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Файл:Английский язык для специалистов в сфере государственного и муниципального управления. Учебное пособие
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7. Form derivatives according to the model:
Adjective – Adverb (-ly)
Verb – Noun
corporate –
clear –
refers –
checked –
whole –
satisfying –
reliable –
significant –
provides –
lasts –
seeking –
habituate –
8. Match the terminology expressions and the definitions.
9. Fill the gaps wit h t he proper words.
Use the words given and put them in the correct form: to use, to
establish, to read, to m ake, to view.
1. The starting point is to consider the activities you ____ to do before you
were promoted.
2. This means that you must _____ a system to enable the flow of
information.
3. Not just t he simple tasks of _ ____ instructions an d turning a lever, but
also the decision ______ and changes which depend upon ne w information.
4. Delegation cannot be _____ as an abstract tech nique, it doesn t depends
upon individua l s and individual needs .
10. Translate the following expressions.
Present someone with a task. Judge the outcome by something. The most
oblivious additions to something. Give somebody authority depends upon
something.
11. Explain the meaning of the following words and word
combinations.
Relevant information, engineering terms, technique, normal managerial
function, tea m-building.
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12. Group the words and word-combinations according to their
1. Dumping ________
5. ________ function
2. Reading ________
6. The starting ________
3. Turning a ________
7. Reporting ________
4. Objective of ________
8. ________ of information
morphological structure.
To delegate, to use,a skill, relevant, to think, staircase, severely, task,
specifically, complexity, easiest, to use.
13. Complete the fol lowing phrases.
14. Find the synonyms and antonyms.
Praise, authority, delegation, phobia, quickly, compliment, anarchism,
gradually. to realize, execution, transfer, fear.
15. Choose the right word.
1. The key is to delegate (gradually, brightly, perfectly).
2. When you delegate a task, agree then upon the criteria and standards by
which the outcome will be (judged, analyze, run).
3. Th e objective of d elegation is to g et the (job, profess ion, chart) don e by
yourself.
4. This means that you must establ i sh a (system, networking, paperwork) to
enable the flow of information.
16. Complete the fol lowing sentences usi ng the text.
1. The objective of ________ is to get the job done by yourself.
2. One of the main phobias about delegation is that by giving others
authority, a manager loses ________.
3. ________ are a normal managerial functions.
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4. If you present someone with 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 ________.
5. You must ________ failure.
6. The starting point is to ________ the activities you used to do before
you were prom ot ed.
7. Since ________ is about handing over authority, you cannot dictate
what is delega t ed nor how that delegati on i s to be ________.
17. Answer the following questions.
1. What is the art of delegation?
2. What are the main phobias about delegation?
3. What is important to effective delegation?
4. What are the possible outcomes and failures in delegating?
5. What can you delegate and do by yoursel f?
6. What do you need negotiations for?
7. What managerial functions you should never delegate?
18. Work in pairs. Correct wrong statements.
1. 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 subo rdin ates , o r as a dyn amic tool for motivating and training your
team to realize their full potent ial.
2. 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.There is no fixed
content for a business plan. Rather the content and format of the business plan
is determined by the goals and audience.
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3. Delegation cannot be viewed as an abstract technique, it doesn’t depend
upon individuals and individual needs.
4. As 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.
19. Translate into E nglis h.
1. Такая система может работать успешно, если у лиц, принимающих
решение, есть полный и быстрый доступ к релевантной информации.
2. Одна из главных боязней о делегировании – то, что, давая полно-
мочия другим, менеджер теряет контроль.
Чтобы понять делегирование, вы действительно должны думать
о людях.
3. С соответствующим контролем вы должны быть в состоянии уло-
вить ошибки прежде, чем они будут катастрофическими; в противном
случае вас ждет поражение.
4. Решения – нормальная организаторская функция: они также долж-
ны быть делегированы – особенно, если они важны для сотрудников.
20. Write a summary of the te xt.
21. Work with your partner. Ask one another questions about
delegation.
22. Make groups of three or four and prepare an MS PowerPoint
presentation on the topic “The Art of Delegation”.
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23. Remember the following words and combinations.
1
Strategic issues management
7
The integrate d units of
2
Circumstances – обстоятельства
8
Goal approach – целевой подход
3
Public organizations – обще-
9
Omnipresent approach – кон-
4
Comprehensive process approach –
10
Benchmark approach – эталон-
5
Competitive forces analyses –
11
Capabilities and aspirations –
6
Strategic management systems –
12
Desirable results – желаемые ре-
1. Implementing strategies
A. Управление заинтересованными
2. Capability
B. Неудачник
3. Aspiration
C. Реализация стратегий
4. Savvy strategist
D. Вдумчиво адаптивный
approach – подход к управле-
нию стратегическими вопросами
ственные организации
всеобъемлющие процессные
подходы
анализ конкурентных сил
management approach – интегрированный подход к единицам управления
трактный подход
ный подход
возможности и устремления
системы стратегического
зультаты
управления
24. Read and explain the words.
Management, public organizations, implementation, comprehensive,
framework, approach, tools, research, strategy, purpose, aspiration,
collaboration.
25. Match the term s words with Russian equivalents.
сторонами
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5. Strategic planning
E. Способность
6. Approach
F. Стратегическое планирование
7. Adapt thoughtfully
G. Стремление
8. Typically hibridic
H. Подход
9. Desirable result
I. Опытный стратег
10. Frameworks for innovation
J. Типично гибридный
11. Stakeholder management
K. Желаемый результат
12. Underachiever
L. Основа для инноваций
26. Match the terms with the definitions.
Strategy, publ i c management, desirabl e result, portfolio, shared
governance strategy, mass media, organ i z ation, community.
1. Management involving seve r al enxities.
2. Collection of officially documented awards.
3. What you want to achieve as a result of any activities.
4. State administrations.
5. The exact plan of action.
6. Public association or government agency.
7. The art of leading the social, political struggle.
8. A set of bodies for the public transmission of information using
technical means.
9. Bringing people together for some goals, institution, and organizat i on.
27. Read the text a nd discuss the main idea of i t .
STRATEGIC PLANNING AND MANAGEMENT
Strategy is omnipresent in government, and many approaches tied to
strategy – such as strateg ic plan ning and manag ement – are part of the stand ard
toolbox of public managers and policymakers. The 21st-century policymaker or
public manager is indeed confronted with myriad challenges all of which
46
require effective strategies: What is the public value he or she wants to
generate? How w i l l he or she do so? And with w hom?
Strategies link aspirations and the capabilities needed to achieve them.
Strategizing implies the deliberate as well as emergent (re)alignment of
aspirations and capabilities, thus making sure that aspirations can actually be
achieved – or else need to be changed – by taking into account current
capabilities and the possible need to develop new ones. Strategizing is not
limited, of course, to single organizations but is relevant to any entity where
aspirations and capabilities need to be aligned (e.g., individuals, teams,
organizations, coalitions, communities).
Assuming the strategy is good, the theory holds th at good performance w i l l
ensue. In the example of the Dutch National Football Team, the alignment of
vision (the aspiration to be among the final four teams, despite little belief
among Dutch media that it was possible) and structure or capability (appointing
world-class support staff and carefully considering team composition and
alignments u nder diff erent s cenarios) result ed in a third place fin ish at th e 2014
World Cup, in spite of what many consi der a generally weak group of players.
Strategic p l anning and managemen t ar e s pecific appro ach es t h at can enable
effective strategizing in and by public organizations or other entities (e.g.,
cross-boundary functions, collaborations, communities). Each approach
consists of a set of concepts, processes, procedures, tools, techniques, and
practices to be drawn on selectively and tailored to specific contexts, even as
the context itself likely should be changed. Strategic management also adds
characteristic structures to this mix. Strategic planning can be defined as a
deliberate approach to strategy formulation and typically includes such
elements as analyzing the mandate, defining a mission and values, analyzing
the internal and external en vironment, identifying strategic issues, formulating
strategies to address issues, and often articulating a vision for the future.
Strategic management includes strategic planning but also links it to strategy
implementation through, for instance, organizational design, resource
47
management, performance measurement, and change management. Elements of
both appro aches have even been en grained in legis lative initiatives worldwide,
forcing their adoption by public organizations (e.g., the Government
Performance, Results and Modernization Act in the United States, Best Value
in England and Wales, Policy and Management Cycle in Flanders, Belgium).
Despite the clear need for strategy in governments as well as the
widespread adoption of strategic planning and management by public
organizations, these approaches have not gone without criticism. Many critics
base their skepticism on the sense that strategy as a focus, strategic planning,
and strategic management emerged from the new public management–type
thinking in the 1980s and onwards. Hence, strategy, strategic planning, and
strategic management have often been conflated with concepts and practices
presumed to be imported from businesses, including efficiency and
effectivenes s, mark et-ori ented think ing, and co mpetiti on – al l of wh ich actu ally
have deep roots i n the public sector.
This view is clearly too narrow, given the public and military roots of
strategy and its long history of use in the service of public purposes. What is
new is the adaptation of various aspects of private-sector experience to public
purposes, which has brought some improvements as well as challenges to
public-sector strategizing.
28. Find in the text the English equivalents for the following Rissian
words and phrases.
Управление, государственная организация, важные цели, возможности, сотрудничество, всесторонний, адресация, практиковать, конкретные
условия, стратегический случай.
29. Read the text and answer the que s tions.
1. What is strategic management?
2. How can strategic planning help?
48
3. How many approaches to strategic planning exist?
4. What unites strategic planning?
5. What connects opportunities and aspirations?
30. True, False, or No Information?
1. Strategy is what links capabilities and aspirations.
2. There are five approaches to strategic management systems.
3. Strategic management cannot help public organizations achieve their
goals and create public value.
4. There are two main types of strategists in public administration.
5. Strategic management is an approach to strategizing by public
organizations.
31. Solve the crossword puzzle.
1. А detailed plan covering a long period of t i me.
2. Covering all side s of something.
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3. Тhe process of lea r ning something.
4. Тhe process of joint activity in any field of two or more people or
organizations to achieve common goals.
5. Owned by the public, not private, collective.
6. Activities of public authorities.
7. А group of people whose activities are consciously coordinated to
achieve common goals.
8. Еxecution of something.
9. Limits, boundaries of something.
10. An insistent desire to do something or achieve something, an internally
conditioned necessity.
11. An object, device, mechanism, machine, or algorithm used to influence
an object.
12. A set of methods, techniques in considering something, in influencing
someone.
13. The result they strive for, what they want to achieve.
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