1. CHAPTER 5
THE SKILLS REQUIRED
OF HEALTH SERVICE
MANAGERS
Hasan Rahim
From Clinician to Manager: An Introduction to Hospital and Health Services
Management

2. Pendahuluan
 To be successful, a manager
needs to master a range of
skills and then learn to apply
these skills in an effective
manner.
 Management is an art from
that requires judgement and
maturity, plus particular
skills.
 Both theoretical and
experiential learning are
required to master the art of
management.

3. Personality and Management
 Some people have what
might be termed
„managerial‟ personalities
that may lead them to
become organisers and
managers
 May also determine
whether or not they will be
successful in managerial
role.

4. Characteristic of Managerial
Personality
 A desire to be successful at a senior level;
 The capability of developing objectives for the
organisation;
 Knowledge about the relevant activities of the
organisations;
 Confidence;
 Interpersonal skills;
 Capability of delegating authority;
 Capability of changing management styles
according to changing circumtances and needs
of the organisation;
 Commitment to the organisation;
 Stamina;
 Charisma.

5.  Communicating
 Conducting meetings
 Dealing With Problems
And Conflict
 Delegating
 Supervising
 Motivation
 Managing Change
 Becoming A Politician
 Industrial Relations
 Objectives, Aims And
Goals

6. Being A Leader
Holle and Blatchley have defined
five leadership styles:
 autocratic, which is authority-
centred;
 bureaucratic, which is rule
centred;
 democratic, which is group
centred;
 parental, which is individual
centred; and
 laissez faire, where the manager
deliberately abstains from
direction or interference.

7. Sikap umum di kalangan pemimpin, meliputi
(Miner):
 Hubungan baik dengan staf yang lebih
senior;
 Keinginan untuk berkompetisi baik
pemimpin dan staf;
 Kepribadian yang tegas digabungkan
dengan kapasitas untuk membuat
keputusan dalam perusahaan;
 Tindakan disipliner untuk melindungi
anggota lain dari kelompok;
 Keinginan untuk menjalankan
kekuasaan dan kemampuan untuk
mempertahankan kata-kata dan
tindakan;
 Keinginan untuk sukses dan
pengakuan;
 Memiliki rasa tanggung jawab.

8. Power and authority
 Kemampuan untuk mencapai, mempertahankan dan
menggunakan kekuatan, merupakan sebuah atribut penting dari
manajer
 Jeffrey Pfeffer telah mengidentifikasi karakteristik keberhasilan
memperoleh dan memegang kekuasaan meliputi:
 energi, stamina dan daya tahan fisik;
 Kemampuan untuk memfokuskan energi seseorang dan
untuk menghindari usaha sia-sia;
 Sensitivitas, yang memungkinkan untuk membaca dan
memahami orang lain;
 Fleksibilitas, khususnya yang berkaitan dengan memilih
berbagai cara untuk mencapai suatu tujuan;
 Kesediaan untuk terlibat dalam konflik bila diperlukan atau
dalam konfrontasi (tingkat ketangguhan pribadi).
 Kemampuan untuk menenggelamkan ego seseorang,
setidaknya untuk sementara, dan bermain bawahan baik
atau pemain tim untuk meminta bantuan dan dukungan
orang lain.

9. Managing People
 Peran paling penting dari manajer
 terms such as “human resource management”
and the “human resource function”
 All managers have to manage people-all
managers have to learn to be “a boss”
 Managers have an imperative to become
involved with people as superiors, peers and
subordinates.
 Mengelola orang dapat dilakukan melalui:
Selecting staff members, Encouragement
(dorongan), Education.

10. Managing Resource
 Responsible for multimillion dollars worth of
building, equipment, vehicles and land, as well as
the immense staff resources and the drugs and
equipment they need to do their work.
 Asset assessment is simple: prepare a list of all
assets of the organisation, the date of requisition
or construction, and an assessment of the current
quality
 Imformation can be analysed and plans
developed and implemented to sell or remove
surplus or obsolete assets; to update or replace
assets; to set in place a system of renovation; and
to develop a planned process of maintenance.

11. Thinking Strategically
 Menyiratkan kebutuhan untuk
berpikir dan merencanakan untuk
jangka panjang, lima sampai
sepuluh tahun masa depan.
 Henry Mintzberg, analis manajerial
yang terkenal, berpendapat bahwa
perencanaan strategis memiliki
keutamaan karena masa depan
yang tidak bisa diprediksi
(unpredictable).
 Para manajemen dan dewan
berpikir strategis memprediksi tren
masa depan dan kebutuhan,
mengubah peran rumah sakit dan
sukses.
 More difficult to predict are political
changes.

12. Anticipating And Responding To
Problems And Opportunities
 Good managers also need
to become opportunists.
 Iklim ekonomi yang sulit
telah memungkinkan
manajer oportunistik untuk
menutup pelayanan rumah
sakit lebih awal dan
mengarahkan sumber
daya untuk bidang baru
yang dibutuhkan.

13. Making Decision
 An essential part of modern decision making in
Westren countries is the process of involvement and
participation by relevant staff and communities.
 In the health services field there are three essential
sources of information:
 published biomedical and managerial literature,
which can readily be obtained by computer
searches;
 demographic and health status data published by
government statistical organisations
 data generated by individual hospitals and health
services, which can be analysed and compared
with data from similar services.

14. Allocating Resources
 The allocating of resources is
major and important
managerial responsibility.
 Memiliki lebih banyak
kesulitan dibanding bidang
lain seperti pendidikan dan
bidang lainnya.
 Bagaimana mengalokasikan
sumber daya yang ada secara
adil berdasarkan skala
prioritas.
 Misalnya pengadaan alat
diagnostik test: Radiologi atau
alat laboratorium

15. Survival Tips For Health Service
Managers
 Collect and analyse as much
informtion as you can
 Always be polite, courteous
and kind
 Never go over your boss‟s
head
 Always arrive for work early
and leave late
 Set goals and objective
 Take time
 Be committed
 Treat committees seriously
 Always be honest

16. Survival Tips (Cont‟ed...........)
 Remember the “F” management
guidelines:
1. flexible (responsive to change)
2. focused (with clear objectives)
3. friendly (with good staff
relations)
4. fun (with staff who like going to
work)
5. flat (with no management
hierarchy)
6. forward-thinking.
 Employ the loose and tight
management approach

17. TERIMA KASIH