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SESI 11 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 Memimpin Orang serta Kelompok
Menjalankan j Sistem Teknis
Memperbarui p Organisasi
Memenuhi Kebutuhan dan Nilai‐nilai Individu
Menentukan Kelompok Kerja dan Desain yang Tepat
Menentukan Desain Organisasi yang Tepat
-Memotivasi Orang Lain (Bab 3) Memberi Arah
-Kelompok dan tim dalam organisasi Pelayanan Kesehatan (Bab 6) -Desain Kerja (Bab 7) Menetapkan Mekasnisme Komunikasi dan Koordinasi
-Desain organisasi (bab 10) Mendapatkan Sumber Daya dan Mengelola Lingkungan
-Kepemimpinan: S b hk Sebuah kerangka k kerja bagi pemikiran dan tindakan Mendorong Kerjasama -Manajemen Konflik dan Negoisasi (Bab 5)
-Koordinasi dan Komunikasi (Bab 8) Menggunakan Pengaruh -Kekuatan dan Politik dalam Organisasi Pelayanan Kesehatan (Bab 9)
-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)
Merencanakan Masa Depan Mengelola secara Strategis -Penyusunan Strategi dalam Organisasi Perawatan Kesehatan (Bab 14) Mengantisipasi Masa Depan -Menciptakan dan Mengelola Masa Depan (Bab 15) 2
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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 limitations applicability, 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 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
performance in the organization. f i h i i
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
Feed Back
Strategy Development & Implementation
OD
Information Needs Rewards Performance Evaluation 7
Levels of OD Position Work Group Cluster of Work Group Total Organization Network System
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Things to consider before design The Mission Environmental Assessment Organizational Assessment Human Resources Assessment Political Process Assessment
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Variety Designs of HSO Classic Design : Functional Design Divisional Design Matrix Design New Evolving Design : Parallel Design Product Line or Program Design
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Influences on the future OD The Mission Future Environment Organization Human Resources Political Process Organizations in transition
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MANAGING STRATEGIC ALLIANCES
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Learning Objectives Understand why strategic alliances are increasing in use, particularly
among health care organizations. Distinguish between different types or forms of strategic alliances,
using number of dimensions. Classify an alliance both in terms of what it looks like and what it is Cl if lli b h i f h i l k lik d h i i
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 g
development that alliances often experience and the critical issues that you may face at each stage. Distinguish between an alliance problem and an alliances symptom
and recognize the different implications for managerial intervention. Understand both the pros and cons of alliances. 13
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 control Number of members Governance Structure Mandated vs Voluntary Participation
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What are Alliances meant to do Pooling vs Trading Alliances Cost reduction vs Revenue Enhancement Quality, innovation, and learning Power enhancement, uncertainty reduction, and risk
sharing.
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The Alliance Process : A Multistage Analysis Emergence : Finding Partners Transition Maturity Critical Crossroads
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Frameworks for analyzing alliance problems Locating the problem Separating the root from the symptom.
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Organizational Innovation and 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. 20
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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 Changes Product or service changes Administrative, structural, or strategy 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 improvement. and quality improvement Manage for quality improvement in health care. Understand management roles to create high performance organizations. 24
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Overview of performance The terms widely used in assessing health service is Efficacy, capability of a health service under ideal conditions and applied to the right problems. Appropriateness, focuses on whether an efficacious treatment was apllied to the right patient at the right time. Effectiveness involves ascertaining the quality in which a service is carried out. t
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Issues in assesing effective performance
Fundamental perspectives about
organizations. Domain of activity Different levels of analysis Diff t l l f l i
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Technical issues in assessment Classes of measures Structural measures Process measures Outcome measures Factors associated with effective performance : Quality of professional staff High standart experience with other cases i i h h 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. 27
Two models for changing performance
Quality Assurance Quality Improvement
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Cause and effect diagram for continous improvement Environmental Characteristics
Unit Characteristics
Patient Characteristics
Outcomes of care
Interorganizational Characteristics
Organizational Characteristics
Provider Characteristics
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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 Need a paradigm shift from mechanical model d di hif f h i l d l to a new model of commitment, and a cycle of continous improvement Each department determines who are the customer and what are they really want.
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Leadership strategies for high performance HCO Stretching Maximizing learning M i i i l i Take risks Exhibit transformational leadership incline toward action. Create chemistry y Manage uncertainty Remain loosely coordinated Possess a strong culture signify meaningful values
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Organisasi dan Manajer ‐Teori Organisasi dan Manajemen Pelayanan Kesehatan (Bab 1) -Peran Manajer (bab 2)
Memotivasi dan Memimpin Orang serta Kelompok
Menjalankan j Sistem Teknis
Memperbarui p Organisasi
Memenuhi Kebutuhan dan Nilai‐nilai Individu
Menentukan Kelompok Kerja dan Desain yang Tepat
Menentukan Desain Organisasi yang Tepat
-Memotivasi Orang Lain (Bab 3) Memberi Arah
-Kelompok dan tim dalam organisasi Pelayanan Kesehatan (Bab 6) -Desain Kerja (Bab 7) Menetapkan Mekasnisme Komunikasi dan Koordinasi
-Desain organisasi (bab 10) Mendapatkan Sumber Daya dan Mengelola Lingkungan
-Kepemimpinan: S b hk Sebuah kerangka k kerja bagi pemikiran dan tindakan Mendorong Kerjasama -Manajemen Konflik dan Negoisasi (Bab 5)
-Koordinasi dan Komunikasi (Bab 8) Menggunakan Pengaruh -Kekuatan dan Politik dalam Organisasi Pelayanan Kesehatan (Bab 9)
-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)
Merencanakan Masa Depan Mengelola secara Strategis -Penyusunan Strategi dalam Organisasi Perawatan Kesehatan (Bab 14) Mengantisipasi Masa Depan -Menciptakan dan Mengelola Masa Depan (Bab 15) 33
Strategy making in HCO 34
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Learning Objectives Define 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. 35
Strategic Management Goal formulation Environmental analysis Strategy Formulation Strategy Evaluation Strategy implementation Strategic control.
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Schools of thought School
Strategy Formulation as
Prescriptive p School Design Planning Positioning Descriptive Schols Entrepreneurial Cognitive Learning Political Cultural Environment Configuration
A Conceptual process A formal Process an analytical process A Visionary Process A Mental Process An Emergent Process a Power Process an ideological process a passive process an episodic process
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Strategy Positioning a business to maximize the value of the capabilities that distinguish it from its competitors Strategy is an integrating set of ideas and concepts that guide an organization in its attempts to achieve competitive advantage over rivals. rivals
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Strategic comfort zones for shifting pace
Prospector
Analyzer
Defender
Reactor
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Five forces Michael Porter Potential Entrants
Supplier
Competitors
Buyers
Substitutes
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Creating and Managing the Future
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Learning Objectives Identify the major trends likely to affect the delivery of
health care. h l h 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 expectations Demographic composition and epidemiology Technology Development Organizational arrangements Financing Social experimentation
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The Worlds is changing Changing Role of Physician Changing Role of Nurse Expanding 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 g para peneliti.
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The Managerial Role
Role performance and emerging
challenges Preparing future managers P i f
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