NEGOTIATING TECHNOLOGICAL CHANGE IN THE COMMONWEALTH BANKING CORPORATION

Abstract: In May and June 1981 Automatic Telling Machines (ATMs) were introduced into sixty-one branches of the Commonwealth Banking Corporation in New South Wales, Victoria and the ACT. In contrast to union bans which had been imposed on ATMs in the private banking sector, the Commonwealth Bank Officers' Association (CBOA) actively supported the use of this new technology. After outlining the industry industrial relations system this paper examines the three-way process of negotiations, involving the union, management and the federal government, which led to the introduction of ATMs. The terms of the agreement reached — a 19 day working month, early voluntary retirement after age 55 and a joint consultative committee on technological change in return for supports for ATMs — are analysed and the factors which contributed to the absence of industrial conflict during the negotiations are discussed.     

IMPLEMENTING ORGANIZATIONAL CHANGE: FROM TRADITIONAL TO NEW GENERATION JAIL OPERATIONS

The recent introduction of the New Generation, podular/direct supervision philosophy of jail architecture and inmate management dramatically changes the nature and design of the work performed by custodial staff. In particular, the new philosophy has the potential to "enrich" the job of correctional officers. Using before and after data gathered a t one institution, we address whether job enrichment is an outcome of the transition from traditional to podular/direct supervision detention facility design, and whether enrichment of the job affects employee perceptions of the work and of the organization.     

TECHNOLOGICAL INNOVATION

In capitalist reality as distinguished from its textbook picture, it is not that kind of competition which counts but the competition from the new commodity, the new technology, the new source of supply, the new type of organisation (the largest-scale unit of control for instance) — competition which commands a decisive cost or quality advantage and which strikes not at the margins of the profits and the outputs of the existing firms but at their foundations and their very lives (Schumpeter 1981).     

IMPLEMENTING POLICY-A BUREAUCRATIC POWER PERSPECTIVE

Abstract: This paper argues that theories of organisational power which are based on the concepts of dependence and uncertainty may constitute a useful approach for explaining the manner in which government policies come to be implemented. In the intra-organisational context, studies by Crozier and Hickson demonstrate that subgroups which can control sources of uncertainty and create dependencies rise to positions of relative power within the organisation and may use this position to bargain for increased organisational rewards. Subgroups within public sector organisations that achieve power in these terms may, as their organisational reward, seek to impose particular values on policy programs carried out by the organisation as a whole. Activities in the inter-organisational context may be viewed from a similar perspective. The work of J. D. Thompson indicates that organisations can possess positions of power relative to other organisations in their task environment. In the public sector such power may be used to influence the policy programs of dependent departments. The paper then suggests that in the public sector intra- and inter-organisational theories of power may be combined to explain how subgroups can evolve into organisations in their own right and, in so doing, succeed in considerably changing the stated direction of government policy. To show how such a situation can occur, a case study of the evolution of Queensland's institutes of technology is included. The paper concludes that theories of organisational power can be of value to policy implementation theorists but require some modification to accommodate the particular characteristics of the public sector environment.     

IMPLEMENTING PRIVATE SECTOR STRATEGIES IN EMPLOYMENT AND TRAINING PROGRAMS

This paper examines efforts to increase the role of the private sector in employment and job training programs mandated by the Private Sector Initiative Program (PSIP) and the Job Training Partnership Act (JTPA). In particular it will examine whether the emphasis on the private sector participation has led to a greater development of and reliance upon private sector strategies for training and placing the unemployed, as well as an exploration o f the relationship between public and private sector officials involved in program implementation.     

IMPLEMENTING A PROGRAM OF COOPERATIVE FEDERALISM IN SURFACE MINING POLICY

This article outlines the legislative history of the Surface Mining Control and Reclamation Act of 1977 and describes the forces that promoted a federalist arrangement of shared powers and responsibility for implementing the environmental reclamation provisions of the Act. The major components of the Act are reviewed and the Act is examined in terms of its general effectiveness in promoting reclamation as well as its contribution to the practice of American federalism and the capacity of state government to implement complex regulatory programs. The article concludes that SMCRA has had a positive impact in terms of improving state capabilities, expanding public involvement in decision making, and enhancing federal and state cooperation.