Welcome, Students!

1. Welcome, Students! Dr. Pande Putu Januraga

2. Semester Schedule

3. The lecturers? • Goals? • Assignments? • Supplies? • Getting help? • Questions Learn About Our Class Study guide

4. assignments • UTS (40%) • Telaahkritisartikeljurnal (15%) • Essay (35%)

5. Get to Know Me Academic background • Dokter 2003 Universitas Udayana • M.Kes 2008 Universitas Diponogoro • DrPH 2014 Flinders University

6. Research experiences • 2014-??? Study coordinator for Bali site: HIV-AIDS Test and Treat Indonesia (HATI project) • 2012-2014 Thesis for DrPH: an exploratory study of social capital among brothels based FSWs in Bali • 2011 Principal investigator: Evaluation Study of the Strategic Planning of Bali Provincial AIDS Committee • 2010-2011 Principal investigator: Feasibility Study of Cohort on Risk Factors of HIV on FSWs in Bali; Method for enrolling and retaining participants (FRTP-2010-2011) • 2009-2010 Principal investigator: Evaluation of HIV surveillance system; a case study of Bali Province’s sero-surveys (FRTP-2009-2010) • 2009 Principal investigator: Development of Comprehensive Primary-HealthCare-Based services for Female Sex Workers in Bali • 2008 Quality assessor: Benefit, Monitoring and Evaluation Study of First Decentralized Health Services (DHS-1) Project, Bali Province • 2007-2008 Thesis for MPH: Cost per Capita and Premium Analysis to Advocate Policy Maker of JKJ; Case Study of Health Financing Program in Jembrana • 2007 Principal investigator: Physical Risk Factor of Non Communicable Disease in Age Group 25-64 Years at Baha Village, Mengwi Sub District, Badung Regency • 2005-2006 Co-investigator: Organizations structures of Dinas Kesehatan and Puskesmas; Case Study of Post Decentralization in Bali • 2004-2005 Co-investigator: Developing Puskesmas (Primary Health Center) by Strategic Management • 2004 Field coordinator: Survey of basic data Bali provincial health

7. Key publication JANURAGA, P. P., MOONEY-SOMERS, J. & WARD, P. 2014. Newcomers in a hazardous environment: a qualitative inquiry into sex worker vulnerability to HIV in Bali, Indonesia. BMC Public Health, 14, 832. JANURAGA PP, WULANDARI LPL, MULIAWAN P, et al. (2013) Sharply rising prevalence of HIV infection in Bali: a critical assessment of the surveillance data. International Journal of STD & AIDS 24: 633-637. JANURAGA, P.P., INDRAYATHI, P.A., SUARJANA, K. 2010. The Impact Of The Bali Mandara Health Insurance To The Presence Of District Level Health Insurance In Bali And Achievement Of Universal Coverage. The Indonesian Journal of Health Services Management. June Edition. JANURAGA, P. P., SURYAWATI, C., LISTYOWATI, R. & NOPIYANI, M. S. 2010. Cost Per Capita Analysis to Control The Cost Of Jembrana Health Insurance. The Indonesian Journal of Health Service Management. March edition. JANURAGA, P. P., SURYAWATI, C. & ARSO, S. P. 2009. Stakeholders Perception toward Background of Premium Subsidy, Capitation System and Premium Payment of Jembrana Health Insurance. The Indonesian Journal of Health Service Management. JANURAGA, P. P., SURYAWATI, C. & ARSO, S. P. 2008. Premium Tariff Calculation to Advocate the Reallocation of Premium Subsidy for PPK I of Jembrana Health Insurance. The Indonesian Journal of Health Service Management, 11. YESSI, MUNINJAYA, A. A., ANSHORI, Y. & JANURAGA, P. P. 2006. Organizations Structure Variations of Public Health Institutions: Case Study of Post Decentralization in Bali. The Indonesian Journal of Health Service Management, 09.

8. Health management introduction

9. To be sure, the fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structures, and the training and development they need to perform and to respond to change. (Drucker 1990)

10. Basic management

11. Management skills

12. Management dimensions

13. The culture Management is about people Management is about securing commitment to shared values Management is about developing staff Management is about achieving results

14. The structure • Close vs open system • Tight about ends and loose about means

15. The techniques • communication skills (consultation, negotiation, and conflict management) • management by objectives • human resource management • economics, finance, and accounting • (strategic) planning and marketing • project management • quality assurance.

16. The settings Model of management • Traditional bureaucracy—with an emphasis on clear structure, hierarchical chains of command, clear accountability for performance • New public management—with an emphasis on making organizations more like firms operating in markets through the introduction of competition to improve performance (Hood 1991) • ‘Japanese' organization model or 'clan'—'solidarity' model of organization in which a sense of identity with, and pride in, the organization itself is the main source of motivation • Professionalism—shares the 'Japanese' model's assumption that people work better when they are trusted and their performance is not closely monitored; • The sense of identity is with the profession rather than with the organization, or possibly dual loyalty to both exists.

17. Management is not a purely technical enterprise. Ideas, culture, and ideologies make a real difference.

18. Ambivalence relationship • Public health specialists: • not acting on the results of their scientific enquiries, or taking too long to complete these when the need for action is pressing • being managerially weak • incompetent for political skills in winning support for a particular line of action. Sometimes management is about achieving change for which there exists no (or incomplete) evidence that it is the right thing to do or will even work. The evolution of management in the context of health policy and health sector reform

19. management in a health-care context Key differences, Shortell and Kaluzny(1983): • defining and measuring output are difficult • the work involved is felt to be more highly variable and complex than in other organizations • more of the work is of an emergency and non-deferrable nature • the work permits little tolerance for ambiguity or error • the work activities are highly interdependent, requiring a high degree of co-ordination among diverse professional groups • the work involves an extremely high degree of specialization • organizational participants are highly professional, and this primary loyalty belongs to the profession rather than to the organization • there exists little effective organizational or managerial control over the group most responsible for generating work and expenditure: clinicians • in many health-care organizations, particularly hospitals, there exist dual lines of authority, which create problems of co-ordination and accountability, and confusion of roles.

20. Next • Evolution of theories of management, planning, and organization and to show how these have impacted upon public management, health system and health-care services.

21. Questions?

22. Let’s Have aGreat Semester!