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International Review of Administrative Sciences
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Corporate management at top level of governments: the Canadian case

Jacques Bourgault

University of Québec in Montréal

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.

Key Words: assessment of performance • bureaucracy • corporate management • government • holistic management • horizontal management • results-oriented management • senior civil service • transversal management

International Review of Administrative Sciences, Vol. 73, No. 2, 257-274 (2007)
DOI: 10.1177/0020852307077974
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