Mata Kuliah: KEBIJAKAN DAN MANAJEMEN KESEHATAN Manajemen Kes… · 6/5/2010 1 SESI 11 Mata Kuliah:...
Transcript of Mata Kuliah: KEBIJAKAN DAN MANAJEMEN KESEHATAN Manajemen Kes… · 6/5/2010 1 SESI 11 Mata Kuliah:...
6/5/2010
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SESI 11
Mata Kuliah:Mata Kuliah:
KEBIJAKAN DAN MANAJEMEN KESEHATAN
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Organisasi dan Manajer
‐Teori Organisasi dan Manajemen Pelayanan Kesehatan (Bab 1)
-Peran Manajer (bab 2)
Memotivasi dan Menjalankan Memperbarui Merencanakan Memimpin Orang serta Kelompok
jSistem Teknis
pOrganisasi Masa Depan
Memenuhi Kebutuhan dan Nilai‐nilai Individu
-Memotivasi Orang Lain (Bab 3)
Memberi Arah
-Kepemimpinan: S b h k k
Menentukan Kelompok Kerja dan Desain yang Tepat
-Kelompok dan tim dalam organisasi Pelayanan Kesehatan (Bab 6)
-Desain Kerja (Bab 7)
Menentukan Desain Organisasi yang Tepat
-Desain organisasi (bab 10)
Mendapatkan Sumber Daya dan Mengelola Lingkungan
-Mengelola Aliansi
Mengelola secara Strategis
-Penyusunan Strategi dalam Organisasi Perawatan
Sebuah kerangka kerja bagi pemikiran dan tindakan
Mendorong Kerjasama
-Manajemen Konflik dan Negoisasi (Bab 5)
Menetapkan Mekasnisme Komunikasi dan Koordinasi
-Koordinasi dan Komunikasi (Bab 8)
Menggunakan Pengaruh
-Kekuatan dan Politik dalam Organisasi Pelayanan Kesehatan (Bab 9)
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)
Kesehatan (Bab 14)
Mengantisipasi Masa Depan
-Menciptakan dan Mengelola Masa Depan (Bab 15)
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Organization Design
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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 limitationsapplicability, Strengths, and limitations.
Consider guidelines for changing organization designs.
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What is Organization Design
OD is the way of building blocks of OD is the way of building blocks of organization which, authority, responsibility, accountability, information and reward are arranged or rearranged to improve effectiveness and adaptive capacity.
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Management role in OD
Management primary task is to maintain and improve f i h i iperformance in the organization.
In designing OD managers should consider input from employee. OD must be design bottom‐up not Top down.
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Organization design in relation to other management activities.
Statement Of Organizational Mission
Strategy Development& Implementation
OD
Feed Back
Information Needs
Rewards
Performance Evaluation7
Levels of OD
PositionWork GroupCluster of Work GroupTotal OrganizationNetworkSystem
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Things to consider before design
The MissionEnvironmental AssessmentOrganizational AssessmentHuman Resources AssessmentPolitical Process Assessment
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Variety Designs of HSO
Classic Design :Functional DesignDivisional DesignMatrix Design
New Evolving Design :Parallel DesignProduct Line or Program Design
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Influences on the future OD
The MissionFuture EnvironmentOrganizationHuman ResourcesPolitical ProcessOrganizations in transition
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MANAGING STRATEGIC ALLIANCES
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Learning ObjectivesUnderstand 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.
Cl if lli b h i f h i l k lik d h i i 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 g y gdevelopment 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.
Understand both the pros and cons of alliances.
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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 menghancurkan.
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Types and forms of alliances
Ownership and controlNumber of membersGovernance StructureMandated vs Voluntary Participation
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What are Alliances meant to do
Pooling vs Trading AlliancesCost reduction vs Revenue EnhancementQuality, innovation, and learningPower enhancement, uncertainty reduction, and risk sharing.
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The Alliance Process : A Multistage Analysis
Emergence : Finding PartnersTransitionMaturityCritical Crossroads
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Frameworks for analyzing alliance problems
Locating the problemSeparating the root from the symptom.
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Organizational Innovation and Changeand Change
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Learning Objectives
Describe the change process that occurs within health services g p
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 for managing such changes.
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The Change Process
Both changes and innovation involve a number of distinct stages :
Awareness
Identification
Implementation
Institutionalization
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Types of Changes
Technical ChangesProduct or service changesAdministrative, structural, or strategy changes.Human resources changes.Human resources changes.
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Organizational Performance
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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 improvementand quality improvement.
Manage for quality improvement in health care.
Understand management roles to create high performance organizations.
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Overview of performance
The terms widely used in assessing health service isThe 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.
Effectiveness involves ascertaining the quality in which a service is carried tout.
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Issues in assesing effectiveperformance
Fundamental perspectives about organizations.Domain of activityDiff t l l f l iDifferent levels of analysis
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Technical issues in assessment
Classes of measures
Structural measures
Process measures
Outcome measuresFactors associated with effective performance :
Quality of professional staff
High standart
i i h h experience with other cases
more professional staffs with high capability in managing conflict.
Participative organization cultures emphasizing team approaches.
Timely and accurate performance feedback.
Active management of environmantal forces.
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Two models for changing performance
Quality AssuranceQuality Improvement
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Cause and effect diagram for continous improvement
Environmental Characteristics Unit Characteristics
Patient Characteristics
Outcomes of care
InterorganizationalCharacteristics
OrganizationalCharacteristics
ProviderCharacteristics
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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 performance is
so difficult that management can play a key role.
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Managing Trade‐offs
N d di hif f h i l d l Need a paradigm shift from mechanical model to a new model of commitment, and a cycle of continous improvementEach department determines who are the customer and what are they really want.
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Leadership strategies for high performance HCO
StretchingM i i i l iMaximizing learningTake risksExhibit transformational leadershipincline toward action.Create chemistryyManage uncertaintyRemain loosely coordinatedPossess a strong culturesignify meaningful values 32
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Organisasi dan Manajer
‐Teori Organisasi dan Manajemen Pelayanan Kesehatan (Bab 1)
-Peran Manajer (bab 2)
Memotivasi dan Menjalankan Memperbarui Merencanakan Memimpin Orang serta Kelompok
jSistem Teknis
pOrganisasi Masa Depan
Memenuhi Kebutuhan dan Nilai‐nilai Individu
-Memotivasi Orang Lain (Bab 3)
Memberi Arah
-Kepemimpinan: S b h k k
Menentukan Kelompok Kerja dan Desain yang Tepat
-Kelompok dan tim dalam organisasi Pelayanan Kesehatan (Bab 6)
-Desain Kerja (Bab 7)
Menentukan Desain Organisasi yang Tepat
-Desain organisasi (bab 10)
Mendapatkan Sumber Daya dan Mengelola Lingkungan
-Mengelola Aliansi
Mengelola secara Strategis
-Penyusunan Strategi dalam Organisasi Perawatan
Sebuah kerangka kerja bagi pemikiran dan tindakan
Mendorong Kerjasama
-Manajemen Konflik dan Negoisasi (Bab 5)
Menetapkan Mekasnisme Komunikasi dan Koordinasi
-Koordinasi dan Komunikasi (Bab 8)
Menggunakan Pengaruh
-Kekuatan dan Politik dalam Organisasi Pelayanan Kesehatan (Bab 9)
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)
Kesehatan (Bab 14)
Mengantisipasi Masa Depan
-Menciptakan dan Mengelola Masa Depan (Bab 15)
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Strategy making in HCO
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Learning ObjectivesDefine the concepts 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.Understand how multiorganizational structures can facilitate implementation of health care strategies.Identify the major structural features of markets and be able to apply them in the analysis of health care strategies.Identify the major force of threat in the porter framework and be able to use them in conducting strategic analyses.Understand the relationship between strategy and market structure and be able to apply this understanding to the analysis of health care markets.
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Strategic Management
Goal formulationEnvironmental analysis Strategy FormulationStrategy EvaluationStrategy implementationStrategic control.
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Schools of thought
School
Prescriptive School
Strategy Formulation as
A Conceptual processpDesignPlanningPositioningDescriptive ScholsEntrepreneurialCognitiveLearningPolitical
A Conceptual processA formal Processan analytical process
A Visionary ProcessA Mental ProcessAn Emergent Processa Power Process
PoliticalCulturalEnvironmentConfiguration
an ideological processa passive processan episodic process
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Strategy
Positioning a business to maximize the value of the capabilities that distinguish it from its the capabilities that distinguish it from its competitorsStrategy is an integrating set of ideas and concepts that guide an organization in its attempts to achieve competitive advantage over rivalsrivals.
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Strategic comfort zones for shifting pace
Prospector Analyzer Defender
Reactor
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Five forces Michael Porter
Potential EntrantsEntrants
BuyersSupplier Competitors
Substitutes
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Creating and Managing the FutureFuture
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Learning Objectives
Identify the major trends likely to affect the delivery of h l h health care.
Understand the changing role of physicians, nurses, and other allied health care providers within health services.
Understand the changing role of management and the competencies required to function in the managerial role.
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The organization and the environment
Changing social norms and expectationsDemographic composition and epidemiologyTechnology DevelopmentOrganizational arrangementsFinancingSocial experimentation
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The Worlds is changing
Changing Role of PhysicianChanging Role of NurseExpanding role of allied health professionals
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Health Services Policy
Dalam menetapkan kebijakan sangat dipengaruhi oleh keadaan masa depan.
Untuk meramalkan masa depan perlu melakukan riset
Kadangkala Manajer tidak memiliki waktu dalam melakukan riset sehingga diperlukan kerjasama dengan gg p j gpara peneliti.
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The Managerial Role
Role performance and emerging challengesP i f Preparing future managers
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