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  • Administrator Rumah Sakit

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    The document discusses the role of a hospital administrator. It states that a hospital administrator requires technical, humane, and conceptual skills to fulfill their roles towards patients, the organization, and the community. They must navigate both internal challenges like medical staff and resources as well as external challenges from regulatory bodies and funding issues. The document then discusses performance measurement frameworks that administrators can use like the Balanced Scorecard and EFQM models. It provides an overview of how these models incorporate financial and non-financial metrics as well as internal and external perspectives to help translate an organization's strategy into a set of performance measures.

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    The document discusses the role of a hospital administrator. It states that a hospital administrator requires technical, humane, and conceptual skills to fulfill their roles towards patients, the organization, and the community. They must navigate both internal challenges like medical staff and resources as well as external challenges from regulatory bodies and funding issues. The document then discusses performance measurement frameworks that administrators can use like the Balanced Scorecard and EFQM models. It provides an overview of how these models incorporate financial and non-financial metrics as well as internal and external perspectives to help translate an organization's strategy into a set of performance measures.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    14 views11 pages

    Administrator Rumah Sakit

    Uploaded by

    Diar Diar
    The document discusses the role of a hospital administrator. It states that a hospital administrator requires technical, humane, and conceptual skills to fulfill their roles towards patients, the organization, and the community. They must navigate both internal challenges like medical staff and resources as well as external challenges from regulatory bodies and funding issues. The document then discusses performance measurement frameworks that administrators can use like the Balanced Scorecard and EFQM models. It provides an overview of how these models incorporate financial and non-financial metrics as well as internal and external perspectives to help translate an organization's strategy into a set of performance measures.

    Copyright:

    © All Rights Reserved
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    of 11

    Administrator Rumah

    Sakit
    Nurhasmadiar Nandini, S.KM., M.Kes.
    HOSPITAL ORGANIZATION

    GOVERNING BOARD

    MEDICAL HOSPITAL
    STAFF ADMINISTRATOR
    PERAN ADMINISTRATOR KESEHATAN

    ROLE

    Towards Towards Towards


    Patient Organization Community
    Hospital Administrators Require:

    SKILLS

    TECHNICAL HUMANE CONCEPTUAL


    1. Managerial 1. Leadership Skills 1. Planning &
    Skill 2. Inter-personal Skill Decision
    2. Marketing Skill 3. Conflict Making Skills
    3. Business Skill Management Skills 2. Innovative Skill
    4. Finance & 4. Negotiating Skills 3. Research
    Budgeting Oriented
    Challenges

    Internal External
    • Medical Staff • Government
    • Competition between • Funding
    health professions • Regulatory agencies
    • Physical resources • Public demands
    • Size and Complexity
    of organization
    Konsep Balanced Scorecard
    Comprehensive framework that translates a company’s vision and strategy,
    into a coherent set of performance measures.
    FINANCIAL Internal
    Internal and
    and External
    External
    Financial
    Financial and
    and Non
    Non Financial
    Financial
    To succeed financially, how should we perspectives
    perspectives performance
    performance
    measure
    measure
    appear to our shareholders?

    INTERNAL BUSINESS PROCESS


    CUSTOMER
    To achieve our vision, how should we VISION AND
    To satisfy our shareholder and customer,
    appear to our customers? STRATEGY what business processes must we excel at?

    LEARNING AND GROWTH


    Short
    Short and
    and Long
    LongTerm
    Term
    To achieve our vision, how will we sustain Objectives
    Objectives
    our ability to change and improve?
    Performance Drivers
    Sering dikaitkan dengan
    KPI

    PERSPECTIVE SASARAN STRATEJIK PEMACU KINERJA TARGET INISIATIF


    (Lead Indicator) STRATEJIK
    Finance …………… …………… …………… ……………

    …………… …………… …………… ……………

    Pemacu Kinerja yang menunjukkan bagaimana sasaran stratejik akan dicapai

    7
    LANGKAH PENGEMBANGAN BALANCED SCORECARD
    1. Assessment
    • Visi – Misi Perusahaan
    • Lingkungan Perusahaan
    2. Strategy (Strategic Theme)
    • Isu stratejik
    3. Strategic Objectives
    4. Strategy Map
    5. Performance Measurement
    • Key Performance Indicator
    • Target
    6. Initiative
    8
    EFQM (European Foundation for Quality Management)

    Enablers : bagaimana organisasi mencapai tujuan organisasi

    ●
    Leadership
    ●
    People
    ●
    Policy and Strategy
    ●
    Partnership & Resources
    ●
    Processes, Products and Services

    Results : Tujuan yang akan dicapai oleh organisasi

    ●
    People Result
    ●
    Customer Result
    ●
    Society Result
    ●
    Key Performance Result
    TERIMA KASIH

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