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新编MPA英语阅读教程(第四版)

作者：陈世丹

出版社：中国人民大学出版社出版时间：2020-08-01

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新编MPA英语阅读教程(第四版) 版权信息

ISBN：9787300207780
条形码：9787300207780 ; 978-7-300-20778-0
装帧：一般胶版纸
册数：暂无
重量：暂无
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新编MPA英语阅读教程(第四版) 内容简介

本着公共管理硕士教育项目（Master of Public Administration, MPA）为政府部门和非政府公共机构培养高层次、应用型专门人才的宗旨，公共管理应用英语的课程教学将英语语言教学和公共管理专业教学及公共管理实践有机结合起来，着重培养MPA学员的英语听、说、读、写、译能力。本教材由12个单元构成：单元社会公正，第二单元公共行政中的战略计划与管理，第三单元生产力评估与测量，第四单元荣誉与道德规范，第五单元人事管理，第六单元领导与责任，第七单元管理主义与绩效管理，第八单元管理与组织理论，第九单元政府间关系，第十单元有效改造政府机构，第十一单元公共政策及其管理，第十二单元公共管理的定义。
每个单元由围绕一个特定主题的两篇课文组成。课文A代表公共管理某个领域的研究成果或公共部门管理的经验，语言有一定难度，供教师和学员们课堂教学使用。课上讨论围绕一定的问题展开，旨在提高MPA学员用英语思考和分析公共管理领域问题的能力。为了方便教学，课文A后配有生词和短语表、注释（难句解析和参考译文）。课后练习包括：重要新词汇和短语使用、课文和课外短文阅读理解、重点段落翻译、理论与实践相结合的命题作文，目的是加强学员对新知识的应用能力、对课文和课外文章的阅读理解能力、英汉翻译能力和英语写作能力。课文B主要反映这个领域或相关领域的观点，语言相对简单，供学员们课外自学使用。

新编MPA英语阅读教程(第四版) 目录

Unit 1 Personnel Management
Text A Civil Service Reforms
New Words and Expressions
Exercises
Text B The Personnel Function
Unit 2 Social Equity
Text A Public Administration and Social Equity
New Words and Expressions
Exercises
Text B The Impact of the Public Management Reforms on Democracy
Unit 3 Leadership and Accountability
Text A Accountability in the Public Sector
New Words and Expressions
Exercises
Text B Leading for Performance
Unit 4 Strategic Planning and Management in Public Administration
Text A Purpose and Benefits of Strategic Planning
New Words and Expressions
Exercises
Text B Case Studies in Public Sector Strategic Planning
Unit 5 Managerialism and Performance Management
Text A Criticisms of Managerialism
New Words and Expressions
Exercises
Text B What Is Performance Management?
Unit 6 Evaluation and Measuring Productivity
Text A Evaluation
New Words and Expressions
Exercises
Text B Measuring Productivity
Unit 7 Management and Organization Theory
Text A Scientific Management
New Words and Expressions
Exercises
Text B The Origins of Scientific Management
Unit 8 Honor and Ethics
Text A Moral Standards in Organizational Conduct
New Words and Expressions
Exercises
Text B The Ethic of Neutrality
Unit 9 Intergovernmental Relations
Text A Understanding Intergovernmental Relations ―Coercive-Collage Phase： 1990s―?
New Words and Expressions
Exercises
Text B The Structure of Intergovernmental Relations
Unit 10 The Reinventing of the Machinery of Government
Text A Works Better and Costs Less? Sweet and Sour Perspectives on the NPR
New Words and Expressions
Exercises
Text B The Administrative Architecture of the U．S． Government
Unit 11 Public Policy and Its Administration
Text A Taxation， Fairness， and Growth
New Words and Expressions
Exercises
Text B What Is Public Policy?
Unit 12 Defining Public Administration
Text A The Legal Approach to Public Administration
New Words and Expressions
Exercises
Text B Managerial Definition of Public Administration
Key to Exercises
Translations of Text A for Reference
Bibliography

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新编MPA英语阅读教程(第四版) 节选

Unit 1 Personnel ManagementQuestions for Preparation: 1. What are the six key objectives that the task force developed for GeorgiaGain to implement pay for performance system?2. Do you think that there will be a bright prospect of the personnel reform linking pay to the performance evaluations given to employees? Text A Civil Service Reforms As part of the reform efforts, there were some significant changes in both the guiding legal framework for the merit system and the compensation used in state agencies. Most of the reforms were done through executive orders and through the current rulemaking structure available to state agencies. Some changes, such as the elimination of merit protections for new hires, required the passage of legislation. Implementing dramatic changes, such as restructuring the classification and pay systems and elimination of merit protections to new employers, has required a major effort by state officials to guide a difficult and comprehensive process. The changes in the merit system, for example, were swift and direct. By legislative action the merit protections were abolished during the 1996 legislative session and went into effect on July 1, 1998. While the merit changes are altering the nature of public-sector employment in Georgia, the process creating these changes was simple and straightforward. The changes associated with GeorgiaGain, however, were much more involved. GeorgiaGain. GeorgiaGain began from a task force appointed by Governor Miller. Since 1993 (Figure 1 displays a brief time line of the implementation of the GeorgiaGain program), the task force has sought to accomplish a major restructuring of the job classification system and the pay and performance management systems of the state. The first major task was to assess how employees felt about the systems in place. In 1993 the task force developed a guiding philosophy for compensation, agreed on concepts associated with how to design pay for performance, selected potential compensation factors, and began the development of an automated database for job descriptions and evaluations. One of the major accomplishments of 1993 was the completion of an assessment of employee perceptions. In 1993, with the assistance of an outside consulting firm, the state mailed out survey questionnaires to 10,000 randomly selected state employees. The survey had a response rate of 62 percent. There was widespread agreement among the employees around pay for performance issues. Ninety-nine percent of employees surveyed believed they should be held accountable for their performance; 93 percent felt that appraisals were a valuable tool for understanding their performance.