A significant portion of the Australian public sector has undergone quite a dramatic transformation in recent times. A number of government departments and national enterprises have either been privatized and subjected to the rigors of the open market and the attendant requirement for increased efficiency that this necessarily involves, or corporatized, where privatization is not practicable, due to the nature of the industries in which some organizations are involved. Corporatized organizations are now expected to operate on a more businesslike model so that they can achieve some degree of pseudo-privatization with a view to emulating the business model of their privatized cousins. Organizations that do not provide services directly to the public, and that fall under the public goods banner, are not exempt from this push. The question is, however, to what degree do organizations of this type truly embrace the New Public Management (NPM) model? Do they actually manage to achieve genuine efficiencies or do they succumb to the temptation to maintain their past practices for safety’s sake, so that they can continue to fit the traditional institutional model of Weberian bureaucracy and warrant the mantle of custodians of good order?