The dilemmas of managing parliament: Promoting awareness of public management theories to parliamentary administrators

Abstract

This book focuses on the apparent disconnect between practice and theory in the development of public policy. One might ask why it would include a chapter on managing parliament: the role of parliament and its internal administration might be considered irrelevant to public policymaking.1 Indeed, the parliamentary departments in Australia’s national parliament were specifically excluded from the recently concluded Thodey review of the Australian Public Service, and an opportunity for an independent review of parliament’s capability, culture and operating model was thereby missed (PM&C