Medical Practice in Early Colonial Spanish America: A Prospectus

This paper outlines the current state of research on medical practice in early colonial Spanish America. It argues that medical practice in Spain was more diverse than generally supposed, and that this complicated the exchange that occurred between Native American, African and European medical traditions in the Americas. Control of medical practice in Spanish America was exercised not through the establishment of state institutions, but through the close working of the state and the Church that on the one hand promoted medical care as a charitable activity and on the other sought to suppress practices that were incompatible with Catholic beliefs. However, due to the shortage of trained medical practitioners, the authorities were relatively tolerant of alternative medical practices and this enabled a process of exchange and fusion. The paper illustrates these processes with respect to medical practice in Cartagena de Indias in the early seventeenth century. It concludes with suggestions of avenues for future research.     

Worker Democracy and Worker Productivity

A major source of oppression in industrial and post-industrial society is the restrictive and highly authoritarian nature of the workplace. One response is to democratize the workplace by increasing the participation of workers in making decisions and in choosing and evaluating managers as well as sharing in the ownership of the firm. These are not new ideas, and there are many examples of organizations pursuing various forms of democratic practices. However, a major objection is that such participation would compromise economic and other types of organizational productivity. This article examines the empirical support for that argument over a wide range of types of organizations in which workers participate in important decisions affecting their welfare. The overall results of this survey across many different forms of work organization suggest that the evidence supports the opposite conclusion, that worker participation increases productivity, particularly when workers share the benefits of higher productivity. The challenge is to ascertain ways of spreading these practices more widely.     

Local Authorities and Non–elected Agencies: Strategic Responses and Organizational Networks

This article deals with developing relationships between local authorities and local non–elected public service agencies in England and Wales. It classifies local authority responses to the growth of the non–elected state. Account is taken of varying agency characteristics and the constraints and dilemmas they face. From the local authority vantage point what is at stake is organizational (re)positioning in a changing institutional environment. Insights derived from strategic management are therefore utilized. But resource dependencies and exchanges also manifest themselves in these emerging relationships. Moreover, account must be taken of the scope for local authorities to be 'network managers' given the structural reconfiguration of the local state. The analysis therefore takes on board organizational networking theoretical frameworks. Although central government remains best placed to manipulate the 'rules of the [new and uncertain] game', interesting possibilities present themselves if local authorities can show more strategic skill than in the recent past.