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The skills of health services managers

Hasan Rahim
Hasan Rahim
Hasan RahimEmergency Room RN at salewangang distric hospital

The skills of health services managers

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CHAPTER 5
THE SKILLS REQUIRED
OF HEALTH SERVICE
MANAGERS
Hasan Rahim
From Clinician to Manager: An Introduction to Hospital and Health Services
Management
Pendahuluan
 To be successful, a manager
needs to master a range of
skills and then learn to apply
these skills in an effective
manner.
 Management is an art from
that requires judgement and
maturity, plus particular
skills.
 Both theoretical and
experiential learning are
required to master the art of
management.
Personality and Management
 Some people have what
might be termed
„managerial‟ personalities
that may lead them to
become organisers and
managers
 May also determine
whether or not they will be
successful in managerial
role.
Characteristic of Managerial
Personality
 A desire to be successful at a senior level;
 The capability of developing objectives for the
organisation;
 Knowledge about the relevant activities of the
organisations;
 Confidence;
 Interpersonal skills;
 Capability of delegating authority;
 Capability of changing management styles
according to changing circumtances and needs
of the organisation;
 Commitment to the organisation;
 Stamina;
 Charisma.
 Communicating
 Conducting meetings
 Dealing With Problems
And Conflict
 Delegating
 Supervising
 Motivation
 Managing Change
 Becoming A Politician
 Industrial Relations
 Objectives, Aims And
Goals
Being A Leader
Holle and Blatchley have defined
five leadership styles:
 autocratic, which is authority-
centred;
 bureaucratic, which is rule
centred;
 democratic, which is group
centred;
 parental, which is individual
centred; and
 laissez faire, where the manager
deliberately abstains from
direction or interference.

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The skills of health services managers

  • 1. CHAPTER 5 THE SKILLS REQUIRED OF HEALTH SERVICE MANAGERS Hasan Rahim From Clinician to Manager: An Introduction to Hospital and Health Services Management
  • 2. Pendahuluan  To be successful, a manager needs to master a range of skills and then learn to apply these skills in an effective manner.  Management is an art from that requires judgement and maturity, plus particular skills.  Both theoretical and experiential learning are required to master the art of management.
  • 3. Personality and Management  Some people have what might be termed „managerial‟ personalities that may lead them to become organisers and managers  May also determine whether or not they will be successful in managerial role.
  • 4. Characteristic of Managerial Personality  A desire to be successful at a senior level;  The capability of developing objectives for the organisation;  Knowledge about the relevant activities of the organisations;  Confidence;  Interpersonal skills;  Capability of delegating authority;  Capability of changing management styles according to changing circumtances and needs of the organisation;  Commitment to the organisation;  Stamina;  Charisma.
  • 5.  Communicating  Conducting meetings  Dealing With Problems And Conflict  Delegating  Supervising  Motivation  Managing Change  Becoming A Politician  Industrial Relations  Objectives, Aims And Goals
  • 6. Being A Leader Holle and Blatchley have defined five leadership styles:  autocratic, which is authority- centred;  bureaucratic, which is rule centred;  democratic, which is group centred;  parental, which is individual centred; and  laissez faire, where the manager deliberately abstains from direction or interference.
  • 7. Sikap umum di kalangan pemimpin, meliputi (Miner):  Hubungan baik dengan staf yang lebih senior;  Keinginan untuk berkompetisi baik pemimpin dan staf;  Kepribadian yang tegas digabungkan dengan kapasitas untuk membuat keputusan dalam perusahaan;  Tindakan disipliner untuk melindungi anggota lain dari kelompok;  Keinginan untuk menjalankan kekuasaan dan kemampuan untuk mempertahankan kata-kata dan tindakan;  Keinginan untuk sukses dan pengakuan;  Memiliki rasa tanggung jawab.
  • 8. Power and authority  Kemampuan untuk mencapai, mempertahankan dan menggunakan kekuatan, merupakan sebuah atribut penting dari manajer  Jeffrey Pfeffer telah mengidentifikasi karakteristik keberhasilan memperoleh dan memegang kekuasaan meliputi:  energi, stamina dan daya tahan fisik;  Kemampuan untuk memfokuskan energi seseorang dan untuk menghindari usaha sia-sia;  Sensitivitas, yang memungkinkan untuk membaca dan memahami orang lain;  Fleksibilitas, khususnya yang berkaitan dengan memilih berbagai cara untuk mencapai suatu tujuan;  Kesediaan untuk terlibat dalam konflik bila diperlukan atau dalam konfrontasi (tingkat ketangguhan pribadi).  Kemampuan untuk menenggelamkan ego seseorang, setidaknya untuk sementara, dan bermain bawahan baik atau pemain tim untuk meminta bantuan dan dukungan orang lain.
  • 9. Managing People  Peran paling penting dari manajer  terms such as “human resource management” and the “human resource function”  All managers have to manage people-all managers have to learn to be “a boss”  Managers have an imperative to become involved with people as superiors, peers and subordinates.  Mengelola orang dapat dilakukan melalui: Selecting staff members, Encouragement (dorongan), Education.
  • 10. Managing Resource  Responsible for multimillion dollars worth of building, equipment, vehicles and land, as well as the immense staff resources and the drugs and equipment they need to do their work.  Asset assessment is simple: prepare a list of all assets of the organisation, the date of requisition or construction, and an assessment of the current quality  Imformation can be analysed and plans developed and implemented to sell or remove surplus or obsolete assets; to update or replace assets; to set in place a system of renovation; and to develop a planned process of maintenance.
  • 11. Thinking Strategically  Menyiratkan kebutuhan untuk berpikir dan merencanakan untuk jangka panjang, lima sampai sepuluh tahun masa depan.  Henry Mintzberg, analis manajerial yang terkenal, berpendapat bahwa perencanaan strategis memiliki keutamaan karena masa depan yang tidak bisa diprediksi (unpredictable).  Para manajemen dan dewan berpikir strategis memprediksi tren masa depan dan kebutuhan, mengubah peran rumah sakit dan sukses.  More difficult to predict are political changes.
  • 12. Anticipating And Responding To Problems And Opportunities  Good managers also need to become opportunists.  Iklim ekonomi yang sulit telah memungkinkan manajer oportunistik untuk menutup pelayanan rumah sakit lebih awal dan mengarahkan sumber daya untuk bidang baru yang dibutuhkan.
  • 13. Making Decision  An essential part of modern decision making in Westren countries is the process of involvement and participation by relevant staff and communities.  In the health services field there are three essential sources of information:  published biomedical and managerial literature, which can readily be obtained by computer searches;  demographic and health status data published by government statistical organisations  data generated by individual hospitals and health services, which can be analysed and compared with data from similar services.
  • 14. Allocating Resources  The allocating of resources is major and important managerial responsibility.  Memiliki lebih banyak kesulitan dibanding bidang lain seperti pendidikan dan bidang lainnya.  Bagaimana mengalokasikan sumber daya yang ada secara adil berdasarkan skala prioritas.  Misalnya pengadaan alat diagnostik test: Radiologi atau alat laboratorium
  • 15. Survival Tips For Health Service Managers  Collect and analyse as much informtion as you can  Always be polite, courteous and kind  Never go over your boss‟s head  Always arrive for work early and leave late  Set goals and objective  Take time  Be committed  Treat committees seriously  Always be honest
  • 16. Survival Tips (Cont‟ed...........)  Remember the “F” management guidelines: 1. flexible (responsive to change) 2. focused (with clear objectives) 3. friendly (with good staff relations) 4. fun (with staff who like going to work) 5. flat (with no management hierarchy) 6. forward-thinking.  Employ the loose and tight management approach

Editor's Notes

  1. keinginan untuk sukses pada level senior;kemampuan mengembangkan tujuan organisasi;pengetahuan tentang kegiatan yang relevan dari organisasi; keyakinan; keterampilan interpersonal; kemampuan mendelegasikan otoritas; kemampuan untuk mengubah gaya manajemen sesuai dengan perubahan keadaan dan kebutuhan organisasi; komitmen terhadap organisasi; stamina; karisma.
  2. Manajer harus mengelola orang-semua manajer harus belajar untuk menjadi "bos". Manajer memiliki keharusan untuk terlibat dengan orang-orang sebagai atasan, rekan kerja dan bawahan.
  3. publikasi biomedis dan literatur manajerial, yang mudah diperoleh dengan pencarian komputer;demografi dan data status kesehatan yang dipublikasikan oleh organisasi statistik pemerintah;data yang dihasilkan oleh rumah sakit individu dan pelayanan kesehatan, yang dapat dianalisis dan dibandingkan dengan data dari layanan serupa.