Hanevi- Budaya Dan Kepemimpinan Mutu
Transcript of Hanevi- Budaya Dan Kepemimpinan Mutu
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Quality Culture
&Quality Leadership
Hanevi Djasri, dr, MARS
Pusat Manajemen PelayananKesehatan (PMPK) FK-UGM
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Quality Culture
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Overview What is organizational culture?
Total Quality Culture vs. Traditionalcultures
Elements of a Total Quality culture
Establishing a Total Quality culture
Effecting cultural change
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Organizational Culture An organizations culture is how it is
characterized, reveals underlyingvalues and traditions
Business environment
Values
Role models
Rites, rituals, and customs
Cultural transmitters
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Total Quality vs. Traditional
Organizational Culture Operating Philosophy: Focus on
customer satisfaction, not short termreturns
Objectives: Focus on both short- and
long-term, not just short-term Management Approach: Managers are
facilitators and participants, not
detached (terpisah) administrators
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Total Quality vs. Traditional
Organizational Culture, (Cont.) Customers: Focus on customer
satisfaction and partnering, not solely(hanya) on internal needs
Problem Solving: Group effort to find
root cause and implement permanentcorrective actions, not finger pointing
and treating the symptoms (Band-Aid
solutions)
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Total Quality vs. Traditional
Organizational Culture, (Cont.) Supplier Relationships: Partnering, not
dictating, and no cutthroat tactics Performance Improvement:
Continuous improvement, not putting
out fires
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Elements of a Total Quality
Culture Widely shared management
philosophy Emphasis on human resources
Recognition and rewards
Effective internal communications
Strong value system
High performance standards Definite organizational character
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Establishing a Total Quality
Culture Involve potential resistors in the early
planning stages (rumus 20-60-20) Avoid surprises
Start small
Be flexible
Create a positive environment
Incorporate change
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Establishing a Total Quality
Culture (Cont.) Respond to concerns quickly and
positively Work with established leaders
Treat people with dignity and respect
Be constructive
Provide resources and be participative
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Steps in Establishing a Total
Quality Culture1. Identify needed changes
2. Put them in writing3. Develop a plan for addressing each
one
4. Realize that people will react
emotionally as well as intellectually
(shock, denial, realization,acceptance, rebuilding,
understanding, recovery) and
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Steps in Establishing a Total
Quality Culture (cont.)5. Use key people as advocates
6. Apply courtship strategies7. Support the changes (embody them
yourself, provide resources, make
sure old policies and proceduresdont get in the way, etc.)
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Effecting Cultural Change Realize that positive change wont
happen in a hostile environment
Remember that you are fighting the
past: Theres a lot of inertia
(hambatan) to overcome So be patient, change takes a while
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Effecting Cultural Change Make sure your grasp on current culture is
thorough and grounded in reality
Understand the history behind the currentculture
Dont trash everything and start over, go for
incremental improvements Listen and observe: You cant learn when
your mouth is open
Involve all affected parties
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Quality Leadership
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Overview Defining Leadership and Leadership Development
Measuring Leadership Effectiveness
Overview of Major Research Approaches
Leadership and Organization Culture
Leadership Credibility
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Defining Leadership Leadership is influence processes affecting the
interpretation of events for followers, the choice
of objectives for the group or organization, theorganization of work activities to accomplish theobjectives, the motivation of followers to achievethe objectives, the maintenance of cooperativerelationships and teamwork, and the enlistmentof support and cooperation from people outsidethe group or organization
Influence is often viewed as the essence ofleadership
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Leadership Development Can we develop leaders in public
organizations?
Yes, but not with out a lot of work andcommitment!
Development takes time
Action Research Approach
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Leadership Effectiveness Common Measures
Unit and/or Individual Performance
Attitudes of followers toward leader
Leader contribution to quality of group process
Direct and Indirect Effects Direct immediate impact on what is done, how it is
done, or how efficiently it is done
Indirect refer to leader decisions and actions that
are mediated by intervening variables in the causalchain. Slower to be felt, but often more durable.
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Overview of Major Research
Approaches Most leadership research can be
classified into one of thefollowing four approaches:
1. Trait Approach
2. Behavior Approach
3. Power-Influence Approach
4. Situational Approach
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Trait Approach One of earliest approaches to study of
leadership.
Emphasizes the personal attributes of
leaders.
Underlying assumption that some people
are natural leaders who are endowed with
certain traits not possessed by other people.
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Behavior Approach Paying attention to what managers
actually do.
Two subcategories:
Nature of managerial work (Mintzberg)
Comparing effective and ineffectiveleaders
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Power-Influence Approach Attempts to understand leadership by
examining influence processes
between leaders and followers.
Power is viewed as important not only
for influencing subordinates, but alsofor influencing peers, superiors and
people outside the organization
How is power acquired and lost by
various individuals.
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Situational Approach Emphasizes the importance of contextual
factors such as the nature of the work
performed by the leaders unit, the nature ofthe external environment, andcharacteristics of followers.
Attempts to identify the aspects of thesituation that moderate the relationship ofleader behaviors and leadershipeffectiveness
Theories describing this relationship aresometimes called contingency theories.
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Leadership and
Organization Culture Nature of organization culture
Schein (1992) defines culture as the basic
assumptions and beliefs shared by
members of a group or organization.
Fundamental measure of leadershipeffectiveness is cultural change
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Embedding and reinforcing
aspects of culture5 primary mechanisms:
1. Attention communicate through planning
2. Reactions to crises increases potential for
learning about values and assumptions
3. Role modeling
4. Allocation of rewards5. Criteria for selection and dismissal
influence culture by recruiting people who
have particular values and skills and
promoting them to positions of authority
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Embedding and reinforcing aspects of
culture5 secondary mechanisms:
1. Design of organization structure
2. Design of systems and procedures
3. Design of facilities
4. Stories, legends, and myths5. Formal statements
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Leadership Credibility Like a bank account. You make
deposits and withdrawals via actions.
Credibility enables leaders to get
followers to do extraordinary things in
organizations. Cant bring about change unless
perceived as credible.
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Developing Credibility: 5 Broad
Practices and 10 Commitments
1. Challenge the Process1. Search for opportunities
2. Experiment and take risks
2. Inspire a Shared Vision1. Envision the Future
2. Enlist Others
3. Enable Others to Act
1. Foster Collaboration
2. Strengthen Others
4. Model the Way
4. Set the Example
5. Plan Small wins
5. Encourage the Heart4. Recognize Individual
Contributions
5. Celebrate Accomplishments
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Overview of Influence
Tactics Influence Process The effect of one
party (the agent) on another (the
target)
Direction of Influence Attempts notunidirectional leaders influence
followers but followers also influence
leaders
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Outcomes of Influence Tactics
Commitment target internally agrees with adecision or request from the agent and makesgreat effort to carry out decision or request.
Compliance target is willing to do what the agentasks but is apathetic rather than enthusiastic andwill make a minimal effort.
Resistance target is opposed to the proposal orrequest and actively tries to avoid carrying it out.