16 AUSTRALIAN DEFENCE FORCE JOURNAL NO. <strong>107</strong> JULY/AUGUST <strong>1994</strong>Formal authority allows the CO to attempt to controlconflict by decree. It was possible to promote EEOprinciples with the compulsory employment ofwomen in the field component and in positions ofauthority. However, it should be noted that this actionresulted in covert manifestations of conflict. Theestablishment of an organisational structure, rules andregulations that are justified on technical terms arealso motivated by considerations relating to issues ofcontrol.Control of resources is also a powerful tool availableto a CO. At 1st Field Hospital, the control ofstaffing was a key issue and was used to influence thebalance of power between department heads. It waspossible to effectively place greater emphasis of fieldactivities by allocating staff to the person in control ofthe field component. At the same time the maintenanceof the traditional division of labour betweenmedical and nursing staff did not resolve that inherentconflictThe influence of medical administrators was alsoincreased as a result of their ability to control informationsystems within the hospital. The senior medicaladministrator acted as a "gatekeeper" (Pettigrew.1972. p. 197) and was able to control and shape informationflows in accordance with personal intereststhat also conformed with the CO's desired outcome.The coalition between CO and the senior medicaladministrator played an important part in shapingactions within the hospital.Symbolism and the management of meaning alsoplays an important part in the control of conflict(Pfeffer, 1981. p. 181). Ceremonies are an integralcomponent of any military organisation. At 1st FieldHospital, military parades were used to demonstratethe power structure within the organisation. In addition.the use of the unique military language of acronymsand abbreviations was also used to reinforce hierarchalrelationships. These relationships were furtherdemonstrated during ritual events such as regular conferencesand formal social functions. Finally, a mythwas cultivated following 1st Field Hospital's victoryat the annual health services sports competition in1990. This myth created a strong bond between allpersonnel and was invoked as a symbol of successand unity.ConclusionThe amalgamation of two Army units to create anew 1st Field Hospital was undertaken as part of the<strong>Australian</strong> Army solution to financial restraint and arenewed emphasis on the field Army. Other lessapparent external factors influenced the amalgamationprocess: community attitudes to social issuessuch as the employment of women, the nature of thecivilian health care system and consumer expectations,in particular. Internal factors also affected theprocess of change. Specifically, the establishment of abureaucratic control structure that placed greateremphasis on medical administration at the expense ofprofessional autonomy. Changes to the corporateculture were also initiated that placed greater emphasison the military ethos and acknowledged the placeof women in the field Army.The amalgamation process was one of majorchange for both medical units, and dramaticallyaltered the work practices of key personnel. The militaryapproach to managing this change is derivedfrom an instrumental account of management andemphasises the psychological perspective of leadershipand motivational skills. However, this approachdoes not pay credence to the interests, meanings orbeliefs of individuals within an organisation. A considerationof these factors recognises that conflict isinherent in all organisations and that power resourcesmay be mobilised to manage conflict. This articleidentified the power resources available to the CO 1stField Hospital and their use. In this case the mobilisationof power resources controlled most sources ofconflict so that the amalgamation process was recognisedas a success. At the time these actions wereintuitive; they may have been enhanced to a greaterunderstanding and awareness of the politics of managingchange.KIW.IOCRAPmAlford, R.. 'The political Economy of Health Care: Dynamicswithout Change" Politics and Society. Winter. 1972. p.79-116.Aungles, S., & Parker. S., Work Organisations ant! Change. Allen& Unwin. Sydney, 1989. p. 16.Brown. R.. Reorganising the National Health Sen-ice. Blaekwelland Robertson. 1979. p. 171 -172.Daniel, A.. Medicine anil the Stale, Allen & Unwin. 1990. Sydney.<strong>Defence</strong> Report, 1990-IWI. AGPS, Canberra. 1991.Dibb. P.. The Dihh Report. AGPS Canberra. 1986.Edwards. P.. Conflict at Work. Blaekwell. New York. 1986. p.24.Hacked. J.. The Profession of Arms. Sedgwick and Jackson.London. 1983, p.215-228.Her/berg. F., "The Motivation-Hygiene Theory", in OrganisationTheory: Selected Readings. lid by D.S. Pugh. Penguin. Melbourne.l990,p.375-392.Mintzberg. H.. "The Manager's Job: Folklore and Fact", inOrganisation Theory: Selected Readings, ed by D.S. Pugh.Penguin. Melbourne. 1990. p.223-245.Morgan. G.. Images of Organisations. Sage. London, 1986. p. 141-198."O'Connor. M.. To Live in Peace: Australia's <strong>Defence</strong> Policy.Melbourne University Press. Melbourne. 1985. p. 15.
POLITICS AND MANAGEMENT OF CHANGE 17Palmer. G.. & Short. S.. Health Care and Public Policy.Macmillan. Melbourne. 1989.Pettigrew. A.. "Information Control as a Power Resource"Sociology, Vol. 6. 1972 p. 197.Pettigrew. A.. "Context and Action in the Transformation of theFirm". J. Of Management Studies, 24.6. Nov. 1987. p.649-670.Pfeffer. J. Power in Organisations. Pitman. Marshfield. 1981.p.181.Pfeffer. J. & Salancik. G.. The External Control of Organisations.Harper & Row, London, 1978, p.5.Willis, E.. Medical Dominance: The Division of Labour in<strong>Australian</strong> Health Care. Allen & L'nwin. Sydney, 1989.Colonel Wayne Ramsay joined the Army as a medical undergraduate in 1976. He graduated from the University of Tasmania in1977 with a Bachelor of Medicine, Bachelor of Surgery and Bachelor of Medical Science. His first posting was as RMO 1stArmoured Regiment and was followed by a range of command and staff appointments. From Dec SS until Jan 92 he was CO 1stField Hospital. He attended Command and Stuff College. Queenscliff in I9S6 and completed a Master of Health Administration atthe University of New South Wales in 1992. He is currently posted as Commander, Land Command Medical Senices.<strong>1994</strong> RMF HISTORY CONFERENCETheRAAFinEuropeandNorthAfrica• The <strong>1994</strong> RAAF History Conference will be held onThursday 20 October.• The venue will be the Theatre of the National Galleryof Australia, Canberra.• The registration fee of $30 will include attendance,morning and afternoon teas, lunch and a bound copyof the proceedings.• Seating is limited so early registration is advisable.• For registration forms please contact:Ms Sandi Seignarack of the Air Power Studies Centre,RAAF Base Fairbaim, ACT 2601Telephone: (06) 267 6563 • Fax: (06) 267 6382
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