ORGANISASI &

ORGANISASI &
MANAJEMEN
MANAJEMEN
PROGRAM MAGISTER EPIDEMIOLOGI PROGRAM MAGISTER EPIDEMIOLOGI
UNIVERSITAS DIPONEGORO UNIVERSITAS DIPONEGORO
Ayun Sriatmi, Dra, M.Kes
Ayun Sriatmi, Dra, M.Kes

TOPIK MATRIKULASI
TOPIK MATRIKULASI
1.
1.
Pengertian Dasar Organisasi & Manajemen
Pengertian Dasar Organisasi & Manajemen
(Keseatan!
(Keseatan!
".
".
#$ngsi Manajemen (Keseatan!
#$ngsi Manajemen (Keseatan!
%.
%.
Pengam&i'an Ke($t$san Manajeria'
Pengam&i'an Ke($t$san Manajeria'
).
).
Sistem Keseatan
Sistem Keseatan
*.
*.
Manajemen S$m&er Da+a Man$sia
Manajemen S$m&er Da+a Man$sia
,.
,.
Manajemen Pem&ia+aan Keseatan
Manajemen Pem&ia+aan Keseatan
-.
-.
Manajemen L.gisti/ Keseatan
Manajemen L.gisti/ Keseatan

Mengaa
Mengaa
ORGANISASI & MANAJEMEN
ORGANISASI & MANAJEMEN
er!u "ie!a#ari $
er!u "ie!a#ari $

Organi0ati.ns & Manager
Organization Theory & Health Care Management
Managerial Role
Motivate & Lead
people and group
Operate the
technical system
Renew
the organization
Chart
the future
1. Satisfying
individual need
& values
- Perception
- Motivation
- Negotiation
2. Providing direction
- Leadership
- Managership
3. Recognizing the
nature of groups
- Social structure of
work group
1. Determining the
appropriate work
design
2. Establishing
communication &
coordination
mechanism
3. Controlling per-
formance
- Authority
- Power
- Influence
1. Determining appro-
priate organization
design.
2. Aquiring resources
& managing the
environment
3. Managing change &
innovation
4. Attaining Goals
- Effective
- Efficient
1. Managing strate-
gically
2. Anticipating the
Future
In response problems
of personil (commitment,
absenteism, turn-over,
apathy & conflict among
professionals)
In response to problems
of technical performance
(productivity, eficiency,
quality & customer satis-
faction)
In response to problems
of personil (commitment,
absenteism, turn-over,
apathy & conflict among
professionals
In response to problems
of the environment
(complexity & uncertainty,
technology & social
change, competitive force,
multiple performance
demand)
In response to problems
survival & growth
(long-term survival,
long-run performance
& growth)
Need to.
Need to.

ORGANISASI
ORGANISASI
&
&
MANAJEMEN
MANAJEMEN
% "asar&"asar &
% "asar&"asar &
engertian '
engertian '

ORGANISATIONS
ORGANISATIONS
1 Te 2rame3.r/ .2 te management (r.4ess5
1 Organi0ati.ns are intri4ate $man strategies
6esigne6 t. a4ie7e 4ertain .&je4ti7es5
1 Organi0ati.ns are s+stems .2 inter86e(en6en6
$man &eing5

ORGANISASI
ORGANISASI
PENGERTIAN 9
Se/$m($'an .rang8.rang +ang 6iara/an
$t/ men4a(ai t$j$an s(esi2i/
KARAKTERISTIK ORGANISASI 9
a. Orang8.rang
&. T$j$an
4. Str$/t$r

ASAS8ASAS ORGANISASI
ASAS8ASAS ORGANISASI
a. Str$/t$r
&. De(artemenisasi
4. Pen4a(aian t$j$an
6. Kerjasama
e. :ierar/i 3e3enang & tangg$ng ja3a&
2. Sentra'isasi 7s Desentra'isasi
g. Pem&agian /erja ; Di7isi
. Keje'asan t$gas
i. S(an .2 4.ntr.' ; Rentang Ken6a'i
j. E22e/ti7itas
/. E2isiensi

KE( ORGANI)ATIONAL *ARIA+LES
KE( ORGANI)ATIONAL *ARIA+LES
,.
,.
Pur-se & G-a!s
Pur-se & G-a!s
..
..
Pe-!e
Pe-!e
/.
/.
Tas0s
Tas0s
1.
1.
Te23n-!-gy
Te23n-!-gy
4.
4.
5u!ture
5u!ture
6.
6.
E7terna! En8ir-nment
E7terna! En8ir-nment

JENIS&JENIS ORGANISASI
JENIS&JENIS ORGANISASI
1.
1.
Organisasi Lini ; Garis
Organisasi Lini ; Garis
".
".
Organisasi Lini & Sta22
Organisasi Lini & Sta22
%.
%.
Organisasi #$ngsi.na'
Organisasi #$ngsi.na'
).
).
Organisasi Panitia ; Tim Kerja
Organisasi Panitia ; Tim Kerja

a. Sta&'e
&. In82'e<i&'e
4. =.&82.4$se6
6. >.r/ is 6e2ine6 &+ j.&
(.siti.n
e. In6i7i6$a' .riente6
2. Permanent j.&s
g. ?.mman6 .riente6
. Manager a'3a+s ma/e
6e4isi.n
i. R$'e .riente6
j. Re'ati7e'+ .m.gene$s
3.r/2.r4e
/. >.r/6a+s 6e2ine6 as @ t. *
'. :ierar4i4a' re'ati.nsi(
m. >.r/ .rgani0ati.na' 2a4i'it+
6$ring s(e4i2i4 .$rs
a. D+nami4
&. #'e<i&'e
4. S/i''s82.4$se6
6. >.r/ is 6e2ine6 in terms .2
tas/s t/ an+3ere. &e 6.ne
e. Team .riente6
2. Tem(.rar+ j.&s
g. In7.'7ement .riente6
. Em('.+ees (arti4i(ate in
6e4isi.n ma/ing
i. ?$st.mer .riente6
j. Di7erse 3.r/2.r4e
/. >.r/6a+s a7e n. time
&.$n6aries
'. Latera' & Net3.r/e6
re'ati.nsi(
m. >.r/ an+3ereA an+time
TRADITIONAL ORGANI)ATION NE9 ORGANI)ATION TRADITIONAL ORGANI)ATION NE9 ORGANI)ATION

>+ are .rgani0ati.ns
>+ are .rgani0ati.ns
4anging B
4anging B

CUDADA ORGANISASI
CUDADA ORGANISASI
A6a'a sistem /esamaan (eri'a/$ 6an /e+a/inan8 A6a'a sistem /esamaan (eri'a/$ 6an /e+a/inan8
/e+a/inan tertent$ 6a'am s$at$ .rganisasi +ang /e+a/inan tertent$ 6a'am s$at$ .rganisasi +ang
6a(at mem(engar$i &agaimana (ara angg.ta 6a(at mem(engar$i &agaimana (ara angg.ta
.rganisasi &ertin6a/ ; &e/erja .rganisasi &ertin6a/ ; &e/erja
Me'i($ti 9 Me'i($ti 9
a. sistem ; (.'a tata ni'ai ( r$'es & ta&..s ! a. sistem ; (.'a tata ni'ai ( r$'es & ta&..s !
&. sim&.'8sim&.' &. sim&.'8sim&.'
4. rit$a' 4. rit$a'
6. mit.s 6. mit.s
e. (ra/te/ e. (ra/te/

IMPLIKASI CUDADA ORGANISASI
IMPLIKASI CUDADA ORGANISASI
1. C$6a+a a6a'a PERSEPSI
( &er6asar/an a(a +ang 6i'iatA 6i6engarA
6irasa/an & (enga'aman 6a'am
.rganisasi !
". Angg.ta .rganisasi 4en6er$ng
menggam&ar/an &$6a+a .rganisasi
6a'am termin.'.gi +g sama

Organi:ati-na!
5u!ture
Attenti-n t-
Detai!
Inn-8ati-n &
Ris0 Ta0ing
Sta;i!ity
Out2-me
Orientati-n
Pe-!e
Orientati-n
Team
Orientati-n
Aggressi8eness
L.3EEE.:ig
L.3EEE..E.:ig
L.3E.E:ig
L.3EEE.:ig
L.3EEE.:ig
L.3EEEE.:ig
L.3EEEEE..:ig
DIMENSIONS O# ORGANIFATIONAL ?ULTURE
Degree to which employees are
expected to exhibit precision,
analysis and attention to detail
Degree to which
managers focus
on results or
outcomes rather
than on how
these outcomes
are achieved
Degree to which employees are
encouraged to be innovative &
to take risks
Degree to which employees are
aggressive & competitive rather
than cooperative
Degree to which work is
organized around teams
rather than individuals
Degree to which
organizational
decisions and
actions
emphasize
maintaining the
status quo
Degree to which
management
decisions take into
account the effects
on people in the
organizations

9ea0 5u!tures M-"erate 5u!tures Str-ng 5u!tures 9ea0 5u!tures M-"erate 5u!tures Str-ng 5u!tures
Str-ng 2u!tures are 2u!tures in <3i23 t3e 0ey 8a!ues Str-ng 2u!tures are 2u!tures in <3i23 t3e 0ey 8a!ues
are "ee!y 3e!" an" <i"e!y s3are" = 3a8e a greater are "ee!y 3e!" an" <i"e!y s3are" = 3a8e a greater
in>!uen2e -n em!-yees t3an "- <ea0 2u!tures in>!uen2e -n em!-yees t3an "- <ea0 2u!tures

?-< Em!-yees Learn
?-< Em!-yees Learn
5u!ture $
5u!ture $
,. Organi:ati-na! @st-riesA
.. 5-r-rate @ritua!sA
/. Materia! @sym;-!sA %get a
@>ee!A >-r t3e materia! .i.e.
!a2e, !ay&-ut, >a2i!ities, "ress,
et2
1. Language

ENVIRONMENT O# ORGANIFATION
ENVIRONMENT O# ORGANIFATION
a. INTERNAL & EN*IRONMENT
;. EBTERNAL = EN*IRONMENT
C
Se2i>i2 En8ir-nment
C
Genera! En8ir-nment

SPE5IDI5 & EN*IRONMENT
SPE5IDI5 & EN*IRONMENT
1. ?$st.mers
". S$(('iers
%. ?.m(etit.rs
). P$&'i4 Press$re Gr.$(s

GENERAL & EN*IRONMENT
GENERAL & EN*IRONMENT
1. E4.n.mi4 ?.n6iti.ns
". P.'iti4a' ; Lega' ?.n6iti.ns
%. S.4i.8?$'t$ra' ?.n6iti.ns
). Dem.gra(i4 ?.n6iti.ns
*. Te4n.'.gi4a'
,. G'.&a'

:.3 Te En7ir.nment A22e4ts Organi0ati.n B
:.3 Te En7ir.nment A22e4ts Organi0ati.n B
C
Tr.$g te 6egree .2 en7ir.nmenta'
$n4ertaint+A 3i4 is 6etermine6 &+ t3.
6imensi.ns 9
a. Te 6egree .2 4anges
&. Te 6egree .2 4.m('e<it+ in an
.rgani0ati.nGs en7ir.nment

MANAGEMENT
MANAGEMENT
@ @ Management is a s-2ia! r-2ess E t3e r-2ess Management is a s-2ia! r-2ess E t3e r-2ess
2-nsists -> E !anning, 2-ntr-!, 2--r"inati-n 2-nsists -> E !anning, 2-ntr-!, 2--r"inati-n
& m-ti8ati-nA % +re23 ' & m-ti8ati-nA % +re23 '
@ @ T- manage is t- >-re2ast an" !an, t- T- manage is t- >-re2ast an" !an, t-
-rgani:e, t- 2-mman", t- 2--r"inate an" t- -rgani:e, t- 2-mman", t- 2--r"inate an" t-
2-ntr-! @ % Day-! ' 2-ntr-! @ % Day-! '
@ @ Managing is an -erati-na! r-2ess initia!!y Managing is an -erati-na! r-2ess initia!!y
;est "isse2te" ;y ana!ysing t3e manageria! ;est "isse2te" ;y ana!ysing t3e manageria!
>un2ti-nsE T3e >i8e essentia!s manageria! >un2ti-nsE T3e >i8e essentia!s manageria!
>un2ti-ns are F !anning, -rganising, sta>>ing, >un2ti-ns are F !anning, -rganising, sta>>ing,
"ire2ting an" !ea"ing, an" 2-ntr-!!ing.A "ire2ting an" !ea"ing, an" 2-ntr-!!ing.A
% K--nt: & OGD-nne!! ' % K--nt: & OGD-nne!! '

MANAGEMENT
MANAGEMENT
@
@
Management as t3e r-2ess ->
Management as t3e r-2ess ->
2--r"inating <-r0 a2ti8ities s- t3at
2--r"inating <-r0 a2ti8ities s- t3at
t3ey are 2-m!ete" e>>i2ient!y an"
t3ey are 2-m!ete" e>>i2ient!y an"
e>>e2ti8e!y <it3 an" t3r-ug3 -t3er
e>>e2ti8e!y <it3 an" t3r-ug3 -t3er
e-!eA
e-!eA
%R-;;ins'
%R-;;ins'

MANAGEMENT
MANAGEMENT
C
Pr.ses (engat$ran &er&agai s$m&er6a+a
.rganisasi $nt$/ men4a(ai t$j$an +g s6
6itent$/an me'a'$i (e'a/sanaan 2$ngsi8
2$ngsi tertent$.
C
S$m&er6a+a .rganisasi 9
ManA M.ne+A Materia'A Ma4inesA Met.6sA
& Mar/et (,M!

EDDI5IEN5(
EDDI5IEN5(
F
F
@
@
"-ing t3ings rig3tA
"-ing t3ings rig3tA
EDDE5TI*ENESS
EDDE5TI*ENESS
F
F
@
@
"-ing t3e rig3t t3ingsA
"-ing t3e rig3t t3ingsA

DUNGSI MANAJEMEN
DUNGSI MANAJEMEN
Tay!-r F P!anning, Organi:ing, A2tuating,
5-ntr-!!ing %POA5'
Day-! F P!anning, Organising,5-mman"ing,
5--r"inating, 5-ntr-!!ing %PO555'
K--nt: & F P!anning, Organising, Sta>>ing,
OGD-nne!! Dire2ting, Lea"ing, 5-ntr-!!ing
% POSDL5'
R-;;ins F P!anning, Organising, Lea"ing,
5-ntr-!!ing %POL5'
De0es F P, = P. = P/

PERKEM+ANGAN MANAJEMEN
PERKEM+ANGAN MANAJEMEN
1. TEORI KLASIK
H S4ienti2i4 Management
H Orientasi (6 str$/t$r & a/ti7itas 2.rma'.
H E2e/ti7itas .rganisasi sangat 6itent$/an .'e
/eje'asan (em&agian /erjaA irar/i
/e3enangan +g tegas & rentang /en6a'i
H Pen6e/atan (res/ri(ti2A me'iat &gm manager
me'a/s 2$ngsi /e(emim(inan 6'm .rganisasi
H T./. 9 :enr+ #a+.'A Ta+'.rA >e&er (te.ri
&ir./rasi !

PERKEM+ANGAN MANAJEMEN
PERKEM+ANGAN MANAJEMEN
". TEORI :UMAN RELATION
H As(e/ 1$man 2a4t.r at 3.r/5 6an 1s.4ia'
re'ati.nsi(5
H Peratian (6 iss$8iss$ +g men+ang/$t
m.ti7asiA /.m$ni/asi inter(ers.na' & ga+a
/e(emim(inan.
H #./$s (6 1in6i7i6$a' satis2a4ti.n5
H Pemi/iran 2$n6amenta' (en6e/atan $man
re'ati.n 6'm manajemen a6a'a &a3a
1$man nee6s5 a6a'a 2a/t.r ter(enting $t/
ter4a(ain+a e2e/ti7itas .rganisasi
H T./. 9 E't.n Ma+. (1:a3t.rne St$6ies !A
M4Greg.rA Li/ertA :er0&ergA et4

PERKEM+ANGAN MANAJEMEN
PERKEM+ANGAN MANAJEMEN
%. TEORI SISTEM & PENDEKATAN KONTINGENSI
H Meman6ang .rganisasi s&g s$at$ sistem +g
/.m('e/sA men4a/$( .rang8.rangA t$gas &
te/n.'.gi.
H Organisasi a6a'a &agian 6ari 'ing/$ngan +g
'e&i &esar +g sa'ing &erintera/si &
6i(engar$i .'e 2a/t.r" s.sia' 'ainn+a
(te/nis & e/.n.mi!
H Organisasi s&g 1sistem ter&$/a5 6an 1sistem
tert$t$(5 6engan 'ing/$ngann+a

PERKEM+ANGAN MANAJEMEN
PERKEM+ANGAN MANAJEMEN
). PENDEKATAN MANA=EMEN MODERN
H E2e/ti7itas .rganisasi 6i'iat (6 /emam($an ;
2./$s me'iat iss$8iss$ strategis
H Orientasi (6 e2e/ti7itas & e2isiensi .rganisasi
H Cagaimana mengem&ang/an 7isi & missi8
missi strategis & im('ementasi 6ari ni'ai &
&$6a+a .rganisasi.na'A a.' 9 memanage
(er$&aanA mem(r.m.si/an TIMA
(en4a(aian 1.rgani0ati.na' e<4e'en4e5A
(em&er6a+aan (ers.na' & $&$ngan 6gn
1sta/e8.'6er5

MANAGEMENT ROLES
MANAGEMENT ROLES
a. INTERPERSONAL ROLES
H #ig$rea6
H Lea6er
H Liais.n
&. IN#ORMATIONAL ROLES
H M.nit.r
H Disseminat.r
H S(./esman
4. DE?ISIONAL ROLES
H Entre(rene$r
H Dist$r&an4e an6'er
H Res.$r4e a''.4at.r
H Neg.tiat.r

MANAGEMENT 8 SKILLS
MANAGEMENT 8 SKILLS
1. TE?:NI?AL J SKILLS
Kn.3'eg6e .2 an (r.2i4ien4+ in a 4ertain
s(e4ia'i0e6 2ie'6
". :UMAN J SKILLS
Te a&i'it+ t. 3.r/ 3e'' 3it .ter (e.('e &.t
in6i7i6$a''+ an6 in a gr.$(
%. ?ON?EPTUAL J SKILLS
Te a&i'it+ t. tin/ an6 t. 4.n4e(t$a'i0e6 a&.$t
a&stra4t an6 4.m('e< sit$ati.ns
( :enr+ Mint0&erg !

MANAGEMENT LEVEL
MANAGEMENT LEVEL
T.( Manager
Mi66'e Manager
L.3er Manager

Level of importance
Top
Management
Middle
Management
Lower Level
Management
CONCEPTUAL
SKILLS
HUMAN
SKILLS
TECHNICAL
SKILLS

MANAGERIAL & JO+S
MANAGERIAL & JO+S
Are a22e4te6 &+ te e<ten6 .2A an6 te re'ati.nsi(
&et3een 9
a. Te 14.re5 .2 te j.&s ( te res(.nsi&i'ities .2
te j.&8.'6er 3i4 4ann.t &e 6e'egate6 ! .r
te 16eman6s5 .2 j.&s
&. Te 14.nstraints5 .2 te j.&s
4. Te 14.i4es5 a7ai'a&'e t. te j.&8.'6er &+ 3a+
.2 6i22erent 3.r/ 2r.m an.ter (ers.n

Re!ati-ns3i ;et<een Management
Re!ati-ns3i ;et<een Management
an" Organi:ati-n
an" Organi:ati-n
?O9 $
?O9 $

KE( *ARIA+LES OD MANAGEMENT
KE( *ARIA+LES OD MANAGEMENT
a. Pe.('e
&. >.r/ & Str$4t$res
4. S+stem & Pr.4e6$res
6. Te G.a's .2 te Organi0ati.n
e. Te Te4n.'.g+ A7ai'a&'e
2. Te ?$'t$re .2 te Organi0ati.n

MANAGING IN DIDDERENT AND
MANAGING IN DIDDERENT AND
5?ANGING SITUATIONS
5?ANGING SITUATIONS
C
Management is n.t ( an6 4ann.t &e! &ase6 .n
sim('isti4 (rin4i('es
C
Di22erent an6 4anging sit$ati.ns reK$ire
managers t. $se 6i22erent a((r.a4es &
te4niK$es
C
Entre(rene$ria' s/i''s
C
?.ntingen4+ J Pers(e4ti7e 9
An a((r.a4 tat sa+s tat .rgani0ati.ns are
6i22erentA 2a4e 6i22erent sit$ati.ns (4.ntingen4ies!
an6 reK$ire 6i22erent 3a+s .2 managing

POPULAR 5ONTINGEN5(
POPULAR 5ONTINGEN5(
*ARIA+LES
*ARIA+LES
,.
,.
Organi:ati-n Si:e
Organi:ati-n Si:e
..
..
R-utineness -> Tas0 Te23n-!-gy
R-utineness -> Tas0 Te23n-!-gy
/.
/.
En8ir-nmenta! Un2ertainty
En8ir-nmenta! Un2ertainty
1.
1.
In"i8i"ua! Di>>eren2es
In"i8i"ua! Di>>eren2es