BPMN6043

LEADERSHIP IN ORGANIZATION
Submitted to :

Tan Sri Dato Sri Dr. Hj. Mohd Nasir bin Mohd
Ashraf

Prepared by:

Ms. Nurmahirah

819387

Ms. Rajarajeswary Sellamuthu

819442

1.

Introduction
In Malaysia, the government had presented comprehensive reforms especially from
1980s to improve the quality of the services delivered to the public. The latest
restructuring is more substantial and complete in depth. However, over the decade
quality of civil services have been hot topics in media mass. The civil service
basically being criticize for the poor performance and failure in meeting the
expectations of the people. Lately in a news article the same issues were republished

Delays in taking action and failure in enforcement are the most frequent complaints
made by the public against the civil service. According to the Public Complaints
Bureau (PCB), 36 per cent of complaints received as of November last year were on
late or no action by government agencies and departments, 13 per cent were on lack of
enforcement. Other complaints on government service filed adhere to procedures,
unsatisfactory manpower quality, lack of public amenities, unfair action, inadequacies
in policy implementation, abuse of power and staff misconduct, (Fairuz Mohd
Shahar, Civil services lack of action top grouse, New Straits Times, 4 January, 2016,
p.12). The leadership qualities in the management of the civil services play a vital role
in resolving this issue. There are many studies done focusing on private sectors
leadership style and quality, but very less in public sector. This report wills overview
about this statement emphasizing for the Ministry of Health Malaysia and the
leadership qualities required.

2. Literature Review
2.1

Leadership
Leadership definition differs in various aspects stated by ( Bass1981). According to
him, leadership consist of communication between members of a group that involve in
structuring and restructuring of situations as well as the sensitivity and expectation of
the members. Jacob and Jaques (1990) defined leadership as a method of providing a
significant direction or determination to cooperative effort, and producing keen effort
to be expected to achieve purpose. Kara Ohngren (2001) stated that a leader can have
characteristic like understanding the subordinates and listening to them. Leaders also
ready to understand their emotional capabilities, honesty and self-confident and
determine the leadership skill. The request of the characteristic can be differ from
each situation.

2.2

Leadership in Healthcare Sector

The Ministry of Health, being the lead agency in health provides leadership on matters
relating to health and also sets the direction for health care development in the
country. The history of health dated back before independence. The construction of
hospitals during the period was to treat tin mining workers and each worker was

charge 50 cents a year for treatment. The booming tin mining industry in Perak led to
the state having the most hospitals by the end of the 19th century. 15 hospitals in
Perak are situated at Taiping, Teluk Intan, Tapah, Sg.Siput, Slim River, Sri Manjung,
Selama, Parit Buntar, Kuala Kangsar, Kampar, Ipoh, Grik, Changkat Melintang, Batu
Gajah and Tanjung Rambutan. The health status of Malaysians has improved
significantly since the nation achieved its independence in 1957. At independence in
1957, there were 10 major hospitals and 56 district hospitals, plus 7 institutions for
leprosy and mental health patients. Despite such success, there remain issues and
challenges that need to be addressed. These matters in question range from the
evolvement of disease patterns to the administration of health services. The
government focus more on improving the socio-economic development of the rural
population after Malaysia gained independence. The country has a total of 65
hospitals when it gained independence in 1957 but since then the Ministry of Health
had shown an excellent achievement in providing health care services. In 20 years
since independence (1957-1977), the national healthcare development had focus
primarily on the development and upgrading of existing health services and it was
during this period the General Health Centre, Minor Health Centre, Midwives Centre
and Clinics were built. The Ministry Of Health has also played a role in rehabilitation
of social issues and community development. The Welfare Department was placed
under the Ministry of Health in two separate periods, from 1956 to 1957 and 1960 to
1962. During the merger, the ministry was named the Ministry of Health and Social
Welfare with the honourable Dato V.T Sambathan (1957-1959) as its first minister. In
1963, the ministry reverted to its original name, the Ministry of Health with its fourth
minister, the honourable Dato Abdul Rahman Talib (1962-1964), and the name
remained to this day. The Ministry of Health will continue to grow with the increase
of health facilities each year. The ministry also serves as a reference from
neighbouring countries in a variety of medical technologies and methods such as
Cardiology and Geriatric medicine. The focus of the ministry is now more extensive
especially in providing equitable, accessible and quality health facilities. This
development is consistent with the pattern shift in environmental health, health
technology development globally and liberally pursuant to the changes of diseases,
health, environment and technological development in the world. The private health
sector provides mainly curative and diagnostic health services in urban areas. In fact,
most primary care in urban areas is currently provided by private practitioners, and

there are large numbers 19 of private dental clinics and retail pharmacies, as well as a
growing number of private hospitals. Since independence, the government and the
Ministry of Health has emphasized reaching rural areas with services, including
primary care and dental services.

3. Discussion
3.1

The importance of leadership in ministry of health (MoH)

Leadership is vital in MoH for two major reasons. Main, leadership directly and
indirectly have influence the commitment of the employees towards their duty and
dedication in supporting the health departments value, vision and mission. Then, this
commitments and dedication is related to both health department achievement and it
employees performance which influences the quality of services provided to the
citizens. The effective leadership will permit the health department to effectively
deliver the department values, achieve the mission, and attain the vision and goals. It
is vital to the health department leaders to understand that patients are not just a client
and health professional are not just employees. The doctors, nurses, physicians and
other professionals in health department not only aiding the health department but
they empower the health department to provide better service to the communities. The
health department leaders need to recognize what is utmost important task that the
staffs do every day and find the better way to improve their performance. Health
department spend a huge amount of money investing in infrastructure to improve on
hospitals and purchasing new equipment to be update with changes in hospitals.
Nevertheless it been least focused on spending on developing or understanding the
people whom work in the hospitals. Not only the health department leaders essential
to comprehend the environment of the field, its a leaders job to provide good
environment to the employees to work if the leaders fails to do it may effect in the job
performance which later gives negative impacts on the service being provide to the
people. To improvise the staffs job performance and dedication as well as their job
satisfaction, leaders required to observe the leadership in the health department. There
are significant area need to understand by the leader, the reason for some staff work
harder than other, the steps need to be taken to make the motivate the other staff and
what would be the effective motivators to them. It is obvious that the performance of
MoH is a product of several factors. First factor is the effectiveness of leader within

MoH to include hospital administration, physicians, nurses and other medical

professionals in supporting staff as well as conveying the MoHs value, mission and
culture. Secondly, its the dedication, motivation, commitment and performance of
workers. Lastly, its also the form in which the MoH is structured. Even MoH are
made up of the best people and invest huge amount in human capital, they could
perform poorly, if the worker are organized in right way that can prevent conflict with
among the employees, and work together productively.

3.2

Leadership Styles in Hospitals

Leaders in the MoH are conscious of the difficulties and environment changes in
health industry, as one a government department they need to familiarize to this
turbulent situation. Identify the leadership talent of the staffs and set the MoH
direction and alignment to gain the commitments from them to meet the mission.
MoH Leaders must gradually adjust to encounter the changes in the environment. The
nation healthcare need to grow more advance in technology and medicine. Respond to
the demand that required by hospital environment. The leaders of MoH must manage
the latest and diverse challenges healthcare department. Leaders also need recognize
that the communities that they serve depend on the hospitals to produce new value and
capitalize more resources to upgrade the state of healthcare. It is essential to identify
the best leadership style to be utilized in MoH, whether to use transformational or
authoritative leadership style. This both style have different consequences and
teamwork. The transformational style focuses on the team support, autonomy,
motivation, commitment and team member development, job satisfaction, moral,
employee performance and group cohesion. The authoritative style of leadership
emphasize on controlling the members to get them to behave as the managers want
them to perform. This style grips and threat to inspire the employee and promotes
separation. The transformational leadership style increase the productivity, employees
performance and group cohesion, the authoritative leadership style increases
separation and autocracy which has a negative impact on team member performance.

3.3

Statement Discussion

Delays in taking action and failure in enforcement are the most frequent complaints
made by the public against the civil service. According to the Public Complaints

Bureau (PCB), 36 per cent of complaints received as of November last year were on
late or no action by government agencies and departments, 13 per cent were on lack
of enforcement. Other complaints on government service filed adhere to procedures,
unsatisfactory manpower quality, lack of public amenities, unfair action,
inadequacies in policy implementation, abuse of power and staff misconduct,
(Fairuz Mohd Shahar, Civil services lack of action top grouse, New Straits Times, 4
January, 2016, p.12).
Based on the Public Complaints Bureau annual report of 2001, complaints regarding
the Ministry of Health and agencies under it total at 108 complaints. Of these cases,
only 47 out of the 87 investigated were found to be substantiated while 21 cases were
still under investigation.
The total number of complaints received had decreased by 6.1% compared to 115
cases for the year 2000. Complaints against hospitals seemed to be the highest with
66%, followed by complaints against the Medical Services Division with 7.3%.
Most of the 3 complaints were regarding delays by the hospital in issuing medical
reports, attitude of hospital staff who were lacking in courtesy towards their clients
and lack of public amenities in the hospital/clinic. Other complaints were regarding
service matters.
The total number of complaints against the Ministry of Health is as shown in Table
below ad followed by a chart.
Agency
Hospital
Medical Services Division
Ministry
Health Services Division
State Health Directors Office
Dental Services Division
Human Resource and Training Division
National Heart Institute
Medical Research Institute
Respiratory Medical Institute
Nursing Board
TOTAL

Total
Received
72
6
8
4
10
2
2
1
1
1
1
108

Total
Resolved
61
6
4
2
7
2
2
0
1
1
1
87

Substantiated
40
4
1
0
1
0
0
0
1
0
0
47

Under
Investigation
11
0
4
2
3
0
0
1
0
0
0
21

The highest number complaints been registered from the hospitals with 67% out of the
total complaint made during the year. Followed by the State Health Directors Office
with 9% complaints. The rest 24% complaints received from the agencies under the
Ministry of Health Malaysia (MoH). Below is the some example of substantiate cases
against MoH.

3.3.1

BPA/U/9/2001-11/PU/19 (8134) - (Unsatisfactory Service at the Orthopaedic

Clinic)
The Orthopaedic Clinic failed to trace a patients card resulting in other
patients who had come after her receiving treatment earlier. The complainants
mother was not examined until a complaint was made to the hospital
management and the counter clerk uttered unnecessary remarks regarding the
complaint. Investigation showed that the hospital management had taken
action to remove the clerk from counter services and all hospital staff was
given a course on serving the public better.

3.3.2

BPA/9/2001.11/H/8121 (Delay in Amending a Medical Report)

A complainant had applied to a hospital to amend some wrong facts in a
medical report. The application was made on 16.4.2001, but until November

2001 the mistake was not rectified. According to the initial report, the victim
was riding a bicycle while he was involved in an accident on 15.1.2001, when
in actual fact he was walking home from school. Investigation revealed that
the amendment to the report had been sent to the complainant. However, there
was a delay due to the fact that such amendments require the Medical Legal
Division and the Medical Practices Division, Ministry of Health to approve
such amendments before they can be released.
3.3.3

BPA/9/2001.12/H/8228 (Delay and Wrong Payment of Salary)

A complainant, a nurse at a hospital was dissatisfied with her October 2001
salary, which should have been RM1,314.50 but she was only paid RM197.18.
She was informed that her adjusted salary would be paid on 7.11.2001, but she
failed to receive it. She was then informed that the money would be banked in
by 22.11.2001, but upon checking with the bank she found that only the bonus
was paid into her bank account. Investigation revealed that the mistake was
made in the Account Generals Department. The adjustments were made and
the payment was made on 23.11.2001.

3.3.4

BPA./9/2001.10/H/7576 (Dissatisfaction with Counter Service)

A complainant was dissatisfied with a staff at the Pharmacy Section in a
hospital for continuously informing him that the medicine Neurobion which
was prescribed by the doctor was out of stock. He was told to purchase the
medicine in a private pharmacy. The staff also had changed the name of the
medicine as a vitamin. The complainant also alleged that the Emergency Wad
was short of staff as patients had to wait a long time before they were attended
to by the doctor.
"Neurobion" is a medicine under the Category A which requires the approval
of a specialist for the purpose of control due to the cost of the medicine and
should be given only to the patients to whom it is prescribed. However, from
October 2001 this medicine was categorised under B which meant that it could
be given without the approval of the specialist. This medicine is similar to
Vitamin B1, B6 and B12. With regards to the staffing at the Emergency Ward,

the hospital had three categories i.e. critical cases under code red, partially
critical under code yellow and non-emergency under code green. This coding
ensured that the medical officer could efficiently and accurately carry out the
necessary emergency treatment.
3.3.5 BPA/9/2001.11/PPKN/8009 (Retired for Seven Years and Still No Pension
Payment)
A complainant, a support staff at the District Health Office, had retired on
29.11.1994. He reported that he did not enjoy any pension benefits even after 7
years of retirement. Investigation revealed that the complainant had not
furnished the documents that were requested by the department. Since
29.5.1993, the State Health Department had requested for the documents to
process his pension. Only after many reminders, on 14.6.2000 he responded
and even then it was not complete. The documents were finally forwarded to
the Pension Division on 11.10.2001 for processing.

3.3.6

BPA/9/2/2001.10/H/7954 (Shortage of Public Toilets at a Hospital)

A complainant was not satisfied with the lack of public amenities at a hospital
which had only one public toilet in the whole hospital. The public had to line
up to use the facility. Upon investigation it was found that there were 24 public
toilets in that hospital in contrast to the claim by the complainant.

Hospital

Complaints Resolved
Medical Services Division

Ministry

Health Services Division

2%
8%

2% 1% 1% 1%

State Health Directors2%

Office

Dental Services Division

5%
7%
Human Resource and Training Division

National Heart Institute

70%
Medical Research Institute

Respiratory Medical Institute

Nursing Board

The chart show the cases or complaints that been resolved during the year it received.
61 complaints been resolved out of 72 complaints reported. Complaints against State
Health Directors Office received 10 and 7 been resolved. The complaint received
against Ministry and Health Services Division is 8 and 4 respectively and 2 and 4
been resolved respectively. All the complaints against Medical Services Division,
Dental Services Division, Human Resource and Training Division, Medical Research
Institute, Respiratory Medical Institute and Nursing Board been resolved within the
year. Only 1 complaint against the National Heart Institute was recorded and that
wasnt manage to resolve within the year. This chart shows the efficiency of the MoH
in handling the complaint and resolving it. Even the highest number of cases recorded
in hospitals but 85% of the case are been solved, and only 15% of the case are remain
unsolved during the year. The following table shows the number complaints received
by Public Complaint Bureau (PCB) for the year 2013, 2014 & 2015 as a comparison
of complaints received against the ministries.

In year 2013, total complaint received by PCB was 6,183, and total case resolved was
5,970. The cases that resolved within 15 days is 3,246. The second highest complaint
recorded against the MoH, where the number of complaint received was 480 and 84.4%
complaint been resolved which 405 complaints. 170 (42%) out the 405 complaint been
solved within 15 days. 75 complaints was under investigation during the year.

In 2014, total complaint received by PCB 4,518, and total case resolved was 4,481. The
cases that resolved within 15 days was 2,772. This year complaint against MoH fall in
the third highest record. However the number of complaint received this year its lesser
than the previous year, where the total complaint received against MoH was 368 and
the total resolved complaint was 364 which is 98.4%. 312 (85.7%) case was resolved
within 15 days. 4 complaints was under the investigation during the year, from this we
can we see that not only the complaints has dropped compare 2013 but almost all the
complaints also been resolved. This illustrates the increase efficiency of the MoH, and
the factor involved is the efficiency of the leadership in the MoH.

Lastly we going to compare the complaints received in 2015. The total complaints
received was 3,892 and 3,859 was resolved within the year. The total complaint reduce
in this year compare to last year. However complaints against MoH been moved to the
second highest complaint received 401 complaints. Unfortunately complaint on MoH
increase to 401 complaints. The complaints that been resolved was 398 which is 99.3%
complaints been resolved. 358 (89.9%) complaints been resolved within 15 days of the
complaint received and 3 complaint was under investigation in the year. Even though
the complaint rate on MoH increase but the percentage of complaint resolved increase
compare to last year and percentage of complaint resolved within 15 days also
increased compare to previous year.

3.4

Discussion on Leadership Style in MoH

MoH changes were upheld utilizing the transformation authority style. Both the
hospital and other Health department agencies used the backing and input of medical
professionals as well as other staffs to make these changes effective. If MoH were to
have used the authoritative leadership style where learning and assessments were not
shared, and representatives were thought to be of no worth to the ministry and ought
to simply stick to orders, the changes might not have been as fruitful. Similarly as
with the participative leadership style, every helpful to stressed the significance of
their main goal, objectives, and vision to representatives and how they assumed an
important part in the change. Emphasis was set on the significance of workers and the
quality that they add to the MoH regarding the completion of goals detailed in the
transformation and additionally performing in connection to every association's
missions and qualities.
The above Given the distinction between the participative and authoritative leadership
styles, one can presume that the participative leadership style is best style to use to
enhance processes inside of the MoH and additionally expand employee performance
and the quality and wellbeing of patients. The above exploration and cases secured
the significance of leadership at the managerial level and how initiative can affect the
MoHs goals. As previously discussed, utilizing the transformational leadership style,
administrators collaborated with staff and medical professionals to expand the health
department and employee performance through the correspondence and backing of the
MoHs mission and culture. While administrators correspond with medical
professionals, it is up to the doctors to then speak with nursing staff, clinical staff, as
well as support staff in regards to the values and goals of the MoH and inspire
employees to take after this vision and mission.
Due to the changing healthcare environment, integrated healthcare conveyance
frameworks are being applied, modifying the way leaders relate to healthcare
department conveyance. Subsequently, the role of leader is experiencing a critical
change. Prepared to be individual decision makers, leaders now end up taking part in
gathering critical thinking and community oriented decision making. Leaders, who are
used to be "captain of the ship", now should utilize group leadership skills to rouse a
mutual vision, encourage accord, and steer the move into the integrated healthcare

conveyance framework. Successful leaders have numerous characteristics in common

with their staff, for example, the shared value of the patient care process, the
recuperating mission of pharmaceutical, and the perspective that the entire association
of care giving must work toward a typical vision with normal objectives, so as to
make a generous impact on the wellbeing of individuals. There is presently a
significant importance placed on leadership as far as supporting and passing on the
mission and objectives of the health department establishment, and in addition trading
data with employees and expanding their inspiration and commitment given the
changing and competitive healthcare department. The health department leaders as
pioneers set an example for rest of the staff, and the leadership style that physicians
embrace will affect both the level of support required from all employees to meet the
goals and mission of the association, and worker inspiration and performance.
As already discussed about the rationalistic approach, is a leadership style that uses
bureaucratic control, connected with the styles used by leaders, or humanistic
approach, depends on human needs, connected with the styles used by pioneers. In
this manner, is the management versus leadership view contends that these inverse
ways to deal with leadership depend on the negative and positive perspectives of
human instinct. With this type of leadership approach in MoH the delay in action by
the employees in MoH can not to be reduced and shrink. And this shall be applied in
broader way not to restricted in within a smaller group.

4.0 Conclusion
Since the 1980s, complaint handling theory and practice has developed into a major
strategic focus in successful organisation. In recent years it has become more common
for complaint mechanisms to be sufficiently accessible and easy to use to enable the
people to complain without the need for external assistance as far as possible.
People should be provided with clear, comprehensible, and accurate information on
the process for initiating a complaint and be given information on avenues for appeal.
MoH leaders need to find out what its consumers think of it, both good and bad. The
Public Complaints Bureau (PCB) minds of the people and avoids their tarnishing the
reputation of MoH by voicing their complaints in the wider community. The focus

was on the complaints regarding the Ministry of Health why it is important to have a
complaint handling system; setting up a system; the day to day running of the system;
and maintaining the system in good order. It also provides useful appendices on
selection criteria for complaint handling personnel; how to process oral complaints;
and good investigation practice.
Consumer activism and media interest exposed large numbers of unsatisfactory and
unacceptable practices in various industries. These ranged from incomprehensible
contract terms through to failure to respond to complaints and repair mistakes or,
indeed to provide any relevant information to bewildered consumers.
Initially, the focus was on the financial services sector, but the utilities rapidly came in
for the same sort of scrutiny. This was accelerated in various countries with the
privatisation of previously state owned monopolies. Other sectors that attracted
attention and various redress systems included real estate agents; general directors;
legal services; public and private health services
One strategy for them to monitor and maintain a good relationship with people
customer and how it will impact the Health department performance is taking action
in enforcement are the most frequent complaints made by the public against the civil
service. In healthcare department, patients satisfaction refers to customers respond or
perception about service or product they used or consumed. Achieving customer
satisfaction positive respond from customer when they receive healthcare services and
appear to have more confidence in their healthcare providers based on past
experiences.
The patients usually prefer to believe in their providers, so health department need to
ensure that their patients satisfy with the treatment given. This is because patients
satisfaction will affect the performance of the health department. Achieving customer
satisfaction can be viewed as one of the health departments performance target. If
customers satisfy with the service offer by health department, it will bring customers
loyalty to use the service or product again in future.
Health department should offer their best in delivering and providing the service. As
in hospital, they should prepare various hospital facets such as technical, functional,
infrastructure, interaction and atmosphere to the fullest to bring the customer

satisfaction or dissatisfaction of service is up to the customers since they are the

person receiving the service and its indeed subject to cultural and personal issues.
The health department should have a culture that welcomes complaints and a noblame approach when complaints arise. If health department such as suppliers of
goods and services, including government services, implement a complaint handling
system it can provide a complainant with access to an open and responsive complaint
handling process. Provide system to enhance the ability of the organisation to resolve
complaints in a consistent, systematic and responsive manner, to the satisfaction of the
complainant and the organisation; enhance the ability of an organisation to identify
trends and eliminate causes of complaints, and improve the organisation's operations.
The system also can help an organisation create a customer-focused approach to
resolving complaints, and encourage personnel to improve their skills in working with
customers; and provide a basis for continual review and analysis of the complaint
handling process, the resolution of complaints, and process improvements made.

In addition, information obtained through the internal complaint handling process can
lead to improvements in products and processes and, where the complaints are
properly handled, can improve the reputation of the organisation, regardless of size,
location and sector. The health department should ensure that accountability for, and
reporting on, the actions and decisions of the organisation with respect to complaint
handling are clearly established. The operation section concentrates on the process for
dealing with individual complaints.
As the custodian for health in the country, it is imperative that the MoH addresses
these concerns in the interest of boosting the system which in turn will ensure the
health of the people. The MoH shall give emphasis to the changing patterns of
communicable as well as non-communicable diseases, including mental health. At the
same time, it will persevere to provide universal coverage of healthcare services at
affordable costs. Provision of quality of services and optimisation of health resources,
in the forms of human, financial, infrastructure and technological will be given
priority, both in the public and private sectors. The MOH will also not overlook the
marginalised population such as the underprivileged and elderly as well as those
living in the remote parts of the country.

Malaysia is to be a nation of healthy individuals, families and communities, through a

health system that is equitable, affordable, efficient, technologically appropriate,
environmentally adaptable and consumer-friendly, with emphasis on quality,
innovation, health promotion and respect for human dignity and which promotes
individual's responsibility and community participation towards an enhanced quality
of life.
Absence of such laws means that consumer detriment in terms of death and injury
from unsafe good and economic loss can occur. These laws, in turn, need to be visibly
and robustly enforced. Governments also need to have the will and capacity to
identify where unscrupulous market participants are disadvantaging vulnerable
consumers and to intervene quickly and resolutely on their behalf. However, there is
an option for regulators to promote effective self-implemented compliance systems
for these safety net laws and to concentrate their efforts on those who deliberately
flout the law or are indifferent to implementing a compliance system.
Governments can also have a role in improving consumer access to market
information through the promotion of standards or codes that set rules for better
information disclosure and access to objective advice for consumers.
The key role, therefore, for governments is to ensure that there are adequate national
policy settings for consumer protection. These need to empower national consumer
policy and enforcement agency to police markets while laws or regulations mandating
the need for sound complaint handling systems and redress mechanisms within
business and government departments are also required.

References
Official Portal Ministry of Health Malaysia:
MOH history- http://www.moh.gov.my/english.php/pages/view/532
Public Complaints Bureau Annual Report 2001
Public Complaints Bureau Annual Report 2013
Public Complaints Bureau Annual Report 2014
Public Complaints Bureau Annual Report 2015
World Health Organization Western Pacific Region, Ministry of Health Malaysia
(2001). The Structure and Sustainable Delivery of Essential Public Health Functions in the
Western Pacific Region. Kuala Lumpur, Ministry of Health Malaysia.
Country Health Plan: 9th Malaysia Plan 2006-2010. Book 1, Ministry of Health Malaysia

Programme Health Plan: 9th Malaysia Plan 2006-2010. Book 2, Ministry of Health
Malaysia
Malaysia Medical Association, MMA. Health for All. Selangor 1999
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