Grand Designs? The ‘Managerial’ Role of Ministers Within Westminster‐Based Public Management Policy

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.

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