行政管理专业英语讲义.docx
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行政管理专业英语讲义
1.ConceptDifferentiation…………………………………………2
2.ManagementModel……………………………………………2
3.Rolesofadministrator(perspectivesfromMintzberg’sclassification)……………………………………………………2
4.ContrastingBusinessandpublicadministration……………3
5.PoliticsandAdministration……………………………………4
6.Bureaucracy……………………………………………………4
7.NotesontheTheoryofOrganization…………………………4
8.ATheoryofHumanMotivation………………………………6
9.Parkinson'sLawortheRisingPyramid………………………6
10.HistoricalTrendsinleadershipTheoryandResearch………8
11.ReinventingGovernment……………………………………9
12.OpeningAdministrationtothePublic………………………10
13.CommunityParticipation…………………………………15
14.Decentralization………………………………………………15
15.GoodGovernanceandManagement………………………16
16.CommunityDevelopment…………………………………17
17.PovertyAlleviation…………………………………………18
18.SocialRiskManagement……………………………………18
19.ThreeBigQuestionsinPublicManagement………………19
20.UrbanGovernance…………………………………………20
Wordsandphraseslearning……………………………………21
1.ConceptDifferentiation
1)PublicAdministration,PublicManagement,andPolitics
Publicadministration:
Politician(statesman);Politics(orgovernment);Bureaucracy
PublicManagement:
Manager;Business;Corporateladder
Politics:
Legitimacy;Sovereignty;Authority
2)TheconceptofManagement
A.Theartofgettingthingsdonethroughpeople.
B.Managementistheprocessofplanning,organizing,andcontrollingtheeffortswithorganizationalmembersandtheuseofotherorganizationalresourcesinordertoachievestatedorganizationalgoals.
Planningmeansthatmanagersthinktheiractionsthroughinadvance.Theiractionsareusuallybasedonsomemethods,plans,orlogic,ratherthanonahunch.
Organizingmeansthatmanagerscoordinatethehumanandmaterialresourcesofanorganization.Thestrengthofanorganizationliesinitsabilitytomarshalresourcestoattainagoal.
Controllingmeansthatmanagersattempttoassuretheorganizationmovingtowardsitsgoal.
Leadingmeansthatmanagersdirectandinfluencesubordinates.
2.ManagementModel
ExternalEnvironment(includingtaskenvironment,Socialenvironment,Organization)
InternalEnvironment(includingfactors-structure,culture,resources)
A:
strategyFormulation
MissionObjectivesStrategyPolicies
B:
StrategyImplementation
Programsbudgetsprocedures
C:
Evaluations&Control
PerformanceAppraisalFeedback
3.Rolesofadministrator(perspectivesfromMintzberg’sclassification)
Technical-RationalPerspective:
Descriptionsofmanagementandorganizationsthatfocusonthemechanisticaspectsoforganizationandtheformalmanagementfunctionsofplanning,organizing,coordinating,deciding,andcontrolling.
BehavioralPerspective:
Descriptionsofmanagementbasedonbehavioralscientists’observationsofhoworganizationsactuallybehaveandwhatmanagersactuallydointheirjobs.
CognitivePerspectives:
Descriptionsofmanagementandorganizationswhichemphasizetheroleofknowledge,corecompetency,andperceptualfilters.
ManagerialRoles:
Expectationsoftheactivitiesthatmanagersshouldperforminanorganization.
InterpersonalRoles:
managerialroleswheremanagersactsasfigureheadsandleadersfortheorganizations.
InformationalRoles:
managerialrolewheremanagersactasthenervecentersoftheirorganizations,receivinganddisseminating(传播)criticalinformation.
DecisionalRoles:
managerialroleswheremanagersinitiateactivities,handledisturbances,allocateresources,andnegotiateconflicts.
4.ContrastingBusinessandpublicadministration
1、Similarities:
Organizationaldesign;
Theallocationofscarceresources;
Themanagementofpeople.
2、Distinction:
(1)Primarydistinction:
(a)makingaprofit;
(b)Deliveringservicesorregulatingindividualorgroupbehaviorinthepubicinterest.
(2)Secondarydistinction:
(a)Ambiguity:
Thepurposestobeserved.
BusinessManagement:
Thebottom-lineprofitisthebasicmeasureofevaluatinghowgoodajobtheorganizationisdoing;
Theperformanceofindividualmanagerscanbedirectlymeasuredintermsoftheirunit’scontributiontotheoverallofthecompany.
PublicAdministration:
Thepublicserviceishardtospecifyormeasure.
Protectthequalityofenvironment----nofinancial“bottom-line”
(b)PluralisticDecisionMaking:
Theworktobedone.
BusinessManagement:
easy
Decisionmightbemaderapidlybyoneindividualofasmallgroup;
PublicAdministration:
hard
Requiremanygroupsandindividualstoattendthedecisionprocess.
“Thediversityofinterestsseekingtoaffectpolicyisthenatureandessenceofdemocraticgovernment”(Blumenthal,1983)
(c)Visible:
Theworkhasbeendone.
BusinessManagement:
Notallthepublicwillcensorexceptfortheshareholders;
PublicAdministration:
Theworkissubjecttoconstantscrutinybythepressandbythepublic.
“Ingovernment,youareoperatinginagoldfishbowl.Youchangeyourmindormakeablunder,ashumanbeingsdo,andit’sonthefrontpageofeverynewspaper”(Rumsfeld,1983)
5.PoliticsandAdministration
FrankJ.Goodnow
Thesedefinitions,itwillbenoticed,bothlaystressuponthefactthatpoliticshastodowiththeguidingorinfluencingofgovernmentalpolicy,whileadministrationhastodowiththeexecutionofthatpolicy.Itisthesetwofunctionswhichitisheredesiredtodifferentiate,andforwhichthewords“politics”and“administration”havebeenchosen.
Thereare,then,inallgovernmentalsystemstwoprimaryorultimatefunctionsofgovernment,viz.theexpressionofthewillofthestateandtheexecutionofthatwill.Therearealsoinallstatesseparateorgans,eachofwhichismainlybusiedwiththedischargeofoneofthesefunctions.Thesefunctionsare,respectively,PoliticsandAdministration.
6.Bureaucracy
MaxWeber
1.CharacteristicsofBureaucracy
I.Thereistheprincipleoffixedandofficialjurisdictionalareas,whicharegenerallyorderedbyrules,thatis,bylawsoradministrativeregulations.
II.Theprinciplesofofficehierarchyandoflevelsofgradedauthoritymeanafirmlyorderedsystemofsuper-andsubordinationinwhichthereisasupervisionofthelowerofficesbythehigherones.
III.Themanagementofthemodernofficeisbaseduponwrittendocuments("thefiles"),whicharepreservedintheiroriginalordraughtform.
IV.Officemanagement,atleastallspecializedofficemanagement-andsuchmanagementisdistinctlymodern-usuallypresupposesthoroughandexperttraining.
V.Whentheofficeisfullydeveloped,officialactivitydemandsthefullworkingcapacityoftheofficial,irrespectiveofthefactthathisobligatorytimeinthebureaumaybefirmlydelimited.
VI.Themanagementoftheofficefollowsgeneralrules,whicharemoreorlessstable,moreorlessexhaustive,andwhichcanbelearned.
7.NotesontheTheoryofOrganization
LutherGulick
OrganizingtheExecutive
Theeffectofthesuggestionpresentedaboveistoorganizeandinstitutionalizetheexecutivefunctionassuchsothatitmaybemoreadequateinacomplicatedsituation.Thisisinrealitynotanewidea.Wedonot,forexample,expectthechiefexecutivetowritehisownletters.Wegivehimaprivatesecretary,whoispartofhisofficeandassistshimtodothispartofhisjob.Thissecretaryisnotapartofanydepartment;heisasubdivisionoftheexecutivehimself.Injustthisway,thoughonadifferentplane,otherphasesofthejobofthechiefexecutivemaybeorganized.
Beforedoingthis,however,itisnecessarytohaveaclearpictureofthejobitself.Thisbringsusdirectlytothequestion,"Whatistheworkofthechiefexecutive?
Whatdoeshedo?
"
TheanswerisPOSDCORB.
POSDCORBis,ofcourse,amade-upworddesignedtocallattentiontothevariousfunctionalelementsoftheworkofachiefexecutivebecause"administration"and"management"havelostallspecificcontent.POSDCORBismadeupoftheinitialsandstandsforthefollowingactivities:
Planning,thatisworkingoutinbroadoutlinethethingsthatneedtobedoneandthemethodsfordoingthemtoaccomplishthepurposesetfortheenterprise;
Organizing,thatistheestablishmentoftheformalstructureofauthoritythroughwhichworksubdivisionsarearranged,definedandcoordinatedforthedefinedobjective;
Staffing,thatisthewholepersonnelfunctionofbringinginandtrainingthestaffandmaintainingfavorableconditionsofwork;
Directing,thatisthecontinuoustaskofmakingdecisionsandembodyingtheminspecificandgeneralordersandinstructionsandservingastheleaderoftheenterprise;
Co-ordinating,thatistheallimportantdutyofinterrelatingthevariouspartsofthework;
Reporting,thatiskeepingthosetowhomtheexecutiveisresponsibleinformedastowhatisgoingon,whichthusincludeskeepinghimselfandhissubordinatesinformedthroughrecords,researchandinspection;
Budgeting,withallthatgoeswithbudgetingintheformoffiscalplanning,accountingandcontrol.
ThisstatementoftheworkofachiefexecutiveisadaptedfromthefunctionalanalysiselaboratedbyHenriFayolinhis"IndustrialandGeneralAdministration."Itisbelievedthatthosewhoknowadministrationintimatelywillfindinthisanalysisavalidandhelpfulpattern,intowhichcanbefittedeachofthemajoractivitiesanddutiesofanychiefexecutive.
Ifthesesevenelementsmaybeacceptedasthemajordutiesofthechiefexecutive,itfollowsthattheymaybeseparatelyorganizedassubdivisionsoftheexecutive.Theneedforsuchsubdivisiondependsentirelyonthesizeandcomplexityoftheenterprise.Inthelargestenterprises,particularlywherethechiefexecutiveisasamatteroffactunabletodotheworkthatisthrown