Hospital Management Master’S Degree Program

Fakultas Kedokteran Universitas Brawijaya
Written on 23 May 2016 , by admin mmrs , in category Activities

Workshop Schedule 2016
Master of Hospital Management Study Program
Medical Faculty University of Brawijaya

1. Human Resource Management and Organizational Behavior

A. Leadership Practice in Managing Hospital
Implementation: 5-6 April 2016
21-22 September 2016

Rationale
One of the keys to be an effective leader is the ability to look at issues and problems from different viewpoints, and also the ability to proceed an altered way of thinking from the typical way of thinking. This mindset is often referred to as creative thinking patterns. Creative thinking will bring a leader into the initiator and the creativity will embody the idea into reality. The main task of a leader is to create a stunning dream for the organization and build the subordinates’ commitment to realize the dream. Creativity is a creating power that embodies a work and a work that relies on innovation. The interlinking happened between the concept of creative thinking and creativity is done in two different phases; think and act. Aspects of resource management, in which the main one is the HRM, and the entire organization’s ability to be optimally empowered to achieve the organizational goals are the most important, yet difficult. By intensifying creative thinking, then creativity will never discontinue.

Subjects

1. Basic principles in leadership theory
2. Leadership style/type
3. Identifying changes and the ability to perform changes

4. Effective communication and the rhetoric of a leader
4. Analytical skill that will affect creative thinking to develop work creativity to form positive motivation in working
5. Leadership concept and its implementation process
6. Behavior and attitude concept of the follower, and pumping the motivation and passion in working
7. Effective negotiation technique to internal and external parties of an enterprise.
8. Conflict management technique by leveraging office politics to improve working productivity

Target participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Directors of government and private hospitals
4. Directors of pratama clinics
5.Middle managers (head of division and head of sub-division)

(Schedule and description download here)

 

B. Hospital Organizational Culture Building

Implementation: 12-13 April 2016
28-29 September 2016

Rationale

Organization culture is essential for an organization or hospital because organization culture is the habits that occur in the organizational hierarchy representing norms of behavior and followed by organization members. The virtue of the organizational culture is a controller and direction in shaping the attitudes and behavior of humans who involve themselves in the organization’s activities. Organization Culture that will provide psychological atmosphere for all members, how they work, how to deal with the manager or co-workers, and how to solve the problem is a form of unique culture in every organization.

Subjects

1. The trainees are expected to be able to understand the importance of an organization culture aligned with hospital organizational objectives.
2. The trainees are expected to be able to analyze where and how the real culture of hospital organization is.
3. The trainees are expected to be able to see and provide culture-defect solutions on what is going on in the hospital.
4. The trainees are expected to be able to build superior organizational culture.

Target participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Directors of government and private hospitals
4. Directors of pratama clinics
5. Middle managers (head of division and head of sub-division)

(Schedule and description download here)

 

2. Financial Management

A. Effective Cost Management in Hospital

Implementation: 10-11 May 2016
25-26 October 2016

Rationale

Cost management is a system designed to provide information both finance (income and expenses) and non-finance (quality and productivity) for the management to identify opportunities for improvement, strategic planning, and operation decision making concerning the procurement and the use of resources used by institution. Cost management is also an integrated system that indicates a link with other systems such as design system of development, purchasing and production system, customer service system, and marketing and distribution system.

Effective cost management is the primary measurement of business accountability. Cost management is the function and responsibility of management, and should be implemented by the team using appropriate methodologies. Cost management includes strategy implementation and provision of resources and processes, which ensures high productivity and produce high quality products at the lowest possible cost. Thus, cost management is not about cutting costs, but the process of optimizing performance.

Subjects

1. Cost concept and cost behavior
2. Effective practical cost management techniques such as Differential Analysis, Cost-Benefit-Analysis and Activity Based Costing (ABC) or Time-Driven ABC
3. Designing Cost Management System

Target Participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Heads of financial division
4. Managers involved in or responsible for product management and operational costs

(Schedule and description download here)

 

 

B. Remuneration

Implementation: 17-18 May 2016
8-9 December 2016

Rationale

Clinical staffs consisting of medical personnel, nurses, pharmacists, nutritionists, physical therapists, and medical technicians are hospital human resources that are quite large and are spearheading the hospital services because they deal directly with the patients to provide services in giving medical care, upbringing nursing care, pharmaceutical care, nutritional care, and others. Therefore it requires commitment from these clinical staff elements in ensuring and maintaining the quality of hospital services, as well as in implementing efficiency. Nonetheless, it is not easy to gain optimal employee commitment to the institution, partly due to constraints and wrong settings in terms of incentive distribution system to employees (part of hospital’s remuneration system). Remuneration system is one element that is important enough to know by hospital managers because it involves living cost and livelihood of all employees. Therefore, it is necessary to understand how remuneration system can be developed and tailored based on an agreement with some of more flexible approaches and win-win solution.

Subjects

1. Remuneration Concept

2. Remuneration as a work motivator of clinical staffs.
3. Synchronization of clinical staff medical services to prevent potential organizational conflict.
4. Performance Management in the remuneration system of the clinical staff at the hospital
5. Composing professional grade and distribution applications in clinical staff remuneration system.
6. Steps to building a remuneration system of hospital clinical staff.
7. Fund allocation for remuneration (Determination of relative value units for each group of clinical staff)
8. SIM-RS role in hospital remuneration system (utilization of IT in the implementation of hospital remuneration system)

Target Participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Directors of government and private hospitals in Malang
4. Hospital owners or represented by the Directors of Company

5. Authorized officials in payroll.
6. Medical Committee
7. Nursing Committee
8. Other Professional Committee
9. Interested clinical and non-clinical hospital staffs

(Schedule & descriptions download here)

3. Logistics Management

A. Hospital Linen Management

Implementation: 3-4 March 2016
3-4 November 2016

Rationale

Linen management becomes very important to conduct because it is one of service facilities that the results relate to comfort and satisfaction of patients as service users. The purpose of linen management provisions is to prevent nosocomial infections for patients and hospital personnel, maintain linen availability and linen quality, manage the hospital resources to be able to provide linens according to patients needs and expectations by considering the financing process, increase the satisfaction of patients and families, and enhance hospital’s positive image with the provision of clean, healthy, and proper linen consistent with the standards. In line with the implementation of National Health Insurance (JKN), correct linen management is closely linked to cost efficiency without compromising quality according to 2014 KARS indicator.

Subjects

1. Basic linen management as one component of a hospital accreditation assessment.
2. Organizational structure planning in linen unit and its human resource management.
3. Linen need planning ranging from the selection of fabrics, materials for laundry, and linen repair.
4. Procedure of linen pathways and linen distribution.
5. Activity monitoring and activity reporting and indicator development of quality assessment in linen unit.

Target Participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Director of government and private hospitals, and Health Clinic around Malang
4. Heads of Field Support Services

5. Heads of Nursing Room
6. Nurses
7. Quality Health Care Observers

(Schedule & descriptions download here)

B. Medical Nutrition Therapy for Obesity and Diabetes Mellitus

Implementation: 3-4 February 2016
3-4 August 2016

Rationale

Obesity is a problem faced today not only in developed countries but also in developing countries. The increasing prevalence of obesity is in line with the increase in non-communicable diseases such as Diabetes mellitus. Accurate understanding and implementation associated with Management Nutrition Therapy (MNT) in these conditions would provide a positive health impact. It is not only the responsibility of health personnel alone, but it needs good health personnel collaboration between doctors and nutritionists. From the abovementioned, it is necessary to conduct an MNT Workshop on obesity and Diabetes Mellitus.

Subjects

1. MNT in obesity and diabetes mellitus
2. Food control for weight control
3. Carbohydrate counting

Target Participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Director of government and private hospitals, and Health Clinic around Malang
4. Implementing Doctors
5. Nutritionists
6. Nutrition Observers

(Schedule & descriptions download here)

C. Nutrition Unit Management

Implementation: 10 – February 11, 2016
August 10 to 11, 2016
Rationale

Food given to patients in hospitals should be safe and qualified, so it can help medical therapy that aims to speed patient’s recovery. Food procurement activities cannot be separated from the role of Nutrition Unit in each hospital. Hospital Nutrition Unit is responsible from planning the type of diet, food material procurement, food preparation and production, food portioning, to food distribution to the patients. Those complexities require good governance of all its resources. Therefore, it is necessary to have Workshop on Nutrition Unit Management and Hospital Food Production to facilitate the needs of Nutrition Unit at Hospital to provide nutrition services.
Subjects

1. Process of foodstuffs procurement, foodstuffs storage, portioning, and presentation of food.

2. Practice of foodstuffs procurement, foodstuffs storage, portioning, and presentation of food.

Target Participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Directors of government and private hospitals, and Heads of Health Clinics around Malang
4. Heads of Nutrition Unit
5. Clinical Nutritionists
6. Nutrition Unit Workers

(Schedule & descriptions download here)

 

 

D. Anthropometry Nutritional Status Measurement

Implementation: February 29 to March 1, 2016
August 31 to September 1, 2016

Rationale

Health development is government’s efforts in health service delivery to people to achieve optimal health status. Health sector development is directed to extend the range and to improve the quality of public health services. Nutritionists as one of the health personnel should have the competence to conduct anthropometric measurement as a method to assess the nutritional status of a person.

Subjects

1. Correct anthropometric measurement procedure
2. Correct nutritional status assessment of a person.

Target Participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Director of government and private hospitals, and Head of Health Clinics around Malang
4. Implementing Doctor in Hospital
5. Implementing Doctor in Local Government Clinic (Puskesmas)
6. Hospital Nutritionists
7. Local Government Clinic Nutritionists

(Schedule & descriptions download here)

 

E. Pharmaceutical Logistic Management in BPJS Era

Implementation: 15-16 December 2016
Rationale

Since the convening of National Health Insurance (JKN) program by the government, any government health care provider is obliged to follow the regulations including the establishment of a list of drugs that should be available as well as the highest price set by the Minister. Therefore, every provider must make a good management of pharmaceutical preparations, ranging from building the drug requirement planning to safety assurance, efficacy, and pharmaceutical quality. Each health care provider is required to run a good logistic system in order to improve access and quality of health services and support the achievement of MDGs (Millennium Development Goals). Considering the importance of Human Resources capability in pharmaceuticals logistic management, the workshop is necessarily held.

Subjects

1. Pharmaceuticals budget plan determination
2. Choosing competent distributors to ensure pharmaceuticals availability
3. Pharmaceuticals management and ensuring the rationality of pharmaceuticals use
4. Pharmaceuticals quality assurance
Target Participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Directors of government and private hospitals, and Heads of Health Clinics around Malang

4. Implementing Doctors
5. Pharmacists
6. Pharmacist assistants

(Schedule & descriptions download here)

F. Error Bias on Prescribing Identification

Implementation: 22-23 December 2016

Rationale

Prescribing error is one of the types of medication errors most frequently occur. The consequences of these errors can cause the patient to experience sickness or even cause death. Efforts that should be made to minimize these events are to perform systematic validation and quantification measurement and identification of prescribing errors. Currently in Indonesia, measurement and identification of prescribing error have not been running systematically, therefore methods in running the system need to be dispersed to all health personnel.

Subjects

1. Error identification in medical record analysis related to undocumented diagnosis
2. Medication error identification in polypharmacy patients with complex disease
3. Dispensing error identification and medication delivery
4. Critical examination decision to identify any potential side effects of drugs

Target Participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Director of government and private hospitals, and Head of Health Clinics around Malang

4. Implementing Doctors
5. Nurses
6. Pharmacists
7. Pharmacist Assistants

(Schedule & descriptions download here)

4. Quality Management

A. Infection Control Management in Hospital

Implementation: 10-11 March 2016
10-11 November 2016

Rationale

Infection control in hospitals is a very important activity, in addition to the alerting incidence of infections such as plague or outbreak of infectious diseases which are very difficult to estimate. Infection control aims to protect the public from the danger of spread of infections transmitted from patient to patient, health workers to patients, or the infection from outside the hospital as well as those acquired in the hospital, this is very closely related to quality of service which in turn is closely related the hospital image.

Infection control activities can be dissimilar at each hospital depending on clinical activities and hospital services, patient population served, geographical location of patients, and number of employees. The program will be effective when there are proactive trainings for hospital staff to identify especially at a higher risk of infection, provide adequate policies and procedures, educate staff and conduct coordination to the entire staff.

Subjects

1. Manual of infection control managerial
2. Basic principal and infection control prevention
3. Application of infection basics and infection control program
4. Handling hygiene and isolation precautions
5. Sanitation of medical supplies and working environment, decontamination of medical supplies and linen
6. Basic manual and PPE usage techniques
7. Management and handling hospital waste
8. Hospital environment management System
9. Basic hospital microbiology laboratory and sampling management system
10. Surveillance and evaluation of infection control program implementation

Target Participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Heads and implementation team members of hospital infection control program
4. P2K3 hospital department
5. Doctor coordinators, heads of nurse, and heads of midwife

6. Hospital Human Resource Department and all prevention and infections control parties

(Schedule & descriptions download here)

B. Developing Hospital Quality Management Indicators

Implementation: 17-18 March 2016
17-18 November 2016

Rationale

Clinical quality indicator is the measurement of clinical management and embodied in figures. In Indonesia, the formation of quality indicators is guided by the Minister of Health Regulation No. 129 year 2008 on Hospital Minimum Service Standards (SPM). In the appendix of the regulation, predefined minimum standards with a particular value of 21 service types and 107 indicators have been arranged. Preparation of appropriate quality indicators is not an easy task. Hospital quality indicator is a quantitative measurement that is measured to better understand the quality of care in hospitals. The indicators need to be designed carefully considering the dimension of quality to be measured, the data collection methods, and analysis strategies. By carefully designing the indicators of quality of service, resources can be saved, results will be more accurate, and decision-making at micro and macro level systems can be more strategic.

Subjects

1. Strategies and action plans as performance indicators
2. Quality management indicator and other indicators
3. Skills in compiling quality of service indicators
4. Setting the targets in generating quality management indicators
5. Indicator data Analysis
6. Monitoring concept and service performance evaluation in hospital
7. Skills in drafting monitoring process stages and hospital service performance evaluation
8. Skills in carrying out the process of monitoring and evaluating hospital services performance

Target Participants
1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Director of government and private hospitals, and Head of Health Clinics around Malang

4. Hospital operation managers
5. Implementing Doctors
6. Nurses Coordinators

(Schedule & descriptions download here)

C. Implementation of 6 Patient Safety Goals

Implementation: 24-25 March 2016
24-25 November 2016

Rationale

Almost every medical procedure holds potential risks. Huge types of drugs, types of examinations and procedures, as well as a quite large number of patients and hospital staff, there is a potential for the occurrence of medical errors. Errors occurring in the process of medical care will result in or could potentially result in injury to the patient, either Near Miss or Adverse Event.

In fact, the problem of medical errors in the healthcare system reflects the iceberg phenomena, because those detected are generally adverse events that were discovered by chance alone. Most others are likely not reported, not recorded, or even missed from our attention. With this background, it is necessary to hold a training to implement the goals of safety in hospitals.

Subjects

1. Patient safety is a key component of Risk Management
2. State of the Art Patient Safety (Seven Steps)
3. Hospital Patient Safety Standard
4. Accreditation Instrument of Hospital patient safety services
5. Awareness building of patient safety value (patient safety step 1)
6. Leading and supporting staffs to commit and focus on hospital patient safety (patient safety step 2)
7. Risk Management Integration (patient safety step 3)
8. Reporting System in Hospital (patient safety step 4)
9. Communication with the patient (patient safety step 5)
10. Learning and sharing patient safety (patient safety step 6, Incident Investigation: Simple Investigation & RCA)
11. Injury prohibition through implementation of hospital patient safety. (patient safety step 7, Risk Assessment & Redesign Process: HFMEA)

Target participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Director of government and private hospitals, and Head of Health Clinics around Malang

4. Implementing Doctors
5. Nurses

(Schedule & descriptions download here)

D. Doctor Case Manager

Implementation: March 31-April 1, 2016
1-2 December 2016

Rationale

Hospital services today must be able to ensure the achievement of patient safety, because the absence of patient safety will make non-quality services. Patient safety can be guaranteed or achieved if hospitals change their old service paradigm which only orients on disease into new service paradigm that focuses on patient service (Patient Centered Care). To achieve Patient Centered Care, the care given to the patients should be integrated care, where all professional caregivers collaborate on the care, therefore it needs case manager.  Patient Service Manager (case manager) is a professional in a hospital that works collaboratively with Professional Employer Care (PPA), that ensure that patients are well treated and are transmitted to the level of appropriate care, under effective care and receive prescribed treatment, and supported by services and planning needed during and after hospital treatment. Patient Services Manager (case manager) can be performed by a physician or qualified nursing personnel.

Subjects

1. Patient Centered Care concept understanding
2. Inter-professional Collaborative Competency
3. Integrated care is PCC implementation
4. Role of Medical Record in Implementing Patient Centered Care
5. Role of DPJP in PCC implementation
6. Concept of DPJP module production
7. Role of Case managers in PCC implementation.
8. Concept of Case Manager Module production
9. Understanding of Integrated Clinical Pathway and its manufacturing

Target Participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Director of government and private hospitals, and Head of Health Clinics around Malang
4. Hospital owners or Board of Directors of Hospital
5. Medical Committee (Chairman and Administrator).
6. Hospital Medical Staff
7. Hospital Nursing Staff

(Schedule & descriptions download here)

5. Strategic Management

Hospital Management Canvas Model

Implementation:  19 to 20 January
14 to 15 September, 2016

Rationale

Business Model Canvas (BMC) is one of the tools created to help hospitals to more accurately see the shape of ongoing or future business.  Through BMC the company virtually see the business from a bigger picture but still full and detailed on what the key elements associated with the business. Thus the hospital could see the whole picture and is helped in answering questions about the business. Evaluations on each one key elements will facilitate the analysis of what is less precise, and the company can ultimately take steps to achieve business goals.

Subjects

1. BMC introduction Course
2. Channeling Strategy
3. Mission, vision, and customer value proposition
4. Empathy Map Scenario
5. Practice of BMC composition

Target

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Director and Deputy Director of government and private hospitals and other health agencies
4. Hospital Middle Manager in the quality area
5. Hospital Consultant

(Schedule & descriptions download here)

6. MARKETING MANAGEMENT

A. Marketing Management for Hospital

Implementation: 19-20 April 2016

4-5 October 2016
Rationale

Hospital business in Indonesia experiences a very drastic change by the operation of national health insurance started. Changes in the payments are made BPJS by using a prospective payment system, particularly by capitation way for primary care and INA CBG for secondary and tertiary care (hospitals), wherein both payments are contract payment that forces doctors and hospitals work efficiently yet maintaining service quality. Doctors and hospitals in a region that have higher price index/cost index would be paid the same. In serving BPJS patients, competition between doctors and hospitals occur based on the quality of service, no longer based on the tariff. Consequently, every hospital must have a good marketing strategy in order to win the competition in the business of hospital.

Subjects

1. Introduction of STP concept in the service sector
2. B2B and B2C marketing opportunity analysis
3. Building marketing mix efforts
4. Implementation of SWOT on hospital marketing
5. Practice of SWOT analysis on the marketing of hospital

Target Participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields

3. Directors and Deputy Director of government and private hospitals and other health agencies.
4. Middle Marketing Manager of hospitals
5. Hospital Consultant

(Schedule & descriptions download here)

B. Communication Technique

Implementation: 26-27 April 2016
11-12 October 2016

Rationale

Communication is needed by everyone as one of the tools in ensuring smooth cooperation in any fields. Communication is about how to deliver and receive thoughts, information, feelings, and even a person’s emotions, until to the point of reaching a common understanding between the messenger and the message recipient. In Indonesia, some doctors do not feel have enough time to talk with patients, so only ask as needed. As a result, doctors may not get enough information to make a diagnosis and determine the planning and further action. Of the patients’ side, generally they feel in a position lower than the doctor (superior-inferior), so they fear of asking questions and telling stories or just answer any appropriate questions from the doctor. It is needed to build a trusting relationship based on openness, honesty and understanding on needs, expectations, and interests of each party. With the establishment of a trusting relationship, the patient will give correct and complete information that can assist the physicians in providing appropriate services. Good communication will be able to improve the quality of services in primary care. In line with the implementation of National Health Insurance (JKN), good management in right primary care is closely linked to the cost efficiency without compromising quality in accordance with existing standards.
Subjects

1. Implementation some individual behavior change theory
2. Communication method with various personality traits
3. Managing communication barrier with persuasion skills
4. Introduction to communication techniques and advocating groups/community
5. Ways to compelling presentations
Target participants

1. Lecturers in educational institutions from related fields
2. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
3. Implementing doctors in public and private hospitals, and medical clinics around Malang
4. Family Doctor and Dentist BPJS/ Local Government Clinic /independent practice
5. Quality of health care observers

(Schedule & descriptions download here)

C. Service Excellence

Implementation: 3-4 May 2016
18-19 October 2016

Rationale

One of the main objectives of establishing hospital is to provide excellent service to patients. However, a lot of hospitals are only perfunctory in serving their patients. Quite a few of medical personnel provide unsatisfactory services to patient and eventually the patients reluctant to return to the same hospital. Even only partially provide service excellence to the patient. Yet it is not only the frontline employees who should provide excellent service, but all lines must also provide service excellence. Therefore, it is needed that employees are able to provide excellent service, or often called Service Excellence. Knowledge or skill in giving services can be constructed by conducting training of human resources in each institution, so that the goal of service excellence can be realized in the form of customer satisfaction. Prime quality cannot automatically run in an organization if it is not started, not enriched, and not used as organization culture. Hence, all levels in the organization, from top management down to the bottom level must have the same breath which is the breath of excellent service quality. It is why hospitals need to provide insight and training to all employees about service excellent so patient satisfaction would increase.
Subjects

1. Services and Health Services
2. Service Excellence Basics
3. Customer Service Ethics
4. Basic Skills for Services Officer
5. Service Excellence Model
6. Service Excellence Implementation
7. Service Excellence Program Development
8. Service Application Practice

Target Participants

1. Students of Bachelor and Master Degree of Hospital Management Administration, Medicine, Health, and related fields
2. Doctors/dentists implementing primary care
3. Managers associated with servicing
4. Front liners of hospitals and pratama clinics

(Schedule & descriptions download here)

MMRS @ 2016