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PADM 5472: The Politics of Management: Thinking like a Manager

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PADM 5115: Introduction to State and Society
PADM 5116: Policy Analysis and Contemporary Governance
PADM 5117: Public Sector Management and the Canadian Political System
PADM 5211: Canadian Intergovernmental Relations
PADM 5212: Public Policy and Civil Society - Options and Issues in Financing the Third Sector
PADM 5213: Gender and Public Policy
PADM 5214 Budgetary Policy in the Public Sector
PADM 5215 Benefit-Cost Analysis
PADM 5220 Regulation and Public Policy
PADM 5221: Health Policy in Canada
PADM 5223: Economic Policy in Canada
PADM 5224 Aboriginal Policy - The North
PADM 5225: Trade Policy
PADM 5229: The Health of Populations
PADM 5272: Risk Assessment and Management
PADM 5411 Organization Theory
PADM 5412 Ethics and Accountability in the Public Sector
PADM 5415 Strategic Management in the Public Sector
PADM 5416: Budget Management for the Public Sector
PADM 5417 Principles of Finance
PADM 5418 Human Resource Management
PADM 5420: Policy & Program Evaluation
PADM 5421: Globalizing Public Management - Measuring and Monitoring Governance
PADM 5422 Urban and Local Government Management
PADM 5423: Third Sector Governance and Management
PADM 5472: Managing Policy and Process in a Federal Government Policy Organization
PADM 5472: Technology and Public Administratin
PADM 5472: The Politics of Management: Thinking like a Manager
PADM 5510: Energy Economics
PADM 5515: Sustainable Energy Policy
PADM 5614: Natural Resource Management
PADM 5615: Policy and Politics of Energy in Canada
PADM 5618: Environmental and Ecological Economics
PADM 5672: Innovation Policy
PADM 5813 The Evolution of World Bank/IMF Policy
PADM 5814 Program and Project Management
PADM 5815: Civil Society Organizations and Development
PADM 5816 Program Evaluation in Developing Countries
PADM 5818 Theories of Development


Carleton University - School of Public Policy and Administration

PADM 5472: The Politics of Management: Thinking like a Manager


This course deals with how managers and executives lead organizations in government and non- profit organizations. The course aims to help students to think like managers or executives and to develop the analysis and concepts needed to manage in modern organizations or to understand how to work with managers.

This course has a unique focus which is designed for students at the beginning to the mid- point in their careers. It will be of particular value to:

  • Students who are about to enter the work environment and would like to know more about how organizations work, to determine if an organization is well managed or has a good work environment and the challenges the realities of management in the workplace.
  • Students who have several years experience in government or non- profit organizations who want to understand better the challenges they face as managers, potential managers or as staff working with managers.
  • Students who have a strong policy interest and want to understand the management realities that shape policy development in public organizations.

The concepts and approach to the course aims to complement other courses in the program that focus on functional areas of expertise or policy, by providing an opportunity to deal with the jagged realities that managers face.

The core focus of this course is: what does it take for managers to be effective in their jobs?. It deals with the complex, dynamic and often disorganized world that managers face, and how they must deal with these realities. This course will enable students to work on some real practical management issues and challenges and to reflect on their own experiences in management.

Five methods are used to achieve the course objectives:

- the use of specific analytical and diagnostic skills in analyzing the external and organizational environment; power mapping;

- the development of knowledge of key concepts involving how managers make choices within the context of multiple roles, agendas and deal with pressures and conflicts (these concepts are drawn from readings in the public and private sectors;

- the assessment of management and operating styles of managers and how this can impact on their effectiveness as executives; and the assessment of management styles or work experiences of students

- the application of these concepts and skills to the discussion and analysis of cases and management issues or specific managerial jobs in government and non- profit organizations.

- the integration of the case experiences and key course concepts with the experiences and challenges faced by individual students in organizational environments.

The best way to learn to "think like a manager" is to discuss the choices that managers can make in diverse management situations and organizations.

For this reason, this course covers different management challenges in government, business associations and not for profit organizations.

Faculty: Richard Paton (Fall 2012)

Source: At (accessed 29 June 2013)


Teaching Topics Addressed in this Course, Organized by Public Management Subject

 Leadership for Public Management

  Challenges for Executives in Modern Organizations
  Choosing Your Management and Operating Style
  Leadership in Public and Private Organizations
  Managing By Influence or Authority?
  Managing in a Central Agency: Revitalizing Organizations Under Stress
  Managing in Business Associations
  Managing Operational Organizations
  Managing with Clients: Challenges of Managing Relations
  The Practice of Effective Coaching


Commentary by the Atlas editors:

Page created by: Matthew Seddon, last updated 29 June 2013. The content presented on this page, except in the Commentary, is drawn directly from the source(s) cited above, and consists of direct quotations or close paraphrases.




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School of Public Policy and Governance