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首页> 外文会议>International Conference on Social and Political Sciences >Communication Pattern of the Director of Regional Hospital in the implementation of Health Decentralization in Indonesia Case Study Pattern about Communication Director of Regional Hospital in Implementation of Government Regulation Number 18 Year 2016 at Karawang Hospital District
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Communication Pattern of the Director of Regional Hospital in the implementation of Health Decentralization in Indonesia Case Study Pattern about Communication Director of Regional Hospital in Implementation of Government Regulation Number 18 Year 2016 at Karawang Hospital District

机译：区域医院主任的沟通模式在印度尼西亚卫生分解案例研究模式下关于区域医院沟通总监实施政府监管18年第18届Karawang Hospital区

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摘要

This research discusses the communication pattern done by a director of a regional hospital in the process of health decentralization in Indonesia. Hospital is a unique institution because it has so many different health professionals who work there. After the enactment of government regulation Number 18 Year 2016 the hospital is no longer a regional technical institution but limited to a service unit under the Health Service Department. This study uses a qualitative paradigm with case study research methods where the several events were used as the object of research and being studied for a certain period of time. The research was in Kabupaten Karawang. In this study, four speakers have different views about the same case. This study aims to find out the pattern of a director's communication which in article 43 of government regulation No. 18 of 2016 is an additional task given to a doctor or dentist. In this study, we concluded that the post-decline autonomy law becomes a new chapter for decentralization in health. Unfortunately, this decentralization is not accompanied by the deconcentration of authority. The region does not feel the ownership of the health sector, especially hospitals. The funding responsibility for the hospital is located in the central government which requires a director to have a strong relationship with the central government. The work of directors does not only stop at reputable hospitals that have many subordinates with different backgrounds.
机译：本研究讨论了在印度尼西亚健康权力下放过程中的区域医院董事所做的沟通模式。医院是一个独特的机构，因为它有这么多不同的健康专业人士在那里工作。在2016年政府监管18年的颁布后，医院不再是区域技术机构，但仅限于卫生服务部的服务部门。本研究采用定性范例，案例研究研究方法，其中几项事件被用作研究的对象，并在一段时间内研究。该研究在Kabupaten Karawang。在这项研究中，四个扬声器对同一情况有不同的看法。本研究旨在了解导演的沟通模式，在2016年第18号政府监管第43条中是向医生或牙医提供的额外任务。在这项研究中，我们得出的结论是，下降后自治法成为卫生下放的新章。不幸的是，这种权力下放不伴随着权威的解构。该地区不觉得卫生部门，特别是医院的所有权。医院的资金责任位于中央政府，要求董事与中央政府有牢固的关系。董事的工作不仅停止在具有不同背景的许多下属的信誉良好的医院。

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