Corporate management at top level of governments
The Canadian case
Bibliographic Data
| ID | 9963651 |
|---|---|
| Authors | Jacques Bourgault (0000-0003-3608-1458, University of Quebec in Montreal, corresponding author) |
| Year | 2007 |
| Volume | 73 |
| Issue | 2 |
| Pages | 257-274 |
| Publication date | 2007-06-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Review of Administrative Sciences (JOURNAL) |
| Journal identifiers | ISSN: 0020-8523 • E-ISSN: 1461-7226 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/0020852307077974 |
| OpenAlex | W2017512043 |
| Language | EN |
| Citations received | 8 |
| References cited | 11 |
To coordinate action, reduce bureaucratic in-fighting and favour the efficient implementation of the governmental agenda, governments are tending to use more collaborative and holistic tools. In Canada, within the federal and provincial governments, relatively integrated corporate management tools have been established for senior civil servants and their work. On the basis of interviews and discussions, this article presents the three types of tools used (a senior personnel secretariat reporting to the head of government, an integrated organizational system and the development of a community culture), which provide: a framework for the development, orientation, integration and support for the most senior managers; strategic, coordination and learning meetings for the entire group; and individualized HRM tools. Despite obstacles to it, and its risks, all of those surveyed conclude that this model is considered, in the Canadian context, both effective and satisfactory
Bureaucracy · Business · Civil servants · Context (archaeology · Government (linguistics · Organizational culture · Political science · Politics · Process management · Public relations · Senior management · Work (physics · Accounting and Organizational Management · Engineering · Organizational Downsizing and Restructuring · Public Administration · Public Policy and Administration Research
Preconditions of coordination in regional public organizations
New Public Management, Public Service Bargains and the challenges of interdepartmental coordination
Vertical Strategic Alignment and Public Service Performance
From network to hierarchy
Managerial reforms, Public Service Bargains and top civil servant identity
Building legitimacy at Sport Canada
Assessing policy capacity in Canada's public services
Canada’s Senior Public Service and the Typology of Bargains
| Citations per year | 0.53 |
|---|---|
| Citation span | 2011 - 2024 (14) |
| Highly cited | No |