PERANAN & TANGGUNGJAWAB PEGAWAI PERUBATAN & KESIHATAN OLEH:DR.FAZILAHTON RAJULIN PEGAWAI PERUBATAN & KESIHATAN KK BANDAR TENGGARA
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