PEMBENTUKAN DAN DINAMIKA KELOMPOK Budi Anna Keliat

DISKUSI: CIRI KELOMPOK YANG EFEKTIF KELOMPOK 1KELOMPOK 2KELOMPOK 3 KECILSTRUKTUR JELASV TUJUAN JELAS/JOBDISV+ VISI & MISIV KOM EFvV LOYALITASNORMAV MANAJEMEN WAKTUSALING MENGHARGAIV WAWASAN LUASKOMITMENKepuasan PSOLVINGTransparansi UB POSITIF

CREATING AN EFFECTIVE TEAM WORK DESIGN CONTEXTUAL INFLUENCES PROCESS VARIABLES TEAM COMPOSITION

Key components 1: Work Design Work Design Freedom & Autonomy Opportunity to utilize different skill & talents Ability to complete a whole or identifiable task/product Responsibility and ownership & interest Motivation & Effectiveness

Key components 2: Team Composition Team Composition Ability & personality Team size Member’s preference for teamwork Flexibility 3 Skill: 1.Technical 2.Problem solving & decision making 3.Interpersonal: listening, Feedback, conflict resolution Collective personality: 1.Extraversion 2.Agreeableness 3.Conscientiousness 4.Emotional stability Higher team performance Team Size: 1.Neither very small or large: 4-12 members Flexibility: - Can complete each other’s tasks - Adaptability - Less reliant on single team member - Higher team performance Not everyone is a team player 1.Create opportunities for effective individuals 2. Turn individuals into team player - Selection - Training - Rewards

Key components 3: Contextual influences Contextual Influences Adequate Resources Term Reference Individual & joint accountability 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 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 Resources: 1.Timely information 2.Equipment 3.Adequate staffing 4.Administrative assistance 5.Appropriate funding

Key components 4: PROCESS VARIABLES PROCESS VARIABLES COMMITMENT TO A COMMON PURPOSE ESTABLISHMENT OF SPECIFIC TEAM GOALS MANAGED LEVEL OF CONFLICT

TEAM SYNERGY = ? 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

High Support Medium Support Low Support Non Mobilised Low Opposition Medium Opposition High Opposition Pasien & Kel Dinsos, industri, Disnaker RSUMPU, M.Adat, M. Syariat Security system Dinas Pendidikan DPRA/K & Bappeda Pemda & Dinkes AssosiasiNGOPerusahaan obat RSJKaderCommuni ty leader Media PuskesmasUniversit y Ormas BPM (badan pemberdayaa n masya) Position Map of Major Stakeholder Low powerMedium powerHigh power

High Support Medium Support Low Support Non Mobilised Low Opposition Medium Opposition High Opposition Position Map of Major Stakeholder Low powerMedium powerHigh power

DESA SIAGA High Support Medium Support Low Support Non Mobilised Low Oppositio n Medium Oppositio n High Oppositio n KAPUSKADES KADINKESKA RW MASY Low power Medium powerHigh power

NoStakeholderInterests 1Consumer, Family, Carer (1) Optimum service (2) protection & respect of right (3) equitable access 2Cadre(1) Facilities & incentive (2) respect & acknowledgement 3Community Leader Promotion, policy development, advocacy 4Primary health care / Health center (1)Revenue (2)burden, accessibility, improving capacity 5Health service division / DHO (1) Budget allocation, integrated & comprehensive program/obsessive 6General Hospital(1)Revenue (2)avoid burden STAKEHOLDER ANALYSIS

NoStakeholderInterests 7Mental HospitalRevenue, burden (staff, workload), 8Province Social OfficeSharing budget, integrated & comprehensive program/service, training needs, staff >>, collaboration & agreement 9Province Industry OfficeSharing budget, integrated & comprehensive program/service, training needs, staff >>, collaboration & agreement 10Province Labor Office(1)Contribution + product distribution, employment rate (2) improving job market 11University(1) Job for graduates (2)knowledge building (3) knowledge transfer (4)project and revenue (5)recognition 12Professional Organization(1)Job for member (2)protection of professional “right” (3)incentive for member (4)job security for member STAKEHOLDER ANALYSIS

NoStakeholderInterests 13NGOFunding, program development, monitoring and evaluation 14BPM (Community empowerment) Sharing budget, integrated & comprehensive program/service, training needs, staff >>, collaboration & agreement 15Religious organizationPromotion, policy development and advocacy 16Pharmaceutical CompanyLevel of demand 17MediaPromotion, advocacy 18Community OrganizationPromotion, policy development, advocacy STAKEHOLDER ANALYSIS

NoStakeholderInterests 19Security system(1)Forensic & legal support (2)MH service in prison & detention, (3)facilities for handling violent and other mental health-related problem 20Province Educational Office (1)Extra work-load/responsibilities (2)promotion & prevention (3) Increasing quality of manpower  increasing performance 21Parliament(1) Impacts on the voters’ opinion (2)Pride & regional sentiments 22Board of planning and development (1)Impacts on the regional economy (2)Guidelines from the superior government level 23Other division of P/DHODecreasing of budget, integrated & comprehensive program/service 24Ministry of HealthIncreasing performance, increasing budget, replicability / scale-up STAKEHOLDER ANALYSIS

NoStakeholder High Support Medium Support Low Support Non Mobilis ed Low Opposi tion Medium Oppositi on High Opposi tion 1Consumer, Family, Carer 2Cadre 3Community Leader 4Primary health care / Health center 5Health service division / DHO 6General Hospital

High Support Medium Support Low Support Non Mobilis ed Low Opposi tion Medium Oppositi on High Opposi tion Support Power