manajemen yankep mars

7/27/2019 Manajemen Yankep Mars

1/35


2/35

Evidence based


3/35


4/35

Rumah Sakit menghadapi tantangan untukdapat melaksanakan fungsinya

memberikan pelayanan kes. Pelayanan keperawatan adalah bagian

integral dari pelayanan RS.

Mutu pelayanan RS turut ditentukan olehmutu pelayanan keperawatan.

Yan kep. Perlu dikelola secara profesional

dapat memberikan konstribusi thd citraRS.


5/35

Pengelolaan/manajemen

yan.kep.peningkatan mutu yan.kep.

Pengelolaan yan.kep.di RS

tanggung jawab tenaga perawat

profesional dalam berbagai

tingkat/hirarkhi :

- Top manager, midle manager, lower

manager dan perawat pelaksana.


6/35

Perawat pada semua tingkat manajemen

harus memiliki kemampuan dalam

mengimplementasikan konsep/prinsip danteori-teori manajemen keperawatan.

Manajemen kep. Adalah proses dimana

perawat manajer menjalankan profesinya.

Manajemen kep. Ad/proses bekerja melalui

anggota staf kep. Untuk memberikan asuhankeperawatan secara profesional.

(Gillies, 1986).


7/35

Manajemen keperawatan ditemukan pada

perawat pelaksana, perawat kepala,

pengawas, direktur keperawatan. Manajerdiperhadapkan pada SDM

(Utama). Pada dasarnya :manusia unsur

utama dalam organisasikompleks, unik,penuh misteri.


8/35

Manajer kep.merencanakan,

mengorganisasikan, menggerakkan dan

mengontrol sumber daya :

human resources,

physical resources,

finantial resources, informatic resources

dimanfaatkan untuk asuhan keperawatan.


9/35

Perawat manajer secara terus menerus

belajar dan menguasai pengetahuan

manajemen yg digunakan untuk

menyelesaikan masalah manajerial.Perawat manajer berasumsi bahwa perawat

pelaksana memerlukan peningkatan

kompetensiOrganisasi tetap eksismanajer melakukan

perubahan/pembaharuan.


10/35

Major principles of nursing management

1. Planning primary to all other activities or

function of management2. Effective utilization of time

3. Decision making is primary element of nursing

management at every level.4. Nurse managers manage a clinical practice

discipline in which professional nurses

5. Social goals re formulated by nurse managers

and achieved by clinical nurses

6. Organizing is a second major function of

nursing management


11/35

7. Change with exponentially increasing

change being the only constant intodays world

8. Organization culture should be managed

to reflect values and beliefs

9. Directing or leading is a third major

function of nursing management,

empowering employees, improving

quality, and leading to exellence of

production


12/35

10. Motivation is basic element of the directing

function, resulting in satisfactory performance,

with results from job satisfaction11. Effective communication resulting in fewer

misunderstanding and giving employees a

common vision, common understanding, and

unity of direction and effort.

12. Staff development maintains the

competency of all practicing nurses

13. Controlling or evaluating is the fourth majorfunction of nursing management


13/35

Planning :

Visi dan misi org.keperawatan

Filosofi org.keperawatanTujuan

Sasaran

Kebijakan pelayanan/asuhan

Peraturan2Organizing :

Struktur org.bid.kep.

Kebutuhan tenaga

Pengembangan Staf, hiringAnalisis jabatan/tugas

Patient delivery care/MPKP

Actuating :

Motivasi

Penganan konflikKepemimpinan

Pendelegasian

Komunikasi

Supervisi keperawatanControlling :

Standar praktik/Standar askep

SOP

Jaminan mutu/GKMPendokumentasian askep

Komite kep.


14/35

Nursing personel

Supplies

EquipmentPhysical plant

Client

Knowledge, values,

ethics, skills, and

beliefs

Planning

Management of nursing care

of clients by nursing personel

Critical thinking

Application of nursing theory

in management and clinical

care

Organizing,leading,con

troling

Resolution of nursingproblems of client

Outcomes : client

improvement;client

health-care goals

met;peaceful death.

Transformation process

External environment

Feedback

INPUTOUTPUT

Sumber : Swansburg R.C & Swansburg R.J, Introdu ctory Management and Leadership forNurses, 2nd.ed,1999.

K t il j k t


15/35

Keterampilan seorang manajer keperawatan :

1. Keterampilan konseptualperlu pengetahuanmenyeluruh thd organisasi

2. Keterampilan HAMkerjasama dg oranglain/motivasi bawahan

3. Keterampilan tehnis-->tehnis kep.

Tanggung jawab :

1. Top manajer tj pada semua kegiatan yan.Keperawatanexecutive level

2. Manajer Tk.menengah menangani/mengkoordinir aktifias kep. Pada

beberapa unit kep.Departemental levelmenterjemahkan Strategi/kebijakan top manajer


16/35

3. First-line manager/Lower manager :

Secara langsung bertj. Pada hasil nyata dari

yan.kep. unit level

Peran manajer Keperawatan :

1. Tanggung jawab thd yan kep.2. Menciptakan/memberikan kesejahteraan fisik,

emosi dan pekerjaan pada bawahan

3. Tj. thd sarana dan prasarana yg berhub.dg yan

kep.permintaan/penempatan,pemeliharaan,perbaikan, pembelian, distribusi, penyimpanan

dan inventarisasi.


17/35

Components of effective

management

PLANNING

DIRECTION

MONITORING

RECOGNITION

DEVELOPMENT

REPRESENT

ATION

LEADERSHIP

NURSE MANAGER

Sumber : Tappen Ruth M (1995), Nurse leadership and management


18/35

Leadership

Managers work through other people.

Seorang manajer mengembangkanperencanaan dg baik, menyusun jadwalkegiatan, menyediakan dana yg

cukupdifficulty getting people to work becausethe manager ignored the relationship aspects ofthe situation.

Leadership adalah prerequisites to being an

effective manager. It is possible to be a manager without being aleader, but it is not possible to be a goodmanager without being a leader.


19/35

Planning

Planning is the essential link berween

good intentions and action

Without planning good ideas rarely

become realisties.

Good planning requires a broad

knowledge of the orgnizations operations

and goals, detailed knowledge of your own

department or unit


20/35

There are several types of planning that

need to be done :

1. important to carefully plan your owntime (time management)

2. important to plan the work done by your

group.3. important to plan the future direction of

your unit or department


21/35

Perencanaan kegiatan

Perlu dipertimbangkan :

1. Jenis kegiatan dan prioritas

2. Alokasi sumber2 yg tersedia3. Timing and sequence

4. Deadlines imposed times by which a

task must be done5. Organizational goals priority goals of

the organization


22/35

6. Skill mix of staff the ability and

experience of staff members

7. Characteristics of the worksomenursing tasks require technical skill and

precise timing


23/35

Direction

Everyone needs some direction, no matter howsmall.

The effective manager provides direction to staff

members. People need to know1) what is expected ofthem,2) how to do it.

The amount of direction needed varies with the

knowledge,experience, and initiative ofindividual staff members and the group as awhole.


24/35

Monitoring

Once you have given directions to staff

members, can you sit back and wait for

result?

The effective manager monitors the units

progress regularly

Karu bertj perawat, pasien dan

teg.administrasi/


25/35

Constituencies of the nurse manager

NURSE MANAGER

STAFF MEMBERS

Nursing Profession Other departments

Families

PATIENTS/CLIENTS ADMINISTRATION


26/35

Individual staff members monitoring

Absenteeism

Late arrivals, early departures

b/d professional standars

b/d standars of ethical behavior

Conformity to legal standars of practice

Cost overruns

Excellence in provision of patient care

Excellence in recording patient care and its comes

Ability to work with other staff members

Pursuit of professional growth

leadership


27/35

Monitoring the unit as a whole

Patient census

Incidence of infection

Incidence of fall, decubiti, and so forth

Injuries to staff Relationships with other departments

Comparison with other units

Staff requirements

Compliance with regulatory requirements

Compliance with professional standars


28/35

Monitoring methods

There are a number of ways to collect theinformation needed to monitor theactivities and outcomes on your unit.

Direct observation is one of the mostinportant-->management by walkingaround (Pagonis,1992).

As you make arounds, you can make on-the-spot suggestions and corrections asneeded


29/35

how they are progessing staff members

has experienced some difficulty, that you

trying to resolve together Be helpful when implementing a new or

particularly complex task

Evaluating progress toward objectives


30/35

Recognition and rewards

Recognition and reward to encourage desiredbehaviors and retain good employees

The people who do the best work should receivethe most rewards

A creative manager can find many ways toreward deserving staff members.

That effectiveness cannot be achieved alone but

is dependent in large part on the staff. Termination of employment is the most extreme

negative rewards.


31/35

Development

Staff members are a valuable resource of theorganization who should be developed to their fullestextent.

Staff development is considered a wise investment in the

future growth and the development of theorganizationlead to increased satisfaction andproductivity.

Continuing education programs continuing nursingeducation (CNE)/pendidikan sertifikasi.

Trainning

Problem-solving conferences learning experience


32/35

Representation

The nurse manager as advocate for their staff members

Ensuring adequate communication between differentdepartments within the organization and with outsideagencies

Convincing others of the value and quality of the workdone by the unit

The first-line manager usually repots to second-linemanagers/middle manager supervisors

Nurse manager is expected to inform staff members ofthe change, explain the policy, and then ensure that it isimplemented.


33/35

Keadaan masa kini :

1. Para manajer keperawatan di semuaTk. tidak dipersiapkan sebagai

pengelola yang profesional2. Dukungan kebijakan tidak mendukung

yan kep. Profesional.

3. Lingkungan kerja kurang mendorongsemangat/kreatifitas perawat.

4. Program pend.keperawatanberkelanjutan sbagai sarana peningkatan

kemampuan tenaga perawat ?5. Tidak terbentuknya profesional

community di tatanan pelayanan.


34/35

6. Sistem imbal jasa

7. Riset keperawatan upaya

pengembangan dan inovasi.

Mutu pelayanan keperawatan tidak

berkualitas tinggi

Perawat tidak profesional

TERIMA KASIH


35/35

TERIMA KASIH

J. A k e

PSIK FK-Unhas

manajemen yankep mars

Documents