Public Sector
SUMMARY 6
Reference: Germov, J, ”Managerialism in the Australian public health sector: towards the hyper-rationalisation of professional bureaucracies.“ Sociology of Health and Illness 27, No. 6 (2005): 738-758.
The article outlines the effect and impact of managerialism on the organization’s operation in Australian public health sector professionals, which bases on 11 qualitative case-study researches with 71 semi-structured interviews. The data was collected from government funded independent evaluation of the BPHS programme with three components: case studies of the funded projects, quantitative surveys of health sector, and interviews with unsuccessful applicants. The key findings of the article are analyzing the useful of four hyper-rationality ideal types using neo-Weberian framework, limitations such as perspectives, and determining impact of managerialism in health sector particular on medicine and nursing.
Practical rationality (opportunism, professional projects and teamwork): The BPHS programme provided short term funding for the growing of “dissemination projects” which could be implemented spread out the health system. Practical rational accepts realities and works out the most expedient means of dealing with barriers (Kalberg 1980). Participants viewed projects in term of opportunity to promote what they do in order to fully used their expertise, expand professional practice to act more consultants rather than technicians and giving patient better care. At the aspect of teamwork, it can tap into employees by acting as forum in order to synthesis the experience and skill of individual so that problems could be solved.
Formal rationality (performance measurement, work protocols and contracts): Pathway and Internal Customer projects are tow examples used to discussed formal rationality. The Pathway developed term ”critical pathway” served to standardize professional work with the use of high level of details and comprehensive range of protocols,
Reference: Germov, J, ”Managerialism in the Australian public health sector: towards the hyper-rationalisation of professional bureaucracies.“ Sociology of Health and Illness 27, No. 6 (2005): 738-758.
The article outlines the effect and impact of managerialism on the organization’s operation in Australian public health sector professionals, which bases on 11 qualitative case-study researches with 71 semi-structured interviews. The data was collected from government funded independent evaluation of the BPHS programme with three components: case studies of the funded projects, quantitative surveys of health sector, and interviews with unsuccessful applicants. The key findings of the article are analyzing the useful of four hyper-rationality ideal types using neo-Weberian framework, limitations such as perspectives, and determining impact of managerialism in health sector particular on medicine and nursing.
Practical rationality (opportunism, professional projects and teamwork): The BPHS programme provided short term funding for the growing of “dissemination projects” which could be implemented spread out the health system. Practical rational accepts realities and works out the most expedient means of dealing with barriers (Kalberg 1980). Participants viewed projects in term of opportunity to promote what they do in order to fully used their expertise, expand professional practice to act more consultants rather than technicians and giving patient better care. At the aspect of teamwork, it can tap into employees by acting as forum in order to synthesis the experience and skill of individual so that problems could be solved.
Formal rationality (performance measurement, work protocols and contracts): Pathway and Internal Customer projects are tow examples used to discussed formal rationality. The Pathway developed term ”critical pathway” served to standardize professional work with the use of high level of details and comprehensive range of protocols,