TIẾNG ANH CHUYÊN NGÀNH QUẢN TRỊ KINH DOANH

TRƯỜNG ĐẠI HỌC QUẢNG BÌNH

Bài giảng
TIẾNG ANH CHUYÊN NGÀNH QUẢN TRỊ KINH DOANH

BIÊN SOẠN
TS. Nguyễn Văn Chung

Quảng Bình 2016

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Contents
Part1: Managerment ................................................................................................................................ 5
Unit 1: Managerment ........................................................................................................................... 5
1.1 Introduction to Management and Organizations .......................................................................... 5
1.3 Management Roles..................................................................................................................... 6
1.4 Management Skills..................................................................................................................... 7
Unit 2: Managing across cultures ......................................................................................................... 8
2.1. Basic term ................................................................................................................................. 8
2.2 Managing a global multinational company ................................................................................. 8
Unit 3: Work and motivation ............................................................................................................. 11
3.1 Lead – in .................................................................................................................................. 11
3.2 Attitudes to work ..................................................................................................................... 12
3.3 “Satisfiers” and “motivators” ................................................................................................... 14
Unit 4: Recruitment ........................................................................................................................... 16
4.1 Reading: Filling a vacancy ....................................................................................................... 16
4.2 Job applications ....................................................................................................................... 16
Unit 5: Company Structure ................................................................................................................ 20
5.1 Wikinomics and the future of companies .................................................................................. 20

5.2 Wikinimics principle ................................................................................................................ 20
Part 2: Production .................................................................................................................................. 22
Unit 6: The difference sectors of the economy ................................................................................... 22
6.1 Another cup of tea .................................................................................................................... 23
6.2 Manufacturing and services ...................................................................................................... 24
Unit 7: Production ............................................................................................................................. 26
7.1 Basic term................................................................................................................................ 26
7.2 Capacity and inventory............................................................................................................. 27
Unit 8: Logistics ................................................................................................................................ 28
8.1 Pull and push strategies ............................................................................................................ 29
8.2 Manufacturing supply chain workflow ..................................................................................... 30
Part 3: Marketing................................................................................................................................... 32
Unit 9: Marketing .............................................................................................................................. 32
9.1 Basic terms .............................................................................................................................. 32
9.2 The product life cycle............................................................................................................... 34
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9.3 “The Dell Theory of Conflict Prevention” ................................................................................ 36
Unit 10: Advertising .......................................................................................................................... 38
10.1 Basic terms ............................................................................................................................ 38
10.2 Advertising functions ............................................................................................................. 39
Unit 11: Products ............................................................................................................................... 41
11.1 Product and brand .................................................................................................................. 41
Part 4: Economics .............................................................................................................................. 43
Unit 12: The business cycle ........................................................................................................... 43
12.1 Basic terms ............................................................................................................................ 43
12.2 What causes the business cycle? ............................................................................................. 44
Unit 13: Efficiency and employment .................................................................................................. 47
13.1 Basic terms ............................................................................................................................ 47

13.2 Unemployment ...................................................................................................................... 48
Unit 14: Exchange rates ..................................................................................................................... 51
14.1 Exchange rate......................................................................................................................... 51
14.2 A CURRENCY TRANSACTION TAX ................................................................................. 52
Unit 15: International trade ................................................................................................................ 54
15.1 Basic terms ............................................................................................................................ 54
15.2 For and against free trade ....................................................................................................... 55
Part 5: Financial .................................................................................................................................... 57
Unit 16: Banking ............................................................................................................................... 57
16.1 Financial institutions .............................................................................................................. 57
16.2 The subprime crisis and the credit crunch ............................................................................... 59
Unit 17: Bonds .................................................................................................................................. 60
17.1 United States Department of Treasury Building, Washington, DC .......................................... 60
17.2 Basic terms ............................................................................................................................ 62
Unit 18: Stocks and Shares ................................................................................................................ 64
18.1 Stocks Basics: What Are Stocks? ........................................................................................... 64
18.2 How stocks and shares work................................................................................................... 64
Unit 19: Accounting and financial statements .................................................................................... 66
19.1 Basic accounting terms ........................................................................................................... 66
19.2 Different types of accounting ................................................................................................. 67
Unit 20: Market structure and competition ......................................................................................... 69
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20.1 Market structure ..................................................................................................................... 69

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Part1: Managerment

Unit 1: Managerment
1.1 Introduction to Management and Organizations

The 21st century has brought with it a new workplace, one in which everyone must
adapt to a rapidly hanging society with constantly shifting demands and
opportunities. The economy has become global and is driven by innovations and
technology and organizations have to transform themselves to serve new customer
expectations.
Today’s economy presents challenging opportunities as well as dramatic
uncertainty. The new economy has become knowledge based and is performance
driven. The themes in the present context area ‘respect’, participation,
empowerment, teamwork and self management. In the light of the above
challenges a new kind of leader is needed to guide business through turbulence.
Managers in organizations do this task.
A manager is someone who coordinates and oversees the work of other people so
that organizational goals can be accomplished. It is not about personal achievement
but helping others do their job. Managers may also have additional work duties not
related to coordinating the work of others. Managers can be classified by their
level in the organization, particularly in traditionally structured organizations—
those shaped like a pyramid
1. First-line managers (often called supervisors) are located on the lowest level
of management.
2. Middle managers include all levels of management between the first-line
level
3. Top managers include managers at or near the top of the organization who
are responsible for making organization-wide decisions and establishing
plans and goals that affect the entire organization.
The changing nature of organizations and work often requires employees in
formerly nonmanagerial jobs to perform managerial activities. Non managerial
jobs are those where one works directly on a job and had no one reporting to him.

Mary Parker Follet defines management as, “The art of getting things done through
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people” Management involves coordinating and overseeing the work activities of
others so that their activities are completed efficiently and effectively.
1.2 Management Functions

According to the functions approach managers perform certain activities to
efficiently and effectively coordinate the work of others. They can be classified as
1. Planning involves defining goals, establishing strategies for achieving those
goals, and developing plans to integrate and coordinate activities.
2. Organizing involves arranging and structuring work to accomplish the
organization’s goals.
3. Leading involves working with and through people to accomplish
organizational goals.
4. Controlling involves monitoring, comparing, and correcting work
performance.
Since these four management functions are integrated into the activities of
managers throughout the workday, they should be viewed as an ongoing process
and they need not the done in the above sequence.
1.3 Management Roles

In the late 1960s, Henry Mintzberg conducted a precise study of managers at work.
He concluded that managers perform 10 different roles, which are highly
interrelated.
Management roles refer to specific categories of managerial behavior. Overall
there are ten specific roles performed by managers which are included in the
following three categories.
1. Interpersonal roles include figurehead, leadership, and liaison activities.

2. Informational roles include monitoring, disseminating, and spokesperson
activities.
3. Decisional roles include entrepreneur, disturbance handler, resource
allocator, and negotiator.
Although the functions approach represents the most useful way to describe the
manager’s job, Mintzberg’s roles give additional insight into managers’ work.

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Some of the ten roles do not fall clearly into one of the four functions, since all
managers do some work that is not purely managerial.
1.4 Management Skills

Managers need certain skills to perform the challenging duties and activities
associated with being a manager. Robert L. Katz found through his research in the
early 1970s that managers need three essential skills
1. Technical skills are job-specific knowledge and techniques needed to
proficiently perform specific tasks.
2. Human skills are the ability to work well with other people individually and
in a group.
3. Conceptual skills are the ability to think and to conceptualize about abstract
and complex situations.
Which candidates might be the most suitable for those positions above?

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Unit 2: Managing across cultures
2.1. Basic term

Match the words in the box with definition below
Collectivist: Tập thể

Compromise: Sự thỏa hiệp

Confrontation: Đối đầu

Connections: Nối, liên kết

Eye contact: Giao tiếp bằng mắt

Globalization: Toàn cầu hóa

Improvise: Ứng biến

Interrupt : Gián đoạn

Intuition : Trực giác

Logic

Lose face: Mất mặt

Status: Địa vị

1. An invented word combining worldwide and regional concern
2. Thought based on reason and judgment rather than feelings and emotions
3. A face- to – face disagreement or argument
4. Reducing demands or changing opinions in order to agree

5. Understanding or knowing with consciously using reason
6. People of influence or importance with whom you are associated
7. To do something when necessary without having already planned it
8. Respect, prestige or importance given to someone
9. Believing that the group is more important than the individual
10. To be humiliated or disrespect in public
11. To cut into someone else’s turn to speak
12. Looking directly at the people you are talking or listening to
2.2 Managing a global multinational company

Managing a global multinational company would obviously be much simpler if it
required only one set corporate objectives, goals, policies, practices, products and
services. But local differences - cultural habits, beliefs and principles specific to
each country or market - often make this impossible. The conflict between
globalization and localization has be successful in foreign markets have to be
aware of the local cultural characteristics that affect the way business is done.
Richard Lewis has classified different cultures according to three Poles
representing different types of behavior. Business people in linear - active cultures
such as Britain, the USA and Germany are generally organized and rational, try to
act logically rather than emotionally, plan in advance, and like to do one thing at a
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time. They believe in respecting rules, regulations and contracts, and so are what
the Dutch theorist Fons Trompenaars call "universalists" - they think rules apply to
everybody. They are not afraid of confrontation but will compromise when
necessary to achieve a deal. They are essentially individualist.
Multi - active cultures in Southern Europe, Latin America and Africa more
importance to feelings, emotions and intuition, and relationships and connections.
People like to do many things sat the same time; they are flexible, good at

changing plans and happy to improvise. They believe in social or company
hierarchy, and respect status. They are essentially collectivists, and also what
Trompenaars 'particularist' - they believe that personal relationship and friendships
should take precedence over rules and regulations.
People in “reactive culture” in Asia prefer to listen to and establish the other’s
position, and then react to it. They try to avoid confrontation, and don't want to
lose face or cause someone else to. They rarely interrupt speakers and often avoid
eye contact. They try to formulate approaches which suit both parties. Other
countries have cultures which show combined characteristics of two of these poles,
and can be represented along the sides of a triangle.
Comprehension:
1.
2.
3.
4.

Why is it important for companies to be aware of local cultures?
What are the differences between individualist and collectivists?
Who is more likely to think: “I’ll let them speak first.”
Who is more likely to say, about other people: “They can't be trusted
because they will always help their friends or family” - universalist or
particularists?
5. Who is more likely to say: “Oh, you can't trust them; they wouldn't even
help a friend?”
Discussion:
1. To what extent do you agree that it is possible to sum up national
characteristics in a few words? Is there usually some (or a lot of) truth in
such stereotype? Or, on the contrary, do you find such stereotyping
dangerous?
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2. If your country is not show on the diagram, where do you think it should be
situated? If your country is shown, do you agree?
3. Would you say that you, personally, were individualist or collectivist?
Particularist or Universalist?
4. What about the majority of people in your country?

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Unit 3: Work and motivation

Experience
(kinh nghiệm)

Work
motiva
So on…
tion

Money
(tiền)

Part-time
( bán thời gian)
Human needs
(Nhu cầu con người)
3.1 Lead – in

One of the most important responsibilities of a manager is to motivate the people
who report to him/ her. But how? What kinds of things motivate you? Which of
these motivators would be important for you in your choice of a job?








Responsibility
Good remuneration (salary, commission, bonuses, perks)
Good working conditions (a lager, light, quiet office)
Job security
A job in which you can make a difference
a challenging job
A belie in what the organization does
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




Good working relations with your line manager and colleagues
Contact with people
The possibility of promotion
Opportunities to travel (business class!)

3.2 Attitudes to work

 Which of the following statement do you agree with?

1. People dislike work and avoid it if they can

2. Work in necessary to people’s psychological
well – being

3.People avoid responsibility and would rather be told what to do

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4.People are motivated mainly by money

1. Most people are far more creative then their employers realize

6.People are motivated by fear of losing their job.

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7.People want to be interested in their work and, given the right conditions, they
will enjoy if.

8.Under the right conditions, most people will accept responsibility and will want
to realize their own potential
3.3 “Satisfiers” and “motivators”

Another well-known theorist of the psychology of work, Frederick Herzberg,
has argued that good working conditions are not sufficient to motivate people.
Read the text and find out why.
It is logical to suppose that things like good labour relations, good working
conditions, job security, good wages, and benefits such as sick pay, paid holidays
and a pension are incentives that motivate workers. But in The Motivation to Work,
Frederick Herzberg argued that such conditions-or ‘hygiene factors’ – do not in
fact motivate workers. They are merely ‘satisfiers’ – or, more importantly,
‘dissatisfies’ where they do not exist. Workers who have them take them for
granted. As Herzberg put it. ‘A reward once given becomes a right. ‘Motivators’,
on the contrary, include things such as having a challenging and interesting job,
recognition and responsibility, proposition, and so on. Unless people are motivated,
and want to do a good job, they will not perform well.
However, there are and always will be plenty of boring, repetitive and mechanical
job, and lots of unskilled workers who have to do them. How can managers
motivate people in such jobs? One solution is to give them some responsibilities,
not as individuals but at part of a team. For example, some supermarkets combine
office staff, the people who fill the shelves, and the people who work on the
checkout tills into a team and let them decide what product lines to stock, how to
display them, and so on. Other employers encourage job rotation, as doing four
different repetitive jobs a day is better than doing only one. Many people mow talk
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about the importance of a company’s shared values or corporate culture, with
which all the best hotel chain, or hamburger restaurant chain, or airline, or making
the best, safest, most user – friendly, most ecological or most reliable products in a
particular field. Unfortunately, not all the competing companies in an industry can
seriously claim to be the best.

Are these sentences true or false?
1.
2.
3.
4.
5.
6.

Herberg argued that ‘hygiene factors’ motivate workers.
Challenging jobs and responsibility are hygiene factor.
Some unskilled jobs will always be boring and repetitive.
Workers might be motivated by having responsibilities as part of a team.
Job rotation can make a day’s work more interesting.
You can always motivate workers by telling them that they work for the best
company in the field.

Find the words in the text that mean the following
1.
2.
3.
4.
5.
6.
7.
8.
9.

Interactions between employers and employees, or managers and workers
Knowing that there is little risk of losing one’s employment.
Money paid (per hour or day or week) to manual workers.

Advantages that come with a job, apart from pay
Things that encourage people to do something.
To be raised to a higher rank or better job.
Without any particular abilities acquired by training
Regularly switching between different tasks.
A company’s shared attitudes, beliefs, practices and work relationships.

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Unit 4: Recruitment
4.1 Reading: Filling a vacancy

When employees “give notice”, i.e. inform their employer that they will be leaving
the company as soon as their contract allows, in what order should the company
carry out the steps listed below? Complete the chart opposite with the letters A-I.
A. either hire an employment agency (or for a senior post, a firm of
headhunters), or advertise the vacancy
B. establish whether there is an internal candidate who could be promoted (or
moved sideways) to the job
C. examine the job description for the post, to see whether it needs to be
changed (or indeed, whether the post needs to be filled)
D. follow up the references up candidates or applicants who seem interesting
E. invite the shortlisted candidates dates for an interview
F. make a final selection
G. receive applications curricula vitae/resumes and covering letters, and make a
preliminary selection (a shortlist)
H. try to discover why the person has resigned
I. write to all the other candidates to inform them that they have been
unsuccessful

4.2 Job applications

When applying for your first job as a business graduate, you are probably
only one of many applicants, most of whom will have similar experience and
qualifications to your own.
How can you get your name onto the shortlist for interviews when applying
for a job?
What can you do to impress the organization, which is hiring staff?

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Which of the following extracts from a CV/resume and different application
letters would help the candidate to get an interview and why?
1. Dear Sir or Madam,
I am writing to express my interest in applying for the position of Community
Fundraiser advertised in the Morning Herald on 13 May, 20--, I am looking for a
challenging entry - level position that allows me to contribute my skills and
experience to fundraising for a charity.
2. I am writing to express my interest in the position of Account Manager that was
advertised on your website on 13 February, 20--. I’m extremely interested in this
position, and I would like the opportunity for an interview in which I could show
you how I can benefit your company.
3. I play for the university basketball team. We have won the national university
championship for the past two-year.
4. My parents are French and Russian, and because they work for a multinational
company, I grew up in four different countries. I did all my schooling in English,
but I speak and write fluent French and Russian. I can also read Italian, Spanish,
Romania and most Slavic languages.
5. Employment.

Saturdays, 2006-8, and full-time July 2008, Right Price food store, West End
Avenue (shelf-filling).
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July 2009, Port Authority Bus Terminal, 8th Avenue (bus cleaner).
August 2009, grape-picking, NapaValley, California.
November 2009-June 2010, tourist guide at St Patrick’s Cathedral, 5th Avenue
(Saturdays).
6. I have travelled extensively during my last three summer vacations, In 20--, I
travelled around the Mediterranean (Spain, France, Italy, Greece) for ten weeks. In
20--, I went to Florida for a month, and I spent six weeks in Bali in 20--, I have
consequently met a great many people from many different cultures, and I am
absolutely convinced that these cross-cultural experiences make me suitable for a
position in international marketing, and that your company would have a great deal
to gain from employing me.
7. Dear Mr/Ms [name]
I am applying for the Sales Associate position which we discussed during the
Career Fair at the National University in [city] on[date], I believe my varied sales
experience and my Bachelor’s degree in Business Administration are am excellent
match to the qualifications you are seeking.
As you can see from the enclosed resume, I have sold a variety of product in parttime job during my studies and have worked in sales department during two
internship positions. This experience, as well as my oral and written
communication skills, should prove valuable in creasing [company name]’s sales
volume. I am enthusiastic about pursuing a career I sales with [company name]
because of your varied product line and international distribution network.
8. I am seeking a challenging position with a progressive company that offer
opportunities for professional growth and advancement. I am results orientated, a
self-starter and a team player. I’m a good communication, and have excellent
project management, interpersonal, people management and negotiation skills. I

cam also work unsupervised. I am committed, creative, competitive, ambitious,
adaptable and flexible. I am good at meeting deadline, solving problems and
making decisions.
9. As you will see from my CV, I scored an average of 91% in my university
examination (94% at the end of the first years, 87% in my second year, and 92% in
my final year exam). I stayed on to do a post-graduate degree in finance and
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banking, and was encouraged to extend my Master’s dissertation into a doctorate,
which I have done in the past ten months. I expect to be awarded my PhD in six
weeks time.
 European and Asian CVs generally include photos; US resumes do not.
 British CVs include personal details such as date of birth, marital status.
Numbers of children, etc., US resumes do not.
 British CVs usually include outside work interest (sports, travelling); US
ones sometime don’t.
 Your CV should be totally honest; you should emphasize your strengths, but
not lie about your experience or skills. It should not say anything that
contradicts what you've put on your Facebook page, or similar!
 Leave out information that is irrelevant or that could give some people a
chance to discriminate against you (personal details such as your height,
weight, health. country of origin, religion, etc.)
 Limit your CV to maximum of two pages.
 Lay your CV out neatly.
Check for grammatical and spelling or typographical errors, and do not rely
on automatic spell checker. Get someone to check your CV before you send it.

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Unit 5: Company Structure
5.1 Wikinomics and the future of companies

Experts are forecasting that in the
future companies will use the Internet
and the “wikinomics” principle (from
wiki, the Hawaiian word for “quick”,
and
economics).
This
means
collaborating with people outside the
traditional corporate structure, letting
people around the word cooperate to improve an operation or solve a problem, and
paying them for their ideas. This is an extension of the trend of outsourcing:
transferring some of the company’s internal functions or operations or jobs to
outside suppliers, rather than performing them “ in-house ”. In other words,
companies will no longer need to get all their knowledge from their own full-time
employees.
Here are two examples from Don Tapscott and Anthony D.Williams’ book
Wikinomics: How Mass Collaboration Changes Everything:
Red Lake, a Canadian gold mine, wasn’t finding enough gold and was in danger of
closing down. Then its chief executive heard a talk about Linus Torvalds, the
inventor of Linux, the open-source computer operating system. He decided to put
the company’s secret geological data on the Internet, and offered prize money to
experts outside the company who could suggest where undiscovered gold might lie.
People around the world recommended 110 targets, and 80% of them turned out to
contain gold. The company’s value has risen from $100 m to $9 bn.
5.2 Wikinimics principle

In what ways could your organization, company or business schools use the
wikinomics principle?

What do you think are the disadvantages of the wikinomics principle?
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 Cybercrime
 Business Secrets
Vocabulary
a.
b.
c.
d.
e.
f.
1.

2.
3.
4.
5.
6.

Autonomous: Tự trị / chủ động
To delegate: Giao phó / uỷ nhiệm.
Function: Chức năng/ chức vụ/ trách nhiệm
Hierarchy or: Hệ thống cấp bậc hoặc chuỗi mệnh lệnh chain of command
Line authority: Quyền hạn

To report to: Báo cáo cho…
……… a system of authority with different levels, one above the other, e.g.
a series of management positions, whose holders can make decisions, or give
orders and instructions.
……… a specific activity in company, e.g. production, marketing, finance.
……… independent, able to take decisions without consulting someone at
the same level or higher in the chain of command.
……… The power to give instructions to people at the level below in the
chain of command.
……… to be responsible to someone and to take instructions from them.
……… to give someone else responsibility for doing something instead of
you.

21


Part 2: Production
Unit 6: The difference sectors of the economy

Metallurgical (luyện kim )

Business (kinh doanh buôn bán

Mechanical (cơ khí)

Coal mining (khai thác than đá)

READING
Vocabulary

Comprehension

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READING 1
6.1 Another cup of tea

In this extract from David Lodge's novel Nice Work, Robyn Penrose, a university
English lecturer, is accompanying Vic Wilcox, the managing director of a
manufacturing company, on a business trip to Germany. She looks out of the
aeroplane window, and begins to think about the essentially English act of making
a cup of tea.
• What is the key point that this extract is making about economies ?
Sunlight flooded the cabin as the plane changed course. it was a bright, clear
morning. Robyn looked out of the window as England slid slowly by beneath them:
cities and towns, their street plans like printed circuits, scattered over a mosaic of
tiny fields, connected by the thin wires of railways and motorways
Hard to imagine at this height all the noise and commotion going on down there.
Factories, shops, offices, schools, beginning the working day. People crammed into
rush hour buses and trains, or sitting at the wheels of their cars in traffic jams, or
washing up breakfast things in the kitchens of pebble-dashed semis. All inhabiting
their own little worlds, oblivious of how they fitted into the total picture.
The housewife, switching on her electric kettle to make another cup of tea, gave no
thought to the immense complex of operations that made that simple action
possible: the building and maintenance of the power station that produced the
electricity, the mining coal or pumping of oil to fuel the generators, the laying of
miles of cable to carry the current to her house, the digging and smelting and
milling of ore or bauxite into sheets of steel or aluminum, the cutting and pressing
and welding of the metal into the kettle's shell, spout and handle, the assembling of

these parts with scores of other components coils, screws, nuts, bolts, washers,
rivets, wires, springs, rubber insulation, plastic trimmings; then the packaging of
the kettle, the advertising of the kettle, the marketing of the kettle to wholesale and
retail outlets, the transportation of the kettle to warehouses and shops, the
calculation of its price, and the distribution of its added value between all the
myriad people and agencies concerned in its production, The housewife gave no
thought to all this as she switched on her kettle. Neither had Robyn until this

23


moment, and it would never have occurred to her to do so before she met Vic
Wilcox.
Vocabulary

Comprehension
In the 20th century, the economy was described as consisting of three sectors:
 The primary sector: agriculture, and the extraction of raw materials from
the earth.
 The secondary sector: manufacturing industry in which raw materials are
turned into finished products.
 The tertiary or service sector: the commercial services that help industry
produce and distribute goods to their final consumers as well as activities
such as education healthcare, leisure, tourism, and so on
Reading 2
6.2 Manufacturing and services

Read the following statements about manufacturing and services in advanced
countries.
 Which of them are in support of manufacturing in advanced countries, and

which are in support of services?
 Which of them do you find the most convincing, and why?

24


 Find words in the statements above that mean the following:
A.
B.
C.
D.
E.

products sold to other countries
property: buildings such as offices, houses, flats (BrE) or apartments (AmE)
work done in return for money
to move your factories to another region or country
to use other company to do work your company previously did itself

25