manajemen hospital

7/21/2019 Manajemen Hospital

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Lecture 2

Mrs: Asma A. Alderaa

2011-2012

HospitalHospital

AdministrationAdministration


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INTRODUCTIONINTRODUCTION

Many aspects of health organizations are managed by

health professionals, all need management skills


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Management oradministration, on a planned

and scientifc basis, innecessary or the smoothrunning o every institution,

including hospitals.


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!ospital administration is a

comple" task and can ca#ses

headachesand one is likelihood

of de$eloping high blood

press#re or #lcersif it is not

handled properly

It in$ol$es planning, organizing,

controlling and e$al#ating andthis can be done better by

kno%ing the principles of

management and administration


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&dministration is tense

Things happen in spite of the best r#les

'roblems do not respect r#les and reg#lations, orproced#res

One may %in or lose, depending on ho% one

handles people and problems

Insol$able(looking problems may melt a%ay %iths#rprising ease, like the shado% at da%n

'roblems, %hich look small and simple, may

sno%ball into e"tremely diffic#lt iss#es for %hich

one sho#ld be %atchf#l and deal %ith the problemsmore efficient and effecti$ely %itho#t making any

premat#re ass#mption and one sho#ld be open to

all s#ggestion and comments


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)ail#re is a part of h#man

e"perience and if it is seen as achallenge, one %ill find that it is

tr#ly a step on the road to

s#ccess and personal gro%th

One sho#ld not becomemiserable if something goes

%rong It can happen to the

best of administrators

Nobody is infallible* nobody isright all the time One has the

right to make mistakes and the

only person %ho ne$er makes a

mistake is the man %ho does

nothing +#t one sho#ld learnand profit from the mistake,

%hich is a learning e"perience


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!ospital personnel, medical staff, para(medical

or general employees, m#st all be concerned

%ith one goal

Providing the best

possible

patient care.


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Distinction bet%een !ospital - Ind#strialDistinction bet%een !ospital - Ind#strial

OrganizationOrganization::

The difference bet%een administrati$e %ork in

hospital and in other organizations can be attrib#tes

to the e"istence of some conditions pec#liar to

hospitals


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The cons#mers of the ser$ices

pro$ided in a hospital .the

patients/ are physically or

mentally ill and are rendered

ser$ices %ithin the fo#r %all of

the hospital

&s compared %ith most other

instit#tions of b#siness,

go$ernment and ed#cation, this

is an #n#s#al sit#ation and

present 0#ite different

problems of management

N1 2N1 2


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N1 3N1 3

The c#stomers of the hospital

.the patients/ ha$e indi$id#alneeds and re0#ire highly

personalized and c#stom(

made ser$ices

The diagnostic, therape#ticand pre$enti$e ser$ices

pro$ided by physicians,

n#rses and technicians, and

the aid of e"pensi$e and

specialized e0#ipments andmedication are tailored to the

need of each indi$id#al

cons#mer


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N1 4N1 4

The hospital pro$ides a

%ide range of scientific andtechnical ser$ices s#ch as

N#rsing, diet therapy,

anesthesiology, pharmacy,

radiology, clinical laboratory,physical therapy and

medical social %ork

Many of its ser$ices are

pro$ided contin#o#sly,ro#nd the clock, e$ery day

of the year


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N1 5N1 5

N#rses and certain other

personnel m#st accept directionfrom both the matron and the

physicians #nder %hom they

%ork closely e$ery day

They also ha$e to f#lfill the

emotional, physical, mental andmedical needs of the patients

The h#man relations problems

in s#ch sit#ations of d#al

a#thority are m#ch more

fre0#ent, delicate, $aries and

comple" than in organization

%here this sit#ation does not

e"ist


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N1 6N1 6

!andicapped by lo% %ages,

rigid discipline and some

apprehension of e"pos#re to

disease, hospital personnel

are e"pected to

Maintain a $ery high

le$el of efficiency, as

their f#nctioning affects

the li$es of patients


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The amo#nt and the $ariety of training

programmers that the hospital has to

pro$ide

Training is pro$ided for medical interns

and residents .7 months to 2 year/,

technicians .3 years/, medical laboratory

technicians .3 years/, physical therapists,

pharmacists, medical social %orkers,

dieticians and n#rses Classrooms,

clinical and different training methods are

#sed in $arying combinations

The administrator is responsible for

planning and operating these $ario#straining programmers

8ery fe% other types of instit#tions

combine s#ch ma9or ed#cational

responsibilities %ith other operating

acti$ities

N1 7N1 7


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N1 :N1 :

The efficiency and 0#ality of

health care ser$ices in anyhospital is directly dependent on

the #se of bio(medical e0#ipment

in diagnosis, s#rgery and

therape#tic process

These e0#ipment employsophisticated technology made of

comple" systems The problem of

maintenance and management of

these bio(medical e0#ipment is

comple" beca#se there is ac#te

shortage of technical hands %ho

ha$e s#itable and ade0#ate

training in the maintenance and

repairing of these specialized hi(

tech e0#ipment


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!ospital administration sho#ld be entr#sted on those %ho ha$e

the necessary training and the right kind of attit#de to perform

this $ital task


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Definition of ManagementDefinition of Management

is an art %ith

a scientific base

a science can be learned thro#gh thest#dy of basic r#les, principles and

form#las

ac0#ired thro#gh trial(and(error- years of e"perience


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Definition of ManagementDefinition of Management

It is a process, %ith both interpersonal and technical aspects,

thro#gh %hich the ob9ecti$es of the health ser$ices organization

are specified and accomplished by #tilizing h#man and physical

reso#rces and technology


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Management 'rocessManagement 'rocess


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It m#st be designed tomeet all the needs of

people it is to ser$e

It m#st be a size

%hich the people can

afford to b#ild andoperate

It m#st be %ell(staffed

%ith a s#fficient n#mber

of physicians, n#rses

and other trainedpersonnel to gi$e

ade0#ate and efficient

ser$ice


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Reasons for inade0#ate hospital ser$ice

;


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1-Patient Care of High Quality:

2 'ro$ision of competent professional and technical staff

and of the e0#ipment and facilities necessary to s#pport

the hospital?s patient care3 &n organizational str#ct#re that assigns responsibility

appropriately and re0#ires acco#ntability for the $ario#s

f#nctions %ithin the instit#tion, incl#ding those partic#larly

related to the patient care

4 Interaction of members of the medical staff %ith each other

and %ith other members of the health team thro#gh

cons#ltations and conferences

5 Contin#o#s re$ie% by appropriate persons of the

ade0#acy of care pro$ided by physicians, n#rsing staff and

paramedical technicians

6 >d#cational acti$ities designed to impro$e patient care and

to keep the hospital? professional and technical staffs abreast

of ne% medical and technological kno%ledge


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2-Effective Community Orientation:

2 & go$erning board made #p primary of persons %ho ha$e

demonstrated concern for the comm#nity as %ell as

leadership ability

3 'olicies that ass#re a$ailability of ser$ices as needed to all

of the people in the hospital ser$ice area

4 'articipation of the hospital in comm#nity programs to

pro$ide pre$enti$e, emergency and cas#alty care and to

teach good health and health care practices to comm#nity

residents

5 =er$ice programs e"tend beyond the %alls of the hospital into

the comm#nity, and that complement and are coordinated

%ith ser$ice programs of other hospitals, mental facilities,

rehabilitation centers, n#rsing homes, homes for the aged,

comm#nity clinics, home(health ser$ices and health

departments

6 & p#blic information program that keep the comm#nity

informed abo#t and identified %ith the hospital?s goals,

ob9ecti$es and plans


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3-Economic Viability:2 & corporate organization that accepts responsibility for

so#nd financial management %ith optim#m 0#ality of care

and the hospital?s responsibility for comm#nity ser$ices and

that raises f#nds, %hen necessary, to s#pplement thehospital?s earned income

3 'atient care ob9ecti$es that are consistent %ith pro9ected

ser$ices demands and the a$ailability of operating

financing for ade0#ate personnel and e0#ipment re0#ired

to maintain patient care of a high 0#ality

4 & program to attract the medical staff, an ade0#ate n#mber

of physicians engaged in family practice as %ell as the

essential medical(s#rgical specialists to maintain optim#m

occ#pancy of inpatient facilities and a f#ll #tilization of

o#tpatient ser$ices

5 & planned program of e"pansion or de$elopment of

facilities and ser$ices based on comm#nity need and other

comm#nity health reso#rces to a$oid #nnecessary

d#plication


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3-Economic Viability:

6 Comm#nity participation in the hospital?s programs thro#gh

sponsors, contrib#tions, a#"iliaries and $ol#nteers

7 &n ann#al b#dget plan for maintaining

=er$ices at a high le$el of 0#ality

&ppropriate standby e0#ipment and ser$ices

Competiti$e salary and %age scales and employee

benefits Interest and payments on mortgage and other

indebtedness


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4-Sound rchitectural Plan:

2 Retention of an architect e"perienced in hospital design

and constr#ction

3 =election of a site large eno#gh to pro$ide for parking andf#t#re e"pansion and readily accessible to %ater and

se%age lines and to pop#lation concentrations thro#gh

high%ay, rail, rapid transit or b#s lines

4 Determination of facility size appropriate to the demands of

the hospital?s ser$ice area and of departmental areas largeeno#gh to pro$ide the diagnostic and treatment ser$ices

re0#ired by the hospital?s medical staff on an emergency

and day(to(day basis

5 Recognition of the importance of establishing con$enient

traffic patterns, both %ithin and o#tside the hospital, formo$ement of physicians, hospital staff, patients and

$isitors and for efficient transportation of food, la#ndry,

dr#gs and other s#pplies


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4-Sound rchitectural Plan:

6 &de0#ate attention to important hospital concepts s#ch as

Infection control

Disaster planning

Use of hospital ser$ices by amb#latory inpatients as %ell

as o#tpatients

Intensi$e and e"tended care #nits

'sychiatric care programs

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