Atlas Concept Table for ADMN504 Government and Governance

… a resource page for ADMN504 Government and Governance

Core concepts on the Atlas for the School of Public Administration’s course on government and governance

The table below displays Atlas core concepts that may be pertinent to ADMN504, a first-year required course in the MPA program at the University of Victoria, School of Public Administration. The concepts have been selected by the Atlas editors on the basis of the calendar description at https://web.uvic.ca/calendar2019-09/CDs/ADMN/504.html. They are drawn from nine Atlas topics in two Atlas subjects, Governance and Institutions and Implementation and Delivery. See Atlas Concept Tables for Courses for methodology and links to other concept tables.

Atlas Concept Table for ADMN504
137 core concepts in government and governance, organized by Atlas subject and topic

Governance and Institutions

The Study of Governance and Institutions

Competing Values in Governance and Institutions

Democracy

Governance

Government

Institutional Theories – Historical, Sociological, and New Institutionalism

Institutions

Public Administration

Public Interest

Public Management

State

Constitutional Framework

Constitution of Canada

Constitutional Monarchy

Conventions vs Laws

Crown Prerogative

Executive Power

Governor General of Canada

Head of State vs. Head of Government

Her Majesty The Queen

Legislative Power

Responsible Government

Social Contract

Speech from the Throne

The Crown

Westminster System

Machinery of Government

Agents of Parliament

Cabinet Decision-Making System

Cabinet Selection

Clerk of the Privy Council

Department of Finance

Estimates

Government Program

Merit Principle

Ministerial Responsibility

Political Executive

Prime Minister

Prime Minister as CEO

Prime Minister as First Among Equals

Prime Minister’s Office

Prime Ministerial Prerogatives

Privy Council Office

Public Service Commission

Treasury Board Secretariat

Institutional Dynamics within Government

Cabinet Decision-Making System

Cabinet Documents

Cabinet Solidarity and Secrecy

Centre vs. Periphery

Guardians vs. Spenders

Ministerial Responsibility

Policy Advisory Systems

Political Aide

Political Executive vs. Civil Service

Political Neutrality

Public Service Anonymity

Regionalism

Regional Minister

Speaking Truth to Power

Staff vs. Line Positions

Governance and Institutions

Federalism

Asymmetrical Federalism

Classical Federalism

Collaborative Federalism

Competitive Federalism

Constitutional Federalism

Cooperative Federalism

Distribution of Powers

Equalization Formula

Federalism

Fiscal Imbalance

Forum of Federations

Intergovernmental Relations

Multilevel Governance

Multiple Identities

Organizational Design and Behaviour

Organizational Behaviour

Organizational Theory

Weber’s Theory of Bureaucracy

Principal-Agent Problem

Public Choice Theory

Niskanen’s Budget Maximizing Model

Downs’ Typology of Officials

Organizational Culture

Organization Chart

Organizational Structure Types

Organizational Control

Dynamic Resource Reallocation

Organizational Policies

Decentralization

Modernizing Government

Aucoin’s New Public Governance

Best Practices Advice

Deliverology

Digital Government and E-Government

Human Resource Management Reforms

Management Consulting

Management Differences between Public and Private Sectors

Networked Governance

New Public Management

Performance Improvement and Performance Leadership

Performance-Related Pay

Private-Public Partnerships

Privatization

Public Sector Innovation

Public Sector Leadership and Communication

Quasi-Public Corporation

Red Tape Reduction

Service Standards

Skogstad’s Four Competing Models of Authority

 

Implementation and Delivery

Promoting Innovation and Driving Change

Digital Government and e-Government

Quality Service and Service Standards

Integrated Service Delivery

Deliverology

Gartner Hype Cycle

Not-Invented-Here (NIH) Syndrome

Hawthorne Effect

Open Policy Making

OECD’s Observatory of Public Sector Innovation

Encouraging Innovation by Rewarding Risk

Public Service Transformation

Social Tools and Organizational Performance

Deep Policy Reform vs. Normal Policy Making

Innovation Hub

Policy Lab

Nesta – a Global Innovation Foundation

Management Improvement Methodologies – TQM, Six Sigma, and Lean

Change Management

Promoting Learning

Building a Learning Organization

Encouraging Experimentation

Learning from Failure

Experiential Learning

Problem-Based, Project-Based, and Team-Based Learning

Centre of Excellence

Talent Management

Learning and Development for OPS Executives

Competencies Targeted in Public Manager Training

Knowledge Management

Civil Service Learning’s “What does good learning look like?”

Learning and Forgetting Curves

Identifying Best Practices

Best Practices Advice on the Atlas

Pal’s Good Governance Benchmarks

 

Page created by: Ian Clark, last modified 3 December 2019.

Image: European Commission, Framework for Skills and Evidence-Informed Policy-Making, at https://ec.europa.eu/jrc/communities/en/community/evidence4policy/news/framework-skills-evidence-informed-policy-making, accessed 3 December 2019.