Oleh : Prayetni, S.Kp., M.

Kes
1 Pengantar Manajemen Kamar Bedah

2 Pengantar Kepemimpinan

Bagaimana Manajemen
3 Kepemimpinan Kamar Bedah

4 Isu Kepemimpinan Kamar Bedah

 Proses-proses mengkoordinasikan kegiatan-
kegiatan dan mengalokasikan sumber-sumber
untuk mencapai tujuan organisasi (Kelly P,
2012)

 Proses-proses terdiri dari :

 Kegiatan-kegiatan perencanaan
 Pengorganisasian
 Ketenagaan
 Pengarahan (leading)
 Pengawasan
No FUNGSI AKTIVITAS
Perawat Ketua Tim
Pelaksana
1 Perencanaan 1
2
3
4
2 Pengorganisasian

3 Ketenagaan

4 Pengarahan

5 Pengawasan

6 ?

1. Pedoman manajemen pelayanan keperawatan kamar bedah

2. SOP
3. Instrumen - instrumen
 Peran-peranmanajerial : (studi oleh Henry
Mintzberg) ada 3 kategori ( Kelly, P. 2012)

• Information-processing roles: monitor,

dessiminator, spokes person.
1

• Interpersonal role : figurehead,

leader, legison.
2
• Decision- making role : enterpreneur,
disturbance handler, allocator of
3 resources, negotiator
Kamar Operasi ( OR)
1. is a cost intensive environtment, harus
dikelola secara efisien
2. Major costs of hospitals are operating rooms
3. OR manajer :
a. Surgical-scheduling
b. Perioperative documentation :
supports AORN PNDS3
c. (Symtegrity TM Standardized
Perioprative Framework)
d. Content Library-recommended do
cumentation practice)
e. Analytis and reporting
f. Supply chain management
g. Revenue management
 Lanjutan..........

 Meningkatkan efisiensi
 Memendekan durasi harus melalui proses paralel
 Pelatihan SDM
 Pemilihan metode anestesi
 Penjadwalan yang efektif
 Monitoring komprehensif
 Merancang Fasilitas sesuai fungsi
OR personnel must be kept, motiveted by clear
management & Leadershipt, supported by superiors.
(Acta Anesthesial Scands 2008 : Journal Compillation 2008)
1. Mejelasan tujuan adalah penting !
2. Meningkatkan produktifitas dan efisiensi
ketika mempertahankan kualitas asuhan yang
tinggi pada semua waktu.
3. Meningkatkan efisiensi:
 Memendekan durasi kasus
 Penjadualan rasional jenis-jenis operasi
yang berbeda
 Meminimalkan waktu non operative (NOT)”
melalui penggorganisasian tugas
tugas kamar operasi “
 Table 1.

Raw ulitization The precentage of time a patient is in the OR of the

total allocated time for a given service (case durations
only)
Adjusted The percentage of time a patient is in the OR of the
utilization total allocated time for a given service plus the time
for set up and clean up
(= case duration plus turnover time)
Case duration The time the patient is in the OR
Turnover time The time from the previous patient out-room time to
the succeeding patient in room time to the same OR

Nonoperative The time between the end of surgery of the previous

time (NOT) patient to the beginning of surgery of the succeeding
patient
Tardiness The delay from the scheduled start time (patient enters
OR) to the actual start time of the patient .
 Table 2

Key Factor for Operating Room Efficiency

a. Streamlining processes with other units
b. Patient flow and its coordination
c. Timely patient preparation
d. Efficient patient reception
e. Parallel processing by use of induction area/ PACU
f. Recovery room/ ICU / ward capacity
g. Personnel : number/ professional skillls/ motivation
h. Flexible facilities
i. Patient focused processed
j. Continuous process improvement

PACU : Post Anesthesia Care Unit

ICU : Intensive Care Unit
 Table 3

Common Problems with Operating

Room Management

 Poorly designed processes

 Change reluctance/ friction
 Lack of motivation (no financial incentives)
 Dogging responsibility/ placing blame
 Lack of discipline (physicians)
1. Shortening case times
2. Changing the way of working
3. Monitoring OR Performance
(keselamatan pasien dan
kepuasan)
4. Technical tools for
management (SIM)
5. Preoperative clinic
6. Facilities
7. Personal
“ Management dan Kepemimpinan”

Keberhasilan Manjemen Kamar Bedah

 • Standar organisasi
1

• Keterampilan kepemimpinan yang baik

2 dan kecerdasan emosi

• Kolaborasi inter disiplin

3

• Kejelasan distribusi, peran dan

4 tanggung jawab
 Kepemimpinan mempengaruhi untuk
mencapai tujuan

Kemampuan mendiagnosa dan

memahami situasi yang akan
dipengaruhi

Adaptasi behavior dan

3 Kompetensi sumber-sumber

Komunikasi
 Organisasi/ RS

Unit/Bagian/Bedah

Kelompok/Tim

• Kepemimpinan
• Individu
Perawat
• Power

POWER
Kepemimpinan

Kepemimpinan

Kepemimpinan
 •Integrity
•Courage
•Intiative
•Energy
1. QUALITIES •Optimism
•Perseverance
•Balance
•Ability to hendle
stress
•Self -Awareness
 • Think Critical
•Solve Problems
•Comminicate
Skillfully
2. Behaviors
•Set goals, share
vision
•Develop self and
other
1. If you discover a problem, inform yaor team leader or manager
ringht away
2. Even better, include a suggestion in your report for solving the
problem

3. Freely invest your interest and energy in your work

4. Be supportive of new ideas and new directions suggested by others

5. When you disagree, explain why you do not support an idea or

suggestion

6. Listen carefully and reflect on what your leader or manage says.

7. Continue to learn as much as you can about your specialty area

8. Share what you learn

 Kemampuan mempengaruhi orang lain meskipun
terjadi penolakan atau resistensi.
 Sumber- sumber
Autoriti

Ancaman/ Penghargaan
Coercion Sumber2 (Uang, barang,
pengakuan)

Keahlian/
Kepakaran
 Masing masing tenaga kesehatan di Fasyankes
memiliki power yang berbeda
Manajer
Pasien
Asisten dan teknisian
Perawat

 Power, merujuk kepada kemampuan dan

pemberdayaan merujuk pada “feeling”
 Empowerment

Self-
determination
Meaning

Empowermen
t
Competenc
e

Impact
 Manajemen kamar bedah, penting, kompleks,
ekonomi dengan tujuan pelayanan efisien dan
terukur
 Diperlukan kepemimpinan yang profesional
mempergunakan power melakukan
pemberdayaan menggerakan pencapain tujuan
Selamat dan Sukses Perawat-Perawat
Manajer Kamar Bedah

TERIMA KASIH