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Oleh : Prayetni, S.Kp., M.

Kes

Disajikan :
Pada Pelatihan Manjemen Bagi Perawat Kamar Bedah
HIPKABI :
1 Pengantar Manajemen Kamar Bedah

2 Pengantar Kepemimpinan

Bagaimana Manajemen Kepemimpinan


3 Kamar Bedah

4 Isu Kepemimpinan Kamar Bedah


 Proses-proses mengkoordinasikan
kegiatan-kegiatan dan mengalokasikan
sumber-sumber untuk mencapai tujuan
organisasi (Kelly P, 2012)

 Proses-proses terdiri dari :


 Kegiatan-kegiatan perencanaan
 Pengorganisasian
 Ketenagaan
 Pengarahan (leading)
 Pengawasan
 Peran-peran manajerial : (studi oleh Henry
Mintzberg) ada 3 kategori ( Kelly, P. 2012)

11. Information-processing roles: monitor,


dessiminator, spokes person.
22. Interpersonal role : figurehead, leader,
legison.
3. Decision- making role : enterpreneur,
3 disturbance handler, allocator of
resources, negotiator
Kamar Operasi ( OR)
1. is a cost intensive environtment, harus
dikelola secara efisien
2. Major costs of hospitals are operating
rooms
3. OR manajer :
a. Surgical-scheduling
b. Perioperative documentation : supports
AORN PNDS3
c. (Symtegrity TM Standardized
Perioprative Framework)
d. Content Library-recommended do
cumentation practice)
e. Analytis and reporting
f. Supply chain management
g. Revenue management
Lanjutan..........
PENTING !!!
 Meningkatkan efisiensi
 Memendekan durasi harus melalui proses paralel
 Pelatihan SDM
 Pemilihan metode anestesi
 Penjadwalan yang efektif
 Monitoring komprehensif
 Merancang Fasilitas sesuai fungsi

OR personnel must be kept, motiveted by clear management


& Leadershipt, supported by superiors.
(Acta Anesthesial Scands 2008 : Journal Compillation 2008)
1. Mejelasan tujuan adalah penting !
2. Meningkatkan produktifitas dan efisiensi
ketika mempertahankan kualitas asuhan yang
tinggi pada semua waktu.
3. Meningkatkan efisiensi:
 Memendekan durasi kasus
 Penjadualan rasional jenis-jenis operasi
yang berbeda
 Meminimalkan waktu non operative (NOT)”
melalui penggorganisasian tugas
tugas kamar operasi “
Table 1.

Raw ulitization The precentage of time a patient is in the OR of the


total allocated time for a given service (case durations
only)
Adjusted The percentage of time a patient is in the OR of the
utilization total allocated time for a given service plus the time
for set up and clean up
(= case duration plus turnover time)
Case duration The time the patient is in the OR
Turnover time The time from the previous patient out-room time to
the succeeding patient in room time to the same OR

Nonoperative The time between the end of surgery of the previous


time (NOT) patient to the beginning of surgery of the succeeding
patient
Tardiness The delay from the scheduled start time (patient enters
OR) to the actual start time of the patient .
Table 2

Key Factor for Operating Room Efficiency


a. Streamlining processes with other units
b. Patient flow and its coordination
c. Timely patient preparation
d. Efficient patient reception
e. Parallel processing by use of induction area/ PACU
f. Recovery room/ ICU / ward capacity
g. Personnel : number/ professional skillls/ motivation
h. Flexible facilities
i. Patient focused processed
j. Continuous process improvement

PACU : Post Anesthesia Care Unit


ICU : Intensive Care Unit
Table 3

Common Problems with Operating


Room Management

 Poorly designed processes


 Change reluctance/ friction
 Lack of motivation (no financial incentives)
 Dogging responsibility/ placing blame
 Lack of discipline (physicians)
1. Shortening case times
2. Changing the way of working
3. Monitoring OR Performance
(keselamatan pasien dan
kepuasan)
4. Technical tools for
management (SIM)
5. Preoperative clinic
6. Facilities
7. Personal
“ Management dan Kepemimpinan”

Keberhasilan Manjemen Kamar Bedah


1 Standar organisasi

Keterampilan kepemimpinan yang baik


2 dan kecerdasan emosi

3 Kolaborasi inter disiplin

Kejelasan distribusi, peran


4 dan tanggung jawab
 Kepemimpinan mempengaruhi untuk
mencapai tujuan

Kemampuan mendiagnosa dan


memahami situasi yang akan
dipengaruhi

Adaptasi behavior dan


3 Kompetensi sumber-sumber

Komunikasi
•Integrity
•Courage
•Intiative
•Energy
1. QUALITIES •Optimism
•Perseverance
•Balance
•Ability to hendle
stress
•Self -Awareness
LANJUTAN..........

• Think Critical
•Solve Problems
•Comminicate Skillfully
2. Behaviors •Set goals, share
vision
•Develop self and
other
MENJADI PENGIKUT YANG BAIK......

1. If you discover a problem, inform yaor team leader or manager ringht away

2. Even better, include a suggestion in your report for solving the problem

3. Freely invest your interest and energy in your work

4. Be supportive of new ideas and new directions suggested by others

5. When you disagree, explain why you do not support an idea or suggestion

6. Listen carefully and reflect on what your leader or manage says.

7. Continue to learn as much as you can about your specialty area

8. Share what you learn


POWER
 Kemampuan mempengaruhi orang lain meskipun
terjadi penolakan atau resistensi.
 Sumber- sumber
Autoriti

Ancaman/ Penghargaan
Coercion Sumber2 (Uang, barang,
pengakuan)

Keahlian/
Kepakaran
Lanjutan…….

 Masing masing tenaga kesehatan di Fasyankes


memiliki power yang berbeda
Manajer
Pasien
Asisten dan teknisian
Perawat

 Power, merujuk kepada kemampuan dan


pemberdayaan merujuk pada “feeling”
Lanjutan………
 Empowerment

Self-
determination
Meaning

Empowerment
Competence

Impact
PENUTUP

• Manajemen kamar bedah, penting, kompleks,


ekonomi dengan tujuan pelayanan efisien dan
terukur
• Diperlukan kepemimpinan yang profesional
mempergunakan power melakukan
pemberdayaan menggerakan pencapain
tujuan
Selamat dan Sukses Perawat-Perawat
Manajer Kamar Bedah

TERIMA KASIH