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Файл:Английский язык для специалистов в сфере государственного и муниципального управления. Учебное пособие
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Seven approaches to strategic management systems can be discerned.
These include: the integrated units of management approach (or layered or
stacked units of management), strategic issues management approach, contract
approach, collaboration approach (including the lead organization, shared
governance, and network administrative organization approaches), portfolio
management approach, goal or benchm ark approach, and hybrid approaches.
Strategic planning and management are approaches to identifying and
addressing challenges. Neit her is a single i nvariant thing but is instead a s et of
concepts, p rocess es, proced ures, t ools, tech niqu es, and p ractices (and structures
in the case o f str ategic management systems) that must be drawn on sel ectivel y
and adapted thoughtfully and strategically to specific contexts if they are to help
produce desirable results. While there are a variety of generic approaches to
both, the boundaries among them are not necessarily clear, and strategic
planning and management in practice are typically hybrid. Research is
accumulating about which approaches to strategic planning and management
work under which circumstances, how, and why, but much work remains to be
done.
20. Revise the terminology of the text.
Высокие возможности, портфолио, гибридный, инвариантный, заинтересованные стороны, структура, стратегия, бюрократия, стратегическое
управление, стратегическое планирование и управление, стратегический
менеджмент.
21. Translate from Russian into English.
1. Стратегическое управление может помочь общественным органи-
зациям или другим организациям достичь важных целей и создать общественную ценность.
2. Более частичные процессные подходы включают стратегические
переговоры, управление стратегическими проблемами и стратегическое
планирование в качестве основы для инноваций.
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3. Стратегии связывают стремления и возможности, необходимые для
их достижения.
4. Стратегия подразумевает преднамеренное, а также возникающее
(повторное) согласование устремлений и возможностей, таким образом
гарантируя, что стремления действительно могут быть достигнуты или
должны быть изменены, принимая во внимание текущие возможности
и возможную потребность в развитии новых.
5. Предполагая, что стратегия хороша, теория утверждает, что после-
дует хорошая производительность.
6. Стратегическое планирование и управление представляют собой
конкретные подходы, которые могут обеспечить эффективную разработку
стратегии в общественных организациях или других организациях.
7. Стратегическое управление включает в себя стратегическое плани-
рование, но также связывает его с реализацией стратегии посредством,
например, организационного дизайна, управления ресурсами, измерения
производительности и управления изменениями.
8. Что нового, так это адаптация различных аспектов опыта частного
сектора к общественным целям, что принесло некоторые улучшения,
а также проблемы в разработке стратегии в государственном секторе.
9. Несмотря на очевидную потребность в стратегии для правительств,
а также широкое распространение стратегического планирования и управления государственными организациями, эти подходы не остались без
критики.
10. Стратегическое планирование может быть определено как пред-
намеренный подход к формулированию стратегии и обычно включает такие элементы, как анализ мандата, определение миссии и ценностей, анализ внутренней и внешней среды, определение стратегических вопросов,
формулирование стратегий для решения проблем и часто формулирование
видения на будущее.
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22. Answer the f ol lowing questions.
1. What is a strategy?
2. What is a strategic management?
3. How many approaches to strategic planning?
4. What is a public organization?
5. How many types of strategies are there in public administration?
23. True, Fals e, or No Information?
1. Strategic management is what kinks capabilities and aspiration.
2. Strategy is an approach to strategizing by public organizations or other
entities that integrates strategy formulation, and continuous strategic learning.
3. F our br oad typ es of strategists in public administration exist: the reactor,
the dreamer, the underachiever and the savvy strategist.
4. There are seven approaches to strategic planning.
5. Two content approaches also exist namely, portfolio and competitive
forces analyses.
6. Eight approaches to strategic management systems can be discerned.
7. Strategic planning and management are approaches to identifying and
addressing challenges.
8. While the boundaries are not necessarily clear, and strategic planning
and management in practice are typically hybrid.
24. Complete t he following sentences us ing the text.
1. More partial process approaches include __________.
2. Neither is a si ngl e invariant thing but is instead __________.
3. Strategy is omnipresent in government, and many approaches
__________.
4. Strategizing is not limited, of course __________.
5. Each approach consists of a set of concepts __________.
6. Strategic management includes strategic planning __________.
7. Many critics base their skepticism on the sense that __________.
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8. This view is clearly too narrow __________.
2
4 1 6
5
3
9. What is new is the adaptation of various aspects __________.
10. Element s of both approaches have even been engrained __________.
11. While there are a var iety of generi c app roaches to bo th, the boundaries
among them __________.
25. Solve the crossword on the topic:
1. What links capabilities and aspirations.
2. A public organization or other entity that does not really have a strategy.
3. A public organization or other entity that has high aspirations but does
not have or is not developing the capabilities.
4. A public organization or other entity that has low aspirations despite
having (or bein g able to develop) high capabilities underachiever.
5. Existing or happening in all parts of the world.
6. (The process of getting) knowledge or skill from doing, seeing, or
feeling things.
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26. Write a summary of the text above.
1) gathering facts:
4) strategic matrix:
2) SWOT analysis:
5) define strategies:
3) review inputs:
6) review and adjust (final reviews):
27. Make a brief report on the topic.
Strategic Plan Process includes several steps:
− from all stakeholders;
− customer analysis;
− competitor analisis;
− industry analysis;
− environmental analysis;
− company performance;
− company strategies;
− external analysis (opportunuties,
threats);
− internal analysis (strengths,
weaknesses);
− strategic questions;
− all stakeholders;
− define strategies to address
SWOT combinations (opportunuties
vs strengths; opportunuties vs
weaknesses; threa t s vs strengths;
threats vs weaknesses);
− objectives;
− key strategies;
− short and long term goals;
− operational plans;
− strategic issues;
− all stakeholders;
− review inputs;
− review SWOT analysis;
− define 3-4 key statements;
− all stakeholders;
− review strategies;
− review goals;
− review plans;
− adjust as necessary.
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1
To dump – выбрасывать, свали-
9
Outcome – результат, исход,
2
Subordinate – подчиненный,
10
To delegate – делегировать, пе-
3
Authority – власть, полномочие,
11
To relinquish – оставлять, сда-
4
Discretion – осмотрительность,
12
Remainder – остаток, остальные
5
Relevant – относящийся к делу,
13
Negotiation – обсуждение, пе-
6
Rapid access – быстрый доступ
14
Praise – похвала
7
Flow of information – поток ин-
15
Reprimand – выговор, замеча-
MODULE 3
THEORY OF PUBLIC ADMINISTRATION
1. Read and remember the following words and word-combinations.
вать
низший по чину, второстепенный
авторитет, достоверный источник
благоразумие, усмотрение,
полномочия
уместный
последствие
редавать полномочие, поручать
работу
вать
(pl.)
реговоры
формации
ние
36
8
Staggered development – диф-
ференцированное развитие
16
Promotion – продвижение, по-
1) dynamic tool
a) цель делегирования
2) the nature of the task
b) работать успешно
3) to operate successfully
c) природа задачи
4) daunting task
d) отправная точка
5) to lose control
e) осуществимая процедура
6) appropriate monitoring
f) формирование команды
7) starting point
g) терять контроль
8) criteria of success
h) устрашающая задача
9) workable procedure
i) соответствующий контроль
10) team – building
j) отчет о работе
11) performance review
k) критерии успеха
12) the objective of delegation
l) динамический инструмент
Adjective – Adverb (-ly)
Verb – Noun
potential –
severe –
delegate –
inform –
staff
authorities
subordinates
task
job
work
success
experience
failure
managerial role
training
motivation
2. Match the columns:
вышение, поощрение, поддержка, содействие
successful –
rapid –
true –
gradual –
3. Form derivatives accordi ng t o the models:
actual –
general –
primary –
personal –
promote –
innovate –
communicate –
construct –
situate –
instruct –
distribute –
motivate –
4. In each column find the word wit h the more general meaning:
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5. Read the text.
THE ART OF DELEGATION
Delegation is a skill of which we have all heard – but which few
understand. It can be used either as an excuse for dumping failure onto the
shoulders of subordinates, or as a dynamic tool for motivating and training your
team to realize their full potent ial.
The objective of delegation is to get the job done by yourself. Not just the
simple tasks of reading instructions and turning a lever, but also the decision
making and changes which depend upon new information.
Such a system can only o perate successfully if the decision-makers (your
staff) have full and rapid access to the relevant information. This means that
you must establish a system to enable the flow of information. This must at
least inclu d e r egular exchang es between your staff so that each is awar e of what
the others are doing.
One of the main phobias about delegation is that by giving others
authority, a manager loses con trol. This need n ot be the case. If yo u train your
staff to apply the same criteria as you would yourself (by example and full
explanations) then they will be exercising your control on you behalf. In
engineering terms: if maint ainin g con trol i s trul y your concern , then you sho uld
distribute the control mechanisms to enable parallel and autonomous
processing.
To understand delegation, you really have to think about people.
Delegation can not be viewed as an abstract techniq ue, it doesn’t d epends upon
individuals and individual needs.
The key is to d elegat e grad uall y. If yo u pres ent so meone wi th a task which
is daunting, one with which he/she does not feel able to cope, then the task will
not be done and your staff will be severely demotivated. Instead you should
build-up gradually; first a small task leading to a little development, then
38
another small task which builds upon the first; when that is achieved, add
another stage; and so on. This is the difference between asking people to scale a
sheer wall, and providing them with a staircase. Each task delegated should
have enough complexity to stretch that member of staff – but only a little .
When you delegate a job, it does not have to be done as well as you could
do it (given time), but only as well as necessary: never judge the outcome by
what you expect you would do (it is difficult to be objective about that), but
rather by fitness for purpose. When you delegate a task, agree then upon the
criteria and standards by which the outcome will be judged.
You must enable failure. With appropriate monitoring, you should be able
to catch mistakes before they are catastrophic; if not, then the failure is yours.
There is always the question of what to delegat e and what to do yoursel f,
and you must take a long term view on this: you want to delegate as much as
possible to develop you staff to be as good as you are now.
The starting point is to consider the activities you used to do before you
were promoted . Tasks in which you have experience are th e easiest for you to
explain to others and so to train them to take over.
Tasks in whi ch you r s t af f have more experience mus t b e delegated to them.
This does not mean that you relinquish responsibility becau se they are expert,
but it does me an that the default decision should be theirs.
Decisions ar e a normal manag erial funct ion: these t oo should be d elegated
– especially if they are important to the staff. In practice, you will need to
establish the boundaries of these decisions so that you can live with the
outcome, but this will only take you a little time while the delegation of the
remainder of the task will save you much more.
Since delegation is about handing over authority, you cannot dictate what
is delegated nor how that delegation is to be managed. To control the
delegation , you need to establish at the beginning the task itself, the reporting
schedule, the sources of information, your availability, and the criteria of
39
success. These you must negotiate with your staff: only by obtaining both their
1. Motivation
A. Is an obligati on to be responsible for
2. Delegation
B. Is a set of officially granted rights and
3. Authority
C. Is a compre hensive approach to pers onnel
4. Responsibility
D. Is the process of transferring part of the
5. Subordinate
E. A person depe ndent on someone in the
input and their agreement can you hope to arrive at a workable pr ocedure.
There are managerial functions which you should never delegate – these
are the perso nal/personnel ones which are often the most obvious additions to
your responsibilities as you assume a managerial role. Specifically, they
include: motivation, training, team-building, organization, praising,
reprimanding, performance reviews, promotion.
As a manager, you have a responsibility to represent and to develop the
effectiveness of your group within the company; these are tasks you can expand
to fill your available time – delegation is a mechanism for creating that
opportunity.
6. Match the terminology expressions and t he definitions.
achieving the s pecified results of work by
fulfilling the duties assigned to them
obligations to i ndependently ma ke decisions,
give orders and c arry out certain ac t i ons in the
interests of the organization
management aimed at creating motivations
functions of the head to other mana gers or
employees to achieve specific goals of the
organization
service
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