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PENERAPAN SURGICAL SAFETY CHECKLIST UNTUK MENEKAN INSIDEN KESELAMATAN PASIEN KAMAR OPERASI Sulistyo, Bambang; Dongoran, Haddan; Rulia, Rulia
Jurnal Inspirasi Ilmu Manajemen Vol 3 No 1 (2024): Jurnal Inspirasi Ilmu Manajemen
Publisher : Program Studi Magister Manajemen, Direktorat Pascasarjana, Universitas Sangga Buana

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32897/jiim.2024.3.1.3676

Abstract

Operating room is a hospital facility that carries risk of medical injury and complications that endanger lives. There’re still near misses incidents although the surgical safety checklist is completed. The completion of the surgical safety checklist questionable.In-depth interviews were conducted with informants. Results of interviews carried out data reduction, data display (data presentation) and conclusion drawing or verification. Data was analyzed then conclusions were drawn. Efforts for patient safety have been going well by the PMKP team. Still those who were not disciplined in their implementation for SSCL. There is already socialization on filling out the SSCL, training is still under discussion. There is a guarantee of supervision of filling in and implementing the SSCL in the operating room in coordination with the nurse and PMKP team and this is done every day and recapped every month. The implementation of SSCL was carried out well by all staff in the surgical room and supervised by the head of the room. Time out still hasn't been done in the operating room. There are obstacles in implementing SSCL, especially the doctor's signature, and non-existent training. Rewards are not balanced with punishment and the number of anesthesia nurse is inadequate to ensure patient safety. There is still prone to patient safety incidents seen from the negative findings about SSCL. The implementation of SSCL is effective in reducing patient safety incidents’s number in the operating room, during the sign in, time out and sign out phases. Hospitals need to build good work teams, organize training related to the SSCL, implement supporting technology, and reinforce safety culture and supervision regarding filling and implementing SSCL.
Analisis Penyerapan Anggaran Serta Implikasinya Terhadap Kinerja Manajerial : Studi Kasus Pada Pusat Penelitian Teh dan Kina Gambung Kabupaten Bandung Jawa Barat Lingkup Bagian Usaha Amry, Syamsul; Sidqi, Abdul Gani; Fitriana, Fitriana; Yuliaty, Farida; Dongoran, Haddan
Jurnal Nasional Manajemen Pemasaran dan SDM Vol. 5 No. 4 (2024): Jurnal Nasional Manajemen Pemasaran dan SDM
Publisher : Training & Research Institute - Jeramba Ilmu Sukses

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47747/jnmpsdm.v5i4.2518

Abstract

This study examines budget absorption and its implications for managerial performance, focusing on the case of the Tea and Cinchona Research Center (PPTK) Gambung, Bandung Regency, West Java. The research was motivated by the issue of low budget absorption at PPTK, which has impacted operational efficiency and managerial performance outcomes. The independent variables analyzed include sales volume, labor, and raw material costs. Budget absorption is an intervening variable, while managerial performance is the dependent variable. The study employed a quantitative method with descriptive and verificative approaches. Primary data were collected through questionnaires distributed to PPTK managers, and secondary data were obtained from financial and budget reports from 2018 to 2022. Statistical analysis was applied to assess the relationships among the variables. The findings reveal that sales volume, labor, and raw material costs significantly influence budget absorption. Additionally, effective budget absorption positively affects managerial performance. However, challenges such as declining budget absorption percentages and sales volumes in the last two years were identified, indicating room for improvement in budget management. This research recommends adopting more realistic and efficient budget planning, optimizing production processes, and enhancing monitoring mechanisms to improve budget utilization. These measures are expected to strengthen managerial performance and support the organization’s sustainability.