1. Complete the following table (using the material of the previous sections and a dictionary):

   Verb	Noun	Adjective
   to anticipate
   to satisfy
   to emphasize
   to imply
   to compete
   to reflect
   to adhere
   to cooperate
   to perform
   to characterize
   to select
   to legitimize
   to differ

2. Match the words, making as many meaningful combinations as possible:

   organizational	monitoring
   personal	planning
   rational	task
   universal	policy
   relevant	career
   social	functioning
   homogeneous	standard
   narrow	behavior
   illegitimate	characteristics
   insignificant	personnel
   heterogeneous	criteria
   repetitive	strategy

3. Comment on the following sentences (illustrate with examples, argue for/ against these statements):

1. One of bureaucracy's weaknesses derives from the fallibility of planning: rationality, after all, implies only calculated intentions, not outcomes.

2. When rationality is employed in more than one context, the multiple rationalities may conflict with one another.

3. Occupants of high office may also use their official authority to exercise power over their subordinates in highly unofficial areas.

7. A) Give the English definitions for the following terms (using the glossary) and translate them into Russian:

anticipatory socialization, mass media, technology

b) Describe any social or historic cases which can provide illustrations for these terms.

8. Complete the following sentences (using the following words and phrases):

to have no proprietory interest in, to center on, to ease one's personal situation, cynical, enlisted men, advertising agency, personal career, to be bored, to further one's own interest, to conceal smth., to exercise power over smb., attempts at, to recruit

1. The lieutenant-general ordered all the... .. to be transported to the base by sea.

2. His talk with the head of the department could ... his... .., but it would not help the others.

3. Her opponents say that she never failed to ... her... .. . They believe it is the main reason why her... .. proved to be so successful.

4. I heard that the company sold its part in this enterprise's shares and now, it seems, they... .. ... in it.

5. Some senior officers were reported to... .. ... their subordinates in highly unofficial areas.

6. This... .. must have started to work over some project: recently they have ... several new employees.

7. It was hard to work with him: I did not like his attitude, I thought him to be too...

8. During the personnel meeting the discussion... .. the organization of the coming Christmas sales.

9. He was really ... but, thinking that it was impolite to show his real attitude, he did his best to ... it.

10. This company was not completely successful in its... .. promoting the new product.

1. Answer the questions, using the information from the previous text section:

1. What is the reason for the rational criteria of performance to become more widely used, according to the author?

2. What can make bureaucratic officials (individuals in bureaucratic positions) much alike?

3. What factors can secure uniformity in bureaucratic organizations?

4. What factors can ensure efficiency of the bureaucracy?

5. What kind of policy can enhance cooperation of organizational personnel with their supervisors?

6. How does anticipatory socialization manifest itself in organizational relationships?

7. What is the definition the author gives to a bureaucracy? What traits of bureaucracy help him define it in such a way?

1. Make your own sentences a) with the words from the Words list, b) with the phrases from Exercise 1, c) with the words combinations from Exercise

2. Give the main idea of the text.

3. Translate the sentences into Russian:

1. The order that is now emerging will have to be built by statesmen who represent vastly different cultures. They run huge bureaucracies of such complexity that, often, the energy of these statesmen is more consumed by serving the administrative machinery than by defining a purpose. (H. Kissinger).

2. The statesman must act on assessments that cannot be proved at the time that he is making them; he will be judged by history on the basis of how wisely he managed the inevitable change and, above all, by how well he preserves the peace. (H. Kissinger).

3. A long-term problem of local commercial media - notably daily newspapers and television broadcasters - is their consistent reluctance to provide critical investigations of the most important and powerful local commercial interests. This makes very good economic sense, as local powers are often major advertisers. It makes sense politically and socially too, as the media owners and managers run in the same circles as major shareholders and executives of local corporate powerhouses. They are not the sort of people or institutions that smart businesses wish to antagonize - and the media are businesses no less than any other profit-maximizing firms. (R.W. McChesney).

4. Another way to measure the limitations of contemporary corporate news media is to look at which sorts of stories receive elaborate attention, and which receive less coverage or virtually no coverage at all. (R.W. McChesney).

5. The media' main advertisers tend to be among the largest firms eager to expand their markets across the planet. (R.W. McChesney).

6. Since no element of economic elite is harmed by military spending, and nearly all of them benefit by having an empire to protect profit making worldwide, it rarely gets criticized - unlike federal spending on education or health care or environmental improvements. (R.W. McChesney).

7. Corporations and other large institutions love careerism, because it guarantees an endless supply of people who will sacrifice everything for the job and never endanger their chances by questioning those in authority. (I. Bell, B. McGrane).

8. Around the same time as modern car manufacturing was born in the mid-1920s, Alfred Sloan's ideas for running General Motors provided the model foe the great corporations that grew up to dominate the second half of the 20^th century. GM introduced revolutionary innovations into the you car industry, and Ford corporation has never regained the dominance it enjoyed at the dawn of mass production. (The Economist, Sept., 2004).

9. The researchers have found that there is a seasonal pattern to buying cars. In general terms, more cars are sold in summer than in winter. Demand can also rapidly decrease in response to interest rate rises. Manufacturers, the researchers suggest, could deal with seasonal demand by offering lower prices for later delivery. Carmakers could also use purchases by employees, which often account for as much as a quarter of a car company' output. (The Economist, Sept., 2004).

10. What Steve Young and Martin Leach came up with was a "virtual" company that would be much more efficient in just about everything, from organizing networks of suppliers to manufacturing, some design and delivery, and service. Manufacturing would be done in small plants within each national market, to ensure that it was close to the customers. Parts would be made in a network of factories in low-wage countries, which, to a certain extent, is already happening in the industry today. If distributed manufacturing and the virtual car company sound somewhat familiar, it is because elements of them have been discussed before. Some years earlier, two scholars from Cardiff Business School suggested the idea of micro-factories assembling low volumes of cars within local markets; their micro-factories would also act as retail distribution points. (The Economist, Sept., 2004).

11. The car may be the ultimate consumer good in a consumer age, but it is also increasingly a product of fashion as well as engineering, with design once again becoming crucial to brands. And brands have become far more important in recent years, in cars as in other consumer businesses. (The Economist, Sept., 2004).

12. If consumers are demanding an ever wider choice of vehicles, it follows in a mature market that that production runs have to get smaller. Consequently, the industry will be in need of more flexible manufacturing methods. Many car companies are quietly developing expertise in this new way of making cars but are reluctant to talk about it. (The Economist, Sept., 2004).

13. Nowadays the long-established industries are already being changed by newcomers. In carmaking, those newcomers could be parts manufacturers moving into assembly, or outside companies taking advantage of the shift to new technology. The old car firms must reinvent themselves to seek profit, not just market share. (The Economist, Sept., 2004).