Методические указания к практическим занятиям для студентов-бакалавров I

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Название	Методические указания к практическим занятиям для студентов-бакалавров I
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Тип	Методические указания

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participate (v)

participant (n)

active ~ ; reluctant ~
legislature (n)

to convene a ~ ; to disband, dismiss, dissolve a ~ ; bicameral ~ ; unicameral ~

legislate (v)

legislative (adj)
court (n)

a ~ yard; a superior ~ ; the Court of Appeal; a probate ~; a territorial ~ ; the Supreme Court; ~ of directors
neglect (v)

to ~ smb’s duty; his education was ~ed

neglect (n)

complete ~, total ~ ; parental ~

jeopardy (n)

in ~

jeopardize (v)

~ one's life
Vocabulary Exercises
Ex. 1. Which words can you derive from the following?

employ
scrutiny
dominate
promote
stable
secure
satisfy
depend
effect

produce
legislature
neglect
jeopardy
profit
reward
participate
collaborate
execute

Ex. 2. Complete each sentence using a word derivationally related to the word given in brackets:

Perceptions that public organizations are wasteful and private ones are efficient do not withstand … . (scrutinize)
Bureaucracies are generally defined as organizations that provide each … with a clearly defined role. (employ)
They … employees on the bases of their skills and training. (promotion)
The dilemma both public and private organizations have is the need for … and change. (stable)
Future …, food, shelter, etc. are fundamental needs individuals bring to organizations. (secure)
Bureaucracy, whether in business or government organization is thought to be a … form of organization. (dominate)
Most work in organizations is a mix of … and … . (collaborate, depend)
Common interests have a profound … on people’s work and are as important as formal assignments. (effective)
Public administration has a number of …, such as the …, the … , the courts, and organized groups. (participate, execute, legislative)
In case a public administrator … any of his or her numerous duties that leads to the … of the entire program. (neglect, jeopardize)

Ex. 3. Match the words to their definitions:

stable
employ
collaboration
legislature
participant
neglect, v
resist
effective
depend
produce, v
dimensions
abuse, n

to give someone regular work;
producing a good result;
steady, solid;
working together;
to fail to look after or to maintain;
to oppose, not to give in;
to be decided according to something;
to bring out, to make, to manufacture;
a person who takes part;
law-making body;
wrong use, bad use;
measurements.

Ex. 4. What is the English for:

участник
зависимость (от кого-либо)
оказывать сопротивление
сотрудничество
стабильность
законодательная власть
исполнительная власть
служащий

выпускать, производить
не принимать во внимание
работодатель, наниматель
безработный
злоупотребление властью
размеры, величина
должностное лицо, администратор, руководитель

Ex. 5. Translate into English:

Каждый сотрудник организации имеет определенную роль и ответственность.
Решение о продвижении сотрудника зависит от работодателя.
Всякая организация нуждается в стабильности.
Члены организации не только сотрудничают на работе, но и часто объединяются в неформальные группы вне работы.
Работодатели должны принимать во внимание не только материальные, но и духовные потребности личности.
Теория государственного управления в настоящее время быстро развивается и зависит от того, что мы знаем о человеческой личности, мотивах ее поведения и потребностях.

Ex. 6. Make up situations using the following words and word combinations:

to employ
to hire
to promote
a formal/informal group
collaboration
to depend
to neglect

stability (of an organization)
effectiveness
production
abuse (of power)
to resist
the executive
the legislature

B. Pre-reading Exercises
Ex. 1. Look at the heading of the text and predict the contents of it.
Ex. 2. Name some words and phrases you know related to the problem under discussion.
Ex. 3. Guess the meaning of the following words and word combinations:

politics/policy, public/private organization, formal/informal group, spiritual/ material/ individual needs, need of self-actualization, corruption, area or responsibility, task orientation, faceless bureaucrats.
Ex. 4. Give your own definition of 'organization theory'.
Ex. 5. Answer the following questions:

The discipline of public administration like any other discipline has its own subject and field. What are they?
What do the terms 'a public organization' and 'a private organization' convey to you?
What is 'a hierarchical structure' (of a government or business organization)?
May bureaucracy create abuses of power? In what way?
Does the effective development of public administration theory depend on our knowledge about humans, their motives and needs? Can you give examples?

C. Reading
Ex. 1. Read the text for general information to complete the following statements:

The text discusses … (the main issues and aspects of …)
The text considers organization theory which involves …
The text tells us about public administration and its main participants … (such as … who …)

SOME THEORETICAL ASPECTS

OF PUBLIC ADMINISTRATION
Though there are different approaches to the field of public administration, this interdisciplinary subject nowadays has a quite strong theory that tries to take into account not only management subjects, but also the mix of administration, policy making, and politics.

Let us consider some issues of this theory and start with organization theory common to both public and private sectors.
The basic aspects of organization theory
The terms public and private convey very different connotations to the general public. Public organizations are commonly pictured as large mazes that employ bureaucrats to create red tape; private organizations, on the other hand, are viewed to be run by hard-nosed managers who worry about profit and consumers. Public organizations are pictured as wasteful; private organizations are often presented as efficient. Yet these perceptions of their differences do not withstand careful scrutiny. Both types of organizations have much in common.
Organization as bureaucracy

Whether in business or government organizations, a dominant form of any administration is bureaucracy. Bureaucracies are generally defined as organizations that (1) are large, (2) hierarchical in structure with each employee accountable to the top executive through a chain of command, (3) provide each employee with a clearly defined role and area of responsibility, (4) base their decisions on impersonal rules, and (5) hire and promote employees taking into account their skills and training related to specific jobs. Bureaucracy has promise but it may also create problems and abuses of power, especially in the absence of effective coordination.
Organization as a dynamic change

Then, both public and private organizations have a dilemma – the need for both stability and change.

All organizations resist change as organizational change is often painful and destructive. Despite the need for new ideas, new approaches, and new types of employees, stability need usually dominates in organizations. And the forces of stability are stronger in public organizations. These institutions are generally insulated from survival concerns by legal mandates. Few of them declare bankruptcy despite serious doubts about their efficiency.
Organization as human relations

Both organizations, especially public organizations, are crowded with individuals.

Individuals bring to organizations a complex mix of needs (both fundamental needs, as food, shelter, health care, and future security which are bought with money earned through work, and our highest spiritual needs to belong to a social group and to contribute to it, the need of self-actualization, esteem and recognition). To attract and keep people and to encourage dependable and innovative performance, organizations must take into account individual needs and motivation and satisfy them.

Organizations should also make a system of various rewards that are powerful incentives for above-average performance. Pay, promotions, recognition, and others rewards are distributed by managerial staff. Social rewards like friendship, conversation, impact, satisfaction received from meaningful work appear in the process of work itself.

The social rewards of some jobs are more obvious than others. Jobs with greater variety, responsibility, and challenge are inherently more rewarding while routine can generate lack of interest and boredom, and managers should take it into account.
Organization as a structure of subgroups

Most work in organizations depends on ensemble rather than solo effort, and is a mix of collaboration and interdependence.

There are two basic groups in organizations: formal and informal.

Formal groups (departments, committees) are identified and selected by organizational leaders, and their major characteristics are organizational legitimacy and task orientation.

Informal groups (sport groups, common lunch hours, etc.) are not created by management but evolve out of the rich social environment. Though people in these groups get together to share common interests, not to work, their activities in them (supporting friends, trading rumors, and so on) have a profound effects on work and are as important as formal assignments.
Organization as a cultural product

Organizations have not only tangible dimensions such as an office building, an organizational chart, products and services, specific individuals and groups. Organizations are cultural and meaning systems as well as places for work.

The concept of culture is difficult to define. But when comparing organizations in different countries, their cultural differences are extremely vivid and important. Despite similar work and procedures, police departments, for example, in India, Germany and Japan differ greatly. Offering a small gift to a policeman may be considered corruption in one nation and a sign of respect in another.

Organizations are also meaning systems as they provide meaning to our lives. Feelings and emotions as well as purpose are very important to work life of an organization. The despair of the unemployed goes deeper than financial worries; many feel lost, without significance.

Both culture and emotions influence structure, effectiveness, and change in organizations. Organizations are not only places of production; they are also sites rich with symbols and bureaucrats and executives act as tribal leaders: they tell stories, repeat myths, and stage rites and ceremonials. The symbolic and cultural dimensions of organizations are increasingly viewed as essential to understanding individual organizations and their role in society.
The environment of public administration
When many people think of public administration as an activity, they visualize large offices crammed with rows of faceless bureaucrats sitting at desks and producing an endless stream of paperwork. But this view captures only few of the important things that professional civil servants actually do.

Public administration also has many more participants, such as the executive, the legislature, the courts, and organized groups, which are involved in the formulation and implementation of public policy. And if a public administrator focuses the attention on only some of them then others may become neglected and that may lead to the jeopardy of the entire program.

Summing up what has been said, it is important to underline that the theory of public administration is very diverse, is rapidly developing and depends much on what we know about why humans behave as they do when they interact with each other.
Ex. 2. Read the text again for understanding its main points and answer the 10 "What"-questions given bellow:

What does the theory of public administration as an interdisciplinary subject take into account?
What do the terms public and private convey to the general public?
What is a dominant form of administration?
What can be done to motivate employees?
What should each employee be provided with?
What are the main principles according to which employees are hired and promoted?
What dilemma do both public and private organizations have?
What do individuals bring to organizations?
What are the participants of public administration?
What are the tangible dimensions of an organization?

Ex. 3. Now read the text for detailed information to complete the following sentences and develop the idea:

Managers of private organizations are commonly pictured … .
Each employee is accountable … .
Organisations hire and promote employees taking into account … .
Most work in organisations is a mix of … .
People’s activity in informal groups … .
Routine jobs can generate … .
Both in business and government organisations bureaucracy is … .
Food, shelter, health care and … are … needs of individuals.
It may lead to … if a public administrator focuses the attention …
… are rewards which are distributed by managerial staff.

Ex. 4. Answer the following 'Why'-questions:

Public organizations are commonly pictured wasteful and private ones efficient. Why don’t these perceptions withstand careful scrutiny?
Bureaucracy has promise but it may also create problems and abuses of power. Why?
Why is stability need said to dominate in organizations?
Why fundamental, spiritual or individual needs should be first taken into account to encourage innovative performance?
Why is an adequate system of rewards a powerful incentive for above-average performance?
Why do people’s activities in informal groups have a profound effect on their work? Are they as important as formal assignments?
Organisations are said to be cultural and meaning systems as well as places for work. Are you for or against it? Why?
Why do many people thinking of public administration as an activity visualize large offices crammed with rows of faceless bureaucrats sitting at desks and producing an endless stream of paperwork?

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