Published date: Nov 08 2022

Journal Title: KnE Social Sciences

Issue title: Science and Technology Research Symposium (SIRES)

Pages: 255–263

DOI: 10.18502/kss.v0i0.12335

Rulinawaty .ruly@ecampus.ut.ac.idFHISIP, Universitas Terbuka, Jakarta, Indonesia

Andriyansah .Faculty of Economic, Universitas Terbuka, Jakarta, Indonesia

Lukman SambotengPublic Administration, Politeknik STIA LAN Makassar, Makassar, Indonesia

Mutmainnah BasitFaculty of Sport Science, Universitas Negeri Makassar, Makassar, Indonesia

M.Rachmat KasmadFaculty of Sport Science, Universitas Negeri Makassar, Makassar, Indonesia

Community health care centers (Puskesmas) sometimes view management as ancillary, unimportant tasks. Traditional management issues in which services are separated into distinct journeys, each reliant on fulfilling previous steps without response or recurrence, can be onerous for governance frameworks with rigid structures. Management issues can be prevented by modifying how the service and organizational structure are managed. In such circumstances, an agile strategy can be advantageous. According to the guiding idea of the agile principle, agile will adjust to the requirements and quirks of the workplace in which it is implemented, especially in the various operations of government agencies. The Hybrid Agile Model of Public Health Service proposes a new, flexible management structure for local government service units based on the growth of human resources and continuous cultural change, without ignoring the routine activities of such bodies in making them more reliable and efficient. The model and its implementation procedure, tested at Puskesmas in South Sulawesi, Indonesia, have been described in depth.

Keywords: agile health service, hybrid agile management, human resource management, organizational culture, traditional organizational management.

[1] Zhang Y, Yu X. Policy transfer: the case of European Union–China cooperation in public administration reform. Int Rev Adm Sci. 2021;87(1):3–20.

[2] Rulinawaty SA, Samboteng L. LEADING AGILE ORGANIZATION Can Indonesian Bureaucracy become agile? International Research Association for Talent Development and Exellence. 2020;12(1):330–8.

[3] Rulinawaty; L. Samboteng; S. Aripin; and Hasanuddin. Crafting Agile Bureaucracy : Transforming Work Ethics of Civil Servants and Organisational Culture of Bureaucracy in Indonesia. 2020;12(11):692–714.

[4] Chanida J. Governance in Public Administration Doest it Realy on Public Trust.

[5] Grohs S. Hybrid Organizations in Social Service Delivery in Quasimarkets: the Case of Germany. Am Behav Sci. 2014;58(11):1425–45.

[6] Reuer JJ, Klijn E. Governance of Hybrid Organizations. 2018. https://doi.org/10.1561/109.00000008.

[7] Johanson JE, Vakkuri J. Perspectives on Hybridity. 2020;(May):23–40.

[8] Buljac-Samardzic M, Doekhie KD, van Wijngaarden JD. Interventions to improve team effectiveness within health care: a systematic review of the past decade. Hum Resour Health. 2020 Jan;18(1):2.

[9] Car-Pušić D, Marović I, Bulatović G. Development of a hybrid agile management model in local self-government units. Teh Vjesn. 2020;27(5):1418–26.

[10] Aripin S, Rulinawaty R. Hybrid Government: Mixed and Hybrid Models of Public Service Delivery in Disadvantaged, Foremost and Outermost Regions. KnE Social Sciences. 2022;2022:1109–23.

[11] Minbaeva DB, Hutchings K, Bruce Thomson S. Hybrid human resource management in post-Soviet Kazakhstan. Eur J Int Manag. 2007;1(4):350–71.

[12] Saini M, Arif M, Kulonda DJ. Critical factors for transferring and sharing tacit knowledge within lean and agile construction processes. Constr Innov. 2018;18(1):64– 89.

[13] Streule T, Miserini N, Bartlomé O, Klippel M, De Soto BG. Implementation of Scrum in the Construction Industry. Procedia Eng. 2016;164( June):269–76.

[14] Putta A, Paasivaara M, Lassenius C. Benefits and challenges of adopting the Scaled Agile Framework (SAFe): Preliminary results from a multivocal literature review. Springer International Publishing; 2018.

[15] Lee S, Yong HS. Distributed agile: project management in a global environment. Empir Softw Eng. 2010;15(2):204–17.

[16] Sweetman R, Conboy K. Portfolios of Agile Projects: A Complex Adaptive Systems’ Agent Perspective. Proj Manage J. 2018;49(6):18–38.

[17] Car- Pušić D, Marović I, Bulatović G. Agile Organizational Model for Managing Local Government Projects. Elektrinički časopis građevinskog fakulteta Osijek. 2019;18:12– 21.

[18] Moran A. Managing agile: Strategy, implementation, organisation and people. 2015.

[19] Stefan Thomke and D. Reinerstsen. “Agile Product Development : Managing Development Flexibility in Uncertain Environments.,” p. 1998.

[20] Huang PM, Darrin AG, Knuth AA. “Agile hardware and software system engineering for innovation. IEEE Aerospace Conference Proceedings; 2012. https://doi.org/10.1109/AERO.2012.6187425.

[21] Van Der Byl C, Vredenburg H. The challenge of mission drift through growth in the hybrid organisation. Int J Environ Technol Manag. 2015;18(4):309–29.

[22] Battilana J, Dorado S. Building sustainable hybrid organizations: the case of commercial microfinance organizations. Acad Manage J. 2010;53(6):1419–40.

[23] Annunzio LS. Challenges and Strategies of Matrix Organization: Top-Leve; and Mid_Level manager Perspectives. Human Resource Planning. 2005;1(2):39–48.

[24] Ozkan-Ozen YD, Kazancoglu Y, Kumar Mangla S. Synchronized Barriers for Circular Supply Chains in Industry 3.5/Industry 4.0 Transition for Sustainable Resource Management. Resources, Conservation and Recycling. 2020;161. https://doi.org/10.1016/j.resconrec.2020.104986.

[25] Perpina IN, De Witte K. Local Governments’ efficiency : a systematic literature review. 2018; 25(25):431–468.