This document discusses organizational principles and leadership patterns in hospitals during the COVID-19 pandemic. It covers organizational definitions, principles like division of work and unity of command. It also discusses leadership patterns like transformational and situational leadership. Finally, it proposes leadership strategies for hospitals in a VUCA environment during the pandemic, such as clear prioritization, empowering others to find solutions, and involving all staff in decision making. The goal is for hospitals to continue operating effectively while ensuring staff safety during this uncertain time.
This document provides a summary of a white paper titled "Collaborative Healthcare Leadership: A Six-Part Model for Adapting and Thriving During a Time of Transformative Change". The white paper proposes a six-part model for healthcare organizations to develop leadership strategies to adapt to rapid changes in the industry. The six essential organizational capabilities in the model are: 1) Collaborative Patient Care Teams, 2) Resource Stewardship, 3) Talent Transformation, 4) Boundary Spanning, 5) Capacity for Complexity, Innovation and Change, and 6) Employee Engagement and Well-being. For each capability, the document outlines the challenges healthcare organizations face in that area and identifies key leadership practices to address
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docxdrennanmicah
1
Running head: CHANGE MANAGEMENT PROPOSAL
2
CHANGE MANAGEMENT PROPOSAL
Change Management Proposal
HR006: Leadership, System Thinking, and Change Management
Yasmin Abdulghafour
Walden University Comment by Dr. Steve: Yasmin – this report is intended to be one paper (two parts) – please combine your Part I and Part II into a single document when you re-submit.
Executive Summary
Organizational change is the process in which any organization brings or desires to bring changes in its organizational culture, structure, strategies, functions or technologies to cause the change within the company to achieve certain goals and improve the overall performance of the company. This study is based on proposing a change management model for Ronald Reagan UCLA medical Medical center Center which is located in Los Angeles. UCLA medical Medical center Center is focused on continuously improving its services by implementing the concept of “True North” which suggests to improve and idealize different aspect of services including quality, equity, care experience, safety, financial stewardship, and workforce development and care.
This change management proposal recommends the use of Kotter's 8-step change model to bring the change in the organizational culture of the UCLA Health System. This proposal also highlights the role of communication in bringing change in the organization. Moreover, this study suggests the strategies to motivate employees to embrace the process of change and recommends the training strategies that can be used to implement the process of change successfully. This study also provides a guideline of how the change process can be evaluated and measured on the basis of organizational and individual performances. Comment by Dr. Steve: Good
Change Management Proposal
Introduction of the Organization
Ronald Reagan UCLA medical Medical centerCenter, a 520-bed facility, is a medical service providing organization located in Los Angeles. It was founded in 1955 and initially started as UCLA medical Medical center Center but, later it became Ronald Reagan UCLA Medical center Center in 2008. The medical center has highly qualified staff which provides 24 hours of medical services. This center offers many clinical services including cancer services, cardiovascular services, pediatric services, transplantation facilities, men and women health services, and weight management programs, etc. the facility has about ten 10 floors, and every floor contains dialysis storage, satellite pharmacy, respiratory therapy workrooms, and restrooms for doctors and residents. What is your resource for this information? Comment by Dr. Steve: Run on sentence – try re-writing this as two sentences
The mission of UCLA health Health is to deliver timely and leading research, education, and patient care. It is aimed at healing humankind by providing medical services and acts of kindness. UCLA Health is focused on providing the best health care services throu.
This document discusses various theories and models of change including:
- Lewin's 3-stage model of change involving unfreezing, changing, and refreezing.
- Roger's 5-stage model involving awareness, interest, evaluation, implementation, and adoption.
- Reddin's 7 techniques for accomplishing change including diagnosis, mutual goal setting, and resistance interpretation.
- Havlock's 6 aspects model involving establishing relationships, diagnosing needs, acquiring resources, selecting pathways, establishing changes, and maintaining changes.
The theories are applied to organizational change and examples are given of implementing changes in nursing practice.
Rapid changes in organizations require innovative management responses. Both external pressures like increasing competition and complexity as well as internal pressures around career development and diversity present challenges. Finding the best ways to enhance efficiency, effectiveness, morale and attitudes of healthcare workers and the organization as a whole is a formidable challenge. This requires innovative organizational and work group designs to capitalize on new opportunities and ongoing skills development for healthcare professionals.
1. What is qualified immunity 2. What is the rule regar.docxpaynetawnya
1. What is qualified immunity?
2. What is the rule regarding review of summary judgment on appeal after a final
judgment is rendered?
3. What is the rule applied to litigants that fail to timely object to evidence at trial and
attempt to raise an objection to such evidence on appeal?
4. What is the rule regarding leave to amend as it applies to the discretion of the
district court? Note underlying purpose of Fed. R. Civ. P. 15 (2015).
5. What is the rule regarding federal judges supervising trials, and how does that rule
apply to a trial judge’s behavior/rulings?
6. What is the test applied when a lawyer asserts that a member of the jury engaged in
juror misconduct by purposefully withholding information during voir dire (the
questioning of a jury panel to determine the fitness to serve on the jury) indicating bias?
7. What is the rule regarding an appellant seeking a reversal based on their own
evidentiary errors?
8. What is the rule regarding a judge participating in the examination of witnesses?
9. What is the rule regarding the authority of a federal judge to determine the extent
and nature of a post-trial evidentiary hearing?
You are limited to no more than 5 pages of text, Times Roman 12 point, 1-inch margins on
all sides, 1.5 spacing. Put the sources you use to document your responses on a separate
page as “endnotes” not footnotes.
1.Introduction- Change.docx
1 Introduction to Book 7
(Author: Jeni Grubb, with revisions by Ingrid Brooks)
In this book we introduce the important issue of change which, for Carlopio and Andrewartha (2008) is the most common activity that demonstrates leadership in organisations. In Yoder-Wise and Menix’s (2003) words: “Change is a natural social process of individuals, groups, organizations, and society” (p.322).
As we have seen in previous discussions, organisations can be conceptualised as open systems, with the forces for change coming from both inside the organisation and outside. They are essentially processes and are composed of people in relationships with other people; nothing more than relationships and social contracts between people. All organisational change therefore “requires personal change in an organisational setting” (Carlopio & Andrewartha, 2008, p.496). However personal change is not easy – it takes effort, persistence and time. With change we adapt, learn and grow although there can be a sense of loss as old ways of doing things become redundant.
Change is a generic term, which, for our purposes, can refer to macro change in the overall health care system, changes at organisational level, or micro change within your specific work unit or department. Indeed it is likely that a macro change, such as a change in the direction of health care policy by the government, can create a ripple effect throughout the health care system (including the private sector), right down to micro changes in actual service delivery. For example, if the gov ...
leadership and management of nursing group 4.pptxFenembarMekonnen
The document summarizes a seminar presentation on the roles and functions of nurse managers in organizing. It discusses key topics like the organizing process, organizational theories such as classical and contemporary theories, organizational structures including line, functional and matrix structures, and organizational principles. The objective is for learners to understand management functions of nurse managers and aspects of organizing in nursing management.
Nurses as Leaders and Managers for Staff, High Quality Patient Care.pptxAhmad Al-Sadi
This document discusses nurses as leaders and managers for high quality patient care. It begins by outlining 9 learning objectives related to leadership theories, roles and responsibilities, management vs leadership, followership, finances influencing care quality and staffing, ethics, and the Future of Nursing campaign. It then discusses leadership being taught rather than innate, and calls for nursing education to incorporate leadership. Key initiatives like QSEN and the Future of Nursing campaign are also summarized. The roles of formal vs informal leadership and the distinctions between leadership and management are outlined.
Nurses as Leaders and Managers for Staff, High Quality Patient CareAhmad Al-Sadi
This document discusses the importance of nursing leadership and management for high quality patient care. It defines key leadership concepts and theories that can help nurses lead at all levels of practice. The document outlines major initiatives like QSEN and the Future of Nursing that call for every nurse to function as a leader. It emphasizes that leadership can be taught and cultivated to directly and indirectly impact safety and quality.
This document provides a summary of a white paper titled "Collaborative Healthcare Leadership: A Six-Part Model for Adapting and Thriving During a Time of Transformative Change". The white paper proposes a six-part model for healthcare organizations to develop leadership strategies to adapt to rapid changes in the industry. The six essential organizational capabilities in the model are: 1) Collaborative Patient Care Teams, 2) Resource Stewardship, 3) Talent Transformation, 4) Boundary Spanning, 5) Capacity for Complexity, Innovation and Change, and 6) Employee Engagement and Well-being. For each capability, the document outlines the challenges healthcare organizations face in that area and identifies key leadership practices to address
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docxdrennanmicah
1
Running head: CHANGE MANAGEMENT PROPOSAL
2
CHANGE MANAGEMENT PROPOSAL
Change Management Proposal
HR006: Leadership, System Thinking, and Change Management
Yasmin Abdulghafour
Walden University Comment by Dr. Steve: Yasmin – this report is intended to be one paper (two parts) – please combine your Part I and Part II into a single document when you re-submit.
Executive Summary
Organizational change is the process in which any organization brings or desires to bring changes in its organizational culture, structure, strategies, functions or technologies to cause the change within the company to achieve certain goals and improve the overall performance of the company. This study is based on proposing a change management model for Ronald Reagan UCLA medical Medical center Center which is located in Los Angeles. UCLA medical Medical center Center is focused on continuously improving its services by implementing the concept of “True North” which suggests to improve and idealize different aspect of services including quality, equity, care experience, safety, financial stewardship, and workforce development and care.
This change management proposal recommends the use of Kotter's 8-step change model to bring the change in the organizational culture of the UCLA Health System. This proposal also highlights the role of communication in bringing change in the organization. Moreover, this study suggests the strategies to motivate employees to embrace the process of change and recommends the training strategies that can be used to implement the process of change successfully. This study also provides a guideline of how the change process can be evaluated and measured on the basis of organizational and individual performances. Comment by Dr. Steve: Good
Change Management Proposal
Introduction of the Organization
Ronald Reagan UCLA medical Medical centerCenter, a 520-bed facility, is a medical service providing organization located in Los Angeles. It was founded in 1955 and initially started as UCLA medical Medical center Center but, later it became Ronald Reagan UCLA Medical center Center in 2008. The medical center has highly qualified staff which provides 24 hours of medical services. This center offers many clinical services including cancer services, cardiovascular services, pediatric services, transplantation facilities, men and women health services, and weight management programs, etc. the facility has about ten 10 floors, and every floor contains dialysis storage, satellite pharmacy, respiratory therapy workrooms, and restrooms for doctors and residents. What is your resource for this information? Comment by Dr. Steve: Run on sentence – try re-writing this as two sentences
The mission of UCLA health Health is to deliver timely and leading research, education, and patient care. It is aimed at healing humankind by providing medical services and acts of kindness. UCLA Health is focused on providing the best health care services throu.
This document discusses various theories and models of change including:
- Lewin's 3-stage model of change involving unfreezing, changing, and refreezing.
- Roger's 5-stage model involving awareness, interest, evaluation, implementation, and adoption.
- Reddin's 7 techniques for accomplishing change including diagnosis, mutual goal setting, and resistance interpretation.
- Havlock's 6 aspects model involving establishing relationships, diagnosing needs, acquiring resources, selecting pathways, establishing changes, and maintaining changes.
The theories are applied to organizational change and examples are given of implementing changes in nursing practice.
Rapid changes in organizations require innovative management responses. Both external pressures like increasing competition and complexity as well as internal pressures around career development and diversity present challenges. Finding the best ways to enhance efficiency, effectiveness, morale and attitudes of healthcare workers and the organization as a whole is a formidable challenge. This requires innovative organizational and work group designs to capitalize on new opportunities and ongoing skills development for healthcare professionals.
1. What is qualified immunity 2. What is the rule regar.docxpaynetawnya
1. What is qualified immunity?
2. What is the rule regarding review of summary judgment on appeal after a final
judgment is rendered?
3. What is the rule applied to litigants that fail to timely object to evidence at trial and
attempt to raise an objection to such evidence on appeal?
4. What is the rule regarding leave to amend as it applies to the discretion of the
district court? Note underlying purpose of Fed. R. Civ. P. 15 (2015).
5. What is the rule regarding federal judges supervising trials, and how does that rule
apply to a trial judge’s behavior/rulings?
6. What is the test applied when a lawyer asserts that a member of the jury engaged in
juror misconduct by purposefully withholding information during voir dire (the
questioning of a jury panel to determine the fitness to serve on the jury) indicating bias?
7. What is the rule regarding an appellant seeking a reversal based on their own
evidentiary errors?
8. What is the rule regarding a judge participating in the examination of witnesses?
9. What is the rule regarding the authority of a federal judge to determine the extent
and nature of a post-trial evidentiary hearing?
You are limited to no more than 5 pages of text, Times Roman 12 point, 1-inch margins on
all sides, 1.5 spacing. Put the sources you use to document your responses on a separate
page as “endnotes” not footnotes.
1.Introduction- Change.docx
1 Introduction to Book 7
(Author: Jeni Grubb, with revisions by Ingrid Brooks)
In this book we introduce the important issue of change which, for Carlopio and Andrewartha (2008) is the most common activity that demonstrates leadership in organisations. In Yoder-Wise and Menix’s (2003) words: “Change is a natural social process of individuals, groups, organizations, and society” (p.322).
As we have seen in previous discussions, organisations can be conceptualised as open systems, with the forces for change coming from both inside the organisation and outside. They are essentially processes and are composed of people in relationships with other people; nothing more than relationships and social contracts between people. All organisational change therefore “requires personal change in an organisational setting” (Carlopio & Andrewartha, 2008, p.496). However personal change is not easy – it takes effort, persistence and time. With change we adapt, learn and grow although there can be a sense of loss as old ways of doing things become redundant.
Change is a generic term, which, for our purposes, can refer to macro change in the overall health care system, changes at organisational level, or micro change within your specific work unit or department. Indeed it is likely that a macro change, such as a change in the direction of health care policy by the government, can create a ripple effect throughout the health care system (including the private sector), right down to micro changes in actual service delivery. For example, if the gov ...
leadership and management of nursing group 4.pptxFenembarMekonnen
The document summarizes a seminar presentation on the roles and functions of nurse managers in organizing. It discusses key topics like the organizing process, organizational theories such as classical and contemporary theories, organizational structures including line, functional and matrix structures, and organizational principles. The objective is for learners to understand management functions of nurse managers and aspects of organizing in nursing management.
Nurses as Leaders and Managers for Staff, High Quality Patient Care.pptxAhmad Al-Sadi
This document discusses nurses as leaders and managers for high quality patient care. It begins by outlining 9 learning objectives related to leadership theories, roles and responsibilities, management vs leadership, followership, finances influencing care quality and staffing, ethics, and the Future of Nursing campaign. It then discusses leadership being taught rather than innate, and calls for nursing education to incorporate leadership. Key initiatives like QSEN and the Future of Nursing campaign are also summarized. The roles of formal vs informal leadership and the distinctions between leadership and management are outlined.
Nurses as Leaders and Managers for Staff, High Quality Patient CareAhmad Al-Sadi
This document discusses the importance of nursing leadership and management for high quality patient care. It defines key leadership concepts and theories that can help nurses lead at all levels of practice. The document outlines major initiatives like QSEN and the Future of Nursing that call for every nurse to function as a leader. It emphasizes that leadership can be taught and cultivated to directly and indirectly impact safety and quality.
Leading population health---A results-based lean approachTomas J. Aragon
This document provides an overview of frameworks and concepts for leading population health. It discusses:
1) The Leading Population Health framework which includes transforming self, teams, organizations and communities, and improving performance with results-based lean management.
2) Key population health approaches like the 4Ps and 6Ps of public health and social systems, the Spectrum of Prevention, and social determinants of health.
3) Using results-based management and lean thinking to define goals, measure success, identify strategies, and continuously improve processes and outcomes through testing changes.
4) The importance of aligning work to a shared purpose and values, experimenting through the PDSA cycle, and developing a culture of continuous learning.
Organizational development and_change_final-slideshareabquddus
KDU University College underwent major organizational changes to transform into a premier university. The changes included techno-structural and strategic interventions. Techno-structural changes involved redesigning the organizational structure from functional to customer-centric divisions. Strategic interventions developed a new 5-year strategic plan focused on 7 blocks: people development, student pipeline, academic excellence, infrastructure, quality and cost, differentiation, and community engagement. KDU communicated the changes through sessions to develop strategic goals aligned with the new vision, mission and values. The structured change process established action plans to implement the strategic goals over specific timelines.
Week 1Be sure to read the lecture notes thoroughly, as they .docxmelbruce90096
Week 1
Be sure to read the lecture notes thoroughly, as they supplement the information offered in your textbook. You will be responsible to know the information provided here and in your assigned reading.
Health Care is Evolving
The way we once delivered health care services, is much different than the way we do today. Where we once focused on individual patients and treating illness, today we focus on groups of patients and promoting wellness. Because of the environment in which we operate today, we strive to provide high quality services to patients in the most appropriate way that we can. Many procedures and treatments that once required an overnight stay are now done on an outpatient basis. Patient care is provided using health care teams and an integrated approach. Patients themselves are becoming more and more active in their own health care.
A variety of forces are impacting our health care delivery system and have caused this paradigm shift. Some of these include:
Forces
· Pay for performance based systems
· Technological advances
· Aging population and associated increase in chronic illness
· Diversifying population
· Supply and demand of heath professionals
· Social morbidity
· Advances in information technology and information sharing
· Globalization
In today's health care system we have a variety of organizations that provide care to patients. This includes providers, supplier organizations, and payers. No matter what type of health care organization we are talking about, the same basic processes must be accomplished by each of them.
Basic Organizational Processes
A health care organization must provide a product or service. Acquiring and maintaining physical and human infrastructure such as office space, laboratory equipment, and employees is necessary to operate and produce the product or service. To do this most effectively, the organization must consider its relationship to the environment in which it operates.
Every organization also needs management and governance. Management plans, organizes, directs, and controls, while governance oversees management and the organization as a whole. Governance helps to provide the strategic direction for the organization and holds it accountable for patient outcomes, treatment effectiveness, patient satisfaction, cost containment, and ethical and appropriate use of resources.
An organization must also be able to adapt to changing conditions both internal and external to it. This function is critical to organization success in today's rapidly changing health care environment.
Processes
· Production
· Boundary spanning
· Maintenance
· Adaptation
· Management
· Governance
Areas of Managerial Activity
The position of a health services manager encompasses many different activities. These activities can be looked at using either a micro approach or a macro approach. The micro approach looks at the individuals within an organization and issues such as motivation, leadership, groups and teams, .
Sustainable Leadership Competency Model Leading To Business Growth and Develo...inventionjournals
This study identified a sustainable leadership competency model leading to business growth and development for developing healthcare executives in Kolkata, India based on the Healthcare Leadership (HL) Model. Eleven chief executive officers and chief medical officers were interviewed. They considered 86% of the Healthcare Leadership (HL) competencies as very important or vital and perceived a gap in the performance of these competencies. They also identified additional vital competencies beyond the scope of the model. Participants also reported that leadership development and succession planning programs were lacking. Recommendations are to design a leadership development program using the HL model as a framework and further customizing the approach as per the organization’s unique mission, vision, strategy, values, and circumstances. The HL is offered as a general strategy for leader development that could be useful in the growth and development of Indian private healthcare industry, based on some “best practices” in the design and implementation of the leadership programs.
This document summarizes a research paper about how two change agents, Blue Jay Consulting and MEDI, assisted a hospital called Health Central Hospital in implementing changes to improve processes and culture. Blue Jay Consulting used a change management approach to improve emergency department processes and flow, while MEDI used an organizational development approach to create a collaborative employee culture and break down silos. Both agents helped the hospital target weaknesses and increase patient satisfaction in order to change its reputation from "Death Central".
Running head HEALTH SERVICES IN RELATION TO ENVIRONMENTAL ANALY.docxcharisellington63520
Running head: HEALTH SERVICES IN RELATION TO ENVIRONMENTAL ANALYSIS 1
HEALTH SERVICES IN RELATION TO ENVRIRONMENTAL ANALYSIS 8
Health Services In Relation to Environmental Analysis
Dr. Mountasser Kadrie
July 27, 2014
As a manager in Ford Rehabilitation centre, I have encountered several challenges in both external environment and internal environment that have greatly challenged the increasing demands of my patients’ services as well as failure of the reimbursements of funds by the insurance providers. Environmental conditions normally affect human health in varied means. Interactions between the environment and human health usually lead to very complex ethical queries that are related to health policy decisions. There are various factors in the environment that can lead to risks and the same time benefits. They include genetically modified plants, nanotechnology, bio fuels and other technology. There is a body of evidence that have emerged saying that environment can affect the health of human being and at the same time human health can have impact to the environment.
The external factors are factors in the environment that cannot be controlled by an organization. There are several external factors that affect many health organizations; these factors include political conditions, government policies and regulations, technological environment and social environment. In my organization the two key external factors affecting my company are the social environment and technological environment. Social factors have developed challenge in the Ford rehabilitation centre. This is because many patient customers have varied and different types of beliefs which make the relations in the health centre challenged. It have become problematic to deal with some patients since it is difficult to know the type of services they need based on where they have come from. Various patients have diverse transformation in attitude towards health care. The patients are however very demanding in my organization because each one of them needs to be handled differently based on community variations. In order to curb this, as manager I have decided to implement several programs that will promote cooperation between my patients as well amendments that will bring in suitable services to each patient. Implementation of this programs will enable my organization to continue being indispensible and financially stable despite the social challenges affecting the availability of patients in the organization.
Another external factor in the environment that will have a great impact in my company is technological environment. Implementation of more advanced methods to serve my customers is likely to improve patients’ attendance and this will boost the compan.
1) The document discusses organizational culture and its relationship to management functions like planning, organizing, controlling and leading. It uses Whole Foods as a case study, analyzing how the company's mission and values shape its culture.
2) Control mechanisms like social norms and shared values can be used to influence employee behaviors and organizational performance. Whole Foods emphasizes team member happiness and excellence as a core value.
3) Effective human resource management is important for acquiring competent employees and reflecting well on management decisions. Filling positions with the right people directly impacts how well an organization is controlled.
Sustaining change through a lean management system in a Healthcare systemTim Winstone
Research thesis that discussed the sustaining change through a lean management system. Summarises the learnings from a three year research programme applying participatory action research in Healthcare.
This document discusses the need for adaptive leadership in Philippine education. It notes that the COVID-19 pandemic has forced changes from face-to-face to online learning. While online learning has benefits, it cannot fully replace in-person interactions. Adaptive leadership allows leaders to mobilize people to address challenges and adapt to changing situations. The document argues that adaptive leadership is needed for educational institutions to respond effectively to ongoing disruption and change in the current environment. Adaptive leaders draw on diverse skills, prioritize communication, and work collaboratively to facilitate transitions and build sustainable solutions.
BIOL 1115 Human BiologyLab –Integumentary SystemGo to SCI.docxjasoninnes20
BIOL 1115 Human Biology
Lab –Integumentary System
Go to SCI: Skin Cancer Investigation and enter the site. Begin with the Healthy Skin section and read about the three layers of the skin by clicking on the image of the skin on the right. Next answer these questions:
1. What are the types of cells in the epidermis and how are they related to each other?
2. What is melanin and what is its role in the epidermis?
3. What is keratin and what does it do?
4. What are the two primary features of the dermis?
5. Describe the subcutaneous tissue.
To continue through the interactive, click on the right arrow at the bottom of the screen to go to the section Effects of the Sun on the Skin and watch the animation about the benefits of the sun and risks of sunlight. Then answer these questions:
1. Name the main benefits of sunlight.
2. What are some of the benefits of the sun's UV rays?
3. How are these rays harmful?
Now go to the section titled Causes and read about how over-exposure to the sun can cause skin cancer. Watch the animation on how normal cells multiply and divide to replace damaged or dead cells. Then answer these questions:
1. How do UV rays affect normal cell division?
2. Why do some people have a greater chance of developing skin cancer compared to others?
Continue on to Tumors and answer this question:
1. What are the main differences between benign and malignant tumors?
Now click on and read the Common Risk Factors. Click on each factor to learn more about the risks. Then answer these questions:
1. What are the five most common modifiable risk factors of skin cancer?
2. How can where you live increase your chances of developing skin cancer?
3. How does genetics play a role?
4. What is actinic keratosis?
Now go to the Glowell Clinic: Lab. Click on any patient file where an image of a growth will appear along with the patient's history.
Review the list of symptoms and check those that describe the growth. Decide whether the growth is cancerous or not. Select the next patient and complete the same steps.
Patient
Symptoms
Cancerous?
A
B
C
D
E
F
Evidenced-based communication skills, change processes, and interventions to guide work in field experience:
I am using Lewin’s theory of planned change to guide the change process in this field experience rotation. The first stage of Lewin’s theory is the unfreezing phase whereby a change agent recognizes a problem, identifies the need for change, and determines the differences between the current and desired state (Shirey, 2013). The second stage is the moving phase which involves viewing the change as a process rather than a single event (Shirey, 2013). The change agent creates a solid plan for change, ideally consisting of actionable items that engage people to attempt the proposed change (Shirey, 2013). Finally, the refreezing phase involves solidifying the process(es) and creating policies such that the change becomes the new normal (Shirey, 2013).
According t ...
Assignment 2 Discussion QuestionBased upon the assigned reading f.docxkarenahmanny4c
Assignment 2: Discussion Question
Based upon the assigned reading for
Module 1
, describe how the evolutions of healthcare delivery in the United States positively or negatively affect the current health care system. Provide examples with your response.
INTRODUCTION
Managers are found in every organization. They apply principles of management to address basic organizational needs. Systems thinking provides a useful paradigm and structure for managerial activities. Quality initiatives and good customer service enhance the operations and potential for success of any organization. This chapter introduces all three subjects: management, systems thinking, and quality improvement.
MANAGEMENT
Management evokes images of control, motivation, and operations—internal activities that are essential in organizations. Referring to the individuals who perform those activities, one contemporary source defines management as “those in charge of running a business” (Princeton University
2010
). Another offers the following definition: “the person or persons that are in charge of running a business establishment, organization or institution” (American Heritage
2006
). Traditionally, the primary activities (also referred to as functions) of managers have been categorized as planning, organizing, leading or motivating, and controlling (Schermerhorn
2009
). In this book, we use the term
facilitating
to encompass the motivational and leadership activities emphasized in health organizations. We also add the activity
improving
to each of the four functions to emphasize the foundational importance of continuous quality improvement in all management activities. The chapters of this book are grouped around the four management functions of:
planning for improvement, organizing for improvement, facilitating improvement
, and
control and improvement
. Managers and the four categories of management activities are essential to ensure the smooth operation of an entity.
Management has many experts (both by reputation and by self-proclamation) who have published books on the subject (see references and resources at the end of the chapter). The common thread is the need to guide an organization toward its goals. A related common element of a manager’s job is providing guidance and sufficient resources for employees to be productive. Other important aspects of managing that have emerged more recently include applying systems thinking, continuously improving the quality of services and programs, and providing excellent customer service. These are discussed in greater detail later in this chapter.
Competencies are defined as effective applications of knowledge, skills, attitudes, and values in complex situations (Calhoun et al.
2002
). A diverse range of managerial competencies is needed in all working milieus. Work that is related to health is undertaken in a wide variety of settings, including private organizations that are classified as for-profit or nonprofit and pub.
The document discusses managing organizational change. It begins by stating that change is inevitable for organizations to adapt and survive in a changing business world. It emphasizes the importance of effective communication with employees to explain the reasons for change and gain their commitment. It also stresses that leadership plays a key role in managing change successfully by defining a clear organizational culture, vision, and path forward. Resistance to change is also addressed, with the main causes being fear of the unknown, loss of control, and uncertainty about the effects and process of change. Overall, the document outlines some of the main challenges in managing organizational change and highlights the significance of communication, leadership, and addressing employee resistance.
People are seeking peaceful moments in a world fraught with intensity, stress, and complexity, which is why mindfulness has become so popular in corporations today. Meditation, yoga, and consciousness-raising programs are being rolled out in offices from Silicon Valley to Wall Street. Mindfulness is a tool that executives and board members can find useful in observing thoughts, feelings, and biases during group deliberations. Insights arising from such reflection can influence subsequent actions.
Our definition of the mindful board, however, goes far beyond personal mindfulness practices. Mindfulness in the boardroom refers to the capacity of a group of people to think in a deep way together. In assessing a current challenge, the mindful board looks to the past, present, and future. Deliberations encompass the impact of a decision not only on the enterprise, but on industry, society, and the planet. And the board considers how the decision will play out in both the short term and the very long term. Mindful boards intentionally look out at the world through multiple windows — technology, politics, sociology, environment, and economics. To leverage the power of using multiple windows, members of the mindful board hone their individual capabilities while practicing three interdependent disciplines as a governing body: leadership by the group, expanded consciousness, and fearless engagement.
Date October, 17 2021 PLAGIARISM SCAN REPORT41PlagOllieShoresna
Date: October, 17 2021
PLAGIARISM SCAN REPORT
41%
Plagiarised
59%
Unique
930
Words
6446
Characters
Excluded Url : None
Content Checked For Plagiarism
The aim of Transition theory offers a corrective focus that can enrich our understanding of development, formation, as well as stressful
responses to both predictable and unpredictable change in human life. Transition theory introduces a broader view of rationality that
includes relationships, change overtime, and the person in particular situations and contexts. Giving birth; becoming parents; growing up;
coping with chronic illnesses; recovering from injury or acute illness; changes in jobs and family structures, communities, or cultures all
demand studying persons in their social relationships, context, and their experience of transitioning into new self-understandings and new
life worlds. . Afaf Meleis transitions theory thereby helps patients adapt to changes during the transfer of one situation to the other .The goal
of transition theory is to prepare individuals and families for developmental, situational and health illness transition, and care of them during
the transition. The goal is to ensure they are able to cope with the change. the goal of transition theory also to describe, predict, and explain
the nursing phenomena because Nursing is concerned with growth and development, health promotion, coping with the demands of the
human experience of illness and recovery by providing a nursing practice foundation, help promote more knowledge, and illustrating in
which direction nursing should work to achieve their goals in the future. Nurses help people acquire or change roles by modeling behaviors,
allowing their clients to rehearse roles, and providing them with support while they are developing these roles. Structural and Functional
Components of the Theory The structural components of transition theory are well distinguished through several concepts. This includes
transition patterns, properties of transition experiences, conditions of transitions, and response patterns (Lindmark, 2019). The structural
components help the nurse to understand the individual and identify the appropriate assessment points and intervention points. Nurses help
people acquire or change roles by modeling behaviors, allowing their clients to rehearse roles, and providing them with support while they
are developing these roles. Transition theory addresses psychology and social science in nursing by offering a corrective focus to enrich
formation understanding and predictable and unpredictable changes Brenna, 2019). Thereby, transition theory is structured logically, which
involves formulation and framework used to provide an enabling environment. Change triggers initiate a process with patterns of responses
that are both observable and non-observable behaviors and either functional or dysfunctional. These responses start from the moment a
change trigger is ant ...
Managers, at one point or another, will have to make changes in some, if not all aspects of their workplace. These changes refer to organizational change, which is any alteration of people, structure, or technology. Most often, changes are initiated and coordinated by a manager within the organization. However, the change agent could be a non-manager – for example – a change specialist from the HR department or even an outside consultant whose expertise is in change implementation.
This document discusses leading and managing organizational change. It notes that there are many reasons why change may be necessary within an organization, such as adapting to the external environment, improving processes, or meeting new goals. It emphasizes that effective change requires understanding the organization, properly planning and communicating the change, and evaluating the results. It also discusses the importance of leadership support and buy-in from employees for successful change implementation. Overall, the document stresses that organizational change allows alignment with goals but must be approached carefully through preparation, execution, and assessment.
This document discusses several topics related to organizational behavior. It begins by examining the significance of organizational behavior, noting its focus on understanding employee behavior to improve organizational effectiveness.
It then examines reasons for group formation, including personal characteristics, opportunity for interaction, common interests/goals, and the influence/power of groups.
Next, it critically examines McGregor's Theory X and Theory Y of human motivation, contrasting their assumptions about internal motivation, attitudes towards work, control/authority, and leadership styles.
It concludes by defining organizational change as a strategy to improve administrative, social, and technical management in response to environmental changes. It also discusses the concept of organization development, which incorporates changes through management development/training
PUH 5304, Health Behavior 1 Course Learning OutcomVannaJoy20
PUH 5304, Health Behavior 1
Course Learning Outcomes for Unit VI
Upon completion of this unit, students should be able to:
5. Examine health behavior intervention strategies.
5.1 Assess the many aspects that accompany intervention planning such as goals and objectives,
setting, community resources, and timelines.
5.2 Identify an intervention strategy that relates to intervention implementation within a community.
Course/Unit
Learning Outcomes
Learning Activity
5.1
Unit Lesson
Chapter 12
Unit VI Assignment
5.2
Unit Lesson
Chapter 12
Unit VI Assignment
Reading Assignment
Chapter 12: Translating Research to Practice: Putting “What Works” to Work
Unit Lesson
In Unit V, we addressed how theories and models such as the social cognitive theory, the health behavior
model, and the theory of planned behavior play a role in intervention planning. This unit, we will build on the
foundation of theories and models and look at how to be strategic in determining interventions. The reading
highlights the concerns that health educators should have as it relates to the design and evaluation process to
determine the successfulness of interventions for a given health behavior.
Intervention Strategizing
When a health educator is developing an intervention strategy to help with a particular health behavior, there
are a few key factors to consider: identifying the target population, selecting a setting, setting goals and
objectives, and identifying resources and a timeline. Each of these factors are a concern for health educators
when developing interventions (Powell et al., 2017).
Target population: Who are you planning the intervention for? Are there any special needs? For instance,
adolescents have special needs because they are in school during the day, so an intervention for them would
need to be after school, on the weekend, or through the school. An intervention for seniors should be held
during the day because seniors normally shy away from being out at dusk or dark. If the intervention were for
the working population, there would be better attendance in the evenings or weekends. The goal with
determining the population for the intervention is to think of alleviating any barriers that may affect most of the
population (Powell et al., 2017).
Setting: Where will the intervention be held? Is there handicap access for seniors or elevator accessibility? Is
the location easily accessible? Is there public parking? What is the room reservation process? Is the setting
outdoors, and if so, are there backup plans in case of bad weather? As the health educator, you should take
into account the best setting to meet the needs of the population that has been identified (Nilsen, 2015).
UNIT VI STUDY GUIDE
Interventions for Health Behavior
PUH 5304, Health Behavior 2
UNIT x STUDY GUIDE
Title
Goals/Objectives: The health educator should be clear on the goals and objectives of ...
Leading population health---A results-based lean approachTomas J. Aragon
This document provides an overview of frameworks and concepts for leading population health. It discusses:
1) The Leading Population Health framework which includes transforming self, teams, organizations and communities, and improving performance with results-based lean management.
2) Key population health approaches like the 4Ps and 6Ps of public health and social systems, the Spectrum of Prevention, and social determinants of health.
3) Using results-based management and lean thinking to define goals, measure success, identify strategies, and continuously improve processes and outcomes through testing changes.
4) The importance of aligning work to a shared purpose and values, experimenting through the PDSA cycle, and developing a culture of continuous learning.
Organizational development and_change_final-slideshareabquddus
KDU University College underwent major organizational changes to transform into a premier university. The changes included techno-structural and strategic interventions. Techno-structural changes involved redesigning the organizational structure from functional to customer-centric divisions. Strategic interventions developed a new 5-year strategic plan focused on 7 blocks: people development, student pipeline, academic excellence, infrastructure, quality and cost, differentiation, and community engagement. KDU communicated the changes through sessions to develop strategic goals aligned with the new vision, mission and values. The structured change process established action plans to implement the strategic goals over specific timelines.
Week 1Be sure to read the lecture notes thoroughly, as they .docxmelbruce90096
Week 1
Be sure to read the lecture notes thoroughly, as they supplement the information offered in your textbook. You will be responsible to know the information provided here and in your assigned reading.
Health Care is Evolving
The way we once delivered health care services, is much different than the way we do today. Where we once focused on individual patients and treating illness, today we focus on groups of patients and promoting wellness. Because of the environment in which we operate today, we strive to provide high quality services to patients in the most appropriate way that we can. Many procedures and treatments that once required an overnight stay are now done on an outpatient basis. Patient care is provided using health care teams and an integrated approach. Patients themselves are becoming more and more active in their own health care.
A variety of forces are impacting our health care delivery system and have caused this paradigm shift. Some of these include:
Forces
· Pay for performance based systems
· Technological advances
· Aging population and associated increase in chronic illness
· Diversifying population
· Supply and demand of heath professionals
· Social morbidity
· Advances in information technology and information sharing
· Globalization
In today's health care system we have a variety of organizations that provide care to patients. This includes providers, supplier organizations, and payers. No matter what type of health care organization we are talking about, the same basic processes must be accomplished by each of them.
Basic Organizational Processes
A health care organization must provide a product or service. Acquiring and maintaining physical and human infrastructure such as office space, laboratory equipment, and employees is necessary to operate and produce the product or service. To do this most effectively, the organization must consider its relationship to the environment in which it operates.
Every organization also needs management and governance. Management plans, organizes, directs, and controls, while governance oversees management and the organization as a whole. Governance helps to provide the strategic direction for the organization and holds it accountable for patient outcomes, treatment effectiveness, patient satisfaction, cost containment, and ethical and appropriate use of resources.
An organization must also be able to adapt to changing conditions both internal and external to it. This function is critical to organization success in today's rapidly changing health care environment.
Processes
· Production
· Boundary spanning
· Maintenance
· Adaptation
· Management
· Governance
Areas of Managerial Activity
The position of a health services manager encompasses many different activities. These activities can be looked at using either a micro approach or a macro approach. The micro approach looks at the individuals within an organization and issues such as motivation, leadership, groups and teams, .
Sustainable Leadership Competency Model Leading To Business Growth and Develo...inventionjournals
This study identified a sustainable leadership competency model leading to business growth and development for developing healthcare executives in Kolkata, India based on the Healthcare Leadership (HL) Model. Eleven chief executive officers and chief medical officers were interviewed. They considered 86% of the Healthcare Leadership (HL) competencies as very important or vital and perceived a gap in the performance of these competencies. They also identified additional vital competencies beyond the scope of the model. Participants also reported that leadership development and succession planning programs were lacking. Recommendations are to design a leadership development program using the HL model as a framework and further customizing the approach as per the organization’s unique mission, vision, strategy, values, and circumstances. The HL is offered as a general strategy for leader development that could be useful in the growth and development of Indian private healthcare industry, based on some “best practices” in the design and implementation of the leadership programs.
This document summarizes a research paper about how two change agents, Blue Jay Consulting and MEDI, assisted a hospital called Health Central Hospital in implementing changes to improve processes and culture. Blue Jay Consulting used a change management approach to improve emergency department processes and flow, while MEDI used an organizational development approach to create a collaborative employee culture and break down silos. Both agents helped the hospital target weaknesses and increase patient satisfaction in order to change its reputation from "Death Central".
Running head HEALTH SERVICES IN RELATION TO ENVIRONMENTAL ANALY.docxcharisellington63520
Running head: HEALTH SERVICES IN RELATION TO ENVIRONMENTAL ANALYSIS 1
HEALTH SERVICES IN RELATION TO ENVRIRONMENTAL ANALYSIS 8
Health Services In Relation to Environmental Analysis
Dr. Mountasser Kadrie
July 27, 2014
As a manager in Ford Rehabilitation centre, I have encountered several challenges in both external environment and internal environment that have greatly challenged the increasing demands of my patients’ services as well as failure of the reimbursements of funds by the insurance providers. Environmental conditions normally affect human health in varied means. Interactions between the environment and human health usually lead to very complex ethical queries that are related to health policy decisions. There are various factors in the environment that can lead to risks and the same time benefits. They include genetically modified plants, nanotechnology, bio fuels and other technology. There is a body of evidence that have emerged saying that environment can affect the health of human being and at the same time human health can have impact to the environment.
The external factors are factors in the environment that cannot be controlled by an organization. There are several external factors that affect many health organizations; these factors include political conditions, government policies and regulations, technological environment and social environment. In my organization the two key external factors affecting my company are the social environment and technological environment. Social factors have developed challenge in the Ford rehabilitation centre. This is because many patient customers have varied and different types of beliefs which make the relations in the health centre challenged. It have become problematic to deal with some patients since it is difficult to know the type of services they need based on where they have come from. Various patients have diverse transformation in attitude towards health care. The patients are however very demanding in my organization because each one of them needs to be handled differently based on community variations. In order to curb this, as manager I have decided to implement several programs that will promote cooperation between my patients as well amendments that will bring in suitable services to each patient. Implementation of this programs will enable my organization to continue being indispensible and financially stable despite the social challenges affecting the availability of patients in the organization.
Another external factor in the environment that will have a great impact in my company is technological environment. Implementation of more advanced methods to serve my customers is likely to improve patients’ attendance and this will boost the compan.
1) The document discusses organizational culture and its relationship to management functions like planning, organizing, controlling and leading. It uses Whole Foods as a case study, analyzing how the company's mission and values shape its culture.
2) Control mechanisms like social norms and shared values can be used to influence employee behaviors and organizational performance. Whole Foods emphasizes team member happiness and excellence as a core value.
3) Effective human resource management is important for acquiring competent employees and reflecting well on management decisions. Filling positions with the right people directly impacts how well an organization is controlled.
Sustaining change through a lean management system in a Healthcare systemTim Winstone
Research thesis that discussed the sustaining change through a lean management system. Summarises the learnings from a three year research programme applying participatory action research in Healthcare.
This document discusses the need for adaptive leadership in Philippine education. It notes that the COVID-19 pandemic has forced changes from face-to-face to online learning. While online learning has benefits, it cannot fully replace in-person interactions. Adaptive leadership allows leaders to mobilize people to address challenges and adapt to changing situations. The document argues that adaptive leadership is needed for educational institutions to respond effectively to ongoing disruption and change in the current environment. Adaptive leaders draw on diverse skills, prioritize communication, and work collaboratively to facilitate transitions and build sustainable solutions.
BIOL 1115 Human BiologyLab –Integumentary SystemGo to SCI.docxjasoninnes20
BIOL 1115 Human Biology
Lab –Integumentary System
Go to SCI: Skin Cancer Investigation and enter the site. Begin with the Healthy Skin section and read about the three layers of the skin by clicking on the image of the skin on the right. Next answer these questions:
1. What are the types of cells in the epidermis and how are they related to each other?
2. What is melanin and what is its role in the epidermis?
3. What is keratin and what does it do?
4. What are the two primary features of the dermis?
5. Describe the subcutaneous tissue.
To continue through the interactive, click on the right arrow at the bottom of the screen to go to the section Effects of the Sun on the Skin and watch the animation about the benefits of the sun and risks of sunlight. Then answer these questions:
1. Name the main benefits of sunlight.
2. What are some of the benefits of the sun's UV rays?
3. How are these rays harmful?
Now go to the section titled Causes and read about how over-exposure to the sun can cause skin cancer. Watch the animation on how normal cells multiply and divide to replace damaged or dead cells. Then answer these questions:
1. How do UV rays affect normal cell division?
2. Why do some people have a greater chance of developing skin cancer compared to others?
Continue on to Tumors and answer this question:
1. What are the main differences between benign and malignant tumors?
Now click on and read the Common Risk Factors. Click on each factor to learn more about the risks. Then answer these questions:
1. What are the five most common modifiable risk factors of skin cancer?
2. How can where you live increase your chances of developing skin cancer?
3. How does genetics play a role?
4. What is actinic keratosis?
Now go to the Glowell Clinic: Lab. Click on any patient file where an image of a growth will appear along with the patient's history.
Review the list of symptoms and check those that describe the growth. Decide whether the growth is cancerous or not. Select the next patient and complete the same steps.
Patient
Symptoms
Cancerous?
A
B
C
D
E
F
Evidenced-based communication skills, change processes, and interventions to guide work in field experience:
I am using Lewin’s theory of planned change to guide the change process in this field experience rotation. The first stage of Lewin’s theory is the unfreezing phase whereby a change agent recognizes a problem, identifies the need for change, and determines the differences between the current and desired state (Shirey, 2013). The second stage is the moving phase which involves viewing the change as a process rather than a single event (Shirey, 2013). The change agent creates a solid plan for change, ideally consisting of actionable items that engage people to attempt the proposed change (Shirey, 2013). Finally, the refreezing phase involves solidifying the process(es) and creating policies such that the change becomes the new normal (Shirey, 2013).
According t ...
Assignment 2 Discussion QuestionBased upon the assigned reading f.docxkarenahmanny4c
Assignment 2: Discussion Question
Based upon the assigned reading for
Module 1
, describe how the evolutions of healthcare delivery in the United States positively or negatively affect the current health care system. Provide examples with your response.
INTRODUCTION
Managers are found in every organization. They apply principles of management to address basic organizational needs. Systems thinking provides a useful paradigm and structure for managerial activities. Quality initiatives and good customer service enhance the operations and potential for success of any organization. This chapter introduces all three subjects: management, systems thinking, and quality improvement.
MANAGEMENT
Management evokes images of control, motivation, and operations—internal activities that are essential in organizations. Referring to the individuals who perform those activities, one contemporary source defines management as “those in charge of running a business” (Princeton University
2010
). Another offers the following definition: “the person or persons that are in charge of running a business establishment, organization or institution” (American Heritage
2006
). Traditionally, the primary activities (also referred to as functions) of managers have been categorized as planning, organizing, leading or motivating, and controlling (Schermerhorn
2009
). In this book, we use the term
facilitating
to encompass the motivational and leadership activities emphasized in health organizations. We also add the activity
improving
to each of the four functions to emphasize the foundational importance of continuous quality improvement in all management activities. The chapters of this book are grouped around the four management functions of:
planning for improvement, organizing for improvement, facilitating improvement
, and
control and improvement
. Managers and the four categories of management activities are essential to ensure the smooth operation of an entity.
Management has many experts (both by reputation and by self-proclamation) who have published books on the subject (see references and resources at the end of the chapter). The common thread is the need to guide an organization toward its goals. A related common element of a manager’s job is providing guidance and sufficient resources for employees to be productive. Other important aspects of managing that have emerged more recently include applying systems thinking, continuously improving the quality of services and programs, and providing excellent customer service. These are discussed in greater detail later in this chapter.
Competencies are defined as effective applications of knowledge, skills, attitudes, and values in complex situations (Calhoun et al.
2002
). A diverse range of managerial competencies is needed in all working milieus. Work that is related to health is undertaken in a wide variety of settings, including private organizations that are classified as for-profit or nonprofit and pub.
The document discusses managing organizational change. It begins by stating that change is inevitable for organizations to adapt and survive in a changing business world. It emphasizes the importance of effective communication with employees to explain the reasons for change and gain their commitment. It also stresses that leadership plays a key role in managing change successfully by defining a clear organizational culture, vision, and path forward. Resistance to change is also addressed, with the main causes being fear of the unknown, loss of control, and uncertainty about the effects and process of change. Overall, the document outlines some of the main challenges in managing organizational change and highlights the significance of communication, leadership, and addressing employee resistance.
People are seeking peaceful moments in a world fraught with intensity, stress, and complexity, which is why mindfulness has become so popular in corporations today. Meditation, yoga, and consciousness-raising programs are being rolled out in offices from Silicon Valley to Wall Street. Mindfulness is a tool that executives and board members can find useful in observing thoughts, feelings, and biases during group deliberations. Insights arising from such reflection can influence subsequent actions.
Our definition of the mindful board, however, goes far beyond personal mindfulness practices. Mindfulness in the boardroom refers to the capacity of a group of people to think in a deep way together. In assessing a current challenge, the mindful board looks to the past, present, and future. Deliberations encompass the impact of a decision not only on the enterprise, but on industry, society, and the planet. And the board considers how the decision will play out in both the short term and the very long term. Mindful boards intentionally look out at the world through multiple windows — technology, politics, sociology, environment, and economics. To leverage the power of using multiple windows, members of the mindful board hone their individual capabilities while practicing three interdependent disciplines as a governing body: leadership by the group, expanded consciousness, and fearless engagement.
Date October, 17 2021 PLAGIARISM SCAN REPORT41PlagOllieShoresna
Date: October, 17 2021
PLAGIARISM SCAN REPORT
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59%
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930
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Excluded Url : None
Content Checked For Plagiarism
The aim of Transition theory offers a corrective focus that can enrich our understanding of development, formation, as well as stressful
responses to both predictable and unpredictable change in human life. Transition theory introduces a broader view of rationality that
includes relationships, change overtime, and the person in particular situations and contexts. Giving birth; becoming parents; growing up;
coping with chronic illnesses; recovering from injury or acute illness; changes in jobs and family structures, communities, or cultures all
demand studying persons in their social relationships, context, and their experience of transitioning into new self-understandings and new
life worlds. . Afaf Meleis transitions theory thereby helps patients adapt to changes during the transfer of one situation to the other .The goal
of transition theory is to prepare individuals and families for developmental, situational and health illness transition, and care of them during
the transition. The goal is to ensure they are able to cope with the change. the goal of transition theory also to describe, predict, and explain
the nursing phenomena because Nursing is concerned with growth and development, health promotion, coping with the demands of the
human experience of illness and recovery by providing a nursing practice foundation, help promote more knowledge, and illustrating in
which direction nursing should work to achieve their goals in the future. Nurses help people acquire or change roles by modeling behaviors,
allowing their clients to rehearse roles, and providing them with support while they are developing these roles. Structural and Functional
Components of the Theory The structural components of transition theory are well distinguished through several concepts. This includes
transition patterns, properties of transition experiences, conditions of transitions, and response patterns (Lindmark, 2019). The structural
components help the nurse to understand the individual and identify the appropriate assessment points and intervention points. Nurses help
people acquire or change roles by modeling behaviors, allowing their clients to rehearse roles, and providing them with support while they
are developing these roles. Transition theory addresses psychology and social science in nursing by offering a corrective focus to enrich
formation understanding and predictable and unpredictable changes Brenna, 2019). Thereby, transition theory is structured logically, which
involves formulation and framework used to provide an enabling environment. Change triggers initiate a process with patterns of responses
that are both observable and non-observable behaviors and either functional or dysfunctional. These responses start from the moment a
change trigger is ant ...
Managers, at one point or another, will have to make changes in some, if not all aspects of their workplace. These changes refer to organizational change, which is any alteration of people, structure, or technology. Most often, changes are initiated and coordinated by a manager within the organization. However, the change agent could be a non-manager – for example – a change specialist from the HR department or even an outside consultant whose expertise is in change implementation.
This document discusses leading and managing organizational change. It notes that there are many reasons why change may be necessary within an organization, such as adapting to the external environment, improving processes, or meeting new goals. It emphasizes that effective change requires understanding the organization, properly planning and communicating the change, and evaluating the results. It also discusses the importance of leadership support and buy-in from employees for successful change implementation. Overall, the document stresses that organizational change allows alignment with goals but must be approached carefully through preparation, execution, and assessment.
This document discusses several topics related to organizational behavior. It begins by examining the significance of organizational behavior, noting its focus on understanding employee behavior to improve organizational effectiveness.
It then examines reasons for group formation, including personal characteristics, opportunity for interaction, common interests/goals, and the influence/power of groups.
Next, it critically examines McGregor's Theory X and Theory Y of human motivation, contrasting their assumptions about internal motivation, attitudes towards work, control/authority, and leadership styles.
It concludes by defining organizational change as a strategy to improve administrative, social, and technical management in response to environmental changes. It also discusses the concept of organization development, which incorporates changes through management development/training
PUH 5304, Health Behavior 1 Course Learning OutcomVannaJoy20
PUH 5304, Health Behavior 1
Course Learning Outcomes for Unit VI
Upon completion of this unit, students should be able to:
5. Examine health behavior intervention strategies.
5.1 Assess the many aspects that accompany intervention planning such as goals and objectives,
setting, community resources, and timelines.
5.2 Identify an intervention strategy that relates to intervention implementation within a community.
Course/Unit
Learning Outcomes
Learning Activity
5.1
Unit Lesson
Chapter 12
Unit VI Assignment
5.2
Unit Lesson
Chapter 12
Unit VI Assignment
Reading Assignment
Chapter 12: Translating Research to Practice: Putting “What Works” to Work
Unit Lesson
In Unit V, we addressed how theories and models such as the social cognitive theory, the health behavior
model, and the theory of planned behavior play a role in intervention planning. This unit, we will build on the
foundation of theories and models and look at how to be strategic in determining interventions. The reading
highlights the concerns that health educators should have as it relates to the design and evaluation process to
determine the successfulness of interventions for a given health behavior.
Intervention Strategizing
When a health educator is developing an intervention strategy to help with a particular health behavior, there
are a few key factors to consider: identifying the target population, selecting a setting, setting goals and
objectives, and identifying resources and a timeline. Each of these factors are a concern for health educators
when developing interventions (Powell et al., 2017).
Target population: Who are you planning the intervention for? Are there any special needs? For instance,
adolescents have special needs because they are in school during the day, so an intervention for them would
need to be after school, on the weekend, or through the school. An intervention for seniors should be held
during the day because seniors normally shy away from being out at dusk or dark. If the intervention were for
the working population, there would be better attendance in the evenings or weekends. The goal with
determining the population for the intervention is to think of alleviating any barriers that may affect most of the
population (Powell et al., 2017).
Setting: Where will the intervention be held? Is there handicap access for seniors or elevator accessibility? Is
the location easily accessible? Is there public parking? What is the room reservation process? Is the setting
outdoors, and if so, are there backup plans in case of bad weather? As the health educator, you should take
into account the best setting to meet the needs of the population that has been identified (Nilsen, 2015).
UNIT VI STUDY GUIDE
Interventions for Health Behavior
PUH 5304, Health Behavior 2
UNIT x STUDY GUIDE
Title
Goals/Objectives: The health educator should be clear on the goals and objectives of ...
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Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
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Makalah kepemimpian pada rs di covid 19 kel 2
1. KELOMPOK 2
Alif Chandra Aryono 206131007
Baiti Jannati 206131015
Ni Putu Fina Elyonasari 206131016
Indah Rinfilia 206131023
POLAKEPEMIMPINAN
DI RUMAH SAKIT DALAM MENGHADAPI
PANDEMI COVID 19
TUGAS KULIAH KEPEMIMPINAN DAN BERPIKIR SISTEM
PROGRAM STUDI MEGISTER KESEHATAN MASYARAKAT
UNIVERSITAS MITRA INDONESIA
2021
2. i
DAFTAR ISI
DAFTAR ISI............................................................................................................i
BAB I. PENDAHULUAN ......................................................................................1
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B. Tujuan............................................................................................................2
BAB II. ISI ..............................................................................................................3
A. Organisasi......................................................................................................3
1. Pengertian..................................................................................................3
2. Prinsip-Prinsip Organisasi.........................................................................4
B. Kepemimpinan..............................................................................................6
1. Pola Kepemimpinan ..................................................................................6
C. Strategi Kepemimpinan Vuca Rumah Sakit Dalam Pandemi Covid-19.......8
BAB III. PENUTUP .............................................................................................14
A. Kesimpulan..................................................................................................14
DAFTAR PUSTAKA ...........................................................................................15
3. 1
BAB I. PENDAHULUAN
A. Latar Belakang
Rumah sakit adalah organisasi bisnis yang bergerak di bidang pelayanan jasa
dengan banyak keunikan yang tidak ditemukan pada organisasi atau bisnis lainnya.
Rumah sakit juga dikenal sebagai badan usaha yang padat karya, padat modal, padat
teknologi dan padat konflik secara internal dan eksternal. Situasi ini menyebabkan
rumah sakit sangat membutuhkan fleksibilitas organisasi dan kepemimpinan yang
kuat sehingga tetap dapat bertahan dan berdaya saing, secara khusus pada saat
situasi pandemi COVID-19 yang terjadi sekarang ini. Pandemi COVID-19 telah
menambah kerumitan dan konflik yang harus dihadapi rumah sakit seperti
kelangkaan Alat Pelindung Diri (APD) bagi tenaga medis dan perawat, kurangnya
pemahaman tentang tata cara pengobatan dan penanganan pasien COVID-19,
penurunan kunjungan pasien yang drastis karena kebijakan pemerintah dalam
memutus rantai penyebaran dan informasi yang simpang siur tentang penularan
COVID-19 kepada masyarakat.
Menghadapi situasi yang tidak mudah saat ini, apa saja yang perlu dilakukan
oleh rumah sakit sebagai organisasi? Tindakan-tindakan apa yang harus dilakukan
para pimpinan rumah sakit agar rumah sakit tetap dapat memberikan pelayanan
dengan tetap memperhatikan keselamatan dan kesehatan para dokter, perawat dan
karyawan lainnya? Apakah perlu membuka unit pelayanan baru khusus untuk
pasien COVID-19? Dan hal-hal apa yang perlu dilakukan untuk efisiensi biaya
operasional selama pandemi masih berlangsung?
Setiap pemimpin unit kerja rumah sakit penting harus menyadari bahwa
corona virus adalah pandemi yang berdampak pada krisis yang tidak mudah.
Dampak dari pandemi dalam segala segi kehidupan seperti keselamatan dan
kesehatan para tenaga medis dan karyawan rumah sakit, penurunan kunjungan
pasien, biaya operasional rumah sakit yang tinggi karena pembelian APD yang
mahal dan pemakaian yang cukup banyak demi mencegah penularan, dan
penutupan beberapa unit pelayanan karena beberapa tenaga medis tidak bersedia
melakukan pelayanan dan memilih untuk cuti yang pada ujungnya mempengaruhi
kinerja keuangan. Semua masalah dan situasi ini tidak dapat dengan mudah
diselesaikan.
Keberhasilan menangani kesulitan-kesulitan di masa lalu tidak dapat
disamakan dalam menghadapi situasi seperti yang terjadi saat ini. Rumah sakit saat
4. 2
ini berada dalam lingkungan yang bergejolak dengan perubahan (Volatility),
ketidakpastian (Uncertainty), kompleksitas (Complexity), dan ketidakjelasan
(Ambiguity). Tingkat perubahan yang terjadi lebih besar daripada kemampuan
untuk meresponsnya. Adanya pergeseran perubahan yang sangat drastis dan
bergejolak dalam dunia saat ini juga memerlukan pola pikir kepemimpinan yang
baru, dan metode manajemen kepemimpinan tradisional tak lagi cukup.
Oleh karena itu, pemimpin rumah sakit perlu melangkah maju dan
memimpin dengan cara yang tidak diajarkan di dunia pendidikan. Pemimpin rumah
sakit harus mampu mengajukan berbagai jenis pertanyaan, melihat dari berbagai
perspektif, mengembangkan visi sistemik, dan melihat alternative solusi
pemecahan masalah yang dapat diwujudkan. Pemimpin tidak dapat lagi terfokus
pada kemungkinan yang didasarkan pada sekedar asumsi, tetapi menjadi sangat
penting untuk berani melihat peluang-peluang lain yang mungkin diraih. Pelibatan
semua orang untuk berpikir bersama menjadi penting agar rumah sakit tetap dapat
berjalan tanpa menimbulkan chaos. Keyakinan bahwa prinsip kepemimpinan
dengan pola top-down akan menimbulkan stabilitas harus ditinggalkan.
Dalam krisis COVID-19 yang ditandai dengan ketidakpastian, para pemimpin
menghadapi masalah yang tidak dikenal dan kurang dipahami. Sekelompok kecil
eksekutif di tingkat tertinggi organisasi tidak dapat mengumpulkan informasi atau
membuat keputusan dengan cukup cepat untuk merespons secara efektif. Para
pemimpin dapat memobilisasi pelayanan rumah sakit dengan lebih baik dengan
menetapkan prioritas yang jelas untuk respons dan memberdayakan orang lain
untuk menemukan dan menerapkan solusi yang melayani prioritas tersebut.
B. Tujuan
1. Mengetahui bagaimana pola kepemimpinan yang bisa di terapkan di
Rumah Sakit.
2. Mengetahui bagaimana strategi kepemimpinan di Rumah Sakit dalam
kondisi pandemi Covid-19.
5. 3
BAB II. ISI
A. Organisasi
1. Pengertian
Menurut Rifa’i & Fadhli (2013) istilah organisasi (organization)
perpaduan seluruh unsur manusia dan non manusia yang memiliki fungsi
yang berbeda-beda tetapi tujuan sama. Organisasi bersifat terbuka karena
organisasi meliputi orang dan tujuan-tujuan yang merupakan hasil usaha
kumpulan orang untuk mencapai kinerja, hasil, dan menjadi arah yang benar
sebagai sistem sosial. Sedangkan menurut Budhiarto et.al (2014), organisasi
autentik merupakan wadah sosial yang memiliki perilaku, struktur, dan
proses, yang didasari oleh kemampuannya menemukan kesejatian dalam
rangka mencapai tujuan serta menghadapi perubahan lingkungan
Kajian tentang organisasi umumnya membahas tiga dimensi dalam
kerangka berpikirnya, yaitu tentang perilaku, struktur, dan proses (Gibson
et al., 2012). Organisasi saat ini berada dalam lingkungan dinamis dengan
karakteristik perubahan yang sangat cepat (Volatility), tidak menentu
(Uncertainty), beragam (Complexity), dan tidak jelas (Ambiguity), yang
sering disebut dengan istilah “VUCA world”. VUCA world dihadapi oleh
organisasi umumnya melalui dua pendekatan, yaitu dengan menyesuaikan
diri dan menemukan esensi.
Organisasi melakukan penyesuaian diri dalam menghadapi perubahan
adalah dengan aktivitas-aktivitas produktif seperti belajar terus
menerus/pengembangan diri, memunculkan ide baru, merespons perubahan
secara produktif, dan melakukan inovasi (Dai & De Meuse, 2013). Setiap
organisasi harus belajar dan berjuang untuk bertahan dalam perubahan-
perubahan yang terjadi dalam organisasinya dan salah satu strategi bisnis
dalam menghadapi setiap perubahan lingkungan adalah dengan cara
mengutamakan fleksibilitas, adaptif, dan produktivitas. Keunggulan
kompetitif bersumber dari kemampuan suatu organisasi untuk belajar lebih
cepat daripada perubahan lingkungan. Organisasi yang mampu mendesain
dirinya menjadi organisasi pembelajaran (learning organisation) dinilai
akan tetap kompatibel dan relevan menghadapi perubahan lingkungan
(Luthans, 2011). Dan pada akhirnya, organisasi pembelajaran akan
memiliki pengaruh yang positif terhadap kinerja finansial organisasi (De
6. 4
Meuse et.al, 2012). Meskipun demikian terdapat keterbatasan dalam desain
organisasi pembelajaran, yang nampaknya masih lebih mengutamakan pada
elemen-elemen kognitif, belum memberikan perhatian yang cukup pada
elemen afektif, yaitu dimensi emosi manusia.
Di samping penyesuaian diri, VUCA world juga dihadapi dengan
menemukan dan melestarikan esensi organisasi, yakni nilai-nilai utama
(core values) serta tujuan utama (core purpose) yang relatif tetap. Esensi
organisasi ini tidak mudah berubah seiring berjalannya waktu. Perubahan
terjadi pada praktik-praktik operasional dan kultural (cultural & operating
practices), sasaran dan strategi organisasi yang spesifik (specific goals &
strategies) dalam menghadapi perubahan lingkungan (Gyekye, et.al, 2015).
Esensi organisasi perlu digali, ditemukan, disadari, dijaga, dan
dikembangkan agar perubahan lingkungan (VUCA world) dapat diantisipasi
secara tepat.
2. Prinsip-Prinsip Organisasi
Prinsip-prinsip organisasi dari Henry Fayol (Rifaí & Fadhli, 2013),
dijabarkan sebagai berikut:
a) Pembagian Tugas (Division of Work).
Division of Work atau pembagian tugas yang jelas untuk setiap individu
dalam organisasi atau manajemen untuk membangun sebuah
pengalaman dan terus mengasah keahliannya sehingga pada akhirnya
setiap individu menjadi lebih produktif dan menguntungkan.
b) Wewenang dan Tanggung Jawab (Authority and Responsibility)
Wewenang dan tanggung jawab melekat dalam pemberian tugas setiap
individu. Dengan adanya wewenang dan tanggung jawab, setiap
individu mampu memahami batas-batas kewenangan dan tanggung
jawabnya sehingga terjadi koordinasi yang baik. Tanggung jawab dan
wewenang terbesar ada pada pimpinan tertinggi, oleh karena itu
pimpinan tertinggi harus memiliki keahlian dan sifat kepemimpinan
yang efektif.
c) Disiplin (Discipline)
Disiplin berhubungan erat dengan wewenang seseorang. Seseorang
yang memiliki wewenang, wajib hukumnya untuk menanamkan rasa
disiplin terhadap dirinya sehingga memiliki tanggung jawab terhadap
pekerjaannya. Disiplin dalam hal ini mencakup kepatuhan terhadap
7. 5
aturan organisasi, kesiapan untuk melaksanakan tugas dan tanggung
jawabnya, serta kesungguhan untuk menjadi bagian dari organisasi.
d) Kesatuan Perintah (Unity of Command)
Kesatuan perintah artinya bahwa setiap orang memiliki
atasan/pimpinan yang jelas dan tidak boleh lebih dari satu sehingga
bawahan dapat mengerjakan tugasnya dengan baik. Bawahan
hendaknya mengetahui siapa atasannya, kepada siapa dia melapor dan
bertanggung jawab sesuai dengan tugas dan tanggung jawabnya.
e) Kesatuan Pengarahan (Unity of Direction)
Kesatuan Pengarahan artinya bahwa setiap departemen memiliki tujuan
yang sama dengan perencanaan dan sasaran yang jelas. Dengan adanya
pengarahan untuk mencapai sasaran tertentu, diharapkan setiap
individu mampu melaksanakan tugasnya dengan baik dan tujuan
organisasi tercapai.
f) Subordinasi Kepentingan Perseorangan terhadap Kepentingan Umum
(Subordination of Individual Interest to General Interest)
Dalam bekerja, setiap individu harus mengutamakan kepentingan
organisasi di atas kepentingan pribadi dan keluarganya. Oleh karena itu,
setiap individu harus memiliki kesadaran bahwa dalam melaksanakan
tugasnya, kepentingan organisasi menjadi prioritas.
g) Penggajian (Remunerasi)
Penggajian atau pembayaran upah semaksimal mungkin dilaksanakan
secara adil dan memberikan kepuasan kepada setiap individu. Dengan
adanya sistem penggajian yang memuaskan dan adil, individu akan
termotivasi memberikan kontribusi kerjanya seoptimal mungkin.
h) Pemusatan (Centralization)
Adanya pemusatan kewenangan dan tanggung jawab yang membuat
semua individu memahami batas kewenangan dan tanggung jawabnya
masing-masing. Dan pusat kewenangan dan tanggung jawab tertinggi
ada pada manajemen puncak yang bertanggungjawab penuh terhadap
seluruh pengembangan organisasi.
i) Rangkaian Perintah (Chain of Command)
Perlunya hirarki pemberian perintah mulai dari tingkatan tertinggi
sampai paling bawah sehingga tidak terjadi kebingungan dalam
8. 6
pelaksanaan operasional. Setiap orang menjalankan perintah sesuai
hirarkinya masing-masing.
j) Ketertiban (Order)
Bahwa situasi yang tertib akan membuat semua orang dapat bekerja
dengan baik. Untuk itu perlu adanya kedisplinan yang tinggi dari setiap
individu dalam organisasi sehingga tercipta ketertiban kerja dan
menghasilkan situasi kerja yang nyaman.
k) Keadilan (Equity)
Keadilan yang terjadi dalam organisasi akan memunculkan loyalitas
dan ketaatan karyawan. Dengan adanya keadilan, setiap pimpinan
memperlakukan bawahan dengan baik sebagai mitra kerja.
l) Stabilitas Jabatan dalam Kepegawaian (Stability of Tenur of Personel)
Perputaran karyawan yang tinggi akan mempengaruhi stabilitas kerja
karena kemampuan karyawan untuk menyesuaikan diri dengan tugas
dan lingkungan kerja tidak mudah. Dengan adanya kenyamanan,
jenjang karier yang jelas dan situasi kerja yang kondusif diharapkan
stabilitas jabatan akan terjamin.
m) Inisiatif (Inisiative)
Salah satu unsur penting kepemimpinan manajer adalah kemampuan
untuk membangkitkan inisiatif bawahannya. Inisiatif yang berasal dari
bawahan akan dapat membantu manajemen mengembangkan
produktivitas. Dengan demikian, inisiatif karyawan hendaknya
mendapat penghargaan dari manajemen.
n) Semangat Kesatuan (Esprit de Corps)
Semangat kesatuan merupakan unsur utama kerjasama yang harus
dimiliki oleh setiap karyawan sehingga setiap orang melihat bahwa
yang lain memberikan sumbangan yang sama dirinya dalam
pengembangan organisasi.
B. Kepemimpinan
1. Pola Kepemimpinan
Pemimpin merupakan inti dari manajemen. Hal ini berarti bahwa tujuan
organisasi dapat tercapai jika memiliki pimpinan yang handal dan efektif.
Kualitas seorang pemimpin yang dibutuhkan antara lain: memiliki keahlian
memimpin, kemampuan mempengaruhi pendirian/pendapat orang atau
9. 7
sekelompok orang untuk melakukan aktivitas tertentu, mampu membuat
perencanaan, mengkoordinir, mengawasi, mengontrol dan memimpin
bawahan untuk mencapai tujuan bersama.
Menurut Dai dan De Meuse (2013) gaya kepemimpinan seorang
manajer didasarkan pada orientasi tugas dan karyawan. Seorang manajer
yang berorientasi terhadap tugas akan mengutamakan keberhasilan dari
pekerjaan yang harus dicapai tanpa mempertimbangkan kemampuan
bawahannya. Sedangkan seorang manajer yang yang berorientasi kepada
karyawan, akan mengikutsertakan bawahannya dalam pengambilan
keputusan, sehingga tercipta rasa saling percaya dan saling menghargai.
Sedangkan menurut Azzaini (2018) pemimpin harus menyadari
perubahan yang begitu cepat terjadi di luar dirinya dan tidak berbangga
dengan pencapaian masa lalu. Pemimpin yang tidak tanggap dengan adanya
perubahan di luar dirinya akan mengalami kematian. Oleh karena itu,
kepemimpinan pada saat ini membutuhkan strategi yang baru dan mampu
mengikuti perubahan yang terjadi dengan melibatkan tim dan kekuatan yang
dimilikinya.
Demikian halnya rumah sakit. Kepemimpinan dalam rumah sakit
memerlukan pemimpin-pemimpin yang dapat berorientasi terhadap tugas
dan sekaligus karyawan. Pemimpin dalam hal ini adalah mulai dari kepala
unit kerja sampai pada jabatan direksi rumah sakit. Semua pimpinan harus
memiliki modal dasar dalam bentuk penguasaan tujuan mendasar yang
menyangkut kehidupan organisasi rumah sakit yakni:
a) Tujuan Rumah Sakit.
Setiap pimpinan harus mengetahui tujuan dari pendirian rumah sakit
yang harus dijabarkan dalam rencana strategis rumah sakit. Dengan
mengetahui tujuan rumah sakit, maka setiap pimpinan diharapkan
mampu membawa bawahannya untuk mencapai tujuan rumah sakit.
b) Visi.
Setiap pimpinan harus memahami visi rumah sakit dan mampu
mendukung visi tentang rumah sakit dengan memiliki strategi untuk
mengembangakan rumah sakit dan meningkatkan kepuasan pasien dan
pelanggan sehingga tetap menjadi rumah sakit pilihan bagi setiap
pelanggan yang pernah menerima pelayanannya.
10. 8
c) Misi.
Rumusan misi rumah sakit yang mendukung visi harus dikuasai oleh
semua pimpinan. Pemahaman akan misi membuat setiap pimpinan
dapat mempengaruhi setiap bawahannya untuk melaksanakan kegiatan-
kegiatan konkrit yang harus dilaksanakan demi tercapainya tujuan
rumah sakit.
d) Nilai-Nilai
Nilai-nilai rumah sakit menjadi pedoman bagi setiap pimpinan dalam
menjalankan tugasnya dan nilai-nilai rumah sakit menjadi nilai-nilai
setiap karyawan yang bekerja di rumah sakit. Misalnya, nilai ketelitian,
mutu pelayanan, keselamatan pasien dan keluarganya, dan loyalitas.
Semua nilai-nilai ini seyogyanya menjadi milik karyawan terutama
milik para pimpinan.
e) Kebijakan.
Rumah sakit memiliki berbagai kebijakan yang dirumuskan oleh
pimpinan untuk menjadi pedoman pelaksanaan tugas setiap bahawan
sehingga semua orang memiliki pemahaman yang sama.
f) Standar Prosedur Operasional (SPO)
Rumah sakit juga harus memiliki standar prosedur operasional yang
menjadi petunjuk teknis bagaimana bawahan melaksanakan tugas
pelayanan terhadap pasien dan keluarganya sehingga semua orang
memberikan pelayanan yang sama dan pada akhirnya dapat
memberikan kepuasan terhadap pelanggan.
C. Strategi Kepemimpinan Vuca Rumah Sakit Dalam Pandemi Covid-19
Saat ini, semua rumah sakit mengalami perubahan lingkungan (VUCA
world) yang membutuhkan fleksibilitas organisasi sebagai strategi adaptasi dan
menemukan esensi-nya untuk dapat memperbaharui dan melakukan reformasi
dalam mencapai tujuannya dan mempertahankan operasionalnya. Bentuk
organisasi yang dibuat bisa dievaluasi kembali berdasarkan fungsi yang
diperlukan untuk mengatasi krisis yang sedang terjadi. Misalnya perlunya
dibentuk tim medis, komunikasi masyarakat, work from home, financial,
supply chain. Membentuk jaringan tim terdiri dari kumpulan kelompok
fungsional ini yang dengan mudah beradaptasi, yang disatukan oleh tujuan
11. 9
bersama dan bekerjasama dengan cara yang sama seperti yang dilakukan oleh
individu dalam satu tim yang berkolaborasi.
Menghadapi krisis pandemi COVID-19 seperti saat ini, rumah sakit
membutuhkan pemimpin yang tanggap. Pemimpin yang tanggap krisis akan
mampu menyatukan tim di belakang satu tujuan dan memiliki kemampuan
untuk melepaskan diri dari situasi yang penuh kepenatan dan berpikir jernih
tentang bagaimana menavigasi kondisi yang ada. Selain pemimpin yang
tanggap, organisasi juga membutuhkan pemimpin yang mampu menciptakan
ketenangan dan rendah hati. Kualitas penting lainnya adalah “optimis realistis,”
atau kepercayaan diri yang dikombinasikan dengan sikap realistis.
Di awal krisis, jika para pemimpin menunjukkan kepercayaan yang
berlebihan meskipun dalam kondisi yang sulit, mereka dapat kehilangan
kredibilitas. Pemimpin perlu menunjukkan empati, berurusan dengan tragedi
manusia. Empati adalah prioritas pertama yang perlu dilakukan. Saat pandemic
COVID-19 ini, pikiran bawahan pertama-tama terfokus kepada kelangsungan
hidup mereka sendiri dan kebutuhan dasar lainnya. Karyawan berada dalam
situasi cemas akan keselamatan dan kesehatan diri dan keluarganya jika
kembali dari tugasnya di rumah sakit. Karyawan juga cemas akan situasi
kinerja rumah sakit yang kemungkinan akan berdampak untuk pembayaran gaji
mereka bahkan pemutusan hubungan kerja. Para pemimpin tidak boleh
menugaskan staf hukum dan hubungan masyarakat (HUMAS) untuk
menjawab kekhawatiran dan kecemasan karyawan ini. Krisis adalah saat yang
paling penting bagi para pemimpin untuk menegakkan aspek penting dari peran
mereka untuk membuat perbedaan positif dalam kehidupan manusia.
Menghadapi situasi COVID-19 saat ini, semua rumah sakit mengalami
penurunan kunjungan pasien karena beberapa dokter tidak bersedia untuk
praktek sehingga beberapa pelayanan terpaksa ditutup. Ketakutan ini
disebabkan karena banyaknya tenaga medis yang sudah meninggal akibat
terinfeksi COVID-19. Hal ini juga diperburuk karena langkanya ketersediaan
APD yang standar di pasaran dan sangat mahal sehingga biaya operasional
rumah sakit meningkat. Selain masalah internal, kebijakan pemerintah untuk
pembatasan wilayah dan himbauan untuk menunda ke rumah sakit semakin
membuat rumah sakit tidak mampu untuk membiaya operasionalnya sehari-
hari termasuk membayar tenaga SDM-nya.
12. 10
Seorang pemimpin pada saat ini dihadapkan untuk melakukan tindakan
cepat melakukan analisa terhadap kunjungan pasien dan kondisi pelayanan
rumah sakit akibat pandemi sendiri. Setiap pemimpin rumah sakit harus
menyadari juga bahwa pandemi ini akan berdampak signifikan terhadap
penurunan kinerja keuangan. Dalam situasi ini, semua pimpinan harus
memikirkan efisiensi dalam segala segi termasuk efisiensi SDM dengan
melakukan analisa beban kerja dan pemutusan hubungan kerja. Para pemimpin
rumah sakit dapat melawan VUCA dengan menerapkan strategi kepemimpinan
VUCA (Vision, Understanding, Courage, dan Adaptibility) dalam versi lain
(Huang, 2014). Volatility (Pergejolakan) dihadapi dengan fleksibiltas,
Uncertainty (Ketidakpastian) dengan pemahaman, Complexity (Kompleksitas)
dengan membangun koneksi, dan Ambiguity (Ambiguitas) dengan agility
(kelincahan). Strategi kepemimpinan VUCA (Azzaini, 2018) adalah sebagai
berikut:
1. Vision (Visi). Para pemimpin rumah sakit harus memiliki visi yang jelas
untuk perusahaan mereka. Dengan begitu, arah dan tujuan perusahaan
akan jelas dan tak akan begitu terpengaruh oleh peristiwa-peristiwa
eksternal.
2. Understanding (Pemahaman). Setelah menentukan visi, pemimpin
rumah sakit perlu memahami kemampuan dan strategi rumah sakit untuk
mewujudkan visi tersebut. Ia harus mampu membawa rumah sakit
mendapatkan profit, meskipun keadaan berubah dengan cepat seolah ingin
menjatuhkan rumah sakitnya. Pemimpin ruamh sakit saat ini tidak hanya
mendengarkan pendapat dan informasi yang sesuai dengan pandangannya.
Ia harus memanfaatkan berbagai informasi dan pendapat dari beragam
sudut pandang. Para pemimpin harus dapat mendapatkan berbagai
informasi dari berbagai sisi baik itu pelanggan eksternal maupun
pelanggan internal. Dan jika memungkinkan, ia pun harus melibatkan
pelanggan, karyawan, dan pihak terkait untuk memastikan bahwa mereka
bergerak untuk visi yang sama.
3. Courage (Keberanian). Pemimpin rumah sakit saat ini juga wajib
memiliki keberanian untuk menghadapi tantangan-tantangan dan
mengambil keputusan penuh risiko. Ia harus mampu melawan arus untuk
menghadapi perubahan dinamis di dunia saat ini. Era ini akan
13. 11
dimenangkan oleh pemimpin yang berani mengambil resiko dengan
pertimbangan matang.
4. Adaptibility (Kemampuan beradaptasi). Tak hanya berani, pemimpin
rumah sakit saat ini juga harus memiliki kemampuan adaptasi yang baik
di lingkungan yang berubah dengan cepat ini. Mereka dituntut untuk punya
sifat fleksibel agar bisa beradaptasi dengan cepat terhadap perubahan
eksternal tanpa harus mengubah arah strategi awal.
Saat ini bukan lagi waktu untuk melanjutkan cara rekayasa keuangan yang
sering dilakukan dalam dekade terakhir. Sebaliknya, pemimpin membutuhkan
rencana-rencana darurat sekaligus mempertahankan neraca yang kuat untuk
menghadapi peristiwa tak terduga. Dengan munculnya pandemi ini, para
pemimpin rumah sakit harus tetap fokus pada misi dan target mereka, serta
memiliki keberanian untuk menciptakan strategi baru yang mampu membangun
kekuatan mereka. Ketidakmampuan pimpinan untuk meninggalkan nilai-nilai
lama yang tak lagi berfungsi di era dinamis ini, rumah sakit akan terisolasi dan
gagal beradaptasi, kemudian akan berakhir dengan kegagalan.
Hal-hal yang bisa dilakukan sebagai fleksibilitas rumah sakit dan
kepemimpinan dalam menyelesaikan situasi pandemi, yakni:
1. Tim Eksekutif
Membentuk tim/kelompok kecil eksekutif di tingkat tertinggi rumah
sakit yang terdiri dari berbagai profesi dan elemen pelayanan rumah sakit
yang bertugas untuk mengumpulkan informasi yang diperlukan dalam
pengambilan keputusan dengan cepat dalam usaha mengatasi masalah yang
dihadapi. Kelompok inilah yang memberikan respon top-down yang efektif
yang dapat menimbulkan stabilitas pelanggan maupun karyawan. Contoh:
membuka unit pelayanan baru khusus penanganan covid-19, memotivasi
dokter-dokter spesialis untuk tetap membuka praktek, menjamin
ketersediaan APD sehingga para tenaga medis dan perawat tetap merasa
nyaman dalam memberikan pelayanan kepada pasien, memberikan jaminan
pembayaran gaji karyawan selama masa pandemi, dll.
2. Optimis & Realistis
Optimisme yang realistis atau kepercayaan diri yang dikombinasikan
dengan sikap realistis seorang pemimpin mampu menciptakan ketenangan.
Setiap hari, pemimpin harus menjadi orang yang pertama menyapa dan
memberikan arahan di pagi hari serta pembaharuan di malam hari.
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Pemimpin yang tanggap krisis mampu menyatukan tim, namun fleksibel
untuk melepaskan diri dari situasi yang penuh kepenatan dan berpikir jernih
tentang bagaimana menavigasi kondisi yang ada. Pemimpin harus mampu
memberikan energy positif terhadap semua bawahan sehingga pelayanan
tetap berjalan dengan baik dan produktivitas karyawan tetap terjamin.
3. Motivasi Tenaga Medis
Core bisnis rumah sakit adalah pelayanan medis yang dilaksanakan para
dokter dan perawat. Adanya keputusan tenaga medis untuk tidak melakukan
pelayanan sehingga mengakibatkan beberapa pelayanan ditutup pada
akhirnya mempengaruhi pendapatan rumah sakit. Oleh karena itu, pimpinan
rumah sakit perlu berdiskusi dengan para tenaga medis untuk mencari jalan
keluar dari masalah yang sedang dihadapi oleh rumah sakit. Para tenaga
medis diharapkan dapat kembali melakukan pelayanan seperti biasanya.
Tentu saja hal ini harus didukung dengan fasilitas berupa penyediaan APD
standar yang membuat para tenaga medis tetap merasa nyaman dan tenang
melakukan tindakan dan prosedur pelayanan yang efektif untuk mencegah
penularan COVID-19 tersebut.
4. Efisiensi Biaya
Dalam situasi krisis seperti sekarang, diperlukan seorang pemimpin
yang mampu menganalisa dan mengambil tindakan konkrit untuk membuat
kajian terhadap masalah yang dihadapi. Pemimpin harus mampu melihat
kiat-kiat praktis mengurangi biaya operasional dan meningkatkan
pendapatan sehingga rumah sakit tetap dapat berjalan dan mencapai target
yang sudah ditetapkan. Efisiensi dapat dilakukan mulai dari pengurangan
pemakaian fasilitas rumah sakit, efisiensi sumber daya manusia (SDM) dan
efisiensi dari sisi organisasinya. Kemampuan analisa dan kejelian melihat
peluang sangat dibutuhkan sehingga masalah yang terjadi menjadi peluang
untuk meningkatkan pelayanan rumah sakit.
5. Kebijakan dan komunikasi efektif
Situasi yang serba tidak pasti dan informasi yang tidak tepat, dapat
mengakibatkan situasi rumah sakit tidak kondusif. Oleh karena itu, jika ada
kebijakan atau pedoman baru terkait penanganan COVID-19, hendaknya
dikomunikasikan secara efektif dan dipastikan bahwa semua orang
memiliki pemahaman yang sama dengan manajemen. Situasi sulit menjadi
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keprihatinan bersama dan bergerak bersama untuk mencari jalan keluar dari
kerumitan yang sedang dialami.
Empat hal di atas bukan hal yang baru bagi seorang pemimpin rumah sakit.
Dalam membangun dan mengelola rumah sakit, pemimpin rumah sakit tentulah
telah mengalami banyak badai selama tahun-tahun dan bahkan ada yang jauh
lebih buruk daripada situasi pandemi ini. Namun, dengan wabah pandemi ini
seluruh pemimpin rumah sakit belajar agar memiliki kemampuan antisipasi,
analisa yang tepat terhadap suatu masalah, tindakan konkrit yang cepat dan tepat
dan koordinasi yang baik sehingga pelayanan dan target dapat tercapai. Sudah
saatnya merangkul teknologi untuk meningkatkan daya saing rumah sakit
dengan meningkatkan kemampuan SDM yang dimilikinya terutama para
pimpinan mulai dari pimpinan unit paling bawah sampai paling atas.
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BAB III. PENUTUP
A. Kesimpulan
Situasi pandemi COVID-19 sebagai wabah global telah mempengaruhi
seluruh lini kehidupan seluruh bangsa di dunia, termasuk Indonesia. Segala
sesuatu berubah secara cepat dan sering tidak bisa diantisipasi secara tepat
sampai kapan pandemi ini akan berlangsung. Semua orang pertama-tama
berusaha untuk melindungi diri dan keluarganya. Kecemasan akan keselamatan
diri dan keluarganya diperburuk dengan adanya berita-berita dan informasi
yang tidak benar.
Rumah sakit sebagai bisnis yang seharusnya tidak berdampak karena
penderita COVID-19 harusnya menjadi faktor utama pelayanan rumah sakit,
turut mengalami penurunan kinerja keuangan dan harus melakukan berbagai
efisiensi. Adanya ketakutan para tenaga medis, peraturan dan kebijakan
pemerintah, serta ketakutan masyarakat untuk mencari kesembuhan ke rumah
sakit membuat rumah sakit menjadi sepi. Langka dan mahalnya APD standar
di pasaran seperti masker dan peralatan lainnya membuat para tenaga medis
semakin merasa tidak nyaman melakukan pelayanan.
Dalam situasi krisis seperti ini, pimpinan rumah sakit dituntut untuk
mampu melakukan fleksibilitas organisasi dan kepemimpinan. Pimpinan harus
memiliki strategi VUCA yang memungkinkannya melakukan tindakan-
tindakan cepat untuk menganalisa, mengantisipasi keadaan dan melakukan
perubahan dalam pelayanan rumah sakitnya. Kemampuan itulah yang dapat
membuat rumah sakit tetap mampu melakukan pelayanannya dan bertahan
dalam berbagai kesulitan dan masalah. Masalah yang ada justru harus dijadikan
peluang untuk pengembangan dan peningkatan kemampuan untuk tetap
bertahan dan berdaya saing.
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DAFTAR PUSTAKA
Azzaini, J. (2018). Pemimpin Harus Punya VUCA: Vision, Understanding, Clarity,
dan Agility. https://kumparan.com/jamil-azzaini/vuca-vs-vuca.
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