000			01507pab a2200169 454500
008			180718b2012 xxu||||| |||| 00| 0 eng d
100			_aFrancesco, Michael Di
245			_aGrand designs? The managerial role of ministers within Westminster- based public management policy
260			_c2012
300			_ap.257-268.
362			_aSep
520			_aThis 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			_aPublic administration
773			_aAustralian Journal of Public Administration
908			_aN
909			_a97646
999			_c97645 _d97645