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

In 1946, in the essay Politics and the English Language (1946), George Orwell recommended the active voice as an elementary principle of composition: "Never use the passive where you can use the active."

“The Columbia Guide to Standard American English” (1993) stated

that:

Active voice makes subjects do something (to something); passive voice permits subjects to have something done to them (by someone or something). Some argue that active voice is more muscular, direct, and succinct, passive voice flabbier, more indirect, and wordier. If you want your words to seem impersonal, indirect, and noncommittal, passive is the choice, but otherwise, active voice is almost invariably likely to prove more effective.

Krista Ratcliffe, a professor at Marquette University, notes the use of passives as an example of the role of grammar as "...a link between words and magical conjuring [...]: passive voice mystifies accountability by erasing who or what performs an action [...]."

Reasons for using the passive voice

Jan Freeman, a reporter for “The Boston Globe”, said that the passive voice does have its uses, and that "all good writers use the passive voice”. For example, despite Orwell's advice to avoid the passive, his Politics and the English Language (1946) employs passive voice for about 20 percent of its constructions. By comparison, a statistical study found about 13 percent passive constructions in newspapers and magazines.

Passive writing is not necessarily slack and indirect. Many famously vigorous passages use the passive voice, as in this example:

•For of those to whom much is given, much is required. (John F. Kennedy's quotation of Luke 12:48 in his address to the Massachusetts legislature, 9 January 1961.)

The principal criticism against the passive voice is its potential for evasion of responsibility. This is because a passive clause may omit the agent even where it is important:

•We had hoped to report on this problem, but the data were inadvertently deleted from our files.

However, the passive can also be used to emphasize the agent, and it may be better for that role than the active voice, because the end of a clause is the ideal place to put something you wish to emphasize:

•Don't you see? The patient was murdered by his own

doctor!

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Similarly, the passive may be useful when modifying the agent, as heavily modified noun phrases also tend to occur last in a clause:

• The breakthrough was achieved by Burlingame and Evans, two researchers in the university's genetic engineering lab.

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UNIT 6. CROSS-CULTURAL MANAGEMENT

PRE-TEXT EXERCISES

1. Give the initial forms of the following words:

understand, establish, appear, get, know, adopt, schedules, reinforce, meet, those, be, follow, as, ensure, be, play, gather, external, succeed, schedules, participate.

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

contribute, meet, take, senior, generate, inspire, ensure, discuss, play, gather, feel, have, risk, thoroughly, schedules, performance, expect, work, meet, get, discuss, make.

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

external, succeed, schedules, participate, feel, have, risk understand, establish.

TEXT A

MANAGEMENT IN RUSSIA

Intercultural adaptability is essential when working in Russia and you need to understand the importance of an open and honest approach. It is important to establish your credentials and authority quickly since Russians respect both status and technical expertise. Although they value firmness and dignity, it is advisable to appear approachable and friendly as well.

Management in countries of the former Soviet Union is a complex, constantly evolving state-of-affairs, each country moving towards a market economy (with its accompanying protocols) at a different pace.

Cross-cultural communication will be more successful if you recognize that although Russians may initially appear stiff and reserved, they often warm up when socializing. Relationships are often developed in after-hours socializing. Most Russians do not trust people who are “all business”. Meals and entertainment provide a venue to get to know you as a

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person. An indication that you have successfully developed a personal relationship is being asked for a favor by that person. Although courtesy is important in all business relationships, this is especially true in Russia. Businesspeople have long memories for behavior they deem insensitive. Small slights that might be overlooked elsewhere are remembered here.

Russia has a low tolerance for change and risk. Failure is perceived as a learning process that encourages confidence in future ventures. In Russian culture failure causes a long-term loss of confidence by the individual as well as by others.

Russia is a moderate time culture and traditionally schedules and deadlines are viewed as flexible. However, the expectations of intercultural and global expansion have caused the Russians to adopt relatively strict standards of adhering to schedules.

When working with people from Russia, it’s advisable to reinforce the importance of the agreed-upon deadlines and how that may affect the rest of the organization. Successful cross-cultural management will depend on the individual’s ability to meet deadlines.

In general, many businesses retain a strong hierarchical structure. Employees show respect to those in positions of authority. Russians generally value age, rank, and protocol. Managers tend to be dictatorial and autocratic. They expect their subordinates to follow established procedures without question. Subordinates do not publicly challenge their manager, as it would make the manager lose dignity and respect. Managers are not comfortable empowering employees.

Cross-cultural knowledge and understanding of the hierarchical system is essential. Subordinates are comfortable being dictated to as it is often the only way they have seen business conducted. Some younger, more entrepreneurial Russians may find the old ways tiring and timeconsuming, especially if they have lived in a foreign country.

VOCABULARY

1.to appear –

2.behavior –

3.to trust –

4.a favor –

5.loss of confidence –

6.deadline –

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7.to encourage – )

8.time-consuming – * *

9.accept – *

ASSIGNMENTS

1. Answer the questions:

A.What is it like being a manager in Russia?

B.What is the role of a manager in Russia?

C.What approach to change, time and priorities do Russian managers have?

D.Who makes final decisions in Russian businesses?

E.What are the Russian communication and negotiation styles?

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

A.It is recommended not to make any mistakes in your business because Russians will definitely remember it.

B.Russians consider hierarchical system as time-consuming.

C.Deadlines are flexible in Russia.

3. Translate into Russian:

Meetings and negotiations are slow in Russia. Russians, especially middle-aged and older do not like being rushed. It takes time for Russians to become warm towards foreign businesspeople. In the first meeting it is best if you appear dignified and firm, yet approachable. Once a relationship is established, allow yourself to be seen as reliable, down to earth, and sincere. Hierarchy is important to Russians. Make sure you have written materials available in both English and Russian to avoid any possible crosscultural misunderstanding. Likewise, hire an interpreter if you need to. Be sure to bring all the copies of everything you need from your home country. Faxes, copy machines, and computers may not be readily available outside of Moscow. Russians are not always comfortable trying new ways of doing things. Do prepare your team in advance so that you have a unified front in the meeting. Russians may lose their temper, walk out of the meeting, or threaten to terminate the relationship in an attempt to coerce you to change

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your position. Nothing is final until the contract is signed. Even then, Russians will modify a contract to suit their purposes. Make sure you have an expert in Russian law review your contract thoroughly. Contracts should be translated into both Russian and English.

4.Complete each sentence using a word derivationally related to the word given in brackets:

A.The majority do not _____ that there has been any discrimination.

(acceptable)

B.This idea is good but _____ of such a plan will be difficult.

(implement)

C.They need to spend less on _____ . (administrative)

D.I am not _____ to sign coontracts. (authorize)

E.Many civil servants are sure that they can _____ better than the politicians. (government)

F.This public corporation is fully _____ to Parliament. (accountability)

G.She is a _____ in Eastern European affairs. (special)

H.It is the Prime Minister's _____ residence. (officer)

5.Discuss in pairs:

A.Do you agree on everything with the author of the text?

B.What problems may occur if a foreign businessman is unfamiliar with the Russian culture?

C.Do you think it is easy to do business with Russians? Why?

TEXT B

MANAGEMENT IN THE USA

To ensure successful cross-cultural management when working in the U.S, you should treat all people with an equal amount of respect and deference, focus on schedules and maximizing time, and expect that people will want to be dealt with as individuals.

In the U.S. there is a sense that all people in the company have an important role to play and all are valued for their input. Therefore, managers consult employees to gather background information and often have them share in the decision-making process.

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The American working environment has changed drastically. With one eye on costs and the other on retention, employers are increasingly offering part-time or shared jobs, or outsourcing to external contractors. Change is constant as companies are restructured, work teams become “virtual”, and flexible work arrangements become more common.

Cross-cultural communication will be more effective when working in the United States when you remember that the most productive managers in the United States recognize and value the specialized knowledge that employees at all levels bring.

Employees expect to be consulted on decisions that affect them and the greater good of the organization.

Cross-cultural management is more likely to succeed if you understand that businesses in the U.S. have a high tolerance for risk and a ready acceptance for change. The underlying mindset is that change, while difficult, usually brings improvements and enhancements with it.

The U.S. is a controlled-time culture. Global and intercultural expansion has meant adherence to schedules is important and expected. Missing a deadline is a sign of poor management and inefficiency, and will shake people’s confidence.

Successful intercultural management will depend on the individual’s ability to meet deadlines.

American managers are viewed as facilitators – people who help employees do their best work – and not simply decision makers. They empower employees and expect them to take responsibility.

Employees freely cross management levels and speak directly to senior managers. This freedom is particularly apparent at meetings, where everyone in attendance is encouraged to participate openly.

Cross-cultural management is more likely to succeed if you understand the mindset behind the work force. In the United States, groups collaborate well together as teams. Members are generally chosen to participate based on tangible skills or the knowledge base they bring, and are equally welcome to contribute to any discussion that may arise. They are encouraged to generate new ideas that may further the direction of the plan or spawn a new track entirely. In successful, dynamic teams, all members are valued for their actual and potential contribution, and all are treated with equal respect.

The American negotiating style tends to be a “hard sell” – sometimes characterized as sledgehammer subtlety combined with

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missionary zeal. A strong pitch may sound boastful but is meant to inspire confidence and trust. It is also consistent with the penchant for logical reasoning, directness and comfort with self-promotion.

VOCABULARY

1.employer –

2.employee –

3.working environment –

4.part-time job –

5.decision –

6.decision-making process –

ASSIGNMENTS

1. Answer the questions:

A.What is it like being a manager in the USA?

B.What is the role of a manager in the USA?

C.What approach to change, time and priorities do American managers have?

D.Who makes final decisions in American businesses?

E.What are the American communication and negotiation styles?

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

A.Americans don’t favor risk.

B.You can miss a deadline in the USA and successfully sign a contract.

C.An American employer can suggest part-time jobs to his employees.

3.Translate into Russian:

(1)American negotiators may have little familiarity with, or patience for, the formal business protocol, indirect communication style, or consensual decision-making practices of other countries (a fact that savvy international negotiators often use to their advantage). Their focus is on the

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short term and the “big picture” – securing the best deal in a timely manner. Their approach is informal, cordial and straightforward.

(2) The U.S. team will reveal its position and expect the other party to engage in a competitive bargaining process. If an impasse is reached, American tenacity, creativity, and persuasiveness will come to the fore. Despite the “hard sell” tactics, negotiating partners should not feel pressured into making a decision. The Americans expect their counterparts across the table to be similarly pragmatic and single-minded in trying to secure a favorable deal.

4.Complete each sentence using a word derivationally related to the word given in brackets:

A.I assume cost shouldn’t be a _____ factor. (decision)

B.They are the worst part of my _____ team. (manage)

C.He kept calling his employee up to _____ some new task to him.

(assignment)

D.To save the lives of hostages, we should _____ with terrorists.

(negotiations)

5. Retell the text using this plan:

a)being a manager in the US;

b)the role of a manager;

c)approach to change;

d)approach to time and priorities;

e)decision making process;

f)boss or team player;

g)communication and negotiation styles.

6. Discuss in pairs:

A.What information in the text do you find most important?

B.What problems may occur if a foreign businessman is unfamiliar with the American culture?

C.Do you think it is easy to do business with Americans? Why?

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TEXT C

MANAGEMENT IN THE UK

To ensure successful cross-cultural management you should treat all people with respect and not to waste anyone’s time. This means that you should arrive at meetings prepared and ready to discuss the matter at hand. Expect your British colleagues not to be very emotive with their facial expressions and word choices. And keep in mind, the British are known for their dry wit.

In the UK, even though traditional organizations may be somewhat hierarchical, there is a sense that most people in the company have an important role to play and are valued for their input. Therefore, managers lose no respect by consulting employees to gather background information or by sharing the decision-making process. Employees expect to be consulted on decisions that affect them and the greater good of the organization, and not doing so may have a negative impact on moral for those who want to feel responsible for the success of the organization.

Cross-cultural communication will be more effective when working in the United Kingdom when you remember that the most productive managers in the United Kingdom recognize and value the specialized knowledge that employees at all levels bring.

The United Kingdom’s intercultural adaptability and readiness for change is developing all the time. The United Kingdom is seen to have a medium tolerance for change and risk. It is important for innovations to have a track record or history noting the benefits if they are to be accepted and implemented.

The fear of exposure, and the potential of embarrassment that may accompany failure, brings about aversion to risk and the need to thoroughly examine the potential negative implications so some intercultural sensitivity may be required.

The UK is a controlled-time culture. Global and intercultural expansion has meant that adherence to schedules is important and expected. Missing a deadline is a sign of poor management and inefficiency, and will shake people’s confidence. People in controlled-time cultures tend to have their time highly scheduled, and it’s generally a good idea to provide and adhere to performance milestones. Since the British respect schedules and deadlines, it is not unusual for managers to expect people to work late in

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