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Economism, managerialism and health care
Neville Hicks
Department of Community Medicine, The University of Adelaide
Abstract
Marianne Weber's biography of her husband has a delightful story of Weber's service as a volunteer administrator in the Heidelberg Military Hospital during the first world war. Max Weber's final report on his work emphasised the importance of professional bureaucratic administration. Sheila Hillier includes the story in the opening paragraphs her account of his contribution to understanding modern health care systems before elaborating on Weber's important distinction between wertrational, or moral action, motivated by a belief in the intrinsic value of doing something; and zweckrational, or technical action, involving 'calculation of the appropriate action to be taken to achieve a desired end' (Hillier 1987).
In the end constructing a 'good' health service is a moral problem, not a technical one, but the contemporary pressure is all the other way. Weber feared that the technical would become the predominant form of 'rational' action in modern society and would be expressed through an iron cage of bureaucracy which would lock away questions about ultimate values. Pusey's study of life among the bureaucrats in Canberra reports on the current strength of the cage (Pusey 1991). He argues that the bureaucracy has made a major shift during the last thirty years, from a general interest in what kind of society Australia might be and how that society might be achieved, to a doctrinaire interest in whether the diversities of life in Australian society are consistent with the demands of 'The Economy'.
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