English for Public Administration (Central, Regional and Municipal Administration) (Английский язык для студентов, обучающихся по направлению «Государ

5. Translate into English:

; ) ; ; ;

; ; *

.

TEXT C

CASE-STUDY:

CITIZEN RELATIONSHIP MANAGEMENT

This case study shows the City of Calgary’s (a city in the province of Alberta, Canada) current effort to develop – in concert with Motorola, a new “311” system of citizen relationship management. It’s goals are: to improve customer service capacities in an integrative fashion across municipal operations; to forge a 311 – based system for improving service delivery and responsiveness to Calgary’s population.

The following specific goals were set:

•communicate Calgary’s image;

•provide and receive information;

•offer customers convenient services;

•introduce operational efficiencies;

•enrich the community of Calgary.

Everyone is familiar with 9-1-1. You have an emergency, you call 9-1-1, and a coordinated operations centre takes your call. It’s a great system. 3-1-1 will be similar, but it ia for non-emergency service from the City. That means no longer flipping through the Blue Pages to track down the right department. A person dials 3-1-1 or go to the 3-1-1 website, 24 hours a day, 7 days a week, 365 days a year. You are connected to a coordinated operations centre. They’ll make sure your request gets to the right department. As with all municipalities that have adopted the goal of deploying 311 codes in their communities, the potential what this concept can achieve extends far beyond the introduction of a new telephone number. 311 denotes a shift toward a model of citizen service via transparency and empowerment accorded through not only the single-point access to all municipal services but also the ability of citizens to track their requests and the processing of such requests by the municipal authority.

Four essential lessons arise from the case-study:

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•the importance of effective planning and preparation prior to engaging a private sector partner;

•the central role of strong stakeholder buy-in at both the organizational and political levels;

•the necessity and value of fostering a team-based approach between government staff and private sector partners (making use of trust to positively inter-link both parties in a process);

•the utility of viewing a service improvement or transformation initiative as an effort encompassing wide-scale changes to both the structures and the culture of the organization.

The realization of 311 denotes not only the leveraging of specialized tools and competencies from the private sector but also aligning this relationship with industry with the internal processes and strategies of the City.

The emergence of 311 denotes the next phase of such integrative thinking in a multi-channel environment.

VOCABULARLY

1.to flip –

2.to dial – (* )

3.to adopt –

4.citizen service –

5.transparency –

6.empower – *, * *;

( - . - . *)

7.municipal services – *

8.to track the requests –

9.to engage – *

10.the culture of the organization –

11.to denote –

12.leverage –

13.specialized tools – *

14.the private sector –

15.to align –

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ASSIGNMENTS

1. Answer the questions:

A.What does this case study show?

B.What specific goals were set?

C.What are essential lessons that arise from the case-study?

D.What does the emergence of 311 denote in a multi-channel environment?

2. Mark the sentences True or False. Correct the false ones:

A.This case study demonstrates the City of Calgary’s experience to improve an old “311” system of citizen relationship management.

B.It’s goal is to provide the public with quick, easy access to the City of Calgary’s government services and information while maintaining the highest possible level of customer service.

C.3-1-1 will be for emergency service.

D.3-1-1 will help to eliminate flipping through the Blue Pages to trace the right subdivision.

3.Fill in the blanks:

necessary, processing, emergence, dial

A.All citizens will be able to track their requests and the _________ of such requests by the local authority.

B.The __________ of 311 indicates the next chapter of an integrative philosophy across municipal procedures.

C.People may _____ 3-1-1 and get the necessary information any day of a week.

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4. Translate into Russian:

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5. Translate into English:

, , * , ,

*, , (* ), ,

, , , ,

*, , .

6. Discuss in pairs:

A.Do you think it is important to plan the project well prior to implementing it?

B.Do we need to improve a team-based approach between government staff and private sector partners in Russia?

7.Find the topical sentence of each passage of Text B and make a short summary of the text using the topical sentences you have found.

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UNIT 4. THE THEORY OF MANAGEMENT

PRE-TEXT EXERCISES

1. Give the initial forms of the following words:

planning, organizing, leading, controlling, strategic, corrective taking, contributing, to motivate, action, leadership.

2. State to what parts of speech the following words belong:

manager’s, taking, actions, to ensure, role, work-related, activities, contributing, objectives, accomplishment.

3. Check up if you can translate the following verbal forms correctly:

to develop – to have developed; to read – was reading; to ask – asked; to follow – will have followed; to control – was controlled; to use – has been used; to design – is designed.

4. Compare the following pairs of words and translate them:

to operate – operator; achieve – achieving; to allocate – allocating; to complete – completion; to manage – management; to establish – establishment.

TEXT A

FUNCTIONS OF MANAGEMENT

Strategic planning (3 or more years) involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the company to compete effectively in their environment.

Management operates through a variety of functions, classified as

•planning,

•organizing,

•leading,

•controlling

(the P-O-L-C structure).

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Planning involves setting objectives and determining a course of action for achieving those objectives.

Strategic planning (3 or more years) involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the company to compete effectively in their environment.

Tactical planning is intermediate-range (one to three years) planning that is designed to develop relatively concrete means to implement the strategic plan.

Operational planning is short-term (less than a year) planning. It is designed to develop particular action steps that sustain the strategic and tactical plans.

Organizing. Managers are responsible for organization of the company and this includes developing an organizational structure and allocating human resources to guarantee the completion of objectives. Organizing at the level of the company involves deciding how best to departmentalize jobs into departments to synchronize efforts effectively.

Leading involves the social and informal sources of influence that one can use to motivate action taken by others. Studies of motivation present important information about the ways in which workers can be motivated to make productive effort. Studies of leadership style offer information concerning questions, such as, “What makes a manager a good leader?” and “In what situations are definite leadership styles most appropriate?”

The controlling function involves monitoring the firm’s performance to make sure the objectives are being met. Controlling consists of three steps:

•establishing performance standards,

•comparing actual performance against standards;

•taking corrective action (if necessary).

Controlling (or coordinating) should not be confused with control in the behavioral or manipulative sense. Instead, this function of management concerns the manager’s role in taking necessary actions. Thus a manager will guarantee that the work-related activities of subordinates are consistent with and contributing toward the accomplishment of objectives.

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VOCABULARY

1.strategic planning –

2.tactical planning –

3.operational planning –

4.setting objectives –

5.the strengths and weaknesses of the organization –

6.responsible –

7.to allocate human resources –

8.ompletion –

9.to guarantee the completion of objectives –

10.appropriate – )

11.to take actions –

12.to sustain the strategic and tactical plans –

13.opportunities and threats – *

14.leadership –

15.to ensure – ,

16.sources of influence –

17.necessary – *

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ASSIGNMENTS

1.Answer the following questions.

A.What are the management functions that comprise the P- O- L- C structure?

B.What is planning?

C.What purpose does organizing serve?

D.What purpose does leading serve?

E.What is the function of controlling?

F.What are the three steps controlling consists of?

2. Mark the sentences True or False. Correct the false ones:

A. Tactical planning deals with the execution of the strategic plan.

B. The task of leading includes inspiring other to take necessary actions.

3. Fill in the blanks:

planning, opportunities, strategic, tactical, weaknesses, threats

A.When a manager makes a plan he has to analyze competitive _____

and _________, the strengths and _________ of the organization in order to decide how to manage his company to compete effectively with other firms.

B.Operational ________ is necessary to formulate actual ways to maintain the ___________ and the ________plans.

4. Match the word combinations with their Russian equivalents:

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5. Translate into English:

; ;

; ; ; );

;

; * ; ; ;

*.

6. Translate into Russian:

tactical planning; operational planning; short-term planning; to develop particular action steps; the strategic and tactical plans; developing an organizational structure; allocating human resources, to guarantee the completion of objectives, sources of influence.

6. Translate into English:

; ;

;

*.

8. Discuss in pairs:

A.Should planners take into consideration the strengths of an organization’s employees? Or should the employees be chosen according to the planner’s decisions?

B.What kind of personality characteristics should a controller have to best accomplish the organization’s objectives?

C.Is one type of planning (organizational, tactical, or operational) more significant than the others to the strength of the organization?

TEXT B

LEVELS OF MANAGEMENT

Management has the following three levels:

•top level management,

•middle level management,

•low level management.

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