《公共管理英語(yǔ)閱讀教程/全國(guó)高等院校商務(wù)英語(yǔ)專業(yè)本科系列規(guī)劃教材·語(yǔ)言技能子系列》結(jié)合國(guó)內(nèi)外先進(jìn)的教學(xué)理念，采用美國(guó)伊利諾斯大學(xué)MPA課程體系，從公共管理概論、公共行政法、復(fù)雜組織學(xué)、管理溝通、公共人力資源管理、職業(yè)道德和責(zé)任、戰(zhàn)略規(guī)劃、公共政策分析與策劃、都市發(fā)展進(jìn)程、政策制定與環(huán)境構(gòu)造、政府工具、公共安全管理等方面，系統(tǒng)的介紹公共管理領(lǐng)域中的基本知識(shí)。
此外，《公共管理英語(yǔ)閱讀教程/全國(guó)高等院校商務(wù)英語(yǔ)專業(yè)本科系列規(guī)劃教材·語(yǔ)言技能子系列》中還配有相關(guān)經(jīng)典中外公共管理案例故事和相關(guān)延伸閱讀，其目的是充分闡釋現(xiàn)代公共管理理念的同時(shí)，也能使讀者欣賞到經(jīng)典的英語(yǔ)閱讀篇章。
Unit One An Introduction to Public Administration 公共管理概論
Unit Two Public Administrative Law 公共行政法
Unit Three Complex Organization 復(fù)雜組織學(xué)
Unit Four Managerial Communication 管理溝通
Unit Five Public Personnel Administration 公共人力資源管理
Unit Six Ethics and Professional Responsibility 職業(yè)道德和責(zé)任
Unit Seven Strategic Planning 戰(zhàn)略規(guī)劃
Unit Eight Public Policy Analysis and Planning 公共政策分析與策劃
Unit Nine Urban Development Process 都市發(fā)展進(jìn)程
Unit Ten Policy making and the Built Environment 政策制定與環(huán)境構(gòu)造
Unit Eleven Tools of Govemment 政府工具
Unit Twelve Public Safety Administration 公共安全管理
Glossary
Index
Reference Translations and Keys to the Exercises
References
《公共管理英語(yǔ)閱讀教程/全國(guó)高等院校商務(wù)英語(yǔ)專業(yè)本科系列規(guī)劃教材·語(yǔ)言技能子系列》：
3. Theory reading
The Functions of Communication in Organizations
As a result of decentralization, cite-layering and reduced bureaucracy, it is clear that "Management will be a function camed out by increasing numbers ofpeople in the organization."
The old line-management pyramid is being replaced by a llattened structure based upon expertise and ability to do the task. This means that more people need to understand managerial functions and the importance of communication therein. Communication has been shown to serve five key functions in organizations.
1） Task/work function The completion of tasks on time and to a high standard depends upon a steady flow of coordinated communications. Staff should know the goals and objectives of the organization, information has to be shared widely, instructions must be given in a meaningful and comprehensive way, inter-departmental coordination of assignments needs to be facihtated, and problems openly identified and shared. Smooth two-way communication between managers and employees ensures that the job is done efficiently and effectively.
2） Social / maintenance function. In harmonious organizations, employees are friendly and colleagues become workmates. While some degree of creative conflict can be a positive dynamic especially towards-innovation, where the conflict is not controlled, there is likely to be disharmony, and reduced output. The workplace is not just somewhere we go to do a job; it becomes an important and valued part of our life and helps to shape our sense of sel[-identrty and worth. Good organizations develop this function through activities such as staff outings, social evenings, clubs, family days, parties and staff Newsletters. As Axelrod noted there is a "growing tendency to see work as a source of personal satisfaction" with the result that "the workplace has become the center ofAmerican sociallife".
3） Motivation [unction. Valas and Sletta illustrated how motivation-enhancing strategies and techniques have attracted considerable interest within the organizational field for many years. They pointed out that the motivation of subordinates is probably the biggest challenge for managers. At a basic level people work to secure a means of income. But employment also provides other desirable goals such as a socially acceptable way of structuring time, a network of social contacts and a source of self-fulfillment. In all organizations, employees need to be motivated to perform at optimum level. In the military sphere, compliance with directives can simply be ordered-yet even here if the foot soldiers are not motivated to carry them out there will be calamity on the field of battle. However, in most organizations workers have to be encouraged and supported to ensure they produce their best efforts. While salary is one aspect of this, it is also the case that people are not primarily motivated by money. Motivation can be exlrinsic （e.g. feeling that one is doing a valuable and worthwhile job）. The latter form of incentive is best, since if people are driven solely by extrinsic rewards when these reduce or cease, work performance is swiftly and adversely affected. It has been shown that intrinsic motivation is encouraged by facilitative line managers who take an interest in employees and who listen to their ideas and concerns.
As university academics, the authors have experienced many instances of mature individuals who have given up very well paid jobs to pursue a route that will lead to less pay but more perceived satisfaction and personal fulfillment. One review of this field concluded that "Those who derive pleasure from their work are considered most fortunate, and those who change their lives to obtain more satisfaction from work are most admired." The most effective organizations are those that maximize the potential for intrinsic motivation in the work of employees, particularly through supervisors who encourage autonomy.
4） Integration function. Employees should feel they are an integral part of their organization, and be proud to tell others who they work for. The more they experience as a sense of belonging, the greater will be their commitment to work. Conversely, when workers feel dislocated from the organization, they devalue their work and the organization, so that output and quality are reduced. Branding and bondrng are very important processes in achieving integration. The name of the organization, its logo, mission statement and its reputation, all facilitate overall brand identity. Bonding to the brand is achieved through measures such as involving staffin the development or review ofits mission statement and logo, having a system of effective team meetings, ensuring maximum upwards communication, engaging in outreach and community activities, as well as through aspects of the social function discussed earlier.
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