2. Write a few sentences about the things in the following list, using details from your personal or professional life.

1. Two things you can do on your present workplace/ in your present place of study.

2. Two things you can’t do on your present workplace/ in your present place of study.

3. Two things you must be able to do on your present workplace/ in your present place of study.

4. Two things you’d like to be able to do in the future.

5. Two things you could do when you were younger but can’t do now.

6. Two things you couldn’t do when you were younger but can do now.

7. Two things you managed to do yesterday.

8. Two things you didn’t manage to do yesterday.

9. Two things you might be able to do.

10. Two things you could hypothetically do now.

3. Underline the correct form. The first sentence has been done for you.

1. Do you have to/must you work this evening?

2. The presentation went really well so I didn’t need to worry/needn’t have worried about my participation in the conference so much beforehand.

3. We have to pay/must pay the invoice within fifty days.

4. Our employees mustn’t/don’t have to wear formal clothes on Fridays.

5. I needn’t have bothered/mustn’t bother/didn’t need to bother to get a work permit in China, I prepared a lot of documents that eventually turned out to be unnecessary.

6. A written instruction on a website: applications for the position of a senior consultant should be/had to be/must be submitted by 15 October.

7. I think she has to remember/must remember to send such urgent emails. The CEO will be furious if she forgets.

8. Did you have to/had you to do a lot of research before attending the conference?

9. People don’t have to/haven’t/ mustn’t reserve conference halls in 3 months in our hotel.

10. I didn’t have to take/didn’t need to take/needn’t have taken a taxi to the hotel was close to the railway station but I didn’t know it.

11. Lorries don’t have to go/mustn’t go/have not go on this road.

12. At your previous work you had to/must delegate technical activities to save time.

13. Peter didn’t need to go/needn’t have gone to the meeting so he finished his management report instead.

14. I have to/must remember to email Mark and Rob and thank them for their help.

15. You will have to contact/will must contact our clients immediately after the negotiations.

Case Study

Read the case and discuss the following questions in groups.

1. Which deregulation initiatives did the Clinton administration set?

2. What was the purpose of the Clinton administration initiatives which made such a major change in legislation and Public Management Strategies?

3. What was the purpose of the Bush administration initiatives in 2001?

4. What do you think about the causes and consequences of both presidents’ initiatives?

The New Public Management, Homeland Security and the Politics of Civil Service Reform³⁵

Developments during the Clinton administration set the stage for the deregulation initiatives of George W. Bush. Launched with great fanfare in 1993, the National Performance Review denounced the red tape that presumably thwarted effective human resource management in federal agencies. In addition to throwing out the 10,000-page Federal Personnel Manual, the Clinton administration pursued three main strategies to enhance managerial flexibilities. All three involved freeing agencies from certain requirements of Title 5 of the U.S. Code, which governs personnel management across the federal government. First, officials increased the use of demonstration projects, authorized under the Civil Service Reform Act of 1978, which permit federal agencies to explore new and improved approaches to personnel management. Second, they introduced the Performance-Based Organization (PBO) initiative. Announced in 1996, PBOs purported to hold a single "chief operating officer" accountable for achieving explicit and measurable goals. In exchange, this executive was to gain more discretion over human resource management and other functions. As of 2001, about 40,000 employees were involved in 13 existing or prospective PBOs. Finally, the Clinton administration relied on special legislation to bolster managerial discretion over personnel administration. In this regard, widespread concerns about enhancing the performance of the Federal Aviation administration and the Internal Revenue Service led Congress to pass laws exempting the two departments from several provisions of Title 5.

While these and other measures of the Clinton administration sought to enhance managerial discretion over human resources, its dealings with federal employee unions moved in a different direction. In October 1993, President Clinton issued Executive Order 12871, which created the National Partnership Council and mandated that federal agency heads work with the unions to forge formal partnerships. In seeking to elicit the cooperation of the unions in the National Performance Review, the executive order, in one of its more controversial provisions, expanded the scope of issues subject to collective bargaining beyond those specified in federal law. Whatever the benefits of the executive order in fostering more amicable labor relations, officials in several agencies resisted this effort to trim their human resource prerogatives. The unions persistently pressured the White House to compel federal departments to enforce the order. Despite resistance in many quarters of the federal bureaucracy, 67 percent of the workforce represented by unions had a partnership agreement or council in place by 19981..

When President Bush took office in 2001, he moved to reverse Clintons overture to the unions. With conservative think tanks strongly critical of the partnership councils as a threat to political accountability and sound management, and with knowledge that the federal unions had been persistent campaign allies of the Democrats, President Bush issued Executive Order 13203, terminating the National Partnership Council during his first month in office. He then promptly moved to establish a reform agenda that substantially reflected the tenets of NPM. The "President's Management Agenda" aimed at creating greater management flexibility and control throughout the federal government. It called for a rethinking of government, a reduction of middle management, and a "results-oriented," "market-based" administration. The agenda identified five government-wide initiatives: competitive sourcing (which afforded private firms more opportunity to bid against public agencies for work), improved financial performance, expanded electronic government, budget and performance integration, and the strategic management of human capital. To facilitate implementation of his agenda, President Bush proposed two pieces of legislation in November 2001: (1) The Freedom to Manage Act, which would allow agencies to identify and propose elimination of any legal provisions that impeded effective management; and (2) the Management Flexibility Act, which would provide federal managers with more discretion to deal with personnel, property, and budgeting. With respect to human resources, the bill proposed to make it easier for agencies to launch demonstrations, pursue various hiring strategies, adjust incentive systems for recruitment and retention, and spawn other innovations not routinely permitted under Title 5.

Neither bill made it through the Senate Committee on Governmental Affairs, in part because of union resistance and in part because of congressional reluctance to impose major changes in civil service regulations on all departments.

While government-wide deregulation of civil service systems appeared to be dead, the tragedy of September 11 opened the door to another kind of initiative: department-specific deregulation tied to concerns about terrorist threats. In this regard, the Bush administration obtained legislation to deregulate human resource management in the new Department of Homeland Security in 2002 and the Department of Defense in 2003.

Translation

Translate the sentences focusing on the underlined terms.

Administration

1. Accountability is a political principle according to which agencies or organizations, such as those in government, are subject to some form of external control.

2. Administrative agency is any civilian government body, other than a court or legislature, that deals with the rights of private parties by adjudication, rule making, investigation, prosecuting, and so on.

3. Administrative morality is the use of ethical, political, or social precepts to create standards by which the quality of public administration may be judged.

4. Community development is an approach to the administration of social and economic development programs in which government officials are dispatched to the field to act as catalysts at the local level.

5. New public administration is a general movement inspired mainly by younger scholars who challenged several tenets of public administration, primarily the emphasis upon value-neutrality in administrative research and practice.

Policy

1. Policy analysis is a process of researching or analyzing public problems to provide policy makers with specific information about the range of available policy options and advantages and disadvantages of different approaches.

2. Policy entrepreneur is a person willing to invest personal time, energy, and money in pursuit of particular policy changes.

3. Policy implementation is a general political and governmental process of carrying out programs in order to fulfill specified policy objectives; a responsibility chiefly of administrative agencies, under chief executive and/or legislative guidance.

4. Public policy is the organizing framework of purposes and rationales for government programs that deal with specified societal problems and the complex of programs enacted and implemented by the government.

5. Act of state is the judicial policy that a court in one nation should not rule on the legality of the internal acts of a foreign country.

Writing