SHORT VITAE
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Transcript of SHORT VITAE
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SHORT VITAEBorn in Cirebon – West JavaMedical Doctor, graduated fr Univ of IndonesiaMaster of Public Health: HARVARD-USADoctor of Science: JOHNS HOPKINS-USAPost Doc: UNIV of MICHIGAN-USACurrent Positions:
Indonesian Public Health Assoc, PresidentDept of Health Policy & Administration, Univ of
Indonesia, HeadCtr for Health Administration & Policy Studies,
Univ of Indonesia, Director
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UMMAH EXPECTATION ON ISLAMIC HOSPITALS
Adang Bachtiar MD MPH [email protected]
Ctr for Health Administration & Policy StudiesUNIVERSITY OF INDONESIA
2009
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Focus of This Presentation Competitive hospitals are based on evidences Patient’s Expectation begins the services Provider’s roles for nurturing patient’s expectations Our previous study on Islamic values for hospital Lessons learned and application of the study Future islamic hospitals? The winning hospitals The important of alliances among islamic hospitals Stepping stones
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EVIDENCE-BASED SERVICESas tool for competition
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Pre-services ResearchIt’s a part of Strategic Plan cycleFunctions:
Identify Who is the customersWhat are their need & demand
Results can be used to:Identify SWOT factorsDevelop appropriate servicesVisioning (part of strategic plan)
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In-services EvaluationMeasuring service process indicators
Provider-client interactionsProcedures compliancesPatients safety measuresClient’s perceptions on servicesClient’s expectationsClient’s satisfaction
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Post-services Evaluation
Measuring overall services indicators, including:Satifaction level and its trendCompliance rates & trendsCost-effectiveness level & trendsCost-efficiency level & trens
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ProviderRoles
SEGMENTING &TARGETING
Expectations BEGIN services
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Patient acceptance relationships among with units within hospital
Sensory &Health
Evaluation
MarketingResearch
HospitalRel
Office
HospitalServices
Expectation&Safety
Measures
ServiceResearch
ServicesDesign
Legal Services
HospitalPromotion
HR devt &Hospitalfacilities
Medical CommitteeProcess devel.
SafetyControl
PatientAcceptance
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Akhlakul Islamiya
h(haqiqotul
nafsul insaaniya
h)
Leadership(As Suluk al mudir)
Inter-indiv behavior
(As Suluk Al jama’i)
Indiv Behavior in
Orgnz(As Suluk al
fardi)
3 Components of Provider Roles
Musa, Nadhoriyah As Suluk At Tandzimi min Mandhuril Islam, 1995
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AS Suluk al-mudir(Leadership)1
Adil (Fairness) Qudwah hasanah (leading “walk the talk”) Al Fahm (visioner) Shidq (Honesty) Amanah (Responsible) Fathonah (Intelligent/smart) Tabligh (Orator/Communicator) Mu’allim (Knowledgable/transfering know-how)
Madhi, Al Qiyadah Al Muatsiroh, 2002
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AS Suluk al-mudir(Leadership)2
Munazzim (Skillful manager) Mubaadarah (Decisive) Ats Tsiqoh (Creating condusive working climate, i.e
trust, warm, peaceful, outcome focus) Al ‘Udhwiyah (caring interaction, i.e to
subordinates, clients etc) At Takayyuf (empowering and participation) Tidak Mubadzir (effective-efficient)
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As Suluk al fardiyah(Individual behavior)
Ihlas karena Allah Muhaasabah (Self evaluation & correction) Honesty Optimistic Taubat Tadabbur (Managing Knowledge of Allah,
qouliyah/Qur’an & Hadits and qouniyah/ sciences) Tawadhu’ (humble for Allah/rendah hati)
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As Suluk al jama’i(Inter-individual behavior)
INCLUDING PROVIDER-PATIENT RELATIONSHIP
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Ta’awun (team work for the benefit of patient) Amar ma’ruf nahi munkar Empathy and caring Obey to the leader for the sake of Allah Khusnudzon Not doing Ghibah Not doing Hasad
Musa, 1995; Luth, 2001, Tasmara, 1996; 2001
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Musyawarah Al jiddu fil ‘amal (hard work for helping others) Patience (for solving others’ problem) Istiqomah (continuous positive improvement) Al Himmah Al ‘Aaliyah (high/best achievement
orientation)
Musa, 1995; Luth, 2001, Tasmara, 1996; 2001
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Murroqobah (In Allah control, self control) Honesty Amanah (responsible) Balance between hard work & achievement, with
akhirat orientation Ihsan (optimizing the works)
Musa, 1995; Luth, 2001, Tasmara, 1996; 2001
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Itqon (professional) Efective and efficient Creative Managing new knowledge Teamwork (amal jama’i) Serving others with IHLAS for service excellence
Musa, 1995; Luth, 2001, Tasmara, 1996; 2001
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Study on Islamic values for hospital(3 hospitals in Jakarta, 2002)
Using 3 components provider roles, as explained before Two stages of study:
Explorative study using qualitative approach: Identifying construct-concept-variables-indicator
of Islamic values & practices in hospital, including patient’s expectation
Confirmative study using quantitative cross sectional survey:Diagnosing validity (construct-content-criterium)Examining its reliability
Alamsyah’s Master thesis in 2002 under direct supervision of the author
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QUALITATIVE RESULTS
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CONSTRUCT-
CONCEPT
Leadership(As Suluk al
mudir):Adil, Qudwah
hasanah, Shidq,
Amanah, Fathonah, Tabligh, Al
Fahm, Mu’allim,
Munazzim, Mubbadarah, Ats Tsiqoh,
Al’Udhwiyah, At Takayyuf,
Not doing Mubadzir
Inter-indiv behavior
(As Suluk Al jama’i):
Amar Ma’ruf, Ta’awun,
Emphathetic communication, Serving
others, Musyawarah, Khusnudzon,
Not doing Ghibbah, Not doing Hasad
Indiv Behavior in Orgnz
(As Suluk al fardi):Ikhlas,
Murooqobah, Muhaasabah, Mujaahadah, AlHimmah Al’Aaliyah, Honesty,
Optimistic, Ihsan, itqon,
Creative, Patience, Taubah,
Knwoledgable, Istiqomah,
Tawadhu’,Valuing time, Obey
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CONFIRMATIVE RESULTS
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Akhlakul
Islamiyah
Leadership(As Suluk al
mudir):
Inter-indiv behavior/Clie
nt Expectation(As Suluk Al
jama’i):
Indiv Behavior in Orgnz
(As Suluk al fardi): R PEARSON: 0,874
(P<0.0001)
R PEARSON: 0,773
(P<0.0001)
R PEARSON: 0,772
(P<0.0001)
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Regression results Akhlakul Islamiyah (AI):
= 11.352 + 5.767 (Indiv Behavior) + e R2 = .927, meaning almost 93% variation of AI score is
related to Indiv Behavior’s score = 58.433 + 11.244 (Inter-Indiv behavior) + e R2 = .843, meaning 84% variation of AI score is related
to Inter-Individual Behavior/Client’s expectation = 71.761 + 6.374 (Leadership) + e R2 = .812, meaning 81% variation of AI score is related
to leadership’s score
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APPLICATIONS TO ISLAMIC HOSPITALS
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THE CHALLENGES1
Globalization with all its impacts Negatives:
Disparity among poor and rich countries. Worsening accesibility for the poor and rich patient migration to “rich countries”
Increasing dependability to rich countries, which reducing local wisdom (deteriorating islamic values in health services)
Poor countries as dumping (health) products, including communicated diseases
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THE CHALLENGES2
Globalization with all its impacts Negatives:
Brain drain of skillful professionalsBioterorism/bio-security situations implicate new
burden for hospital/laboratory servicesHedonistic-consumptive socialities implicate
expanding hospital services to strengthen family values and resilience
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THE OPPORTUNITIES1
Positive impact to globalization: Expansion of Healthcare business provide
greater health technology with more technical efficiency consideration
Global healthcare standarization and quality brings new perpective to the local hospital
Greater accesibility (with more cost effective) to capital , technology and professional market
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THE OPPORTUNITIES2
Positive impact o globalization: Greater competition pushes alliances &
benchmarking Global village for information, expertise and
knowledeges need specific skills for hospital leaders to Kowledge Management paradigm
Choices for consumers bring greater competition. Franchising and internalization probably the answer
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THE OPPORTUNITIES3
Positive impact o globalization: Democratization and customer voice need new
orientation for hospital accountability in (also) the consumer and more transparancies
Counter response to globalization: strengthened local wisdom
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ASEAN regulation
harmonization
Standarization of guidelines; procedures in
region
ASEAN Single Market
Regionalization as ONE answer
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12 Priority Sectors for IntegrationAgro-based products
Air-travelAutomotive
E-ASEANElectronicsFisheries
HealthcareRubber-based products
Textiles & apparelsTourism
Wood-based productsLogistics services
JnJ,2008
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Single Market & Production Base Free flow of goods :
ASEAN Single Window by 2008/2012CSDT for Medical Device by 2010Post Marketing Alert System
Free flow of service :51% foreign equity participation for 4 priority
service sectors & 49% for logistics (2008); 70% foreign equity participation for 4 priority service sectors.
MRAs for architectural, accountancy, …, medical & dental practitioners & other professional services (until 2012)
JnJ,2008
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Single Market & Production Base Free flow of investment :
ASEAN Comprehensive Investment Agreement Investment facilitation
Free flow of capital :Tax structure to promote broader investor base
in ASEAN debt issuance Free flow of skilled labor:
Enhance cooperation among ASEAN University Network to increase mobility of students & staffs
MRAs in major professional services by 2008
JnJ,2008
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Integration into Global Economyto strengthen regionalization
ADB,2008
AFTA (excl CLMV) more or less completedAFTA (incl. CLMV) 2010AEC 2015
INDIAFA 2003FTA (excl CLMV) 2011FTA (incl CLMV) 2016
PRCFA 2002FTA (excl CLMV) 2009FTA (incl CLMV) 2014
KoreaFA 2004FTA (excl CLMV) 2009FTA (incl CLMV) 2014
JapanFA 2003FTA (excl CLMV) 2012FTA (incl CLMV) 2015
Australia, NZFA 2004FTA 2015
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FUTURE ISLAMIC HOSPITALS?AS THE CONSEQUNCES
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HOSPITALCAPACITATION
FAMILY & PATIENT EMPOWERMENT
HEALTH PROTECTION
TRANSPARANCIES ACCOUNTABILITY
EFFECTIVE-EFICIENTHI QUALITY-SUSTAINABLE
SERVICES
VISIONINGTHE HOSPITALS
HOSPITAL CONTEXTUALS
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Strategy Tactic Value
GLOBAL
REGIONAL
LOCAL
Strategy Tactic ValueGlobal
Hospitalsvalues
Dynamic Contextualities need..Glorecalization Approach
Strategi esWithin
regional
OperationsFill local needs
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ISLAMICHOSPITALS
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THE WINNINGHOSPITALS?
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PARADOX
PERSPECTIVEPARADIGM
PERSUASION PASSION
PEOPLE CENTRED
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Dimension-1
PARADOX “First of something”
Creative solution for old problems (excellence among the crowd)
Managing problem(s) for effective chain effect not only for hospital/health interest
Solution for political and social image
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In Marketing JargonBrand Loyalty
Name Awareness
Perceived Quality BrandEquity
CompetitiveAdvantage
Cognitive Associations
Brand Assets
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Dimension-2
PERSPECTIVE Each solution clearly define for the benefit of
patient, family dan the community
Transfering effectively tacit knowledge to embedded procedures and hospital product
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KnowledgeBase
Ideas
Insights
Learn
KnowledgeCreation
KNOWLEDGEMGMT
KnowledgeAbsorption
CodificationEmbeddedKnowledge• Products• Processes
Rapid ConversionTacitKnowledge
ExplicitKnowledge
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Dimension-3
PASSION Hospitals need to grow:
Enthusiasm to achieve result (ihsan) Shared vision Effective communication with caring Obsession to improve anything (quality
obession) Hospital ownership among the staff Invovle hospital community, especially
patient& his/her family to (self) help (empowering)
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Dimension-4
PERSUASION Creative approaches among critical stakeholders
for: Establishing shared values Stimulating creativity of the beautiul minds Differentiating issues for unique solution Conducive environment for teaming the works Motivating staff for learning from day-to-day
experiences (value added) Commitment to achieve best health interest
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Learn fr the best(no Hasad)1)
Flourishing innovation
Quick Problem-Solving 6)
Effective teamwork
for solutions 7)
Share with others(Ihlas) 3)
Understanding & supporting colleagues4)
Fast moving creativity5)
Long life Learn & Amal2)
Performance orientation
Eff-Eff not doing mubadzir
(7)
Hati yg bersih AktualisasiKelompok
AktualisasiOrganisasi
Customer orientation
culture
Comprehensive understanding
SUSTAINABLEISLAMIC
HOSPITAL
Bachtiar, 2008
1) QS 2:10; 18:662) QS 18:75; 9:122 3) QS 2:146; 4:374) QS 58:11; 7:199
5) QS 7:1816) QS 17:36 ; 22:87) QS 37:1658) QS 2:267
SOFT SKILLS HOSPITAL PEOPLE
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Dimension-5
PARADIGM Developing specific paradigm:
Packaging the services appropriate to the needs and demand of
Strategic hospital positioning Community and patientsShareholdersLocal leadersRegional leaders (Global standarization and
harmonization, i.e. Asean Charter for Health Services)
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ALLIANCES as requirement
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INVESTMENTNETWORKS
HOSPITAL USERS PRO ORGNZ
THE LEADERS & MANAGERS
ISLAMIC HOSP
INVESTMENT FOR HIGH QUALITY
ISLAMIC HOSPITALS
CAPACITATION OFTHE SYSTEM
COMPETENCIES DEVT&STANDARIZATION
EMPOWERMENT &PARTICIPATION
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High Performance
Islamic Hospital
EFFECTIVE COLLABORATION
Best Practices Among Islamic Hosp
Benchmarking to high achiever at localities
Harmonization in regional
World class quality
“Collaboration gives the ability to link diverse assets into unique capabilities and leverage in pursuit of new
opportunities” (Ghoshal and Bartlett)
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TOWARDS EXCELLENCE Periodic meetings and coordination for best services.
Among providers, providers-users, providers-regulators etc (creating interfaces)
Commitment for visioning, planning, programming, implementing services to Ummah as a specific nihe (beneficial programming)
Hospital is multidiscipline and human resources investment, so Managing People is critical Identifying and atracting new talents Motivating them to achieve best achievement
Establishing dan developing the hospital institution as a trusted healthcare service (Premiere institution)
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STEPPING STONES
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Knowledge Management
Proessional standarizatin & appraisal
Quality Assurance & standarization
Malcolm Baldrige World Excellence
Professional development
TQM-Safety for hospitals
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CONCLUSIONS
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STRUCTURING&
GOVERNINGHOSPITALS
Strategy,Structure and
Mgmt
Contextualfactors
Demand dynamics
RelatedSupporting
services
CHANGES
Turbulence changes push everybody to corner
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The presentation conclusion Evidence-based management in hospital is critical for
sustainability Pre-service, during, and post-services research Indonesia with est. around 90% of muslim or 220mi
target for health industry, is too big to be neglected (as it was shown)
Alliances is the answer for globalization big stream. Otherwise we are the Bubbles
Sustainability in facing “global tsunami” is related to managing local wisdom including people centred mgmt
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CLOSING REMARKS
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AKTUALISASIHATI BERSIH
Saya berkeyakinan bahwa jiwa terbaik adalah jiwa mulia yang mampu rasakan
kebahagiaan saat membimbing orang lain.
* Ditempel di salah satu meja kerja staf di UI