hanevi- budaya dan kepemimpinan mutu

8/13/2019 Hanevi- Budaya Dan Kepemimpinan Mutu

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Quality Culture

&Quality Leadership

Hanevi Djasri, dr, MARS

Pusat Manajemen PelayananKesehatan (PMPK) FK-UGM


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Quality Culture


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Overview What is organizational culture?

Total Quality Culture vs. Traditionalcultures

Elements of a Total Quality culture

Establishing a Total Quality culture

Effecting cultural change


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Organizational Culture An organizations culture is how it is

characterized, reveals underlyingvalues and traditions

Business environment

Values

Role models

Rites, rituals, and customs

Cultural transmitters


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Total Quality vs. Traditional

Organizational Culture Operating Philosophy: Focus on

customer satisfaction, not short termreturns

Objectives: Focus on both short- and

long-term, not just short-term Management Approach: Managers are

facilitators and participants, not

detached (terpisah) administrators


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Organizational Culture, (Cont.) Customers: Focus on customer

satisfaction and partnering, not solely(hanya) on internal needs

Problem Solving: Group effort to find

root cause and implement permanentcorrective actions, not finger pointing

and treating the symptoms (Band-Aid

solutions)


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Organizational Culture, (Cont.) Supplier Relationships: Partnering, not

dictating, and no cutthroat tactics Performance Improvement:

Continuous improvement, not putting

out fires


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Elements of a Total Quality

Culture Widely shared management

philosophy Emphasis on human resources

Recognition and rewards

Effective internal communications

Strong value system

High performance standards Definite organizational character


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Establishing a Total Quality

Culture Involve potential resistors in the early

planning stages (rumus 20-60-20) Avoid surprises

Start small

Be flexible

Create a positive environment

Incorporate change


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Establishing a Total Quality

Culture (Cont.) Respond to concerns quickly and

positively Work with established leaders

Treat people with dignity and respect

Be constructive

Provide resources and be participative


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Steps in Establishing a Total

Quality Culture1. Identify needed changes

2. Put them in writing3. Develop a plan for addressing each

one

4. Realize that people will react

emotionally as well as intellectually

(shock, denial, realization,acceptance, rebuilding,

understanding, recovery) and


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Steps in Establishing a Total

Quality Culture (cont.)5. Use key people as advocates

6. Apply courtship strategies7. Support the changes (embody them

yourself, provide resources, make

sure old policies and proceduresdont get in the way, etc.)


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Effecting Cultural Change Realize that positive change wont

happen in a hostile environment

Remember that you are fighting the

past: Theres a lot of inertia

(hambatan) to overcome So be patient, change takes a while


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Effecting Cultural Change Make sure your grasp on current culture is

thorough and grounded in reality

Understand the history behind the currentculture

Dont trash everything and start over, go for

incremental improvements Listen and observe: You cant learn when

your mouth is open

Involve all affected parties


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Quality Leadership


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Overview Defining Leadership and Leadership Development

Measuring Leadership Effectiveness

Overview of Major Research Approaches

Leadership and Organization Culture

Leadership Credibility


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Defining Leadership Leadership is influence processes affecting the

interpretation of events for followers, the choice

of objectives for the group or organization, theorganization of work activities to accomplish theobjectives, the motivation of followers to achievethe objectives, the maintenance of cooperativerelationships and teamwork, and the enlistmentof support and cooperation from people outsidethe group or organization

Influence is often viewed as the essence ofleadership


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Leadership Development Can we develop leaders in public

organizations?

Yes, but not with out a lot of work andcommitment!

Development takes time

Action Research Approach


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Leadership Effectiveness Common Measures

Unit and/or Individual Performance

Attitudes of followers toward leader

Leader contribution to quality of group process

Direct and Indirect Effects Direct immediate impact on what is done, how it is

done, or how efficiently it is done

Indirect refer to leader decisions and actions that

are mediated by intervening variables in the causalchain. Slower to be felt, but often more durable.


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Overview of Major Research

Approaches Most leadership research can be

classified into one of thefollowing four approaches:

1. Trait Approach

2. Behavior Approach

3. Power-Influence Approach

4. Situational Approach


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Trait Approach One of earliest approaches to study of

leadership.

Emphasizes the personal attributes of

leaders.

Underlying assumption that some people

are natural leaders who are endowed with

certain traits not possessed by other people.


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Behavior Approach Paying attention to what managers

actually do.

Two subcategories:

Nature of managerial work (Mintzberg)

Comparing effective and ineffectiveleaders


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Power-Influence Approach Attempts to understand leadership by

examining influence processes

between leaders and followers.

Power is viewed as important not only

for influencing subordinates, but alsofor influencing peers, superiors and

people outside the organization

How is power acquired and lost by

various individuals.


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Situational Approach Emphasizes the importance of contextual

factors such as the nature of the work

performed by the leaders unit, the nature ofthe external environment, andcharacteristics of followers.

Attempts to identify the aspects of thesituation that moderate the relationship ofleader behaviors and leadershipeffectiveness

Theories describing this relationship aresometimes called contingency theories.


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Leadership and

Organization Culture Nature of organization culture

Schein (1992) defines culture as the basic

assumptions and beliefs shared by

members of a group or organization.

Fundamental measure of leadershipeffectiveness is cultural change


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Embedding and reinforcing

aspects of culture5 primary mechanisms:

1. Attention communicate through planning

2. Reactions to crises increases potential for

learning about values and assumptions

3. Role modeling

4. Allocation of rewards5. Criteria for selection and dismissal

influence culture by recruiting people who

have particular values and skills and

promoting them to positions of authority


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Embedding and reinforcing aspects of

culture5 secondary mechanisms:

1. Design of organization structure

2. Design of systems and procedures

3. Design of facilities

4. Stories, legends, and myths5. Formal statements


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Leadership Credibility Like a bank account. You make

deposits and withdrawals via actions.

Credibility enables leaders to get

followers to do extraordinary things in

organizations. Cant bring about change unless

perceived as credible.


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Developing Credibility: 5 Broad

Practices and 10 Commitments

1. Challenge the Process1. Search for opportunities

2. Experiment and take risks

2. Inspire a Shared Vision1. Envision the Future

2. Enlist Others

3. Enable Others to Act

1. Foster Collaboration

2. Strengthen Others

4. Model the Way

4. Set the Example

5. Plan Small wins

5. Encourage the Heart4. Recognize Individual

Contributions

5. Celebrate Accomplishments


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Overview of Influence

Tactics Influence Process The effect of one

party (the agent) on another (the

target)

Direction of Influence Attempts notunidirectional leaders influence

followers but followers also influence

leaders


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Outcomes of Influence Tactics

Commitment target internally agrees with adecision or request from the agent and makesgreat effort to carry out decision or request.

Compliance target is willing to do what the agentasks but is apathetic rather than enthusiastic andwill make a minimal effort.

Resistance target is opposed to the proposal orrequest and actively tries to avoid carrying it out.

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