In the 1980s there has been significant change in Australian public bureaucratic cultures. It is not too much to regard this change as a cultural revolution. In essence it is characterised by the adoption of the discourse of management as the frame of reference for how public servants should understand their tasks and identities. Accordingly, a ‘scientific management’ approach was adopted by the Commonwealth Public Service Board in its 1987 Senior Executive Management Program. The document which defines this program states that the program will provide learning opportunities for entrants to the Senior Executive Service in the areas of three ‘core competencies’. The reduction of administrative reform to management reform has signalled the adoption of ‘scientific management’ by Australian public bureaucracies.