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Файл:Английский язык для магистров в сфере государственного и муниципального управления = English for masters in state and municipal management. Практикум.pdf
X
- •Рецензенты:
- •Student B
- •B . Student A
- •Student B
- •Ex. 2 Put the verbs in the correct tense, the present simple or the present continuous
- •Ex. 3 Put the verbs in the correct tense, the present simple or the present continuous
- •Авторы:
- •CONTENTS
- •1 PRACTICAL COURSE
- •1.1 Reading comprehension
- •Ex. 1 Here are some expressions using parts of the body. Use a dictionary to find out what they mean
- •Ex. 2 Complete these sentences using an appropriate expression from Ex. 1
- •1.2 Speaking
- •Ex.2 Look at the following situations and act them out with your partner
- •Ex. 4 Use the correct present tense form. Say what the context for each extract could be, written and/or spoken.
- •Phrasal verbs
- •Ex. 7 Translate from English into Russian.
- •2.1 Reading comprehension
- •Ex. 1 Read the text and say whether these statements are true or false
- •Ex. 2 Why are these dates important for the development of the company:
- •Ex. 2 Underline the correct tense in the sentences
- •Ex. 4 Put in the past simple or the past continuous . Note where both forms are possible
- •feel
- •have
- •tear
- •cost
- •catch
- •Ex. 6 Put the verb in brackets in either the Past Simple or the Past Perfect.
- •Ex. 8 Complete the following conversation using the verbs supplied
- •Ex. 9 Using the information given, complete each sentence with a suitable verb. Use the past perfect simple or continuous
- •Ex.10 Supply suitable verbs for the following conversation
- •Ex.11 Choose the correct form of the verbs
- •Ex.13 Match phrases 1-15 with time expressions A-O.
- •Ex.16 Underline an appropriate phrasal verb
- •3.1 Reading comprehension
- •Text B . Types of Business Organisations. Private Ownership
- •2. Partnership
- •3. Private limited companies
- •4. Public limited companies
- •Ex 1 Read the text and list the information under the following headings.
- •Ex. 1 Match each type of organization with the type of economic activity it is engaged in
- •Ex. 1 Read and fill on the diagram below with the appropriate information.
- •Ex. 3 Choose the correct form of the verbs
- •Ex 2 Read the article. As you read, complete the table below
- •Ex 4 Here are some possible titles for the article, and the original title. Which one do you think is best? Why? (Your reasons may be related to length; style; how well it summarizes the article, etc.)
- •THE AUSTRALIAN SALUTE
- •Ex. 3 Compare the use of tenses in the sentences. Say which tense is used and why
- •Ex. 4 Correct the mistakes
- •Ex. 5 Present Perfect simple or progressive? Which sentence matches better in A and B?
- •5.1 Reading comprehension
- •The scheme
- •The idea
- •What is a co-operative?
- •Ex. 1 Answer the following questions
- •Ex. 5 Choose the correct form of the verbs.
- •Ex. 6 Put in the correct form of the verb.
- •The future: revision
- •6.1 Reading
- •Ex. 3 Write your own CV. Pay attention to the layout and features mentioned above
- •Ex. 4 Skim through the letter and see what information the applicant is conveying about herself
- •Ex. 5 Here are some lines from the letters of applications of different candidates. Choose the most appropriate and convincing sentence in each group and give reasons for your choice.
- •Part B.
- •Ex. 11 What would you say in each of the situations below. Choose a,b, or c.
- •Ex. 12 Which of the tips in Ex. 1 did the two candidates below ignore?
- •STAFF NURSE
- •PETER SYMONDS
- •JOANNE BLAKE
- •BRIGID GRIFFITHS
- •Ex.2 Rewrite these sentences beginning with the words provided.
- •Ex. 3 Put the verbs in the correct form.
- •Ex. 4 Put the verbs into a suitable tense in the passive.
- •Ex. 6 Compare the verb forms in the pairs of sentences. Say which tense is used and why.
- •Ex. 7 Three of the sentences in this exercise are correct. Put a tick (V) next to them. All the other sentences contain mistakes. Put a cross (X) next to them and correct them.
- •Ex. 8 Put the verbs in brackets into the correct tense, active or passive
- •7.1 Reading comprehension
- •What makes an advertisement misleading?
- •How do we judge the ads we look into
- •Why it's a two-way process
- •Ex. 1 Read the text and answer the questions
- •Ex. 2 Find these expressions in the text and guess their meaning
- •Text B. ' Freedom in a Pie'
- •Ex. 1 Read the first two paragraphs of the text and answer the questions
- •Ex. 7 What is the meaning of these expressions?
- •Ex. 3 Complete the conversations with suitable verbs
- •Ex. 4 Choose the correct form of the verbs
- •Ex. 5 Fill the gaps in the sentences with must(n't), need(n't) or should(n't).
- •Ex. 6 Complete the second sentence using the correct form of must, need, should or have to without changing the meaning
- •Ex. 7 Supply can, can't, could, couldn't, was/were able to, managed to.
- •THE MYSTERY OF THE TALKING SHOE
- •Ex. 11 Make suggestions to a friend for the following situations. You feel like ...
- •8.1 Reading comprehension
- •Ex. 1 Read the conversation and answer the questions
- •Ex. 2 Decide which would be the most appropriate way of greeting people in each of the following situations
- •Initiating a Conversation
- •Ex. 11 Translate into Russian paying attention to phrasal verbs
- •UNIT 9
- •Formal and informal letters
- •Here is some of the language typical of business letters:
- •Ex. 2 Read the letter and write a reply to it.
- •Your reply should include the following:
- •Ex. 3 Write a letter to BP asking them to consider your request for sponsorship. Use the model to help you.
- •Rules for writing memos.
- •Ex. 2 Fill the gaps in the sentences, using the words given
- •Ex. 3 Complete the questions in the conversations
- •Ex. 6 Complete the following sentences with your own ideas
- •I wish I did / had done
- •Ex. 10 Fill in the gaps with an appropriate phrasal verb from the box.
- •Ex. 5 Put the following memo in the right order
- •ONE CUBE OR TWO?
- •THIS WAY! THAT WAY!
- •HOW TO GET RID OF RATS
- •THE BRAVE OLD LADY AND THE HOPELESS CROOK
- •Ex. 6 Put in the correct verb form (to-infinitive or -ing). Give two forms where both are possible
- •Ex. 7 Put in the correct verb form (to-infinitive or -ing).
- •10.1 Reading comprehension
- •Identifying yourself/your company
- •Asking the caller to identify himself/herself
- •Asking for a connection
- •Taking for a connection
- •Explaining the reason for the call
- •Signing off
- •Ex. 2 Choose the most appropriate response:
- •present becomes past
- •present perfect becomes past perfect
- •past becomes past or past perfect
- •past perfect does not change
- •modal 'present' becomes 'conditional' or 'past'
- •'shall' with a future reference becomes 'would’
- •'shall' in offers and suggestions becomes 'should'
- •'past' or 'conditional' modals do not change
- •'perfect' modal forms do not change
- •Ex 3. Report these Yes/No questions moving the clauses 'one tense back'.
- •Ex. 6 Last week you had lunch with Rachel, a friend you hadn't seen for a long time. Look at the list of things she said to you, then tell another friend what she said. Use reported speech.
- •Ex.7 Complete the sentences with the correct form of say or tell.
- •Ex. 1 Write out the sentences, using the most logical tense or form of the verbs in brackets. The words in italics should be put in their correct position in relation to the verb.
- •Ex. 2 Write out the sentences, using the most logical tense or form of the verbs in brackets. The words in italics should be put in their correct position in relation to the verb.
- •Ex. 3 Write out the sentences, using the most logical tense or form of the verbs in brackets. The words in italics should be put in their correct position in relation to the verb.
- •GUESS WHAT!
- •Ex. 5 Form tag-questions.
- •NOT YETI
- •WHO DID WHAT AND WHEN?
- •RENT-A-SPACE
- •Unit 2 Company history
- •Unit 3 Company structure
- •Unit 4 Work
- •Unit 5 Young enterprise
- •Unit 6 Applying for a job
- •Unit 7 Advertising
- •Unit 8 Socializing in business
- •Unit 9 Business correspondence
- •Unit 10 Telephoning
- •1.2 The concept of public administration
- •1.2 The essence of public administration
- •1.3 Methods of public administration
- •1.4 Subjects and objects of state administration
- •TOPIC 2
- •2.1 Historical aspects of the concept of the state
- •2.2 The concept and characteristics of the state
- •2.3 Types of state
- •2.4 Forms of the state
- •3.1 The concept and legal status of a public authority
- •3.2 Classification of public authorities
- •TOPIC 4
- •4.1 Institute of the President of the Russian Federation: status, powers, responsibility
- •4.2 Administration of the President of the Russian Federation
- •5.1 The Federal Assembly of the Russian Federation: the order of formation, the legal basis of activity, the structure and powers
- •5.2 Structure and organization of the Federation Council of the Federal Assembly of the Russian Federation
- •TOPIC 6
- •6.1 Structure and organization of the activities of the State Duma of the Federal Assembly of the Russian Federation
- •6.2 The legal status of a deputy of the State Duma and a member of the Federation Council
- •6.3 The Government of the Russian Federation in the system of state power: legal bases of activity, structure and powers
- •7.1 The concept of judicial power in the Russian Federation
- •7.2 Principles of the administration of justice in the Russian Federation
- •7.3 The judicial bodies of the Russian Federation: the procedure for formation, composition and competence
- •7.4 Status of judges
- •TOPIC 8
- •8.1 Executive authorities of the subjects of the Russian Federation
- •8.2 Legislative authorities of the subjects of the Russian Federation
- •TOPIC 9
- •9.1 State regulation in the field of education and science in the Russian Federation
- •9.2 State regulation in the fields of culture
- •9.3 State regulation in the field of health care, social services and social protection of the population
- •10.1 The concept of security and its types
- •10.2 The security system of the Russian Federation, forces and means of its support
- •TOPIC 11
- •11.1 The concept of local self-government
- •11.2 Principles of local self-government
- •11.3 Legal basis of local self-government
- •11.4 The concept of the organizational foundations of local self-government
- •11.5 The system and structure of local self-government bodies
- •11.6 Features of the organization of local self-government in the cities-subjects of the Russian Federation Moscow and St. Petersburg
- •12.1 The charter of the municipality
- •12.2 General characteristics of the legal status of the municipal administration
- •12.3 The head of the municipality: status and powers
- •13.1 Offences and liability
- •13.2 Political responsibility in the sphere of state municipal administration
- •13.3 Criminal liability in the sphere of state and municipal administration
- •13.4 Civil liability in the sphere of state and municipal administration
- •14.1 Introduction
- •14.2 Definition
- •14.3 Principles of administrative management
- •TOPIC 15
- •15.01 Important characteristics of management
- •15.02 Scope of management
- •15.03 Functional areas of management
- •1 Production management
- •2 Financial management:
- •3 Personnel management:
- •4 Marketing management:
- •5 Maintenance Management:
- •6 Material management and purchasing:
- •7 Transport management:
- •8 System management:
- •9 Office Management:
- •TOPIC 16
- •16.01 Functions of management or managerial functions
- •16.02 Process of Management
- •TOPIC 17
- •17.01 Management as a science
- •17.02 Management as an art
- •17.03 Management as a Profession
- •17.04 Significance and importance of management
- •CONCLUSION
- •APPENDICES
- •GRAMMAR REFERENCE
- •7.The passive is used :
- •2. Second.
- •3. Third.
- •4. Conjunctions that can sometimes be used in place of ` if `
- •Wishes
- •Verb patterns
- •Bare infinitive is used:
- •but: (passive) Не was made to рау for the damage.
- •The -ing form is used:
- •Reported speech.
- •1. Reported statements.
- •Reporting verbs
- •2. Reported statements with the reporting verb in the present.
- •3. Reported statements with tense changes.
- •Adverb changes in reported speech.
- •4. Reported advice and suggestions.
- •2. This is how we report a suggestion:
- •5. Reported commands.
- •In negative commands not goes before the to-infinitive.
- •6. Reported offers.
- •7. Reported questions.
- •8. Yes/No questions.
- •9.Wh-questions
- •COMMONLY USED ADVERBS
- •Ability to pay
- •Absolutism
- •Abuse
- •Access
- •Acceptance theory of management
- •Accountability
- •Administration
- •Administrative Accountability
- •Administrative Advocacy
- •Administrative agency
- •Administrative costs of taxation
- •Administrative discretion
- •Administrative due process
- •Administrative law
- •Administrative morality
- •Administrative order
- •Administrative remedy
- •Administrator
- •Affirmative action
- •Authority
- •Balance
- •Behavioral management theory
- •Benefit-cost ratio
- •Benfite principle
- •Big data
- •Body language
- •Boundary spanning
- •Brainstorming
- •Budget
- •Budget padding
- •Budget deficit
- •Budget surplus
- •Bureaucracy
- •Business
- •Business plan
- •Cashflow
- •Centralized organization
- •Chain of command
- •Charismatic power
- •Citizen participation
- •Classical adminsitrative
- •Classical management theory
- •Classical scientific
- •Closed system
- •Coercive power
- •Collective bargaining
- •Common-pool problems
- •Community development
- •Communication
- •Compensation
- •Competitive advantage
- •Condition of certainty
- •Content theory
- •Contingency planning
- •Contingency theory
- •Continuous process
- •Control
- •Concurrent control
- •Cost-leadership strategy
- •Crisis problem
- •Cross-functional teams
- •Decentralized organizations
- •Decision analysis
- •Decision tree
- •Delegation
- •Demographics
- •Development plans
- •Differentiation strategy
- •Distributional effects
- •Distributive policy
- •Dividends
- •Division of work
- •Division of labor
- •Dual federalism
- •Earned income tax credits
- •Economic depreciation
- •Economic incidence
- •Economies of scale
- •Effectiveness
- •Effective tax rate
- •Efficiency
- •Embargo
- •Employee benefits
- •Empowerment
- •Enterprise
- •Equal employment opportunity
- •Ethics
- •Evaluation
- •Expectancy theory
- •Expert power
- •Exporting
- •Federalism
- •Feedforward controls
- •Financial audits
- •Financial ratio analysis
- •Financial statements
- •First-line management
- •Flexiplace
- •Flextime
- •Force-field analysis
- •Formal structure
- •Formal theories of organization
- •Formula grants
- •Free riders
- •Fully funded pension fund
- •Functional authority
- •Functional structure
- •Functional teams
- •"Garbage can"
- •General fund
- •General obligation bond
- •Generational accounting
- •Gift taxes
- •Goal articulation
- •Goal congruence
- •Government failure
- •GOVERNMENT-SPONSORED ENTERPRISES (gses)
- •Grants
- •Grapevine
- •Gross federal debt
- •Gross income
- •Hierarchy
- •Home rule
- •Horizontal equity
- •Horizontal job loading
- •Human capital
- •Human relations movement
- •Human relations theories of organization
- •Human Resources
- •Implicit federal guarantees
- •Impoundment
- •Incentive pay
- •Income statement
- •Incrementalism
- •Independent agencies
- •Informal organization
- •Information management
- •In-kind income
- •Interest group
- •Intergovernmental competition
- •Intergovernmental relations
- •Interjurisdictional externalities
- •Internal rate of discount
- •Internalization of costs
- •Interorganizational networks
- •Interpersonal communication
- •Intrapreneurship
- •Iron triangle
- •Issue networks
- •Item veto
- •Job analysis
- •Job description
- •Job enlargement
- •Job enrichment
- •Job rotation
- •Job sharing
- •Joint venture
- •Kaizen
- •Leader
- •Leadership
- •Leading
- •Learning organizations
- •Legislative intent
- •Legislative oversight
- •Legitimate power
- •Licensure agreement
- •Liberal democracy
- •Liberty
- •Limited government
- •Line authority
- •Line-item budget
- •Liquidity ratios
- •Loan guarantees
- •Long-lived resources
- •Lump sum tax
- •Management
- •Management information systems
- •Manager
- •Managerial subsystem
- •Market failure
- •Mass production
- •Means-end chain
- •Mechanistic structure
- •Merit pay
- •Merit principle
- •Merit system
- •Mission statement
- •Modern organization theory
- •Monopoly government
- •Motion study
- •Multinational corporations (MNC)
- •National consumption tax
- •National debt
- •Need theory
- •Negative externalities
- •Negative income tax policy
- •Net federal debt
- •Net interest expenditures
- •New public administration
- •Network structure
- •Nonprofit organizations
- •Noncash transfers
- •Nonverbal communication
- •Off-budget policies
- •Office of management and budget (omb)
- •Office of personnel management (opm)
- •Ongoing plans
- •Open system
- •Operational goals
- •Operational plan
- •Organic structure
- •Organization
- •Organizational change
- •Organizational chart
- •Organizational climate
- •Organizational culture
- •Organizational design
- •Organizational development (OD)
- •Organizing
- •Orientation
- •Participatory democracy
- •Performance appraisal
- •Performance auditing
- •Performance budget
- •Philosophy of management
- •Plan
- •Planned change
- •Planning
- •Planning-programming-budgeting system (ppbs)
- •Pluralism
- •Policy
- •Policy analysis
- •Policy entrepreneur
- •Policy implementation
- •Political economy approach
- •Privacy laws
- •Procedure
- •Process theories
- •Profitability ratios
- •Quality
- •Quantitative approach
- •Queuing theory
- •Quotas
- •Rational model of decision making
- •Recruitment
- •Reengineering
- •Referent power
- •Regressive tax
- •Regulation
- •Regulatory commission
- •Regulatory policy
- •Reinventing government
- •Resources
- •Reward power
- •Risk
- •Rule
- •Satisfice
- •Satisficing
- •Scalar principle
- •Scientific management
- •Selective perception
- •Self-fulfilling prophecy
- •Simulation
- •Situational theory
- •Skills
- •Small-batch production
- •Special districts
- •Span of control
- •Spoils system
- •Stakeholders
- •Strategic change
- •Strategic plan
- •Structural change
- •Structured problems
- •Tactical plan
- •Tariffs
- •Task forces
- •Team structure
- •Technology
- •Telecommuting
- •Total Quality Management (TQM)
- •Theory X and Theory Y
- •Unity of command
- •Unstructured problems
- •Validity
- •Vertical job loading
- •Vision
- •Whistleblower
- •Whistle-blowing
- •Wholly-owned subsidiary
- •Work specialization
- •Zero-base budgeting
- •Zero defects
- •LITERATURE

151
TOPIC 12
MUNICIPALITY
12.1 The charter of the municipality
The Charter of the municipality is the main normative and constituent act of
the municipality, which establishes the status of the municipality. It occupies a
priority place in the system of municipal legal acts adopted at the municipal level of
legal regulation.
The Charter is a kind of mini-constitution that operates within the boundaries
of a separate municipality.
The charter stipulates:
1 name of the municipality;
2) a list of issues of local significance (in accordance with the type of
municipality);
3) forms, procedures and guarantees of public participation in solving local
issues;
4) structure and procedure of formation of local self-government bodies;
5) names and powers of elected and other local self-government bodies,
officials of local self-government;
6) types, procedure for the adoption, publication and entry into force of
municipal legal acts;
7) the term of office of the representative body, deputies, elected officials of
local self-government, the grounds and procedure for termination of their powers;
8) types of responsibility of local self-government bodies and officials of local
self-government, the grounds for the occurrence of this responsibility and the
procedure for resolving relevant issues;
9) the procedure for the formation, approval and execution of the local budget;
10) the procedure for making amendments and additions to the charter of the
municipality.
The charter must contain several types of norms:
1) norms-definitions (norms that establish the symbols of a municipality);
2) norms of thematic content (on municipal service, on forms of direct
expression of will);
3) the norms of the status content, which fix all the elements of the status of
bodies and officials, on the basis of which the provisions of the status content are
developed and adopted;
4) procedural (procedural) rules that establish the procedure for the exercise of
their powers by bodies and officials.
The charter of a municipality is the only normative legal act that must be
registered with the state bodies of justice.

152
12.2 General characteristics of the legal status of the municipal administration
The local administration is the executive and administrative body of the
municipality, which is empowered to resolve issues of local significance and to
exercise certain state powers transferred to the municipality in accordance with the
procedure established by law.
The local administration has the following characteristics:
1) since 1991 (since the appearance of the Law of the RSFSR "On Local SelfGovernment in the RSFSR"), administrations have been separated from Councils,
turned into organizationally and functionally autonomous local self-government
bodies. They remain so at the present time;
2) administrations are bodies of general competence that exercise
organizational, administrative and executive powers in the subjects of jurisdiction of
municipalities. It is this circumstance that provides local administrations with
functional independence and organizational and structural originality.;
3) local administrations have acquired the status of mandatory bodies in the
municipal government system;
4) local administrations, which, in accordance with the statutes of
municipalities, have the rights of legal entities, are registered in the form of municipal
institutions;
5) the administration has a branched and heterogeneous structure, which
includes the heads of the executive body, the staff, and divisions of the
administration.
The main areas of the office's work are organizational, legal, informational, and
logistical support of the administration. The device also performs control functions.
The structural units of the apparatus do not enjoy the right to issue legal acts. The
heads of the relevant departments do not manage the loans.
The functional units of the administration (committees for the economy,
municipal property management, financial and budgetary departments) perform
functions that cover all or many branches of the local economy.
The status of specialized departments and departments is characterized by
several characteristics. First, they are bodies of special competence. Their
competence is determined either by the local administration as a body of general
competence that solves issues of local significance, or by higher-level management
bodies. Secondly, they function on the basis of the provisions on them approved by
the head of the administration. Third, the final decision on the creation of a particular
unit has so far been made mainly by the heads of administrations, who approved its
structure and staff.
12.3 The head of the municipality: status and powers
The head of a municipality is the highest official of a self-governing unit,
endowed by the charter of the municipality with its own competence to resolve issues

153
of local significance. In addition to the status of the highest official, the Law "On
General Principles of the Organization of Local Self-Government in the Russian
Federation" gives the heads of municipalities the position of sole local selfgovernment bodies. It is the owner of organizational and administrative or
executive—administrative powers to organize the activities of a representative body
or to resolve issues of local significance.
The term "head of a municipality"was introduced by the Law" On the
Accounting Chamber of the Russian Federation " to refer to an elected official who
heads the activities of local self-government.
The powers of the heads of municipalities are divided into several major areas:
representative, normative, control powers, leadership powers with their division into
subspecies (organizational, coordination, etc.). The powers of the heads can be
redistributed depending on the role of the head of the municipality in the local
government system.
Representative powers in relations with other local self-government bodies,
state authorities, citizens and organizations will be common for the heads of state.
They have the right to act on behalf of municipalities without a power of attorney.
Standard-setting powers related to the issuance of legal acts on the organization and
activities of a representative body will also be typical.
The head is the head of the local administration, who issues resolutions on
issues of local significance and individual state powers, and issues orders on the
organization of the work of the administration.
The powers of the heads are terminated prematurely in cases of death,
resignation at their own request, removal from office, recognition by the court as
incompetent or with limited legal capacity, recognition by the court as missing or
dead, entry into legal force of a court conviction, departure from the country for
permanent residence, termination of Russian citizenship, recall of voters,
establishment in court of persistent inability for health reasons to exercise the powers
of the head of a municipality, early termination of the powers of the representative
body of the municipality, if the head was elected from its composition

154
TOPIC 13
OFFENCES AND LIABILITY
13.1 Offences and liability
In the sphere of state and municipal administration, many different actions are
carried out. Among them may be actions that cause condemnation of others.
The offense includes an act or omission, the obligatory occurrence of harmful
consequences, and in most cases the fault of the subject who caused the harm
(intentional fault or negligence in the form of negligence or frivolity).
Illegal actions may come from different administrative entities, state and local
self-government bodies, employees (officials) acting in the service and bearing
responsibility for their actions.
Illegal actions in the sphere of state and municipal administration are also
committed by organizations and persons who do not have authority in this area (a
commercial organization violates the licensing rules, or a citizen illegally wears other
people's orders and medals).
It is important to distinguish between offenses on the part of state and
municipal bodies and officials, when they acted as representatives of the authorities,
exercising state or municipal administration (the Government of the Russian
Federation adopted a resolution contrary to the law, and the mayor of the city
received a bribe), and, on the other hand, when they acted as private, legal and natural
persons, in a personal capacity, in civil relations (the state body does not pay bills for
electricity consumed, the minister caused a fight in the square, causing serious bodily
injury to a citizen, and the mayor of the city, violating the traffic rules, dented
someone else's car). The responsibility will be different: general legal as a citizen and
special legal as officials or a state municipal body.
Offenses in the sphere of state and municipal administration are not the same in
their severity. Crimes, i.e. acts that have a high degree of public danger entail
criminal liability, administrative offenses (for example, violation of traffic rules,
minor hooliganism) are punished by various types of administrative penalties (up to
administrative arrest for up to 15 days), violations in the service entail disciplinary
liability (reprimand in the order, etc.) , causing harm under civil law – material
liability or liability mainly of a moral nature (publication of a refutation in a
newspaper, reports on the unreliability of previously published information). The
President of the Russian Federation, heads of subjects of the Russian Federation and
municipalities, collegial executive bodies, ministers, deputies of representative bodies
for their actions in the service and outside it can bear political responsibility (such as
impeachment of the President, resignation of ministers, deprivation of the deputy
mandate).

155
13.2 Political responsibility in the sphere of state municipal administration
Political responsibility applies only to certain bodies of the State and
municipalities. A form of political responsibility can be the dissolution of the
parliament, legislative assemblies of the subjects of the Federation. The constitutions
of some countries (Poland, Ukraine, etc.) provide for the dissolution of the parliament
(unicameral parliament or lower house), if it has not adopted the state budget within
the prescribed period, failed to form a government, did not start its work after the
election. In Russia, the law establishes the political responsibility of the legislative
bodies of the subjects of the Federation, the heads of administrations of the subjects
of the Russian Federation, representative bodies and heads of municipalities. In cases
of violation of the Constitution and laws of the Russian Federation, representative
bodies may be dissolved, and heads of administrations, mayors-dismissed from
office.
Members of the parliament, legislative assemblies of the subjects of the
Federation, representative bodies of local self-government (councils, etc.) in some
countries may be recalled early by voters (including for poor performance), deprived
of their mandate by the relevant representative body (usually by a two-thirds majority
vote). Only after that, parliamentarians are subject to criminal liability if they have
committed crimes (in some countries, however, they do not have parliamentary
immunity, and immunity for members of legislative assemblies of the subjects of the
federation, as a rule, does not apply and does not apply at all to deputies of municipal
representative bodies).
Political responsibility of the president (the monarch is not subject to
responsibility) is possible in the form of impeachment (Russia, the United States,
etc.), early recall by voters (Austria), removal from office by a decision of the
constitutional court (Italy). Only after that, other penalties can be applied to the
former president (in some cases, the current president can also bear civil liability).
The most severe type of political responsibility of the government and
ministers (including ministers in some regions of the Russian Federation) is dismissal
as a result of a vote of no confidence(resolution of censure). The government can also
be dismissed at the discretion of the President (Russia, Ukraine, etc.). Civil liability
of the government and ministers is also possible, and criminal(punishment) and
disciplinary liability(reprimand, etc.) is also possible for ministers.
Special procedures for establishing responsibility may be applied to other
bodies and officials (for example, judges), but they are not subject to political
responsibility (with the exception of the recall of judges by voters in individual
countries).
13.3 Criminal liability in the sphere of state and municipal administration
Encroachments on public administration, if they constitute a crime, are subject
to punishment in accordance with the Criminal Code of the Russian Federation of
June 13, 1996 No. 63–FZ (Criminal Code of the Russian Federation). The Criminal

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Code of the Russian Federation provides for twenty-one crimes against military
service-from desertion to insulting a soldier.
Chapter 30 of the Criminal Code of the Russian Federation lists the elements of
crimes against the public service(this may also be extended to the municipal service),
in particular abuse of official authority, abuse of official authority, refusal to provide
information to the Federal Assembly or the Accounting Chamber, appropriation of
the powers of an official, illegal participation in business activities, receiving and
giving bribes, forgery, negligence. Among these elements, there may be crimes
committed not only by a civil servant. Thus, the assignment of the powers of an
official can be performed by both a civil servant and an ordinary citizen who pretends
to be a major boss.
Other chapters of the Criminal Code of the Russian Federation that do not
relate to issues of public authority and state and municipal service also provide for
the elements of crimes committed by subjects of public administration. Such
compositions are included in the chapters that provide for penalties for economic
crimes (Chapter 22), for crimes against public safety (Chapter 24), environmental
crimes (Chapter 26), crimes against traffic safety (Chapter 27), against the
foundations of the constitutional system and the security of the state (Chapter 29),
against justice (Chapter 27). 31), against the peace and security of mankind (ch. 34).
In the field of economic activity, a civil servant may be held liable for illegal
entrepreneurship (Article 171), and may violate safety rules when conducting mining
operations (Article 216). The captain of a State vessel may be held liable for failure
to provide assistance to those in distress (Article 270). Espionage is often committed
by government employees who have access to state secrets (Article 276). Many of
these compositions apply to officials of the municipal service.
Some crimes in the field of justice can only be committed by public officials.
The same applies to certain crimes against the peace and security of humanity. The
planning, preparation, launching and waging of an aggressive war, the use of
prohibited means and methods of warfare, as a general rule, can only be carried out
by senior officials.
13.4 Civil liability in the sphere of state and municipal administration
The legislation of various countries provides for civil liability of State and
municipal bodies and officials. They are responsible for damage caused to the person
or property of a citizen, as well as to the property of a legal entity. According to
Article 1064 of the Civil Code of the Russian Federation, the damage must be
compensated in full. The law may also establish an obligation to pay compensation to
victims in addition to compensation for damage. The law may also provide for
compensation for damage in the absence of the fault of the harmer. Compensation for
harm can be refused if it is established that the harm was caused with the consent of
the victim, and the actions of the harmer do not violate the moral principles of
society.

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These general provisions are specified in the articles relating to State and
municipal bodies and their officials. In accordance with Article 1068 of the Civil
Code of the Russian Federation, damage caused to a citizen or legal entity as a result
of illegal actions (inaction) of state, municipal bodies, state, municipal organizations
or officials, including as a result of issuing an act that does not comply with the law
or other legal act of a state or municipal body, is subject to compensation. The
damage is not compensated if it is caused in the condition of the necessary
equipment, provided that its limits have not been exceeded. If the damage is caused
by a state body, a state institution, a state enterprise or an official in a state of extreme
necessity, it must be compensated, although its size may be reduced. These liability
provisions apply to municipal self-government bodies, municipal organizations, and
municipal officials.
Liability for damage caused by illegal actions of bodies of inquiry, preliminary
investigation, prosecutor's office and court is specially regulated(Article 1070 of the
Civil Code of the Russian Federation). In this case, we mean illegal conviction,
illegal criminal prosecution, illegal detention.
Damage caused in the course of the administration of justice is compensated if
the judge's guilt is established by a court verdict that has entered into legal force.
As for the damage caused by the bodies of the state, the subject of the
Federation, the municipality and their officials, it is compensated if the actions
(inaction) were illegal, at the expense of the treasury of the Russian Federation, its
subject, the municipality, depending on the status of the official. At the same time, a
Federation, its subject, or a municipal entity that has compensated for the damage
from its treasury has the right to file a recourse claim against the body or official who
caused the damage.

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TOPIC 14
ADMINISTRATIVE MANAGEMENT
14.1 Introduction
Management is what managers ‘do’. It is the process of coordinating work
activities with and through other people so that work activities are completed
efficiently and effectively. The Term “Management” is used to refer the process of
Managing the activities of Enterprise. In layman’s Language Management refers to
group of personnel of an enterprise who have supervisory role over others. Example
Good quality of Management and Bad Quality of Management. In simple term
Management is the process of getting things done, effectively and efficiently,
through and with other people.
For management, it is important to be both effective and efficient.
Effectiveness and efficiency are two sides of the same coin. But these two aspects
need to be balanced and management at times, manager has to compromise with
efficiency. For example, it is easier to be effective and ignore efficiency i.e.,
complete the given task but at a high cost. Suppose, a company’s target production is
5000 units in a year. To achieve this target the manager has to operate on double
shifts due to power failure most of the time. The manager is able to produce 5000
units but at a higher production cost. In this case, the manager was effective but not
so efficient, since for the same output, more inputs (labour cost, electricity costs)
were used.
At times, a business may concentrate more on producing goods with fewer
resources i.e., cutting down cost but not achieving the target production.
Consequently, the goods do not reach the market and hence the demand for them
declines and competitors enter the market. This is a case of being efficient but not
effective since the goods did not reach the market. Therefore, it is important for
management to achieve goals (effectiveness) with minimum resources i.e., as
efficiently as possible while maintaining a balance between effectiveness and
efficiency. Usually high efficiency is associated with high effectiveness which is the
aim of all managers. But undue emphasis on high efficiency without being effective
is also not desirable. Poor management is due to both inefficiency and
ineffectiveness.
In simple efficiency Means doing the things correctly; refers to the relationship
between inputs and outputs; Seeks to minimise the resource and cost. Effectiveness
Means doing the right things; Goal Attainment
In total we can understand that Management takes place within an organisation
structure Management positioned at top under which everything falls. Manager is the
foundation upon which an organisation is built. Within the organisation structure
managers allocate resources (Like men material machinery methods and money) and
Manger uses the functions (such as Planning organising directing coordinating and

159
controlling) most efficiently and effectively to achieve organisational goals (such as
increasing the sales and profitability etc)
14.2 Definition
There is no universally accepted definition of the term Management. Different
authorities on management defined the term ‘management’ in different ways. Here
are the few definitions.
According to Mary Parker Follet, “Management is the art of getting of things
through people.”
According to Harold Koontz, “Management is art of getting things done
through and with the people in formally organised groups”.
In the words of Henry Fayol Management is “To manage is to forecast and to
plan, to organise, to command, to co-ordinate and to control.”
In the words of George R Terry, “Management is a distinct process consisting
of planning, organising, actuating and controlling performance to determine and
accomplish the objectives by use of people and resources”
Management is defined in terms of functions undertaken by the manager to
achieve organisational goals. Management is the systematic way of doing things. It is
an art of creating an environment in which people can perform and an individual
could co-operate towards attaining the group goals.
Administrative management is a part of the system of public administration.
In contrast to public administration, which is aimed at influencing the entire society
as a whole and implementing the public power of three branches at once,
administrative management is the implementation of the executive power.
The administrative management system is a set of subordinate and interrelated
federal and regional executive bodies.
The administrative management system consists of:
• Federal administrative management – management carried out by the
Russian Federation on the entire territory of the state in accordance with the principle
of differentiation of subjects of competence;
• Regional administrative management – management carried out by the state
authorities of the subjects of the Russian Federation within the borders of the subject
and in accordance with the principle of delineation of subjects of competence.
14.3 Principles of administrative management
There are 14 management principles given by Henri Fayol.
• Division of labor - this means the division of work between individuals in
different divisions of the organization.
• Authority - Managers should be given the authority to give orders based on
their responsibilities.

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• Discipline - means respect and submission to the rules and regulations that
govern the organization. These rules must be strictly observed and must not be
violated.
• Unity of command- states that each employee should be accountable to
only one employer. A subordinate must receive an order and obey only one superior.
Double subordination should be avoided, as it creates various difficulties in the
functioning of managers.
• Unity of direction - means that all team members working on the same goal
should be directed by the same boss, using the same plan. This will lead to proper
coordination of the activities carried out by the organization.
• Subordination of individual interests to the general means that the interests
of the organization should always be above the interests of the manager.
• Remuneration - involves the payment of a fair amount of remuneration to
all employees in accordance with the work performed by them. The company should
adopt a fair remuneration policy, as this affects the level of employee satisfaction.
Good remuneration is necessary to acquire qualified employees and achieve better
results.
• Centralization - refers to the distribution of the level of authority between
different levels of government and states that an appropriate balance should be
achieved in the division of authority.
• Order - Everything in the organization must be in the right place, in the
right order, and at the right time.
• Stability of staff stay - Employees should be provided with job security and
various career development programs that increase their productivity.
• Initiative - Each employee should be given the appropriate freedom to
develop and execute plans. All employees should be encouraged for their initiative,
as it provides them with the satisfaction that leads to the success of the company.
Administrative management is often used to refer to a form of bureaucratic
organization. It relies heavily on formal competencies, procedures, and processes
carried out by employees, with strict measurement and control systems used to
monitor the progress of work. A very important factor in administrative management
is the need to create an effective information system for the effective distribution of
data and knowledge within the organization. Each management function is more or
less related to administrative management, even a flexible software development
methodology relies on procedures and rules for performing specific actions, which
include appropriate administrative procedures.
Administrative management does not include one position, one office, or one
department, but rather the entire management component that operates in an
administrative capacity." One of the main functions that usually exist in an
organization is the administrative function. This function does not generate revenue
for the organization, but provides specialized support to individuals and other
functions of the organization.
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