School of Social and Political Sciences - Research Publications
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ItemChanging professions - General Practitioners' perceptions of autonomy on the frontline(SAGE PUBLICATIONS LTD, 2003-03)Professional autonomy is a much-used concept which has operated with scant empirical attention directed at understanding its meaning among practitioners. This study investigates how General Practitioners (GPs) understand their professional autonomy, and what they perceive to be the main threats to it. Four focus groups were attended by 25 GPs in Melbourne. We found that GPs aspire to an ‘ideal type’ of professional who has the freedom to determine what is best for patients, but they believe their autonomy is threatened by financial constraints, greater accountability requirements, and more demanding patients. These findings reveal how GPs understand autonomy in their practice, and indicate that their concerns may have little to do with the deprofessionalization and proletarianization theses. Micro-level studies of GPs in the workplace, combined with greater understandings of different aspects of professional autonomy, appear useful in understanding how GPs’ work and autonomy is changing.
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ItemNetworks and interactivity: making sense of front-line governance in the United Kingdom, the Netherlands and Australia(Informa UK Limited, 2003-03-01)
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ItemBureaucracy, network, or enterprise? Comparing models of governance in Australia, Britain, The Netherlands, and New Zealand(BLACKWELL PUBLISHERS, 2003-01-01)Theories of democratic government traditionally have relied on a model of organization in which officials act impartially, accept clear lines of accountability and supervision, and define their day–to–day activities through rules, procedures, and confined discretion. In the past 10 years, however, a serious challenge to this ideal has been mounted by critics and reformers who favor market, network, or “mixed–economy” models. We assess the extent to which these new models have influenced the work orientations of frontline staff using three alternative service types—corporate, market, and network—to that proposed by the traditional, procedural model of public bureaucracy. Using surveys of frontline officials in four countries where the revolution in ideas has been accompanied by a revolution in methods for organizing government services, we measure the degree to which the new models are operating as service–delivery norms. A new corporate–market hybrid (called “enterprise governance”) and a new network type have become significant models for the organization of frontline work in public programs.