Transcript PEMBENTUKAN DAN DINAMIKA KELOMPOK

PEMBENTUKAN DAN DINAMIKA
KELOMPOK
Budi Anna Keliat
DISKUSI: CIRI KELOMPOK YANG
EFEKTIF
KELOMPOK 1
KELOMPOK 2
KELOMPOK 3
KECIL
STRUKTUR JELAS
V
TUJUAN JELAS/JOBDIS
V+ VISI & MISI
V
KOM EF
v
V
LOYALITAS
NORMA
V
MANAJEMEN WAKTU
SALING MENGHARGAI
V
WAWASAN LUAS
KOMITMEN
Kepuasan
PSOLVING
UB POSITIF
Transparansi
CREATING AN EFFECTIVE TEAM
WORK
DESIGN
TEAM
COMPOSITION
CREATING
AN
EFFECTIVE
TEAM
PROCESS
VARIABLES
CONTEXTUAL
INFLUENCES
Key components 1: Work Design
Freedom &
Autonomy
Ability to
complete a
whole or
identifiable
task/product
Work
Design
Opportunity
to utilize
different skill
& talents
Responsibility and ownership & interest
Motivation & Effectiveness
Key components 2: Team Composition
Collective personality:
1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional stability
Ability &
personality
3 Skill:
1. Technical
2. Problem solving &
decision making
3. Interpersonal: listening,
Feedback, conflict resolution
Higher team performance
Flexibility
Flexibility:
- Can complete
each other’s tasks
- Adaptability
- Less reliant on single
team member
- Higher team performance
Team
Composition
Member’s
preference
for
teamwork
Team Size:
1. Neither very
small or large:
4-12 members
Team size
Not everyone is a team player
1. Create opportunities for
effective individuals
2. Turn individuals into team player
- Selection
- Training
Key components 3: Contextual influences
Indvidual & Joint acc
1. Traditional individual evaluations
and rewards to include team
performance
2. Team based appraisals
3. Team rewards
4. System modifications
Reinforce team effort
& commitment
Individual
& joint
accountability
Adequate
Resources
Resources:
1. Timely information
2. Equipment
3. Adequate staffing
4. Administrative assistance
5. Appropriate funding
Contextual
Influences
Term reference
Term
Reference
1. Who does what, equal contribution
2 . Schedule
3. Skill to developed
4. How conflict will be resolve
5. How to modify decisions
6. Integration of individual skills
Organizational structure & leadership
Key components 4: PROCESS VARIABLES
COMMITMENT TO
A COMMON
PURPOSE
MANAGED LEVEL
OF CONFLICT
PROCESS
VARIABLES
ESTABLISHMENT
OF SPECIFIC TEAM
GOALS
TEAM SYNERGY
2+2=?
5
Positive Synergy
3
Negative Synergy
NEGATIVE TEAM SYNERGY-”SOCIAL LOAFING”
- Others not carrying fair work
- Dispersion of responsibility
NEED MEANS TO IDENTIFY INDIVIDUAL EFFORT
Position Map of Major Stakeholder
High
Support
Medium
Support
Low
Support
Non
Mobilised
Low
Opposition
Medium
Opposition
High
Opposition
Pasien &
Kel
Dinsos,
industri,
Disnaker
RSU
MPU,
M.Adat, M.
Syariat
Security
system
Dinas
Pendidikan
DPRA/K &
Bappeda
Pemda &
Dinkes
Assosiasi
NGO
Perusahaan
obat
RSJ
Kader
Communi
ty leader
Media
Puskesmas
Universit
y
Ormas
BPM
(badan
pemberdayaa
n masya)
Low power
Medium power
High power
Position Map of Major Stakeholder
High
Support
Medium
Support
Low power
Low
Support
Non
Mobilised
Medium power
Low
Opposition
Medium
Opposition
High power
High
Opposition
DESA SIAGA
High
Support
Medium
Support
KAPUS
KADES
KADINKES
KA RW
Low
Support
Non
Mobilised
Low
Oppositio
n
Medium
Oppositio
n
MASY
Low power
Medium power
High power
High
Oppositio
n
STAKEHOLDER ANALYSIS
No
Stakeholder
Interests
1
Consumer, Family,
Carer
(1) Optimum service (2) protection & respect of right (3)
equitable access
2
Cadre
(1) Facilities & incentive (2) respect & acknowledgement
3
Community
Leader
Promotion, policy development, advocacy
4
Primary health
care / Health
center
(1)Revenue (2)burden, accessibility, improving capacity
5
Health service
division / DHO
(1) Budget allocation, integrated & comprehensive
program/obsessive
6
General Hospital
(1)Revenue (2)avoid burden
STAKEHOLDER ANALYSIS
No
Stakeholder
Interests
7
Mental Hospital
Revenue, burden (staff, workload),
8
Province Social Office
Sharing budget, integrated & comprehensive
program/service, training needs, staff >>,
collaboration & agreement
9
Province Industry Office
Sharing budget, integrated & comprehensive
program/service, training needs, staff >>,
collaboration & agreement
10
Province Labor Office
(1)Contribution + product distribution, employment
rate (2) improving job market
11
University
(1) Job for graduates (2)knowledge building (3)
knowledge transfer (4)project and revenue
(5)recognition
12
Professional Organization (1)Job for member (2)protection of professional
STAKEHOLDER ANALYSIS
No
Stakeholder
Interests
13
NGO
Funding, program development, monitoring and
evaluation
14
BPM (Community
empowerment)
Sharing budget, integrated & comprehensive
program/service, training needs, staff >>,
collaboration & agreement
15
Religious organization
Promotion, policy development and advocacy
16
Pharmaceutical Company Level of demand
17
Media
Promotion, advocacy
18
Community Organization
Promotion, policy development, advocacy
STAKEHOLDER ANALYSIS
No
Stakeholder
Interests
19
Security system
(1)Forensic & legal support (2)MH service in prison
& detention, (3)facilities for handling violent and
other mental health-related problem
20
Province Educational
Office
(1)Extra work-load/responsibilities (2)promotion &
prevention (3) Increasing quality of manpower 
increasing performance
21
Parliament
(1) Impacts on the voters’ opinion (2)Pride &
regional sentiments
22
Board of planning and
development
(1)Impacts on the regional economy (2)Guidelines
from the superior government level
23
Other division of P/DHO
Decreasing of budget, integrated & comprehensive
program/service
24
Ministry of Health
Increasing performance, increasing budget,
replicability / scale-up
No
Stakeholder
1
Consumer, Family,
Carer
2
Cadre
3
Community Leader
4
Primary health
care / Health
center
5
Health service
division / DHO
6
General Hospital
High
Support
Medium
Support
Low
Support
Non
Mobilis
ed
Low
Opposi
tion
Medium High
Oppositi Opposi
on
tion
Support
Power
+3
+2
+1
0
-1
-2
-3
High
Support
Medium
Support
Low
Support
Non
Mobilis
ed
Low
Opposi
tion
Medium High
Oppositi Opposi
on
tion