Writing idea - TACN 1 (Tiếng anh thương mại nâng cao 1) FTU

1. Unit 1: Management 1.1. Write 2 - What is MBO? Name the main features of MBO? Benefits + MBO stands for Management by Objectives. It is a strategic approach to enhance the performance of an organization. It is a process where the goals of the organization are defined and conveyed by the managers to the members of the organization with the intention to achieve each objective. + There are 6 main stages of MBO in order, which are Define organizational goal, Define employee objectives , Continue monitoring performance and progress, Providing feedback, Performance appraisal and Performance evaluation + Benefits : Improve the motivation of the employees as they have tasks and missions which are suitable for their strengths and specializations. As a result, they will appreciate their on-the-job roles and responsibilities. In addition, the organization can benefit from the improved performance of their employees. - What is management? + Management is all about performing pre-planned tasks on a regular basis with the help of the subordinates. There are five main functions of management which are Planning, Organizing, Coordinating, Commanding and Controlling. - What is a manager? + A manager is a person in an organization responsible for carrying out the five functions of management, including planning, organizing, coordinating, controlling and commanding. - What can a manager do with the subordinates when considering their performance and behaviors? + A manager has the authority to hire, promote, discipline and fire employees based on those behaviors and performance. - What is a leader? Why is it possible for anyone to become a leader? + A leader is a person able to stimulate and inspire their followers to have passion and personal investment in the success of reaching their goals in an organization. + Because the basis of leadership is the personal qualities of the leader. People are willing to follow their leader because of who he or she is and what the leader stands for, not because they have to due to the authority bestowed onto him or her by the organization. - How is a manager different from a leader? + A manager holds a management position and, therefore, has the responsibility and authority to give orders from the organization. Subordinates do not have a choice but to listen to the demands and wishes of their managers. - What are five common roles of a manager?Explain them briefly + Planning: Setting aims and targets for the organization + Organizing: managing people and resources effectively towards achieving the aims of the organization. Making sure the staff do not perform overlapping performance + Coordinating: Bringing people and departments together so that they can work effectively towards common aims. + Commanding: managers are more likely to guide, lead and supervise people than just tell them what to do + Controlling: Checking that the original goals are being met and appraising staff. 1.2.Essay - Compare the differences between the leaders and managers + Scope of role: Managers are responsible for 5 fundamental functions in a business which are planning, organizing, coordinating, commanding and controlling. Leaders, on the other hand, can be anyone, not necessarily in the chain of command of an organization. + Intentions: Managers are in charge of setting goals and keeping track to ensure the accomplishment of the aims and targets of the organization. However, leaders inspire followers, create ideas and motivate others. 2. Unit 2: Work and Motivation 2.1. Write 2 - Differentiate theory X and theory Y + Theory X: The average person does not like to work. Workers must be constantly supervised so they will work. Motivation is from external factors, such as pay schemes where the workers are paid more for increased output. + Theory Y: The average person is motivated by internal factors. To motivate workers, it is necessary for the managers to find ways to stimulate the interest in the work of the employees, for example by giving rewards, recognition and incentives. 2.2. Essay - The needs of Maslow: 5 levels + Physician needs: Food, water,.... + Security needs: the feeling of safety from wild animals, other external dangers. + Social needs: the acceptance from others in a society + Self-esteem needs: the recognition of others in a community, the respect from surroundings + Self-actualization needs: the desire to develop their own potentials and preferences comprehensively - The Frederick Herberg’s motivation theory: 2 types of motivation + Hygiene factors: salary, job security, work conditions, vacations + Motivators:the challenging work, the recognition of one’s achievement, involvement in decision-making, sense of importance to an organization) 3. Unit 3: Company structure 3.1. Write 2 - What is an organizational structure? - - - - - - - - + It is a system that outlines how specific activities are handled to fulfill a strategic mission. Rules, roles and obligations are parts of these activities. It also determines the flow of information between divisions within the organization. Key principles of Wikinomics + Openness: Encouraging access to information and resources, both within and outside of an organization, foster innovation and creativity + Peering: harnessing the collective intelligence and expertise of a diverse group of individuals rather than relying solely on internal resources + Sharing: Enabling individuals and organizations to freely share and collaboration projects; often facilitated by digital platforms and tools. + Acting globally: leveraging the global reach of the Internet to connect with individuals and organizations from different parts of the world. Define a chain of command + A chain of command is a series of positions of authority or rank within an organization that are ordered from lowest to highest. What is the main advantage of a chain of command? + The significant advantage of a chain of command is the clearance. Everyone knows exactly what decisions they are able to make and what they are not able to. They also know their role in the chain of command to centralize on their tasks to maintain the productivity of the organization Describe briefly a functional organizational structure + It is known as a bureaucratic organizational structure, which divides a corporation into departments based on the specialization of its employees. In what ways can dividing a business functionally cause problems? + The main disadvantage of dividing a business functionally is the lack of the employees’ responsibility for the performance of a whole organization. They prefer to do their goals for their own departments and do not have intentions of developing a company as a whole. What is the potential disadvantage of matrix management systems? + Matrices involving several departments working together, which can cause complexity and confusion for the management process. What is centralization? + A centralized structure makes choices from top to bottom, which means that the decisions can be biased. On the other hand, a decentralized structure enables every member of the organization to raise their voice for the joint development of the business . Under what circumstances might teams not be effective? + The reasons for the ineffectiveness of teamwork might be poor communication, the lack of trust, unclear goals, inadequate leadership, unresolved conflicts, insufficient resources, ineffective team composition, the lack of recognition, and external pressures. 4. Unit 4: Managing across culture 4.1. Write 2 - The Geert Hofstede’s 6D Models ( Vietnam- Power distance and Individualism) - Why is it important for companies to be aware of local cultures? + Because they want to be successful in foreign markets. Each country has their own cultures and customs;therefore, companies need to be aware of local cultures to ensure effective communication, build strong relationships, adapt products and services to local preferences, comply with legal and ethical standards, enhance employees’ satisfaction, navigate the global market successfully, and foster a positive brand image. - Describe the characteristics of businesspeople from Multi-Active, Reactive and Linear-Active + Multi-active cultures value feelings, emotions and intuitions, and relationships and connections + Reactive cultures attach more importance to listening,responsiveness and indirect communication in order to avoid losing other faces. + Linear active cultures prioritize efficiency, organization, acting logically and direct communication in business interactions - What is culture? What factors are likely to be governed by cultures? + Culture is defined as the complex system of values, traits, morals and customs shared by a society + Culture influences human behaviors and shapes values, beliefs and norms, which inturn, guide the thoughts, feelings and actions of each individual in a society. - What is context? + Context refers the stimuli, environment, or ambience surrounding an event - Describe the major features of low-context and high-context cultures and give examples of countries adopting low-context and high-context culture + High-context culture is a culture by which the rules of communication are primarily and dominantly transmitted through the use of contextual elements. These include specific forms of body language, gestures, the social or familial status of an individual, and the tone of voice employed during speech. (Asian countries: China, Vietnam, Japan, Korea,...) + Low-context culture refers to a culture whereby most communications take place though verbal language and rules are directly written out or stated for all to view. ( North America, Scandinavia, Germany) - What does the Power Distance Index measure? + PDI is the degree to which the members of a group or society accept the hierarchy of power and authority. It is one of six dimensions in the Geert Hofstede’ s 6D Model. - Indicate the differences in the relationship between subordinates and their supervisors in low-context cultures and high-context cultures? + In high-power-distance cultures, subordinates expect formal hierarchical structures and embrace relatively authoritarian, paternalistic power relationships. Employees in this culture tend to rarely share viewpoints and prefer to listen and follow their boss. + In low-power-distance cultures,on the other hand, subordinates consider themselves as equal as their supervisors or managers. They confidently raise their voices and actively participate in decision-making. Relationships between high-powered individuals and people with little power tend to be more democratic, egalitarian and informal. 4.2. Essay - The model of 6D in Vietnam 5. Unit 5: Recruitment 5.1. Write 2 - How important is training? And what are the different types of training? + Training has a direct impact on an organization’s productivity and performance. Training gives employees a better understanding of their responsibilities, the knowledge and skills they need to do that job. This will improve their confidence, which can positively impact performance. + There are three types of training: induction training, on-the-job training and off-the-job training. - What are induction training, on-the-job training and off-the-job training? + Induction training is an introduction given to a new employee, explaining the business’s activities, customs, culture, and procedures and introducing them to their fellow workers. + On-the-job training is the internal training that occurs in the actual workplace, where employees learn by performing tasks and duties under the supervision of more experienced colleagues or mentors. + Off-the-job training is external training that takes place outside the workplace, often in a separate training facility or classroom environment and trains the theoretical concepts, skills and knowledge related to the job roles. 5.2. Essay - On-the-job training vs Off-the-job training - Recruiting vs H