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Файл:Английский язык для специалистов в сфере государственного и муниципального управления. Учебное пособие
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38. Answer the f ol lowing questions.
1. How many types of public administration are there?
2. What types of publ ic administration include?
3. Why do we need the ories of public administration?
4. What role do they play?
39. Complete t he following sentences us ing the text.
1. Public administration plays a major role through its_______.
2. Key types of public administration include________.
3. There are ___ main different types of public administration.
4. These theories offer different____.
5. Approaches or Theories of public admini s t ration help us_______.
40. Write a summary of the text above.
41. Make a brief report on the topic.
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1
Draft – набросок, черновик
8
Hierarchy – иерархия
2
Implementation – выполнение,
9
Cost-benefit analysis – анализ
3
Long-term objectives – долго-
10
Underestimation – занижение,
4
Rivalry – соперничество, кон-
11
Return on inves t ment – рента-
5
Assumption – предположение,
12
To diversify – разнообразить,
6
Bottom-up – снизу вверх
13
To revert – возвращаться
7
Funnel – воронка
14
Facet – фацет, грань, аспект
MODULE 2
PUBLIC ADMINISTRATION. BUSINESS MANAGEMENT
1. Read and remember the following words and word combinations.
Group them according to the parts of speech: – nouns; – verbs; – wordcombinations.
осуществление
срочные цели
куренция
допущение
затрат и выгод
недооценка
бельность инвестиций
расширить ассортимент
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2. In small groups make a list of variants which can be described as.
General approaches, financial criteria, levels of management.
3. Work with your partner and think of the approach requiring.
Human interactions, rationality, resource allocation, rivalry, corporate
culture, price setting, marke ting strategy, corporate missions, budgeting.
4. Choose the r i ght word.
1. S trategic management (t echniques, levels) can b e viewed as bottom-up,
top-down, or collaborative processes.
2. Proposals are assessed using financial (criteria, reasons) such as return
on investment or cost-benefit analysis.
3. Some organizations are starting to experiment with collaborative
strategic p lannin g techn iques that reco gnize t he (emer gent , long -ter m) natur e of
strategic decisions.
4. Strategic management is the (highest, lowest) of the levels in the sense
that it is the broadest – applying to all parts of the firm – while also
incorporating the longest time horizon.
5. Business strategy refers to the (aggregated, competitive) strategies of
single business firm or a strategic business unit (SBU) in a diversified
corporation.
6. Functional strategies include marketing strategies, new product
development strategies, human resource strategies, financial (strategies,
resources), legal st rategi es, sup ply-chain strategies, and information technology
management strategies.
7. A strategic business unit is a semi-autonomous unit that is usually
responsible for its own (budgeting, payments), new product decisions, hiring
decisions, and price setting.
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5. Match the following verbs with nouns :
to based on
issues
to be viewed as
to decide on
to apply on
to refer to
to include
to funnel
to deal with
process
the best ideas
legal strategy
all parts
the strategy
the overall direction
theory
6. Read the text. Try to understand all the details.
STRATEGIC MANAGEMENT
Strategic or institutional management is the conduct of drafting,
implementing and evaluating cross-functional decisions that will enable an
organization to achieve its long-term objectives.
[1]
It is the process of sp eci f yi ng
the organization's mission, vision and objectives, developing policies an d p lan s,
which are designed to achieve these objectives.
complement each other in some ways, to strategic management:
deals with: issues like competitive rivalry, resource allocation, economies of
scale; assumptions – rationality , self discipline behaviour, profit maximization.
assumptions – bounded rationality, satisfying behaviour , profit sub-optimality.
An example of a company that currently operates this way is Google.
or collaborative processes. In the bottom-up approach, employees submit
proposals to their managers who, in turn, funnel the best ideas further up the
In general terms, there are two main approaches, which are opposite but
− The Industrial Organizational Approach. Based on economic th eory,
− The Sociological Approach. Deals primarily with human interactions;
Strategic manag ement techniques can be viewed as bottom-up, top-down,
organization. This is often accomplished by a capital budgeting process.
Proposals are assessed using financial criteria such as return on investment or
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cost-benefit analysis. Cost underestimation and benefit overestimation are
major sou rces o f err or. Th e pro posal s that are appr oved f orm th e sub stan ce of a
new strategy, all of which is done without a grand strategi c des ign or a st rat egi c
architect. The top-down approach is the most common by far. In it, the CEO,
possibly wit h the assist ance of a str ategic plann ing team, decid es on the o verall
direction the company should take. Some organizations are starting to
experiment with collaborative strategic planning techniques that recognize the
emergent nature of strategic decisions.
In most (large) corporations there are several levels of management.
Strategic management is the highest of these levels in the sense that it is the
broadest – applying to all parts of the firm – while also incorporating the
longest time horizon. It gives direction to corporate values, corporate culture,
corporate goals, and corporate missions. Under this broad corporate strategy
there are typically business-level competitive strategies and functional unit
strategies.
Corporate strategy refers to the overarching strategy of the diversified
firm. Such a corporate strategy answers the questions of “which businesses
should we be in?” and “how does being in these businesses create synergy
and/or add to the competitive advantage of the corporation as a whole?”.
Business strategy refers to the aggregated strategies of single business
firm or a str ategic business unit (S BU) in a diversified cor poration. According
to Michael Porter, a firm must formulate a business strategy that incorporates
either cost leader ship, differentiation or focus in order to achieve a sustai nable
competitive advantage and long-term success in its chosen areas or industries.
Functional strategies include marketing strategies, new product
development strategies, human resource strategies, financial strategies, legal
strategies, supply-chain strategies, and information technology management
strategies. T he emphasis is on short and medi um term plans and is limited to the
domain of each department’s functional responsibility. Each functional
department attempts to do its part in meeting overall corporate objectives, and
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hence to some extent their strategies are derived from broader corporate
strategies.
Many companies feel that a functional organizational structure is not an
efficient way to organize activities so they have reengineered according to
processes or SBUs. A strategic business unit is a semi-autonomous unit that is
usually responsible for its own budgeting, new product decisions, hiring
decisions, and price setting. An SBU is treated as an internal profit centre by
corporate headquarters. A technology strategy, for example, although it is
focused on technology as a means of achieving an organization's overall
objective(s), may include dimensions that are beyond the scope of a single
business unit, engineering organization or IT department.
An additional level of strategy called operational strategy was
encouraged by Peter Drucker in his theory of management by objectives
(MBO). It is very narrow in focus and deals with day-to-day operational
activities such as scheduling criteria. It must operate within a budget but is not
at liberty to adjust or create that budget. Operational level strategies are
informed by business level strategies which, in turn, are informed by corporate
level strategies.
Since the turn of the millennium, some firms have reverted to a simpler
strategic s tructure driven by adv ances in information t echnology. It is felt th at
knowledge management systems should be used to share information and create
common goals. Strategic divisions are thought to hamper this process. This
notion of strategy has been captured under the rubric of dynamic strategy,
popularized by Carpenter and Sanders's textbook. This work builds on that of
Brown and Eisenhart as well as Christensen and portrays firm strategy, both
business and corporate, as n ecessari ly embracin g ongoin g strategic ch ange, and
the seamless integration of strategy formulation and implementation. Such
change and implementation are usually built into the strategy through the
staging and pacing facets.
26
7. Answer the following questions.
1. What is strategic management?
2. What are tw o main approaches to strat egic management?
3. What are major sources of error?
4. What business-level competitive strategies do you know?
8. Complete the following sentences using the contents of the text.
1. It is the process of __________ policies and plans __________.
2. __________ is Google.
3. Corporate strategy refers __________.
4. Many companies feel that __________.
5. A technological strategy is focused on __________.
9. Make a plan of t he text.
10. Write a summary of the text.
11. Work with your partner. Make the plan of the text. Discuss the gist
of each paragraph.
12. Work in pair s . Correct wrong statements. Begin your answers with
the following expressions:
That’s right ______. Exactly so ______. Precisely so ______. You are
right ______. I agree wit h you ______. You are incorrect ______. You are not
right ______.
1. Strategic or institutional management is the conduct of drafting,
implementing and evaluating cross-functional decisions that will enable an
organization to achieve its long-term objectives.
2. I n gener al terms, ther e are fou r main app roach es, which are oppo site but
complement each other in some ways, to strategic management.
27
3. The Sociological Approach deals primarily with human interactions.
– What's the reason for __________?
– The basic reason is that _________
– Why do/don't yo u __________?
– Well, __________ you see _______
– Why is that?
– Well, because __________
4. Corporate strategy refers to the overarching strategy of the diversified
firm.
5. Each functional department fails to do its part in meeting overall
corporate ob jectives, an d hence to some extent their str ategies are deri ved from
broader corporate strategies.
13. Look at the following speech patterns and match questions and
answers. There are three groups of expression here, read them carefully
and say which of them refer to formal style of speech, what are neutral,
and which are informal.
Asking for reasons Giving reasons
– I'd like to know t he reason for
__________
– I find it interesting to know
__________
– How can you account for the fact
__________?
– Why are / do you __________?
– Can you explain why __________?
– Why did it happen?
– I wonder if __________?
– What's the point of __________?
– Let me explain. You see _________
– I think it is righ t for the following
reasons __________
– Well, the thing is __________
– __________ that's why __________
– He's got a point. You see ________
– The point is __________
– Tell me why __________?
– What for __________?
– Why so __________?
– Why not __________?
– Because __________
– If I could explain, __________
– It's like this, you see __________
– Why should I __________?
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14. Match the questions in A with the answers in B. Refer your answer
a) What do you know about strategic
b) Strategic M anagement is the
– strategic management;
– functional strategy;
1. Strategy
A. Контрольные показатели
2. Management
B. Стратегия
4. Benchmark approaches
D. Менеджмент
5. High capabilities
E. Высокие возможности
6. Portfolio
F. Комплексный процесс
to a particular s i tuation (formal, less formal, informal).
management? (1)
nothing? (2)
everything? ( 3)
much? (4)
process of specifying the
organization's mission, vision and
objectives, de veloping policies and
plans, which are designed to achieve
these objectives.
– I’ve forgotte n.
– I’ve read the text and can explain
everything.
– I haven’t slept.
– You were rude to me.
– I work very hard.
15. Say what level of management you woul d prefer and why:
– corporate strategy;
– business strategy;
16. Make a report on Strategic Management.
17. Match Engli s h terms with Russian e qui valents.
3. Comprehensive process C. Портфолио
– technological strategy;
– operational strategy.
7. Organization approaches G. Организационное управление
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18. Match the te rms with their definiti ons .
Strategy, publ i c organization, government, strategic management.
1. The system of group of people governing an organized community,
generally a state.
2. A plan of action designed to achieve a long-tern or overall aim.
3. Owned and operated by the government, and funded by the government
through fates.
4. The process of setting goals, procedures, and objectives in ord er to make
a company or organizations more competitive.
19. Read the text and be ready to answer the questions.
STRATEGIC MANAGEMENT
Strategic management is an approach to strategizing by public
organizations or other entities that integrates strategy formulation and
implementation, and typically includes strategic planning to formulate
strategies, ways of implementing strategies, and continuous strategic learning.
Strategic management can help public organizations or other entities achieve
important goals and create public value.
Strategy is what links capabilities and aspirations. Four broad types of
strategists (as individuals, teams, organizations, and collaborations) in public
administration exist: the reactor (low aspirations, low capabilit ies), the d reamer
(high aspirations, low capabilities), the underachiever (low aspirations, high
capabilities) and the savvy strategist (high aspirations, high capabilities).
There are eight approaches to strategic planning. More comprehensive
process approaches include those influenced by the Harvard Policy Model,
logical incrementalism, and stakeholder management. More partial process
approaches include strategic negotiations, strategic issues management, and
strategic planning as a framework for innovation. Finally, two content
approaches also exist, namely, portfolio and competitive forces analyses.
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