Grand Designs? The ‘Managerial’ Role of Ministers Within Westminster-Based Public Management Policy. Di Francesco, M. Australian Journal of Public Administration, 71(3):257--268, 2012. ![Grand Designs? The ‘Managerial’ Role of Ministers Within Westminster-Based Public Management Policy [link]](https://bibbase.org/img/filetypes/link.svg "link")
Paper doi abstract bibtex 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 ‘management’ reforms work; second, such policy change tends to assume away key ‘inherencies’ 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 public management – in particular, performance control – are dependent on this ministerial role orientation becoming more prominent. In effect, the article raises a public management ‘heresy’ by profiling the need for ministers to conform more with their own prescriptions for improved management.
@article{di_francesco_grand_2012,
title = {Grand {Designs}? {The} ‘{Managerial}’ {Role} of {Ministers} {Within} {Westminster}-{Based} {Public} {Management} {Policy}},
volume = {71},
copyright = {© 2012 The Author Australian Journal of Public Administration © 2012 National Council of the Institute of Public Administration Australia},
issn = {1467-8500},
shorttitle = {Grand {Designs}?},
url = {http://onlinelibrary.wiley.com/doi/10.1111/j.1467-8500.2012.00783.x/abstract},
doi = {10.1111/j.1467-8500.2012.00783.x},
abstract = {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 ‘management’ reforms work; second, such policy change tends to assume away key ‘inherencies’ 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 public management – in particular, performance control – are dependent on this ministerial role orientation becoming more prominent. In effect, the article raises a public management ‘heresy’ by profiling the need for ministers to conform more with their own prescriptions for improved management.},
language = {en},
number = {3},
urldate = {2012-10-29},
journal = {Australian Journal of Public Administration},
author = {Di Francesco, Michael},
year = {2012},
keywords = {ministers and executive politics, organisational performance management, public management policy},
pages = {257--268}
}
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