HEALTH POLICY ADMINISTRATION

RESUME
Teresina Ika Pertiwi 101511123039 AJ A Class 2015/2016
1. The Definition of Management
Management

is a systematic process that

includes planning,

organizing, staffing,

leading, controlling, and coordinating the resources required of the organization in

order to be effective and efficient in achieving the goals of the organization.

2. Two Managements Opinions

Management = Administration
Two Managements Opinion
Management Administration
Management
Policy Maker

Administration
Policy Measures

3. The Level and Role of Manager

Top Level Manager

Middle Level Manager

First Line Manager

The Top Level Manager is the highest level in the managers level. This position have
the important role to make decision in the organization or in the company to achieve
their goals. The director of a company (CEO) and president take this position. The

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Teresina Ika Pertiwi 101511123039 AJ A Class 2015/2016

Middle Level Manager is in the second level of manager. Middle level manage do
their role to educate the first line manager, do the policy and command from Top line
manager and as the manager that give the command (it also can be the command from
top level manager to first line manager) to the first line manager. General managers,
branch managers, and department managers takes this position. And the First Line
Manager is the managers who focus on controlling and directing the employees or
non manager member in the organization or company. Supervisors, section leads, and
foremen takes this position. From the Managers Level triangle at managers level
when it getting down is getting widened and it means that amount of people in first
line manager is more than people in middle lever manager and the amount of people
in middle manager is more than people in top lever manager. People in this level
means amount of people who are currently occupying that position in an organization.

First Line
Management

(Percentage of Time Spent by Management Level, Reference from transutors.com)

The top management is more focused on planning strategic issues but less involved in
directing function. On the contrary, lower management is more focused on directing

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Teresina Ika Pertiwi 101511123039 AJ A Class 2015/2016

and less on planning. The skill needed is needed at top; more of these skills are
needed for lower management.

First Line
management

Requirements for technical, social and conceptual skills at supervisory, middle and
top management level (Reference from Polytechnic of Zagreb)

Management Skills (Reference from Ghuman, 2010:121)

At the top management level, conceptual and design abilities become most valuable
and the need of technical abilities is relatively low. Design skills are of great
significance for top-level managers in order to be effective. But these skills are also

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Teresina Ika Pertiwi 101511123039 AJ A Class 2015/2016

somewhat

useful at middle and supervisory management positions to design

innovation solutions, align business with the changing business environment and
resolve implementation issues and concern. At middle management levels, the need
for technical skills decreases but human skills are essential and conceptual skills
become more important than their requirement at the supervisory level. At the
supervisory or frontline level, technical skills are the greatest importance because
manager at this level spend most of their time in leading people who execute task.
Human skills are quite helpful for frontline manager because frequent interaction with
subordinate is an essential part of their responsibility. Conceptual skills are usually
not critical for lower-level supervisors as very little planning has to be undertake at
this level (Ghuman, 2010:120-121).

Level of Manager

Primary
Management Skills
Needed

Decision Making
Top Level Manager and Interpersonal
skills

Middle Level
Manager

Balance all of three

Primary Management
Functions Performed

Planning and
Organizing

Balance all Four

The Primary
Role
Interpersonal
Role :
Figurehead,
Leader, and
Liaison
Decisional Role :
Entrepreneur,
Negotiator
Interpersonal
Role : Leader,
Liaison
Informational
Role :
Disseminator,
Spokeperson
Decisional Role :

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Teresina Ika Pertiwi 101511123039 AJ A Class 2015/2016

Frontline Manager

Technical and
Interpersonal skills

Leading and
Controlling

Disturbance
Handler,
Resource
Allocator,
Negotiator
Interpersonal
Role : Leader
Informational
Role: Monitor,
Disseminator
Decisional Role :
-

4. Study Area of Management

DealsHuman
with amanagement
include recruitment, staffing, employees payment, and the employee
Resource Management

Financial Management

cial indicator, and indicator standard. Manage the organizations financial distribution and profit, and
Study Area of Management

Inventory
Management inventory to be used optimally, effective, and
Manage
the organizations

Marketing Management
ngMarketers
the concept
market
of the
10promotion
main types
price
of entities:
and thegoods,
distribution
services,
of some
events,
ideas,
experiences,
goods, service,
persons,
in order
places,
to sa
pr

5. Management Evolution

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Teresina Ika Pertiwi 101511123039 AJ A Class 2015/2016

Management Evolution

Definition

The
1. Scientific Management Theory
Experts

Weakness

Definition
2. Administration Management Theory

The study that manage or learn about the

individual and their work in regards to
building performance to create efficiency
and effectiveness..
Frederick W.
Taylor

relationships between
people and tasks for the
purpose of redesigning
the work process to
increase efficiency

Henry L.
Gannt

Focus on bonus system

The Gilbreths

Analysis of work
movements and made
many contributions to
time-and-motion-study

Focused on rational human beings to

obtain material, but little regard in terms
in terms of social-workers
A study of management administration
and learn about how to creating the
structure of organization with
effectiveness and efficiency principle.
Max Webber

3. Behavioral Management Theory

The
Experts

Henry Fayol

The Bureaucracy
theory
14 Principles

4. Management Science Theory

Division of Labor, Authority and Responsibility, Unity
of Command, Line of Authority, Centralization, Unity of
Direction, Equity, Order, Initiative, Discipline,
Remuneration of Personnel, Stability of Tenure of
5. Organization Environmental Theory
Personnel, Subordination of Individual Interest to the
Common Interest, and Esprit de corps
Management
Evolution

HEALTH POLICY ADMINISTRATION RESUME

Teresina Ika Pertiwi 101511123039 AJ A Class 2015/2016

1. Scientific
Management
Theory
2. Administration
Management
Theory

Definition

3. Behavioral
Management
Theory

Theory about how the manager

to motivate employees,
encourage employees to be
working maximally and
committed with the
organizations goals
Marry
Parker
Follet

The
Experts

1. Quantitative
Management
2. Operational
Management
3. Total Quality
Management
4. Management
Informations
System
4. Management
Science Theory
5. Organization
Environmental
Theory

6. Scope of Management

Elton
Mayo

The Hawthrone
Studies

Douglas
Mc Gregor

Modern
Management
Theory

X Theory :
negative
assumptions about
Open
View
System
Contingency
Theory

Theory about the

workers should be
involved in job
analysis and
managers should
allow them to
participate in the
work
development
process

Y Theory : a set of
positive assumptions
about workers

Systems that implement the retrieval

of resources from the outside will then
be processed and made into a
Theory about the structures and
control systems managers choose
depend on characteristics of the
external environment.

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Strategic Management
A management
field focusing on long-term planning and direction of the org
Scope of Management

Operational Management
A management field focusing on short-term planning, and makes some programs to achieve the g

7. Management Function
The function of management is POSDCoRBE. POSDCoRBE include Planning,
Organizing, Staffing, Directing, Coordinating, Reporting, Budgeting, and Evaluating.
1) Planning
2) Organizing
3) Staffing

: The process to make the goal.

: Organizing the organizations resource.
: The process of recruitment, selection, placement, training and

development of the employees and also the promotion and transferring the
employees in the organization.
4) Directing
: As the leader and give the command or direction for the
employees.
5) Coordinating : Coordinating the tasks each position in the organization.
6) Reporting
: Reporting information about the development of program
and how far the organization achieve the goals.
7) Budgeting
: Manage the organizations financial include the profit of
organization and the organizations fund needed to achieve the goals.
8) Evaluating
: To evaluate the result of managements process and make the
result as the reference for the next program.

9. The Process of Management

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Teresina Ika Pertiwi 101511123039 AJ A Class 2015/2016

1) Planning

: The process to defining goals of organization, establishing

strategy, and developing sub plans to coordinate activities.

2) Organizing
: Determining what needs to reach the goals, how it will be
done and who is to do that part.
3) Actuating
: Give the direction and motivation all involved parts in the
organization and resolving conflicts that happen to achieve the goals.
4) Controlling : Monitoring the activities of organization to ensure that they
are accomplished as planned before.

Reference:
Ghuman, Kharminder. 2010. Management: Concept, Practice, and Cases. New Delhi:
Tata McGraw Hill.
Lussier, Robert. 2009. Management Fundamentals: Concepts, Applications, Skill
Development.
Polytechnic of Zagreb. Communication Skills. http://nastava.tvz.hr/komunikacijskevjestine/index.php/en/introduction/
theoretical-background-introduction.
Accessed in October 14, 2015 at 11.30 PM.