行政管理专业英语讲义.docx

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