disciplines, - government agencies

- government agencies, , - schools

- schools, , - businesses

- businesses, and , and

- faith-based organizations

(63)

Together, a broad array of participants can:

* Obtain more

* Obtain more accurate informationaccurate information (e.g., about the (e.g., about the concerns and priorities of people in the community):

concerns and priorities of people in the community):

*

* See the "big picture"See the "big picture" (e.g., appreciate how different (e.g., appreciate how different services, programs, and policies in the community relate

services, programs, and policies in the community relate

to each other and to the problems the partnership is

trying to address);

*

* Break new groundBreak new ground (e.g., combine statistical and (e.g., combine statistical and qualitative information to get a better understanding of

qualitative information to get a better understanding of

the root causes of problems and discover innovative

approaches to solving problems); and

*

* Understand the local contextUnderstand the local context (e.g., appreciate the (e.g., appreciate the values, politics, assets, and history of the local

values, politics, assets, and history of the local

environment and use this information to identify

strategies that are most likely to work in that

environment.

(64)

How Partners Are Involved

Two types of partnerships:

- the

"lead agency"

model and

- the

(65)

The

"lead agency"

model refers to partnerships

that are established to help a public- or

private-sector organization carry out a

sector organization carry out a

predetermined

program

.

These kinds of partnerships are quite

common in the health and human services areas

but, unfortunately, have a very

limited capacity to

create synergy

regardless of how diverse the

participants are.

(66)

In the

In the "community engagement""community engagement" model, a broad array of model, a broad array of community stakeholders

community stakeholders work together in all phases work together in all phases of the partnership's work-understanding the problem,

of the partnership's work-understanding the problem,

developing plans, taking collective action, and refining

the partnership's actions over time.

The "community engagement" model has a much

greater potential to create synergy

greater potential to create synergy than the "lead than the "lead

agency" model because diverse participants have an

opportunity to

opportunity to influence the thinking and plans of theinfluence the thinking and plans of the partnership

partnership as well as its actions. as well as its actions.

As a result, a broad array of community stakeholders

can create

can create new ideasnew ideas and strategiesand strategies together and the together and the way the group ultimately understands issues and the

way the group ultimately understands issues and the

actions it takes to address issues are usually very

different from the way any single participant in the

partnership started out.

(67)

Leadership and Management of Partnerships

The kinds of leadership and management

capacities that synergistic partnerships

require go beyond those involved

in

coordinating services or running a

program or organization.

Consequently, these

capacities differ

from

the leadership and management that most

people have been exposed to or have

been trained to provide.

(68)

What does the leadership of a partnership need to do

to enable a diverse group of participants to

create synergy and, thus, make the most of

their collaborative efforts?

reach out to and recruit a broad range of

reach out to and recruit a broad range of community community stakeholders

stakeholders,, providing the partnership with the providing the partnership with the perspective, skills, and resources that it needs.

perspective, skills, and resources that it needs.

inspire and motivate participants

inspire and motivate participants by articulating what they by articulating what they can accomplish together and how their joint work will

can accomplish together and how their joint work will

benefit not only the community but also each of them

individually.

facilitate a collaborative process

facilitate a collaborative process that empowers that empowers

participants by assuring that they have real influence in

the way the partnership address problems that affect their

lives.

help participants from different backgrounds

help participants from different backgrounds develop develop relationships

relationships with each other and engage in ongoing with each other and engage in ongoing meaningful discourse.

(69)

foster

respect, trust, inclusiveness

, and

openness

in the partnership and need to help

the participants develop a commonly

understood jargon-free language.

create an environment in which

differences

of opinion can be voiced

.

create something

new

and valuable together

by stimulating them to challenge

conventional wisdom and look at things

differently, by relating and synthesizing their

different ideas, and by finding effective ways

to combine their complementary skills and

resources.

(70)

STAGES OF COLLABORATION

-ACHIEVE

EMERGENCE TRANSITIONTRANSITION MATURITYMATURITY

N

INTER ORGANIZATIONAL ARRANGEMENTS

(71)

THE UNDERLYING DYNAMIC OF THE NEWLY

FORMED INTER-ORGANIZATIONAL ARRANGEMENT

IS NOT “COMMAND AND CONTROL” BUT ONE

THAT IS BETTER DESCRIBED AS ONE OF

TRUST,COMMITMENT

AND AND

SYNERGY

..

GOOD PARTNERSHIPS

GOOD PARTNERSHIPS, LIKE GOOD , LIKE GOOD

MARRIAGES,DON’T WORK ON THE BASIS OF

OWNERSHIP

OR OR

CONTROL

.. IT TAKES

IT TAKES

EFFORT

AND AND

COMMITMENT

ANDAND ENTHUSIASM

ENTHUSIASM FROM BOTH SIDES IF EITHER IS TO FROM BOTH SIDES IF EITHER IS TO REALIZE THE HOPED FOR BENEFITS.

(72)