000			01624naa a2200181uu 4500
001			0032210165037
003			OSt
005			20190211170526.0
008			100322s2007 xx ||||gr |0|| 0 eng d
100	1		_aBOURGAULT, Jacques _91359
245	1	0	_aCorporate management at top level of governments : _bthe canadian case
260			_aLondon : _bSage Publications, _cJune 2007
520	3		_aTo 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.
773	0	8	_tInternational Review of Administrative Sciences _g73, 2, p. 257-274 _dLondon : Sage Publications, June 2007 _xISSN 00208523 _w
942			_cS
998			_a20100322 _b1016^b _cDaiane
998			_a20100323 _b1022^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c31994 _d31994
041			_aeng