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Management Functions Controlling - Evaluating

Management Functions Controlling - Evaluating. Sekar Ayu Paramita , dr., MHKes Departemen Ilmu Kesehatan Masyarakat Fakultas K edokteran Universitas Padjadjaran. Management Function. George R. Terry. C ontrolling. C ontrolling. C ontrolling. Pengawasan Program Kesehatan.

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Management Functions Controlling - Evaluating

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  1. Management Functions Controlling - Evaluating SekarAyuParamita, dr., MHKes Departemen Ilmu Kesehatan Masyarakat Fakultas Kedokteran Universitas Padjadjaran

  2. Management Function

  3. George R. Terry

  4. Controlling

  5. Controlling

  6. Controlling

  7. Pengawasan Program Kesehatan

  8. Syarat-syarat Pengawasan yang Efektif

  9. Manfaatpengawasan

  10. Object • Definisi • Hal-hal yang akan diawasi dari pelaksanaan suatu program • Tergantung apa yang akan diawasi • Sesuatu yang terpenting dari suatu program

  11. Object • Kuantitas & kualitas program • Titikberatpadahasil control thought output • Standarbersifatfisik • Biaya • Control thought cost • Terdiridari 3 macam • Capital standar modal • Revenue standar hasil • Cost standar harga

  12. Object 3. Pelaksanaan • Titik berat pada pelaksanaan • Dapat ditinjau dari • Waktu  control thought time • Proses  control thought process • Ruang & tempat  control thought space & place • Standar • Hal yang bersifat khusus

  13. Methods • Perlu suatu sistem / sub sistem • Berlangsung terus menerus • Ada mekanisme umpan balik / feed back • Macamnya • Laporan khusus  dianalisis • Data statistik • Observasi • Atasan – bawahan  personal observation • Kelompok  control thought key personnel

  14. Methods

  15. Process

  16. Establishment of standards • Standards are the plans or the targets which have to be achieved in the course of business function • Standards generally are classified into two- • Measurable or tangible • Those standards which can be measured and expressed are called as measurable standards. • They can be in form of cost, output, expenditure, time, profit, etc. • Non-measurable or intangible • There are standards which cannot be measured monetarily. For example- performance of a manager, deviation of workers, their attitudes towards a concern. • These are called as intangible standards.

  17. Measurement of performance Measurement of tangible standards is easy as it can be expressed in units, cost, money terms, etc. Quantitative measurement becomes difficult when performance of manager has to be measured. Performance of a manager cannot be measured in quantities.

  18. Measurement of performance It can be measured only by-Attitude of the workers, • Their morale to work, • The development in the attitudes regarding the physical environment, and • Their communication with the superiors. • It is also sometimes done through various reports like weekly, monthly, quarterly, yearly reports

  19. Comparison of actual and standard performance Deviation can be defined as the gap between actual performance and the planned targets. The manager has to find out two things here- extent of deviation and cause of deviation. Extent of deviation means that the manager has to find out whether the deviation is positive or negative or whether the actual performance is in conformity with the planned performance. Once the deviation is identified, a manager has to think about various cause which has led to deviation.

  20. Taking remedial actions • Once the causes and extent of deviations are known, the manager has to detect those errors and take remedial measures for it. • Alternatives: • Taking corrective measures for deviations which have occurred; and • After taking the corrective measures, if the actual performance is not in conformity with plans, the manager can revise the targets. It is here the controlling process comes to an end. Follow up is an important step because it is only through taking corrective measures, a manager can exercise controlling.

  21. Supervisi • Asal kata • Super : di atas • Videre : melihat • Melihat dari atas • Definisi • Pengamatan langsung • Berkala • Oleh atasan terhadap bawahan • Bila ditemukan masalah  langsung dikoreksi

  22. Prinsipsupervisi

  23. Prinsipsupervisi

  24. Kemampuan supervisor

  25. Referensi • Azrul Azwar, Pengantar Administrasi Kesehatan, Edisi Ketiga, Binarupa Aksara, 1996, Bab V(pp 181-210,241-250), Bab VI (pp251-286),Bab VII (pp 287-328), Bab VIII (pp329-347) • Liebler & McConnell, Management Principles for Health Professionals, 3th ed., Aspen Publication, 1999 • A. G. Muninjaya, Manajemen Kesehatan, Edisi Kedua, EGC, 2004, Bab 1 (6-7), Bab III (44-48) • Satrianegara, M. Fais. 2009. Buku Ajar Organisasi Dan Manajemen Pelayanan Kesehatan Serta Kebidanan. Jakarta: Salemba Medika.

  26. Thank you!

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