Bộ ôn short answer - TACN 1 (Tiếng anh thương mại nâng cao 1) FTU

UNIT 1: MANAGEMENT 1. What is a manager? -> An individual who is in charge of a group of tasks or a certain area or department of a business. 2. What can a manager do with the subordinates when considering their performance, and behaviors? -> A manager can set clear expectations, provide regular feedback, reward outstanding performance to motivate and address performance issues or take disciplinary action if performance is below expectations. 3. What is a leader? -> An individual who creates a vision for the organization and guides, coaches, and motivates others to work effectively to achieve the common goals. 4. Why is it possible for anyone to become a leader? -> Because leadership is a skill and anyone has the potential to influence and inspire positive changes to achieve the business goals. 5. How is a manager different from a leader? Managers carry out 4 functions: planning, organizing, leading and controlling, they have authority and good at supervising. On the other hands, leader just carry out the main leading function, they have no formal, tangible authority and good at motivating and influencing. 6. What are the five common roles of a manager? Explain them briefly These are planning, organizing, commanding, coordinating and controlling. Planning: Establish overall objectives, develop strategies and create action plans Organizing: Structure the organization, create system and condition in which everyone works together. Commanding: Give clear instruction, provide guidance, motivate employees and maintain discipline. Coordinating: facilitate teamwork, make sure that all department work well together to achieve the common goals Controlling: Monitor performance, evaluate efficiency and take corrective actions as needed. UNIT 2: MOTIVATION 1. What is motivation? -> It are factors that influence the behavior of worker towards achieving business goals 2. What are the most common ways to increase a worker’s motivation? Give examples of monetary and nonmonetary rewards. Motivation can be increased by: ● Monetary rewards (for example: commission, bonuses, salary increases,…) ● Non-monetary rewards (Job advancement and promotion, training and mentoring program, recognition and praise) ● Introducing ways to give job satisfaction. 3. What is job satisfaction? The enjoyment that workers get from feeling that they have done a good job. 4. How can companies raise the job satisfaction of their workers? Companies can raise job satisfaction through 3 ways: ● Job rotation: swapping workers round and only doing a certain task in a limited time before swapping again. ● Job enlargement: adding more tasks, extra tasks to make more interesting ● Job enrichment: adding tasks required more skills or responsibility 5. Distinguish Theory X and Theory Y Theory X: The average worker does not like working, they should be supervised constantly, motivation is from external factors like bonuses, pay more for increased output. Theory Y: Worker is motivated from internal factors, company should motivate and inspire them to take interest in their work. Theory Y searches and discovers the ways in which an employee can make significant contributions in an organization. 6. What are hygiene factors? These are factors that must be present in a company to maintain basic employees' needs and prevent workers from disatisfaction. 7. Describe briefly Maslow’s Hierarchy of Needs. Maslow’s Hierarchy of needs state 5 categories of human needs. These are physiological needs, safety needs, love and belonging needs, esteem needs and self-actualization needs. UNIT 3: HIERARCHY / COMPANY STRUCTURE 1. What is an organizational structure? -> The level of management and division of responsibility within an organization 2. Define a chain of command. -> The structure in an organization which allows instructions to pass down from senior manager to lower levels. 3. What is the main advantage of a chain of command? It provides a clear and well-defined hierarchy within an organization, the hierarchy establishes clear lines of authority and ensure that everyone knows who they report and who reports to them. Everyone knows what decisions they are able to make, and who they can give instructions to. 4. Describe briefly a functional organizational structure. A functional organizational structure split an organization into specialized departments based on their major area of responsibility like marketing, finance, production,…department 5. In what ways can dividing a business functionally cause problems? Coordination between departments is difficult and departments may become isolated and focused on their own goals, leading to lack of collaboration and communication across the organization. People may focus more on the success of their department than that of the company 6. Describe briefly a matrix organization. The matrix structure cuts across the departmental lines of a hierarchical chart and creates project teams made up of people from all departments or divisions. 7. What is the potential disadvantage of matrix management systems? There is less direct control from senior managers as the teams may be empowered to undertake and complete a project. Passing down authority to more junior employees can be difficult for some senior managers to accept. They can become more complex, making decision difficult 8. What is centralization? The concentration of power and decision-making authority at the top levels of the organization. 9. Why is it not usually possible to organize a large organization in a single hierarchy? Because their activities are too complicated. 10. What factors might lead companies to flatten their hierarchies? The desire to save money and making decision easier, the use of IT system, and the need to reduce costs during a recession 11. Under what circumstances might teams not be effective? If they do not have a strong leader, and need to make a lot of decisions. 12. According to the text, what kind of managers might not want to delegate decision making? The owners of small businesses, because they want to control as much as possible UNIT 4: MANAGING ACROSS CULTURE 1. Why is it important for companies to be aware of local cultures? Because local cultural habits, beliefs and principles can easily affect the performance of their business in each country 2. Describe the characteristics of businesspeople from Multi-Active, Reactive, and, Linear Active cultures. Multi-Active: They attach more importance to feelings, emotions and intuition, and relationship and connections, they like to do many things at the same time, they are flexible, good at changing, improvise (ứng biến) Reactive: They prefer to listen and establish the other’s position, avoid confrontation, don’t want to lose face, try to formulate approaches which suit both parties. Linear active: They are organizational and rational, act logically, plan in advance, like to do one thing at a time, respect rules, regulations and contracts. 3. What is culture? What factors are likely to be governed by cultures? The complex system of values, traits, morals, and customs shared by a society. Culture is a powerful operating force that molds the way we think, behave and communicate. 4. What is context? (ngữ cảnh) It is the most important cultural dimension, refers to the stimuli, environment, or ambience surounding an event 5. Describe the major features of low- context and high-context cultures and give example of countries adopting low-context and high-context cultures. High-context culture communicates through the use of contextual factors through body language, gesture, status of an individual and the tone of voice during speech (China, Japan and middle eastern countries ) and rules are not explicitly stated. Low-context culture enjoys communication through written or verbal speech and rules are directly explicitly stated.(US, germany,…) 6. What does the Power Distance Index measure? It measures how people in different societies cope with inequality in other words how they related to empowerful individual 7. Indicate the differences in the relationship between subordinates and their supervisors in low-context cultures and high-context cultures. In high-context culture, subordinates expect formal hierarchies and embrace authoritarian and power relationships. In low-context culture, subordinates consider themselves equal to their supervisors and express their idea and participate in decision making. UNIT 5: RECRUITMENT 1. What are the different between job description and job specification Job description focuses on the responsibilities, duties of a specific job, outline what tasks need to be performed, what outcome are expected,… Job specification focuses on the skills, knowledge, abilities, qualifications, and other requirements needed to perform the job effectively, outlines how the work will be done, what skills and knowledge are necessary and what qualifications are required. 2. How do you draw up a job description and job specification? Job description lists out title, location, job summary, working environment, duties to be performed on the job Job specification lists out qualifications, experience, training, skills, emotional attributes, mental capabilities of an individual to perform the job 3. How do you choose suitable ways of advertising a vacancy – either internally or externally? Internal advertising: Post job openings on your company’s internal communication platform, employee referrals and department announced External advertising: Advertise on popular job board, online job portals or media platforms like Linkedln, Twitter; partner with universities or colleges to recruit freshers or engage recruitment agencies. 4. How important is training? And what are different types of training? Training increase skills, knowledge and improve employees’s attitude to encourage them to accept change and raise awareness (for example to improve custom service) These are: induction training, on the job training and off the job training 5. What are induction training, on-the-job training and off-the-job training? Induction training: this is given to all new recruits. It aims to introduce them to the people they will be working closest to and explain the internal structure, outline the procedures of the company. On the job training: employees watch or work closely with experienced members of staff . this method is suitable for unskilled and semi-skilled jobs Off the job training: This covers all the courses away from the place of work. This could take place in a specialist training centre of the company or it could be organised by an outside organization. These course may be expensive but important to business. 6. What are the advantages and disadvantages of internal recruitment? Advantages Disadvantages • It is quicker and cheaper than external • No new ideas or experience come into the recruitment business. Other companies may have different ways of working and these ways may be better • The person is already known to the business and their reliability, ability and potential are known. • The person also knows how the organisation works, its structure and what is expected from its employees. • It can be very motivating for employees to see their fellow workers being promoted – it makes them work harder if they consider that promotion is possible for them too. in some respects, including making the business more efficient. Internal recruitment does not allow for these working practices to be brought into the business and this is a major limitation when the industry is changing rapidly. • There may be rivalry among existing employees and jealousy towards the worker who gains promotion. • The quality of internal candidates might be low. 7. What are the advantages and limitations of external recruitment? Advantages Disadvantages • External applicants might bring new ideas • It takes longer to fill the vacancy. and this can improve the effectiveness and • It is more expens