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考试日期2016年4月21日
考题概述与分析：
Passage One
考雅思多少钱题目：What do managers do
相似背景文章仅供参考
Development of
Public management theory
Bureaucracy management: The classic one
A Several theorists bridged the gap between strictly private and public sector management. One good example is Max Weber exploring sociologist, who explored the ideal bureaucracy in The Protestant Ethic and the Spirit of Capitalism. Bureaucratic Theory was developed by a German Sociologist and political economist Max Weber (1864- 1920). According to him, bureaucracy is the most efficient form of organisation. The organisation has a well-defined line of authority. It has clear rules and regulations which are strictly followed. According to Max Weber, there are three types of power in an organisation: Traditional Power, Charismatic Power, and [3lBureaucratic Power or Legal Power.
The characteristics or features of Bureaucratic Organisation
B Weber admired bureaucracy for its trustworthiness. The bureaucracy was constituted by a group of professional, ethical public officials. These servants dedicate themselves to the public in return for security of job tenure(长期任职) among the many advantages of public employment. There is a high degree of Division of Labour and Specialisation as well as a defined Hierarchy of Authority. There are well defined Rules and Regulations which follows
the principle of Rationality, Objectively and Consistency. There rules cover all the duties and rights of the employees. These rules must be strictly followed. Selection and Promotion is based on Technical qualifications. There are Formal and Impersonal relations among the member of the organisation. Interpersonal relations are based on positions and not on personalities.
C Bureaucratic organisation is criticised because of the following reasons: Bureaucratic orgartisation is a very rigid (adj. 僵硬的，死板的) type of organisation. Too much emphasis on rules and regulations which are rigid and inflexible. It does not give importance to human relations. No importance is also given to informal groups which nowadays play an important role in all business organisations. Yet, too much importance is given to the technical qualifications of the employees for promotion and transfers. Dedication and commitment of the employee is not considered. It is suitable for government organisations. It is also suitable for organisations where change is very slow. There will be unnecessary delay in decision-making due to formalities and rules. It is appropriate for static organisations. There is difficulty in coordination and communication.
Management : A consolidated discipline
D Herbert Simon, Chester Barnard, and Charles Lindblom are among the first of those recognized as
early American public administrators. These men ushered in an era during which the field gained recognition as independent and unique, despite its multidisciplinary nature. Simon contributed theoretical separation to discern management, decisions based upon fact versus those made based on values. Since one cannot make completely responsible decisions with public resources based solely on personal values, one must attempt to upon objectively determined facts. Simon developed other relevant theories as well. Similar to Lindblom’s subsequently discussed critique of comprehensive rationality, Simon also taught that a strictly economic man, one who maximizes returns or values by making decisions based upon complete information in unlimited time, is unrealistic. Instead, most public administrators use a sufficient amount of information to make a satisfactory decision:, they" satisfice. "
E In decision-making, Simon believed that agents face uncertainty about the future and costs in acquiring information in the present. These factors limit the extent to which agents can make a fully rational decision, thus they possess only "bounded rationality" and must make decisions by "satisficing, " or choosing that which might not be optimal but which will make them happy enough. "Rational behavior, in economics, means that individuals maximizes his utility function under the constraints they face (e. g. , their budget constraint, limited choices, . . .) in pursuit of their self-interest.
F Chester Barnard was also one of the watershed scholars. Barnard published "The Economy of Incentives" (1938), in an attempt to explain individual participation in an organization. Barnard explained organizations as systems of exchange. Low-level employees must have more incentive to remain with the organization for which they exchange their labor and loyalty. The organization (and higher level employees) must derive sufficient benefit from its employees to keep them. The net pull of the organization is determined by material rewards, environmental conditions, and other intangibles like recognition. He gives great importance to persuasion, much more than to economic incenti
ves. He described four general and four specific incentives including Money and other material inducements; Personal non-material opportunities for distinction; Desirable physical conditions of work; Ideal benefactions, such as pride of workmanship etc.
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