Rephrase the following sentences using the words in bold type.

1. How clever that boy is!	WHAT
2Could you help me with the dishes please?	MIND
3 She put on a coat so that she wouldn't be cold.	SO AS NOT TO
4 This cola is quite cheap, but it's good.	ALTHOUGH
5 Is this the first time you've been to a ballet?	EVER
6 People say she's the best athlete in the country.	SAID
7 He's too young to be driving a car.	ENOUGH
8 She locked the windows because she didn't want to be burgled.	SO THAT
9 People believe there's life on other planets.	BELIEVED
10 If you don't have his number, you can't phone him.	UNLESS

 

Read and translate the text.

THE MANAGEMENT OF THE CIVIL SERVICE

The value of an administration depends on the way its staff is deployed, according to the efficiency of the regulations and the processes of allocation, promotion, secondment and so on. The use which is made of public servants can contribute also to their training and development. Lastly morale and efficiency are always influenced by the quality of the.management which the official is subject.

Personnel management is relatively simple when it concerns officials recruited to fill a specific post, who do not belong to any particular corps and are not in the career service. Where they are concerned there is normally no question of promotion, transfer or secondment, since they are bound to the State by bonds identical to private law, their dismissal does not raise any special difficulties.

Personnel management is very complex when it concerns career officials. The difficulties arise round the following problems, some of which concern non-career staff, too:

- to what extent should personnel management be subject to general and compulsory reglementation?

- to whom should it be entrusted?

- what considerations should guide the principal management measures?

- how can good human relations be established within the civil service?

Personnel management is that part of management concerned with the management of people at work.

Most organizations have a specialist personnel department which gives support to personnel specialists, managers and supervisors, who have direct responsibility for the management of people.

 

I. FOCUS ON THE DEFINITE GRAMMAR PHENOMENA AND TRANSLATE THE FOLLOWING SENTENCES INTO RUSSIAN,

a. PARTICIPLE II IN THE FUNCTION OF AN ATTRIBUTE

1. Personnel management is relatively simple when it concerns officials recruited to fill a special post.

2. Personnel management is that part of management concerned wild the management of people at work.

b. PASSIVE VOICE.

1. Where Civil Service officials are concerned there is normally no question of promotion, transfer or secondment.

2. Morale and efficiency are always influenced by the quality of the management to which the official is subject

C. MODAL VERBS.

1. The use which is made of public servants can contribute to their training and development.

2. To what extent should personnel management be subject to general and compulsory reglementation?

 

II. FILL IN THE BLANKS WITH THE SUITABLE WORDS GIVEN BELOW.

TO COMPRISE, THE VALUE, ARE BOUND, CONCERNS, DEALS WITH

1. Some officials... to the State by ties similar to those of private law.

2. There are a lot of specialist management techniques which... personnel management.

3. Personnel management... the management of people at work.

4.... of administration depends on the way the staff is deployed.

5. Personnel management is very complex when it... career officials.

 

II. WRITE A KEY QUESTION TO EACH PARAGRAPH.

МЕТОДИЧЕСКИЕ РЕКОМЕНДАЦИИ К ВЫПОЛНЕНИЮ АТТЕСТАЦИОННЫХ РАБОТ

Потребности нашего общества в области подготовки специалистов нового типа в современных условиях отражены в квалификационной характеристике выпускника высшей школы, предусматривающей наличие у него высокой общей культуры и знание иностранных языков. Обучение иностранному языку считается важным этапом процесса формирования специалиста, также это составной элемент народного образования (средняя школа – высшая школа – аспирантура – факультеты повышения квалификации и др.), обладающий целостностью, автономностью и спецификой.

Одной из главных особенностей курса иностранного языка является его профессионально-ориентированный характер. Мотивацией при овладении иностранным языком, прежде всего, служит профессиональная потребность студента, готовящегося стать высококвалифицированным специалистом.

Студенты, обучающиеся по сокращенным программам, обязаны выполнить и защитить аттестационную работу.

Настоящие аттестационные работы составлены в соответствии с требованиям, предъявляемыми к программе курса иностранных языков, вытекающими из требований к обязательному минимуму содержания основной образовательной программы подготовки менеджеров и маркетологов, заложенных в Стандарте по специальностям 06.10.00. «Государственное и муниципальное управление», 06.11.00. «Менеджмент организации» и 06.15.00 «Маркетинг».

Для выполнения этих требований аттестационные работы содержат грамматический тест, специализированные тексты для перевода для студентов со средним профессиональным образованием (очная форма обучения) и специализированные тексты для перевода для студентов с высшим профессиональным образованием (заочная форма обучения). Для подготовки к грамматическому тесту предлагается выполнить ряд упражнений с ключами.

Защита аттестационной работы, получившей допуск к защите, осуществляется в форме индивидуального собеседования с преподавателем по следующей схеме:

выполнение грамматического теста;

чтение текста вслух;

перевод любого отрывка;

передача основного содержания текста.

Итоги проверки и защиты аттестационных работ фиксируются преподавателем в экзаменационных ведомостях и вносятся в зачетную книжку студента, с указанием полученной оценки и количества часов, отводимых на дисциплину в базовом учебном плане.

 

1. Managing is essential in all organized cooperation, as well as at all levels of organization in an enterprise. It is the function not only of the corporation president and the army general but also of the shop supervisor and the company commander. In working with many enterprises and organizations, the authors have heard it said repeatedly that the “trouble” with the enterprise is the “management”, meaning persons at a higher level in the organization. Even vice presidents of a company have made this observation to one of the authors, leaving only the president who was the “problem”. While weaknesses and difficulties may appear at any level of management, effective and perceptive management demands that all those responsible for the work of others, at all levels and in any type of enterprise, regard themselves as managers. It is this sense that the terms is used in this book.

Thus the reader will find no basic distinction between managers and executives, administrators, or supervisor. To be sure, a given situation may differ considerably between various levels in an organization or various types of enterprises, the scope of authority held may vary, the types of problems dealt with may be considerably different, and a person in a management role may also be a salesperson, engineer, or financier; but the fact remains that, as managers, all who obtain results by establishing an environment for effective group endeavor undertake the same functions.

 

2. Nonbusiness executive sometimes say that top business managers have it easy-that profit is their goal. As will be elaborated in later discussions, especially in Chapter 6 on objectives, profit is only a measure of the surplus of business income over cots. In very real sense, the goal of all managers must be “surplus”. Their task is to establish the environment for group effort in such a way that individuals will contribute to group objectives with the least amount of such inputs as money, time, effort, discomfort, and materials. But if they were ever to know whether the efforts of those for whom they are responsible are effective and efficient-whether they are attaining goals with least costs-they obviously must know what group goal are. Otherwise, managers can never measure either own effectiveness and efficiency or the effectiveness and efficiency of their group

Thus the goal of managers, is fundamentally the same in business and Nonbusiness enterprises. It is also the same at very level. The corporation president, the city administrator, the hospital department head, the government first-line supervisor, the Boy Scout leader, the bishop, the baseball manager, and the university president or dean, all, as managers, have the same basic objective. The purposes of their enterprise or their department may vary, and these purposes may be more difficult to define in one situation than in another, but their basic managerial goal remains the same.

 

3. This question is often raised. Actually, managing, like all arts (whether medicine, music composition, engineering, baseball, or accountancy), makes use of underlining organized knowledge-science-and applies it in the light of realities to gain a desired, practical results. In doing so, practice must design a solution which will work, that is, get the results desired. Art, then, is the “Know-how” to accomplish a desired concrete results. Those who diagnose “by the book”, or design wholly by formula, or attempt to manage by memorization of principle are almost certain to overlook practical realities. With the possible exception of formulating science itself, art is the most creative of all human pursuits. When the importance of effective and efficient group cooperation in any society is appreciated, it is not difficult to argue that managing is the most important of all arts.

The most productive art is always based on an understanding of the science underlying it. Thus science and art are not mutually exclusive, but are complementary. As science improves so should art, as happened in the physical and biological sciences. Physicians without a knowledge of science become with doctors; with science, they may be artful surgeons. Executives who attempt to manage without theory, and without knowledge by it, must trust to luck, intuition, or what they did in the past; with organized knowledge, they have a far better opportunity to design a workable and sound solution to a managerial problem.

 

4. Although the organization of human beings for the attainment of common objectives is ages old, a science of management is just now developing. Since World War II there has been an increasing awareness that the quality of managing is important to modern life, and this has resulted in extensive analysis of the management process, its environment, and its techniques.

Analysis of business failures made over many years by the credit analysis firm of Dun and Bradstreet has shown that a very high percentage of these failures have been due to unqualified or management. The prominent investor journal Forbes, which has studied American business firm for a number of years, has found that companies succeed almost invariably to the extent that they are well managed. The Bank of America said a few year ago in its publication Small Business Reporter: “In the final analysis more than 90 % of business failures are due to managerial incompetence and inexperience”.

The importance of management is nowhere better dramatized than in the case of many underdeveloped or developing countries, Review of this problem in recent years by economic development specialists has shown provision of capital or technology does not ensure development. The limiting factor in almost every case has been the lack of quality and vigor on the part of managers.

 

5. This question is often raised. Actually, managing, like all other arts (whether medicine, music composition, engineering, baseball, or accountancy), makes use of underlying organized knowledge-science-and applies it in the light of realities to gain a desired, practical results. In doing so, practice must design a solution which will work, that is, get the results desired. Art, then, is the “know-how” to accomplish a desired concrete results. Those who diagnose “by the book”, or design wholly by formula, or attempt to manage by memorization of principles are almost certain to overlook practical realities. With the possible exception of formulating science itself, art is the most creative of all human pursuits. When the importance of effective and efficient group cooperation in any society is appreciated, it is not difficult to argue that managing is the most important of all arts.

 

6. The most productive art is always based on an understanding of the science underlying it. Thus science and art are not mutually exclusive, but are complementary. As science improves so should art, as happened in the physical and biological sciences. Physicians without a knowledge of science become with doctors; with science, they may be artful surgeons. Executives who attempt to manage without theory, and without knowledge by it, must trust to luck, intuition, or what they did in the past; with organized knowledge, they have a far better opportunity to design a workable and sound solution to a managerial problem. However, mere knowledge of principles or theory will not assure successful practice because one must know how to use them. Since there is no science in which everything is know and all relationships are proved, science cannot be a comprehensive of the artist. This is true whether one is diagnosing illness, designing bridges, or managing a company.

 

7. Statistical proof of theory and principles of management is desirable, but there is no use waiting for such proof before giving credence to principles derived from experience. After all, no one has been able to give statistical proof of the validity of the Golden Rule, but people of many religions have accepted this fundamental precept as a guide to behavior for centuries, and there are who would doubt that its observance improves human conduct.

The earliest contributions toward viewing general management from an intellectual and scientific standpoint came from such experienced business managers as Fayol, Mooney, Alvin brown, Sheldon, Barnard, and Urwick. Many of the concepts, propositions, and techniques offered in this book are based on the distilled experience of these and later practitioners. Admittedly, much of the research has been done without questionnaires, controlled interviews, laboratory experiments, or mathematics, but it can hardly be regarded as “armchair” or lacking in experienced observation. In recent year the burgeoning research by management scholars and practitioners has also to the store of knowledge.

 

8. Principles and theory furnish the structural framework of a science. Principles are fundamental truths, or what are believed to be truths at a given time, explaining relationship between two or more sets of variables. In its purest form, a principle embodies an independent and a dependent variable. Thus in physics, if gravity is the only force acting on a falling body, it will fall at a uniformly accelerated speed (at 32.16 feet per second at the latitude of New York City). Or take the much less physical example of Farkinson’s Law, which states that work tends to expand to fill the time available; thus work depends on time available.

March and Simon point our that propositions explaining relationships may be of various forms. One type includes propositions that state the dependence of one variable on one more dependent variables. Another type includes those which embody a qualitative, descriptive generalization about a subject, for example: “One of the important activities that goes on in an organization is the development of programs for new activities that need to be routinized for day-to-day performance”. As can be seen, this is little more than the concept type of proposition. A third type of proposition mentioned by these authors is one in which a particular phenomenon performs a particular function, such as: “Rigidity of behavior increases the defensibility of individual action”. Although all three types of the March and Simon propositions might be used to indicate principles, the most meaningful principles are those which involve causal relationships with dependent and independent variables.

 

9. Theory is a systematic grouping of interrelated principles. Its task is to tie together significant knowledge, to give it a framework. Scattered data, such as the miscellaneous numbers or diagrams typically found on a blackboard after a group of engineers have been discussing a problem, are not information unless the observer has a knowledge of the theory which explains their relationships. With this knowledge the observer can tie them together and probably comprehend what they mean. Theory is as Homans has said, “in its lowest from a classification, a set of pigeon holes, a filing cabinet in which fact can accumulate. Nothing is more lost than a loose fact”.

Any system of principles or theory requires clarity of concepts- mental images of a thing formed by generalization from particulars. Obviously, a clear definition of a word is an elemental type of concept. Concepts are the building blocks of theory and principles. Unless concepts are clear, meaningful to those who use them, and used consistently, what may be said by person who attempts to explain knowledge will not transfer to another in the same way. Indeed, this is one of the major difficulties with management as a science. As will be noted in Chapter 3, the same word or term often does not imply the same phenomena to different people. One need only reflect on the term “organization” to see how true this is.

 

10. Principles are often referred to as being “descriptive”, “prescriptive”, or “normative”. As might be surmised, a principle is descriptive if it merely describes a relationship between variables. A principle is prescriptive, or normative, if it is started in such a way as to indicate what a person should do. Obviously, the principle of falling bodies, referred to above, is purely descriptive. It way nothing about whether you should jump from the top of a tall building; it is only an indication that, as far as gravity is concerned, if you do jump, you will fall at a certain speed. On the other hand, when principles are applied against some scale of values, they may be referred to as prescribing action or as being prescriptive, or normative. If the reader agrees with the thesis of the authors that it is the goal of all managers to operate in such a way as accomplish the purposes of the organization effectively and efficiently, he or she has a value against which to apply management principles. It is consequently easy, by interesting a standard of value like efficiency in our thinking, to make management principles normative as well as descriptive.

 

11. When management principles and techniques can be developed, proved, and used, managerial efficiency will inevitably improve. Then the conscientious manager can become more effective by using established guidelines to help solve problems, without engaging in original laborious research or the risky practice of trial and error.

It is not always appreciated that only fundamentals can be learned from experience and transferred to new situations. The kind of experience on which many managers rely too heavy is only a hodgepodge of problems and solutions existing in the past and never exactly duplicated. Two management situations are seldom alike in all respects, and managers cannot assume that exact techniques applicable in one situation will necessarily work in another. However, if managers can distill experience and seek out recognize the fundamental causal relationships in different circumstances, they can apply this knowledge to the solution of new problems. In other words solutions become simplified if dealt with in terms of fundamentals. The value in understanding management as a scheme of concepts, principles, and techniques is that it lets one see and understand what would otherwise remain unseen. Theory and science can solve future problems arising in an ever-changing environment.

12. Lack of understanding of the concepts, principles, and techniques of management makes it difficult to analyze the managerial job and train managers. Fundamentals act as a checklist of the meaning of management. Without them, the training of managers depends upon haphazard trial error. To some extent, this will be the case until an adequate science of management has been developed. Meanwhile, in business, government, and other enterprises a considerable body of management knowledge has already come into being and serves increasingly to crystallize the nature of management and to simplify manager training.

In a board sense, managing coordinates the efforts of people so people so that individual objectives become translated into social attainments. Development of management knowledge, by increasing efficiency in the use of human as well as material resources, would unquestionably have a revolutionary impact on the cultural level of society. To illustrate this point, national with a high material standard of living tend to have a high level of intelligence and skill in their management of business. Ample raw materials and a favorable political climate have been important in accounting for the economic productivity of the United States. Equally significant, particularly in the twentieth century, has been the relatively high quality of management.