01507pab a2200169 454500 180718b2012 xxu||||| |||| 00| 0 eng d Francesco, Michael Di Grand designs? The managerial role of ministers within Westminster- based public management policy 2012 p.257-268. Sep 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 Public administration Australian Journal of Public Administration N 97646 97645 97645 0 0 0 0 IIPA IIPA 2018-07-19 Volume no: 71, Issue no: 3 AR98106 2018-07-19 2018-07-19 AR