ISSUE 107 : Jul/Aug - 1994 - Australian Defence Force Journal

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12 AUSTRALIAN DEFENCE FORCE JOURNAL NO. 107 JULY/AUGUST 1994CMRI Project. Final Repon. Croup Representation in the EuropeanArmed Forces, 1979.Coulter. P.G.C., Captain, "Three Strikes; is the Union Out?",Marine Corps Gazette, August 1978. pp.22-27.Commonwealth Employees Rehabilitation and Compensation Act,Australia, 1988.Defence Act. Australia. 1903.Grazebrook, AW. "The Defence Force Needs a Voice". PacificDefence Reporter. July 1983. pp.46-47.Gowans, P.T.F.. Brigadier, "The Armed Forces Federation ofAustralia — A Major Change in Defence Industrial Relations.Journal of the Royal United Services Institute of Australia, Vol 8,No 2, June 1986, pp.23-29.Hogan. G.P., Captain, Aust Int Corps. "Collectivism in the AustralianDefence Force: Military Anathema or Natural Progression?".Defence Force Journal. No 77. July/August 1989. pp. 11 -18.Janowitz, M., The Professional Soldier. The Free Press ofGlencoe, 1960.Janowitz, M., "From Institution to Occupation: The Need ForConceptual Continuity". Armed Forces and Society, 1977, 4,pp.51-4.Janucey, J.R., Major. RAA, "The Evolution of Military IndustrialRelations'*. Defence Force Journal, No 40. May/June 1983.pp.35-49.Krendel, E.S., & Samoff. B.L.. (eds). Unionising the ArmedForces, University of Pennsylvania Press. 1977.Lawrence, R.K., Lieutenant Commander, RAN "A Study of theArmed Forces Federation of Australia and its impact of theAustralian Armed Forces", Journal of the Royal United ServicesInstitute of Australia, Vol 8, No 2, June 1986. pp.31-37.Lunt, J.D., Major General. "A Right to Strike?". The ArmyQuarterly and Defence Journal, Vol 108, No I. January 1978.pp. 10-13.Moskos, C, "From Institution to Occupation: Trends in MilitaryOrganisation". Armed Forces and Society. 4, pp.41 -50.Oates, P.J., Captain. RAN. The Australian Defence Force andEnterprise Bargaining, 1992. Unpublished paper.Parsons, Jim. "Personnel Representation in the Australian DefenceForce or Trade Unionism'?". Journal of the Australian Naval Institute,August 1992, pp. 15-16.Pratt, Graham., "The Development of Military Industrial Relationsin Australia", Journal of Industrial Relations, September 1977.pp.321-333.Report of the Committee of Review, (The Hancock Report). 1993.Review Body on Armed Forces Pay (UK). Twenty-second Report,1993.Royal Netherlands Naval Officers Association. Information Sheet.Sabrosky. A.N., Blue Collar Soldiers'.' Unionisation and the USMilitary. Foreign Policy Research Institute. Philadelphia. Pennsylvania,1977.Swedish Officers Association, Information Sheet.Taylor, W.J., (Jr), Colonel, US Army, "Military Unions for theUS: The Irrelevance of the European Experience", Naval WarCollege Review. Winter, 1978, pp.79-87.Captain Toni Averay joined the Army in March I9H5 as an RAAEC officer and was posted to EnoggeraEducation Wing in Queensland as a Lieutenant instructor. After transferring to RAEME in I9H7 she was promotedto Captain and posted to I Training Group as a Training Development Officer. Captain Averay wasadjutant of RAEME Training Centre 1990-91 and instructor and company second-in-command at Duntroon in1992. In 1993 she was selected for full-time civil schooling where she completed a Graduate Diploma inIndustry Relations at Canberra University. Captain Averay is currently posted as S()2 Pay and Allowances inthe Directorate of Personal Support and Conditions — Army.
Politics and the ManagA Case Study from theArmy Health ServicesBy Colonel W.P. Ramsey.The Contest of ChangeIntroductionDuring the past seven years the Australian DefenceForce has undergone major structural reshaping.The Dibb Report (1986) and subsequent DefenceWhite Paper (1987) have provided a new focus fordefence planners. They created a renewed interest infield activities with a strategic emphasis on northernAustralia. At the same time, the economic consequencesof the national recession was manifested asfinancial restraint in all government departments includingDefence.The Australian Army identified one solution tothese influences as the amalgamation of static andfield units with similar functions. It was anticipatedthat the amalgamated units would more effectivelyutilise the available personnel while still performingthe same functions; the Army Health Service (AHS)were not immune from these changes. In 1989, a fieldhospital (1st Field Hospital) and a static hospital(2nd Military Hospital) were amalgamated in Sydney.The new 1st Field Hospital retained a primary roleof providing level three medical support to thefield Army. At the same time the new hospital wasalso tasked to provide Australian Support Area(ASA) medical support to military personnel in theSydney area, previously provided by 2nd MilitaryHospital.The amalgamation process was a major change forboth medical units and had the potential to dramaticallyalter the work practices of all personnel involved.It is well recognised that the process of change isassociated with uncertainty and anxiety among participants(Brown, 1979, p. 171). These characteristicswere demonstrated at 1st Field Hospital during theamalgamation process. This article will explore themanagement of change at 1 st Field Hospital and willbegin with a contextual analysis of the circumstancessurrounding the process of change (Pettigrew. 1987.p.655). It will then consider the traditional militaryapproach to the management of change. Finally, analternate approach that recognises the management ofchange as a political process will be described.It is acknowledged that external factors play animportant part in shaping the actions of individualswithin an organisation (Pfeffer & Salancik, 1978,p.5). The ideology of both major political parties inAustralia reflects national perceptions and expectationsabout the defence forces. While both partiesacknowledge the need for a well equipped DefenceForce, it is also acknowledged that the Defence Forcereceives significantly lower priorities during times ofpeace (O'Connor, 1985, p. 15).Although the Australian Defence Force (ADF)receives little public attention during peace time, exceptionsdo occur when it is involved in major financialexpenditure, especially the purchase of significantcapital equipment items. Other instances are usuallyassociated with controversial social issues such as theenlistment and retention of homosexuals in the ADF.Recently, the peace and environmental movementshave also sought to influence the national defenceagenda by arguing for a peace dividend following theend of the "cold war".One other social issue has also had a major impacton the Australian Army. While the ADF has formallyacknowledged the effect of Equal EmploymentOpportunity (EEO) principles on the employment ofwomen, the ratio of males to females in the AustralianArmy is still only 10:1. (Defence Report, 1990-1991).At the same time, the employment of women incombat-related tasks has now received formal recognition.The impact of these initiatives is relevant to 1 stField Hospital. For many years, the only females inthe unit were nurses associated with an operationalrequirement (Daniel. 1990).In another external contest, it is important to considerthe impact of changes to the Australian healthcare system on AHS. Army Health Services areunique in that they provide comprehensive health careto all personnel and are financed by costings determinedby historical expenditure. The civilian healthcare system has recognised inefficiencies with historicalbased funding and has developed a number ofmethods, including privatisation, to restrict healthexpenditure. While contracting-out has been used bythe Army for some services, until now the AHS have
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