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  <controlfield tag="008">180718b2010   xxu||||| |||| 00| 0 eng d</controlfield>
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    <subfield code="a">Mulgan, Richard</subfield>
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  <datafield tag="245" ind1=" " ind2=" ">
    <subfield code="a">Where have all the ministers gone?</subfield>
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    <subfield code="c">2010</subfield>
  </datafield>
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    <subfield code="a">p.289-300.</subfield>
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    <subfield code="a">Sep</subfield>
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  <datafield tag="520" ind1=" " ind2=" ">
    <subfield code="a">The relationship between ministers and public servants has been a longstanding topic among students of Australian public administration. Recent debate has centred on issues of supposed politicisation and excessive responsiveness in the Australian Public Service (APS), caused, in part, by the weakened tenure of department heads (secretaries). The recent Moran report has little to say on this relationship. It endorses changes to the appointment processes for secretaries which are presumably designed to strengthen secretaries' independence from their political masters. It adopts a view of citizen-centred service and strategic leadership that appears to marginalise ministers. Its approach to public sector leadership is taken from international management theory that works well in a business context and in the United States (US) government system. It is less well-suited to Westminster-style systems. - Reproduced.</subfield>
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    <subfield code="a">Civil service</subfield>
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  <datafield tag="773" ind1=" " ind2=" ">
    <subfield code="a">Australian Journal of Public Administration</subfield>
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    <subfield code="a">N</subfield>
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    <subfield code="c">89310</subfield>
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    <subfield code="a">IIPA</subfield>
    <subfield code="b">IIPA</subfield>
    <subfield code="d">2018-07-19</subfield>
    <subfield code="h">Volume no: 69, Issue no: 3</subfield>
    <subfield code="p">AR89770</subfield>
    <subfield code="r">2018-07-19</subfield>
    <subfield code="w">2018-07-19</subfield>
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