Grand designs? The managerial role of ministers within Westminster- based public management policy
By: Francesco, Michael Di.
Material type:
ArticlePublisher: 2012Description: p.257-268.Subject(s): Public administration
In:
Australian Journal of Public AdministrationSummary: 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
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Articles
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Indian Institute of Public Administration | Volume no: 71, Issue no: 3 | Available | AR98106 |
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
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