PERANAN &

TANGGUNGJAWAB

PEGAWAI PERUBATAN &

KESIHATAN

OLEH:DR.FAZILAHTON RAJULIN

PEGAWAI PERUBATAN & KESIHATAN

KK BANDAR TENGGARA

• “The greatest classroom for a

doctor is just any ordinary health

facility. If one is willing to have

an open mind, a humble attitude

and a heart to learn, he will find

that wherever he works, there

will be plenty of learning and

training opportunities”

Quotes from A Doctor;Ipoh,The

Star

HALATUJU KERJAYA

PEGAWAI PERUBATAN

Houseman

MO di KKM

-Non klinikal

-Urusetia program

-Policy makers team

MO di JKN

-Non klinikal

-Urusetia program

-Narrow function

MO di Tertiary hospital

-Klinikal

MO di District hospital

-Klinikal

+/-Leader

MO di Klinik kesihatan

-Leader & management

-Klinikal

-Public speaking

-engage with community

Medical field

Gov

-same as prev steps/change

location of work

-Specialist

-Klinikal

-PH-PKD

-Pengarah Hospital

Non Gov

-Lecturer

-MO at private hospital

-Specialist at private hospital

-GP(owner)

-GP(under company group)

-Freelance GP

Outside medical field

Businessman

Drug Company Rep

Beautician

Housewife

Politician

• BADAN

POLITIK

• WAKIL

PENDUDUK

• NON GOV

AGENCY

• GOV

AGENCY

SOKONGAN

KLINIKAL

MCH

OPD

SOKONGAN

BUKAN

KLINIKAL

A small truth to make our

Life 100% successful

.......... If A B C D E F G H I J K L M N O P Q R S T U V

W X Y Z Is equal to 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26

Then H+A+R+D+W+O+R+K = 8+1+18+4+23+15+18+11

= 98%

K+N+O+W+L+E+D+G+E = 11+14+15+23+12+5+4+7+5

= 96%

L+O+V+E=12+15+22+5=54%

L+U+C+K = 12+21+3+11 = 47%

(None of them makes 100%) ..............................Then

what makes 100%

Is it Money? ..... No!!!!!

Leadership? ...... NO!!!!

Every problem has a solution, only if we perhaps change

our "ATTITUDE". It is OUR ATTITUDE towards Life and

Work that makes OUR Life 100% Successful..

A+T+T+I+T+U+D+E = 1+20+20+9+20+21+4+5 = 100

10 PRINCIPLES TOWARDS

BRANDING OF MOH,

MALAYSIA

1. Elements of corporate culture

2. Be the best and be proud of your work.

3. Respect your clients

4. Be an ambassador for MOH

5. Know your leaders, respect Government

policies and follow proper lines of authority

6. Always look at big picture

7. Avoid abuse of authority; be cordial,

trustworthy, objective and transparent

8. Motivate, inspire and be exemplary

9. Make decision based on facts. Stay clear

from personal opinions.

10. Create opportunities from challenges,

always facilitate and not obstruct.

RE

INF

OR

CE

ME

NT

ISO

& A

CC

RE

DIT

AT

ION

FO

RC

ES

OF

LE

AD

ER

SH

IP

Internalize

Practice

Educate

Aware

CORPORATE

CULTUREProfessionalism, caring, teamwork and linear lines of

communication.Enhance soft

skill,1st Class civil

servants

QUALITY

INITIATIVE

CredentiallingPrivelegingContinous

Professional development,

National Indicator

Approach,Key Perfomance

IndexQAP

PERANAN M&HO

DI KLINIK KESIHATAN

• Memastikan organisasi klinik kesihatan di bawah jagaan

berfungsi dengan baik dan lancar untuk mencapai

objektif jabatan iaitu menjadikan klinik kesihatan sebagai

pusat kecemerlangan dari segi perkhidmatan,

penyelidikan , latihan dan semangat berpasukan melalui

penyeliaan tugas anggota dan pemantauan aktiviti klinik

yang berterusan.

• Mengendalikan mesyuarat pengurusan klinikal , sesi

perbincangan dengan anggota di bawah jagaan untuk

menyampaikan maklumat, arahan dan penyelesaian

masalah.

• Menghadiri mesyuarat di peringkat daerah, negeri dan

kebangsaan atas arahan dan bersesuaian dengan

bidang tugas.

• Melaksanakan penyeliaan dan pengawasan serta

memberi input teknikal semua perkhidmatan kesihatan

di bawah kawasan operasi dengan tujuan untuk

meningkatkan imej jabatan supaya bersih dan menarik,

tiada rungutan dari pelanggan dan dapat menyampaikan

maklumat pihak pengurusan kepada anggota di bawah

penyeliaan.

MANAGER vs LEADER OF THE

ORGANISATION

Manager

• The manager administers;

• The manager is a copy;

• The manager maintains;

• The manager focuses on

systems and structure;

• The manager relies on

control;

• The manager has a short-

range view;

• The manager asks how and

when;

Leader

• The leader innovates.

• The leader is an original.

• The leader develops.

• The leader focuses on

people.• The leader inspires trust.

• The leader has a long-range

perspective.

• The leader asks what and

why.

Leadership and management must go hand in hand. They are not the

same thing. But they are necessarily linked, and complementary. Any

effort to separate the two is likely to cause more problems than it

solves.

MANAGER vs LEADER OF THE

ORGANISATION

Manager

• The manager has his or her

eye always on the bottom

line;

• The manager imitates;

• The manager accepts the

status quo;

• The manager is the classic

good soldier;

• The manager does things

right;

Leader

• The leader’s eye is on the

horizon.

• Leader originates.

• The leader challenges it.

• The leader is his or her

own person.

• The leader does the right

thing.

Leadership and management must go hand in hand. They are not the

same thing. But they are necessarily linked, and complementary. Any

effort to separate the two is likely to cause more problems than it

solves.

TYPES OF MANAGEMENT

STYLE

• AUTOCRATIC

– An autocratic manager makes decisions

without the consultation of others; less

people involved in the decision making

• DEMOCRATIC

– willing to share work with his staff by

delegating it to get the job done.

• PARTICIPATIVE

– this decision making style in

management revolves around getting

lots of feedback from your staff before

coming to a conclusion and making a

decision.

• LAISSEZ FAIRE

– the team is given the freedom to

complete the job or tasks in any way

they deem it should be done

UNLOCK POTENTIAL

Sharing vision & values

Valuing people

Giving feedback and recognition,motivate

Offering minimal criticism

Fostering creativity

Stretching people talent

Managing aspiration

BEHAVIOUR POINTS

Knowledgeable

Strong comitment

Sense of responsibility

Self discipline

Confidence

Assertiveness

WHO IS THE LEADER?

WHAT IS THE LEADER DOING?

STRATEGIC PLAN FOR CHANGE

Comfort ZonePeople stay here

Satisfied with what they get/have

They don’t learn

(Knowledge problem)

They are resistance to change

(Attitude & Behaviour problem)

WHO IS THE STAFF?

WHERE ARE THEY?

Discomfort zoneUncertainty,Learning

Panic zone

They panic

Don’t learn

PARABLE OF

RESPONSIBILITY

• Here is a story about four people named Everybody, Somebody, Anybody and Nobody.

There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it.

Somebody got angry with that because it is Everybody's job.

Everybody thought Anybody could do it. But Nobody realizes that Everybody wouldn’t do it.

It ended that Everybody blamed Somebody when Nobody did what Everybody could have done.

• Visionary

• Communicative

• Persuasive

• Participative

• Supportive

• Risk Taking

• Motivating

• Don’t know what

• Don’t know how

• Don’t know why

• Don’t know who

• Don’t have support

• Don’t have courage

• Don’t have motivation

FORCES OF

LEADERSHIP FORCES OF

RESISTANCE

PERANAN MO DI KK SEBAGAI PENTADBIR

SUMBER MANUSIA

• Amalan budaya korporat

• Perhimpunan mingguan

& bulanan

• Kebajikan anggota

• Motivasi anggota

• Kecukupan peralatan

• Kebersihan & Keceriaan

klinik-5 S

• Pengurusan sisa

SISTEM

• Jadual pergerakan staff

• Peraturan & Tatatertib

• Pengurusan Reten

• Pengurusan Aduan

• Pengurusan Bencana

• Audit & Penyeliaan

– Kewangan, aset,klinikal

ENVIRONMENT

PERALATAN

PERANAN M&HO

DI KLINIK KESIHATAN

PREVENTION BETTER THAN

CURE

Level Definition

Primary

prevention

Methods to avoid occurrence of

disease.[7] Most population-

based health promotion efforts

are of this type.

Secondary

prevention

Methods to diagnose and treat

existent disease in early stages

before it causes significant

morbidity.[8]

Tertiary

prevention

Methods to reduce negative

impact of existent disease by

restoring function and reducing

disease-related complications.[9

• Our first and foremost duty is to serve

mankind, heal them of their sickness if

possible and alleviate their suffering

and discomfort if a cure is not possible.

• To be a good doctor, a person needs to

have love, concern, mercy, sympathy

and compassion for people under his

care. One needs to have a good

understanding of other religions, beliefs,

traditions, culture and ways of life.

• One needs to have an understanding

and sympathetic heart, a pair of

listening ears, patience and humility. All

these can perhaps be summed up as

the “human touch”.

1.Program MCH & Kesihatan

Sekolah

1.Program MCH

Mengendalikan kes-kes rujukan daripada

Unit MCH meliputi ke tiga-tiga cabang

perkhidmatan iaitu,ibu hamil,kanak-kanak

dan perancang keluarga secara lebih

terancang bagi mengenalpasti factor risiko

seterusnya merawat bagi mengelakan

berlakunya komplikasi

2.Kesihatan Sekolah dan Remaja

Merancang, melaksanakan dan memantau

aktiviti perkhidmatan sekolah termasuk

program imunisasi. Melakukan saringan

pemeriksaan fizikal, memberi intervensi

berkaitan dan merujuk sekiranya perlu

2.Program Kesihatan Primer

& NCD

• Merancang, melaksanakan dan memantau

Program NCD, Program Usia Emas,

Program Tibi & Program HIV/AIDS di klinik-

klinik di bawah jagaan

• Mewujudkan sistem pengendalian kes

penyakit kronik dan kes penyakit berjangkit

yang berkesan (sistem pendaftaran,

rawatan, sistem recall untuk mengesan

defaulter, sistem temujanji)

• Mengendalikan Klinik Penyakit kronik yang

berkesan di peringkat primer termasuklah

mengenalpasti faktor risiko, saringan,

diagnosa awal, rawatan, mengenalpasti

komplikasi dll. – Diabetes Mellitus,

Hypertension, Asthma & Penyakit Mental

•

3.Program CDC dan

‘Expanded Program’

• Mengendalikan Klinik Penyakit Berjangkit yang

berkesan di peringkat primer – Kes penyakit

bawaan vektor, HFMD,Tuberkulosis, HIV/AIDS

dan STD

• Mengendalikan klinik Terapi Gantian Methadon

• Merancang aktiviti-aktiviti yang sesuai untuk

anggota kesihatan, pesakit, keluarga dan

masyarakat.

• Melaksanakan dan memantau kejayaan dan

keberkesanan aktiviti-aktiviti yang dijalankan dan

memperbaiki kelemahan yang ada untuk

memastikan objektif program tercapai.

• Bertindak sebagai pegawai rujukan dari aspek

perubatan di dalam aktiviti expanded scope yang

dijalankan di dalam komuniti seperti Klinik Usia

Emas, Remaja, Tibi, Kesihatan Mental dan lain-

lain termasuklah rehabilitasi dan perkhidmatan

paliatif.

OTHER ISSUE

• Giving of MC

• Polyfarmasi

• Referal-inside/outside

– Which case to refer

– Urgent/non urgent

– Fms/specific specialities-how

to choose

PERANAN M&HO

DI KLINIK KESIHATAN

C.LATIHAN DAN

PENDIDIKAN

• Menghadiri sesi CME atau menghadiri

kursus/ Konvensyen/ Seminar dan sesi

perbincangan yang berterusan dengan

pakar-pakar di hospital untuk meningkat dan

mengemaskinikan pengetahuan, kemahiran

klinikal dan kaedah rawatan yang sesuai

untuk pesakit tertentu.

• Menjalankan medikal audit, CME (ceramah,

perbincangan ‘problem based

management’ dll) dan mengendalikan

kursus dalam perkhidmatan untuk anggota

kesihatan di dalam usaha meningkatkan

pengetahuan dan kemahiran klinikal.

• Memantau aktiviti latihan dalam

perkhidmatan anggota di bawah jagaan.

Health Promotion

• Public Speaking

• Know the topic

• Know the audiens

– Staff,school,gov agency,NGO

– Age(knk2,remaja/warga

emas)

– Education level

– Financial background

– Sensitivity

PERANAN M&HO

DI KLINIK KESIHATAN

E.PENYELIDIKAN/KAJIAN

• Melaksanakan program kepastian kualiti

(QAP) mengikut garispanduan

kementerian.untuk daerah Kota Tinggi –

QA, KMK

• Mengenalpasti keperluan kualiti

perkhidmatan kesihatan di dalam

masyarakat melalui penyelidikan dan

pelaksanaan MS ISO 9001:2008 di seluruh

Daerah Kota Tinggi.

• Merancang dan menjalankan

penyelidikan/kajian yang dapat memperbaiki

kualiti perkhidmatan kesihatan yang

diberikan.

SEKIAN TERIMA KASIH