Francesco, Michael Di creator text xu| 2012 continuing ng p.257-268. 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 180718