Grand designs? The managerial role of ministers within Westminster- based public management policy (Record no. 97645)

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fixed length control field 01507pab a2200169 454500
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fixed length control field 180718b2012 xxu||||| |||| 00| 0 eng d
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Francesco, Michael Di
245 ## - TITLE STATEMENT
Title Grand designs? The managerial role of ministers within Westminster- based public management policy
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Date of publication, distribution, etc. 2012
300 ## - PHYSICAL DESCRIPTION
Extent p.257-268.
362 ## - DATES OF PUBLICATION AND/OR SEQUENTIAL DESIGNATION
Dates of publication and/or sequential designation Sep
520 ## - SUMMARY, ETC.
Summary, etc. This article explores the design of public management policies in Westminster-based systems, with a focus on Australia. It argues that orthodox analysis of public management policy is deficient in two ways: first, policy change directed at bureaucratic structures tends to ignore the critical role that ministers must play in making ムmanagementメ reforms work; second, such policy change tends to assume away key ムinherenciesメ that inhibit behavioural changes in politicians that might otherwise be expected from enhanced management structures. The article examines the under-conceptualised managerial role that requires ministers to be an integral part of departmental leadership, and contends that key aspects of publicmanagement ヨ in particular, performance control ヨ are dependent on this ministerial role orientation becoming more prominent. In effect, the article raises a public management ムheresyメ by profiling the need for ministers to conform more with their own prescriptions for improved managemen
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Public administration
773 ## - HOST ITEM ENTRY
Main entry heading Australian Journal of Public Administration
908 ## - PUT COMMAND PARAMETER (RLIN)
Put command parameter N
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-- 97646
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        Indian Institute of Public Administration Indian Institute of Public Administration 2018-07-19 Volume no: 71, Issue no: 3 AR98106 2018-07-19 2018-07-19 Articles

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