WELCOME, STUDENTS!Dr. Pande Putu Januraga

SEMESTER SCHEDULE

2 SeptemberPemaparan perkuliahan dan pengantar manajemen kesehatan

9 September Sistem kesehatan dan reformasi sektor kesehatan

16 September Sistem kesehatan dan reformasi sektor kesehatan

23 September Sistem kesehatan dan reformasi sektor kesehatan

30 September Manajemen strategis dan kepemimpinan

7 Oktober Ekonomi dan pembiayaan Kesehatan

14 Oktober Kemitraan internasional

28 Oktober HSR

4 November Manajemen SDM

11 November Manajemen mutu pelkes

18 November Manajemen pelkes dasar

25 November Manajemen RS

2 Desember Tutorial

9 Desember Tutorial

LEARN ABOUT OUR CLASS

The lecturers?Goals?Assignments?Supplies?Getting help?Questions

Study guide

ASSIGNMENTS UTS (40%)

Telaah kritis artikel jurnal (15%)

Essay (35%)

GET TO KNOW ME

Academic background

Dokter 2003 Universitas Udayana

M.Kes 2008 Universitas Diponogoro

DrPH 2014 Flinders University

RESEARCH EXPERIENCES• 2014-??? Study coordinator for Bali site: HIV-AIDS Test and Treat Indonesia (HATI project)

• 2012-2014 Thesis for DrPH: an exploratory study of social capital among brothels based FSWs in Bali

• 2011 Principal investigator: Evaluation Study of the Strategic Planning of Bali Provincial AIDS Committee

• 2010-2011 Principal investigator: Feasibility Study of Cohort on Risk Factors of HIV on FSWs in Bali; Method for enrolling and retaining participants (FRTP-2010-2011)

• 2009-2010 Principal investigator: Evaluation of HIV surveillance system; a case study of Bali Province’s sero-surveys (FRTP-2009-2010)

• 2009 Principal investigator: Development of Comprehensive Primary-HealthCare-Based services for Female Sex Workers in Bali

• 2008 Quality assessor: Benefit, Monitoring and Evaluation Study of First Decentralized Health Services (DHS-1) Project, Bali Province

• 2007-2008 Thesis for MPH: Cost per Capita and Premium Analysis to Advocate Policy Maker of JKJ; Case Study of Health Financing Program in Jembrana

• 2007 Principal investigator: Physical Risk Factor of Non Communicable Disease in Age Group 25-64 Years at Baha Village, Mengwi Sub District, Badung Regency

• 2005-2006 Co-investigator: Organizations structures of Dinas Kesehatan and Puskesmas; Case Study of Post Decentralization in Bali

• 2004-2005 Co-investigator: Developing Puskesmas (Primary Health Center) by Strategic Management

• 2004 Field coordinator: Survey of basic data Bali provincial health

KEY PUBLICATIONJANURAGA, P. P., MOONEY-SOMERS, J. & WARD, P. 2014. Newcomers in a hazardous environment: a qualitative inquiry into sex worker

vulnerability to HIV in Bali, Indonesia. BMC Public Health, 14, 832.

JANURAGA PP, WULANDARI LPL, MULIAWAN P, et al. (2013) Sharply rising prevalence of HIV infection in Bali: a critical assessment of

the surveillance data. International Journal of STD & AIDS 24: 633-637.

JANURAGA, P.P., INDRAYATHI, P.A., SUARJANA, K. 2010. The Impact Of The Bali Mandara Health Insurance To The Presence Of District

Level Health Insurance In Bali And Achievement Of Universal Coverage. The Indonesian Journal of Health Services Management. June

Edition.

JANURAGA, P. P., SURYAWATI, C., LISTYOWATI, R. & NOPIYANI, M. S. 2010. Cost Per Capita Analysis to Control The Cost Of Jembrana

Health Insurance. The Indonesian Journal of Health Service Management. March edition.

JANURAGA, P. P., SURYAWATI, C. & ARSO, S. P. 2009. Stakeholders Perception toward Background of Premium Subsidy, Capitation

System and Premium Payment of Jembrana Health Insurance. The Indonesian Journal of Health Service Management.

JANURAGA, P. P., SURYAWATI, C. & ARSO, S. P. 2008. Premium Tariff Calculation to Advocate the Reallocation of Premium Subsidy for

PPK I of Jembrana Health Insurance. The Indonesian Journal of Health Service Management, 11.

YESSI, MUNINJAYA, A. A., ANSHORI, Y. & JANURAGA, P. P. 2006. Organizations Structure Variations of Public Health Institutions: Case

Study of Post Decentralization in Bali. The Indonesian Journal of Health Service Management, 09.

HEALTH MANAGEMENTintroduction

To be sure, the fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structures, and the training and development they need to perform and to respond to change. (Drucker 1990)

BASIC MANAGEMENT

Planning

Organising

Actuating

Controlling

MANAGEMENT SKILLS

Defining strategy and goals

Developing people

Measuring performance

Marketing services

Management

MANAGEMENT DIMENSIONS

Culture, value and principle

Structure

TechniqueSetting or

infrastructure

Management

THE CULTUREManagement is about people

Management is about securing commitment to shared values

Management is about developing staff

Management is about achieving results

THE STRUCTURE Close vs open system

Tight about ends and loose about means

THE TECHNIQUES communication skills (consultation, negotiation, and conflict management)

management by objectives

human resource management

economics, finance, and accounting

(strategic) planning and marketing

project management

quality assurance.

THE SETTINGSModel of management

Traditional bureaucracy—with an emphasis on clear structure, hierarchical chains of command, clear accountability for performance

New public management—with an emphasis on making organizations more like firms operating in markets through the introduction of competition to improve performance (Hood 1991)

‘Japanese' organization model or 'clan'—'solidarity' model of organization in which a sense of identity with, and pride in, the organization itself is the main source of motivation

Professionalism—shares the 'Japanese' model's assumption that people work better when they are trusted and their performance is not closely monitored;

The sense of identity is with the profession rather than with the organization, or possibly dual loyalty to both exists.

Management is not a purely technical enterprise. Ideas, culture, and ideologies make a real difference.

AMBIVALENCE RELATIONSHIP

Public health medicine ethos

Management ethos of making changes

Public health specialists:• not acting on the results of their

scientific enquiries, or taking too long to complete these when the need for action is pressing

• being managerially weak• incompetent for political skills in

winning support for a particular line of action.

Sometimes management is about achieving change for which there exists no (or incomplete) evidence that it is the right thing to do or will even work.

The evolution of management in the context of health policy and health sector

reform

MANAGEMENT IN A HEALTH-CARE CONTEXTKey differences, Shortell and Kaluzny (1983):

defining and measuring output are difficult

the work involved is felt to be more highly variable and complex than in other organizations

more of the work is of an emergency and non-deferrable nature

the work permits little tolerance for ambiguity or error

the work activities are highly interdependent, requiring a high degree of co-ordination among diverse professional groups

the work involves an extremely high degree of specialization

organizational participants are highly professional, and this primary loyalty belongs to the profession rather than to the organization

there exists little effective organizational or managerial control over the group most responsible for generating work and expenditure: clinicians

in many health-care organizations, particularly hospitals, there exist dual lines of authority, which create problems of co-ordination and accountability, and confusion of roles.

NEXT Evolution of theories of management, planning, and organization and to

show how these have impacted upon public management, health system and health-care services.

QUESTIONS?

LET’S HAVE AGREAT SEMESTER!