This article proposes new directions for a reoriented public financial management in the 1990s. Substantively, it calls for less research and pedagogy devoted to budget theory and format work and greater attention to "nuts-and-bolts" topics such as cash management, forecasting, and budget execution, as well as broader social issues related to American competitiveness. Another major area for consideration is bureaucratic incentive structure, a topic generally thought of as falling in the purview of public personnel. Concomitant with this reorientation, I hope that public financial management will eschew public administration's traditional hostility to Economic Man and its concern for capital formation (broadly defined to include human as well as financial capital), savings, and growth. The article closes with exemplar works for research and teaching.
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