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Leadership

Leadership . What Is Leadership?. Leadership The ability to influence a group toward the achievement of goals. Some Characteristics of Managers Versus Leaders in the Twenty-First Century. Sumber : Luthans (1995 : hal. 342). Empirical Results … (Castile, 2006).

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Leadership

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  1. Leadership

  2. What Is Leadership? Leadership The ability to influence a group toward the achievement of goals.

  3. Some Characteristics of Managers Versus Leaders in the Twenty-First Century Sumber : Luthans (1995 : hal. 342)

  4. Empirical Results…(Castile, 2006) • Regression analysis showed a strong positivecorrelationbetween leadership and organisational performance (<0.05) • But … although independent variables where found to be jointly significant they are individually insignificant (hence not independent) - (multicollinearity) • Factor analysis generated a 2 Factor model • F1 Generates and manages a vision • F2 Empowers others

  5. TeoriKepemimpinan(Robbins, 2002) Teori Sifat (Traits Theory) Teori Keprilakuan (Behavioral Theory) Teori Kepemimpinan Teori Kemungkinan (Contigency Theory)

  6. Results Focus Capability Focus Leadership Theories... Emerging Models Trait Theory Style Theory Situational Theory Transformational Theory • Made • Behaviours • Made • Context • Situational • Flexibility • Born • Heroic • Characteristics • Born and Made • Situational • Born and Made • Primal Leadership • Servant Leadership

  7. Trait Theories Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders. • Leadership Traits: • Ambition and energy • The desire to lead • Honest and integrity • Self-confidence • Intelligence • High self-monitoring • Job-relevant knowledge

  8. Sifat Pemimpin Yang Dikagumi(Kouzes & Posner)

  9. Behavioral Theories Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from nonleaders. • Trait theory:Leaders are born, not made. • Behavioral theory:Leadership traits can be taught.

  10. The Managerial Grid(Blake and Mouton)

  11. Contigency Theory(Situational Leadership)

  12. Transformational Vs Transactional Leadership Transactional Leadership • Leaders who engage in “transactions” with employees, such as using rewards to encourage good performance and punishment for inadequate performance. • Transactional leaders rely heavily on power from their organizational position and status. • Research shows that most men describe themselves this way.

  13. Transformational leadership • “Transformational” leaders are focused on “transforming” their employees’ priorities to reflect the interest of the group. This involves the use of collaboration and open communication. • Transformational leaders influence people and events. • Most women identify themselves this way.

  14. Variables of Transformational Leadership • Transformational Leadership • Idealized Influence • Inspiration • Intellectual stimulation • Individualized consideration Broadening and elevating follower goals Performance beyond expectations • Transactional Leadership • Contingent reward • Management by exception (active or passive) • Laissez faire Leader/follower exchange Agreed uponperformance

  15. Human Resources Managementin HealthCare Oleh : Arief Alamsyah

  16. MasukRumahSakit Moment of Truth (MOT) Pasien Petugas Pendaftaran Tukangparkir Satpam Kasier Dokter Perawat Petugas Apotik Lab. Petugas Rontgent

  17. National Health System Components

  18. RS terkesanDoctor OrientedPadahal SDM RS sangatKompleks :- Perawat- AhliGizi- Ekonom- Analis- Fisioterapis- Radiografer- Satpam- TukangCuci (Laundry)

  19. PeraturanPemerintah (PP)No.32 Tahun 1996 Tenaga Kesehatan terdiri atas : • Tenaga Medis • Tenaga Keperawatan • Tenaga Kefarmasian • Tenaga Kesehatan Masyarakat • Tenaga Gizi • Tenaga Keterapian Fisik, ex : physiotherapist, speech therapist • Tenaga Keteknisian Medis, ex : radiografer

  20. The lack of unity for health Source: Dr. Charles.Boelen, Towards Unity for Health, WHO Geneva, 2000 Policy Makers Mrs TalkWell Dr ButCare Health Managers Health Professions Mr AllDone Prof KnowAll Academic Institutions Communities WantAll

  21. Sub Cultures In Healthcare Organization

  22. Definisi MSDM Serangkaiankeputusanuntukmengelolahubunganketenagakerjaan (calonpegawai, pegawai & pensiunan) secara optimal mulaidarirekruitmen, seleksi, penempatan, pemeliharaan (kompensasi &kesejahteraan) danpengembangan, (karir, pendidikan & pelatihan ) sertaterminasi, untukmencapaitujuanorganisasi (memeliharadanmeningkatkanperformansi)

  23. AktivitasManajemen SDM • Perencanaan SDM • RekruitmendanSeleksi • PenilaianKinerja • PelatihandanPengembangan • PemberianKompensasi • PemeliharaanKaryawan • HubunganKaryawan

  24. PenilaianKinerja Pelatihan & pengembangan Kompensasi Rekrutmen Seleksi Perencanaan Hubungan Karyawan Pemeliharaan (karir) Kompetensi Yang Dibutuhkan Aktivitas MSDM

  25. Recuitment is the act or process of an organization attempting to obtain additional manpower for operational purpose Recutiment including the identification and evaluation of source, is major step in the total staffing process. It continues with inventories of capabilities, recuitment, selection, placement and orientation

  26. Tingkat Absensi (TA) Hari Kerja yang Hilang TA = Hari Karyawan Bekerja + Hari Karyawan Tidak berkerja Seorangahligizifull timer total harikerjasebulan rata-rata 25 hari, bekerja13 hari, jumlahharitidakbekerja 12 hari TA = 12/ 25 X 100% = 50%

  27. Turn Over • Accession Rate (AR), karenakeluar • Separation Rate (SR), karenapemecatan Andaikatasuatu RS memiliki 800 karyawan, dimanaselamaituterjadi 16 kali karyawankeluardan 24 kali pemecatanmaka AR 16/800 X 100% = 2 % SR 24/800 X 100% = 3% Replacement rate minimal samadengan AR

  28. Selecting is chossing. The selection process involves picking out by preference some objects from among others.

  29. Success Profile • What I Know (Knowledge) • What I can Do (Competency) • What I have Done (Experience) • Personal Traits (Personality)

  30. Selection Process • Successive Hurdles Harus lulus secara bertahap • Compensatory Kekurangan di salah satu faktor dapat ditutup oleh faktor lain

  31. Successive Hurdles STOP STOP STOP STOP STOP Seleksi Berkas Tes Wawancara Personality Check Cek Kesehatan Diterima

  32. Compensatory STOP Tes Berkas Personality Diterima Cek Kesehatan

  33. Orientasi Disebut juga proses induksi. Memperkenalkan para karyawan baru terhadap peranan atau kedudukan mereka di organisasi dan dengan para karyawan lain

  34. Manfaat Program Orientasi • Tenaga kerja baru (new comers) menjadi faham terhadap organisasi di mana mereka bekerja • Mengurangi rasa kekhawatiran bagi tenaga kerja baru akan masa depanya • Penyelia, atasan langsung,rekan sekerja akan lebih yakin, bahwa tenaga kerja baru akan bekerja dengan baik dan benar • Mengurangi akan turn over

  35. Orientasi Masalah Organisasional Sejarah Singkat Organisasi Struktur, visi, misi,values, ritual Nama dan jabatan direktur Lay out Rumah Sakit Periode Percobaan Policy, aturan, sangsi Buku Pedoman Karyawan Proses Pelayanan Hal lain penting masalah pelayanan Perkenalan Dengan Supervisor Dengan instruktur (CI) Dengan rekan sekerja Dengan bagian HRD Ke HRD-an (Tunjangan-tunjangan Karyawan) Skala Penggajian Cuti dan Liburan Jam Istirahat Latihan dan Pendidikan Konseling Asuransi Program Pensiun Pelayanan organisasi terhadap Karyawan Lain-2 misal Kopkar Tugas-tugas Jabatan (Khusus) Lokasi Pekerjaan Tugas-tugas Pekerjaan Alur Orientasi Fungsi jabatan SOP-SOP Hubunganya dengan pekerjaan lain

  36. ContohAlurOrientasiperawatbaru UGD 1 minggu Poli 1 minggu Tes Dengan CI Specific care 3 hari Ruangan Kelas 3 1 minggu Ruangan Kelas 1 dan 2 2 minggu Penempatan

  37. PelatihandanPengembangan Definisi Pelatihan Pelatihan adalah serangkaian aktivitas yang dirancang untuk meningkatkan keahlian-keahlian, pengetahuan, pengalaman, ataupun perubahan sikap seorang individu. Pelatihan berkenaan dengan perolehan keahlian-keahlian atau pengetahuan tertentu.

  38. Two-Sides of Skills Hard Skills Soft Skills

  39. Program Satuan Pelatihan (PSP) PENGERTIAN : • Bentuksuatuperencanaansistematis program pelatihan yang mencakup: • Tujuanpelatihan yang akandicapai • Lingkupmateripelatihan • Strategipelaksanaanpelatihan • Sumber / referensi

  40. Komponen PSP 1. Topik / pokokbahasan 2. Prasyaratkemampuanpeserta 3. Tujuanpelatihan 4. Materipelatihan 5. Kegiatanbelajarmengajar 6. Alat, media, danbahanpelatihan 7. Evaluasi

  41. Format PSP

  42. Motivating people …

  43. Relationship of Various Needs Theories Alderfer Herzberg Maslow McClelland Self-Actualization Need for Achievement Growth Motivators Esteem Need for Power Relatedness Affiliation Hygiene Need for Affiliation Factors Security Existence Physiological

  44. Motivation Motivation as… Energizing condition of organism that serves to direct that organism toward the goal of certain class Motivation is…. An inner impulse that determines what people do and the energy and enthusiasm with which they do it (WHO,1992, On Being in Charge)

  45. The Motivational Process(Gibson, Ivancevich, Donnelly, 1994) Need Deficiences Search for ways to Satisfy needs Need deficinecies reassessed By the employee The Employee Reward or Punishments Goal directed Behaviour Performance (Evaluation of goal Accomplished)

  46. A Hierarchy of Work Motivation(5 stages Original Version, Maslow) Self Actualization Needs Personal growth Realization of potential Esteem Needs Status Symbols,reputation Belongingness & Love Needs Relationship, work grooup Safety Needs Protection, security, law Biological & Physiological Needs Food, shelter,sex, sleep

  47. Alderfer’s ERG Theory (Luthans 9th, 2002) • Existence needs : Kebutuhan yang berhubungandenganeksistensipegawai (Makan, minum, pakaian, gaji, keamanankerja) • Relatedness needs : Kebutuhan interpersonal yaitukepuasanberinteraksi • Growth needs : Kebutuhanuntukmengembangkandiri

  48. McClelland’s Learned needs Theory(Gibson, Ivancevich, Donnelly, 1994) • Need for achievement : Kebutuhanuntukberprestasi yang merupakanrefleksidaridoronganakantanggungjawabuntukmemecahkanmasalah • Need for affiliation : Kebutuhanuntukberafiliasi yang merupakandoronganuntukberinteraksidenganorang lain • Need for Power : Kebutuhanuntukkekuasaan yang merupakanrefleksidaridoronganuntukmencapaiotoritasdanmempengaruhiorang lain

  49. Herzberg’s Two-Factor Theory of Motivation(Luthans 9th, 2002)

  50. KOMPENSASI Finansial Non Finansial • Langsung • GajiPokok • Upah • Gaji PenghasilanTidakTetap • Bonus • Insentif • Opsisaham TakLangsung Program proteksi Pensiun Fasilitas Bayarandiluar jam kerja Pekerjaan Tugas yang menarik Tantangan Tanggung jawab Pengakuan Pencapaian Lingkungan Kebijakan yang sehat Rekan kerja yang mendukung Supervisi yang kompeten lingkungan yang nyaman

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