Môn: TỔNG HỢP (Management + Marketing) GV: Lưu Đức Minh pps

TÀI LIỆU ÔN TẬP TUYỂN SINH LIÊN THÔNG ĐẠI HỌC KHÓA 07TA Môn: TỔNG HỢP (Management + Marketing) GV: Lưu Đức Minh 1 MANAGEMENT I. THEORETICAL QUESTIONS 1. Present the four basic functions of management? 2. Present the three kinds of managers? 3. Present the basic management skills? 4. Present decision making in the business operation 5. What is SWOT analysis? Why is it necessary for a planning process? 6. Explain the hierarchy of human needs by Maslow? 7. Explain the theory X, Y 8. Present centralisation and decentralisation in an organization 9. What are some communication barriers in the workplace? 10. Identify the main characteristics of the leadership II. GAP FILL • GAP FILL 1 Complete the following passage, using suitable forms of the words in the box below achieve reach report feedback objective progress performance role stage view My boss called me into her office to discuss my (1)………………………… during the last six months. She said that I had made good (2)………………………… and had had no difficulty in (3)…………………………my goals. She made it clear that she was going to give me a good (4)………………………… I suppose I should have been grateful to her. However, one thing bothered me. I wondered why she didn’t ask me what I felt about the job. Why didn’t she get some (5)………………………… from me? I thought that was one of the main (6)………………………… of the interview. Since my (7)………………………… was obviously to sit quietly and say nothing, I did just that. At this (8)………………………… of my career, I can’t afford to upset my boss. But if I ever (9)………………………… her position, I shall handle these interviews differently. In my (10)…………………………, it’s vital to listen to employees. • GAP FILL 2 Which of these terms are defined below? subordinates shortlist job security strike headhunters functional organization motivate personnel autonomy line authority 1) ……………………………: a group of applicants selected for an interview 2) ……………………………: a system in which decision-making passes from the top to the bottom of a hierarchy, as in the army, for example 2 3) ……………………………: a way of dividing a company into separate departments, depending on the tasks they carry out 4) ……………………………: an organization’s staff or work force; the people it employs 5) ……………………………: an organized refusal to work by a group of employees, in the attempt to achieve better pay or working conditions, or to protest about something 6) ……………………………: employees under someone else’s authority or control 7) ……………………………: freedom to determine one’s own behavior and actions 8) ……………………………: people who attempt to engage senior managers and executives for job vacancies by attracting them from other companies 9) ……………………………: the extent to which a job can be considered as permanent 10) ……………………………: to give an incentive to someone, to encourage • GAP FILL 3 Complete the following sentences using suitable forms of the words from the box below. authorise authority control function autonomy innovate innovative delegate delegation initiative initially unemployable employment indecisive undecided 1) In many department store groups, buying and finance are two ……………………… which are handled by Head Office. 2) Managers who like power find it difficult to ……………………… responsibility. 3) To stay competitive, high technology firms must constantly ………………………, or else their products become out of date. 4) When you delegate authority in a business, you lose a degree of ……………………… over certain functions. 5) In some multinational organisations, subsidiaries are given a great deal of ……………………… – they rarely have to consult Head Office. 6) ……………………… firms often make the mistake of not concentrating enough on marketing. 7) In our factory, the General Manager is ……………………… to spend up to £1000 a month on repairs and maintenance. 8) I like my staff to make decisions for themselves, but they seem afraid to show any …………………. 9) He’s fairly old and hasn’t had a job for years. I’d say he’s virtually ………………………. 10) Because we were ………………………, we wasted time and lost the contract. • GAP FILL 4 Complete the following passage, using suitable words the box below. market major image creative job security finance lack drawback professional personnel coming up segment underestimate expertise ensure growth delegate trust under price exclusive The problems of small high-tech firms have attracted a lot of attention recently. Research show that many of these firms are set up by talented, (1)…………………………… scientists, their owners have 3 to trouble (2)…………………………… with innovative products but they often can’t build on their early success. One reason for this is that they don’t have much management (3)……………………………. Therefore, they are unable to develop the strategies which are necessary for their company’s (4)……………………………. They are in a rush to develop products and don’t think enough about how to (5)…………………………… them. When they do try to sell their products, they spend too much time trying to gain the (6)…………………………… of potential customers. Another mistake they make is to (7)…………………………… their products so that they have no (8)…………………………… for future development. Once the firms begin to grow, their owners (9)…………………………… the future costs of developing and marketing new products. (10)…………………………… of financial planning is a (11)…………………………… weakness of such companies. It is difficult for the high-tech firm to attract the right (12)…………………………… because it cannot offer the same (13)…………………………… as a large organization. The high-tech firms can get round some of the problems by developing a specialist (14)……………………………. It can aim at a particular (15)…………………………… of the market. Customers then start seeking out the firm, so its marketing costs are reduced. The only (16)…………………………… is that it may take some time before customers accept the firm’s new technology. As soon as the high-tech business has reached a certain size, it will be a good idea to bring in (17)…………………………… management. The founder of the firm can then (18)…………………………… responsibility for activities like marketing and finance. If a high-tech firm needs money very badly, it may arrange a link-up with a large company. It will offer that company (19)…………………………… rights to its technology. Enthusiasm, bright ideas, venture capital and technology are not enough to (20)…………………………… success. Basic management skills – especially financial and marketing ones – are also vital. • GAP FILL 5 Choose the best word to fill in the blanks in the following passage: orders motivate decisions delegate measure activities dealing with strategies objectives information Aphrodite Cosmetics Managing Director As a world leader in the health and beauty sector. Aphrodite is a multinational company with a turnover in excess of £5bn. We are seeking a Managing Director of outstanding abilities to take us into the next decade and beyond. The Role The successful candidate will be required to: • set …………… and communicate them clearly to staff. • develop …………… which will increase profitability and market share. 4 • take …………… at the highest level affecting both the long and short term activities of the group. • accurately …………… performance both of individuals and departments. • issue …………… which may sometimes be unpopular. The Person We are looking for someone who is: • strong, charismatic and who can …………… staff by his / her vision. • well – organized and who can co – ordinate the …………… of the whole group effectively. • calm when …………… a crisis. • able to …………… tasks to others when necessary. • able to communicate …………… clearly and precisely to all levels of the company. • GAP FILL 6 Choose the best word to fill in the blanks in the following passage: solve vision performance gains make creating communicate relationship achieve authority Leadership Without followers, there would be no leaders. The concept of leadership and the qualities needed for someone to become a leader, can probably best be understood by studying the (1)……………… between the leader and his or her followers. Good leaders have empathy – the ability to step into someone else’s shoes – because they are good listeners. They are open, always willing to discuss and (2)……………… problems. Team-building is one of the top priorities of effective leaders. They work at (3)……………… an environment in which each team member, while contributing to the team effort and to the purpose of the organization, is able to improve on their own (4) ……………… Indeed, they are very good at empowering their staff, enabling each of them to become a creative and independent team player. This way, every individual (5) ……………… the confidence and ability to (6) ……………… the kind of decisions which will help the company (7) ……………… its long-term goals, Good leaders are also inclusive, they like to involve everyone – and they understand the importance of delegating (8) ……………… Finally, they have more than just targets: they have a (9)……………… They can see clearly where they would like the company to be in five or ten years’ time, and they are able to (10) ……………… this to their employees. • GAP FILL 7 Choose one suitable word to fill into each gap in the extract. Mark your answer by writing the numbers in the blanks before the words in the box. ____ analytical ____ objectives ____ subordinates ____ motivate ____ richer ____ measurement ____ resources ____ develop ____ organize ____ team 5 An interesting modern view on managers is supplied by an American writer, Mr. Peter Drucker. He has spelled out what managers do. In his opinion, managers perform five basic operations. Firstly, managers set ___ (1) ___. They decide what these should be and how the organization can achieve them. For this task, they need ___ (2) ___ ability. Secondly, managers ___ (3) ___. They must decide how the ___ (4) ___ of the company are to be used, how the work is to be classified and divided. Furthermore, they must select people for the jobs to be done. For this, they not only need analytical ability but also understanding of human beings. Their third task is to ___ (5) ___ and communicates effectively. They must be able to get people to work as a ___ (6) ___, and to be as productive as possible. To do this, they will be communicating effectively with all levels of the organization – their superiors, colleagues, and ___ (7) ___. To succeed in this task, managers need social skills. The fourth activity is ___ (8) ___. Having set targets and standards, managers have to measure the performance of the organization, and of its staff, in relation to those targets. Measuring requires analytical ability. Finally Peter Drucker says that managers ___ (9) ___ people, including themselves. They help to make people more productive, and to grow as human beings. They make them bigger and ___ (10) ___ persons. • GAP FILL 8 Choose the best word or words to fill in the blanks in the following passage. Mark your choices by writing A, B, C, etc. in the blanks. A. resources B. per C. in D. affect E. opportunity F. because G. corporate H. competition I. interest J. SWOT K. strengths L. trends M. planners N. weaknesses O. threats Before deciding strategies, the (1) ______ has to look at the company’s present performance, and at any external factors which might (2) ______ its future. To do this, it carries out an analysis, sometimes called a (3) ______ analysis (strengths, weaknesses, opportunities and threats). First, the organization examines its current performance, assessing its (4) ______ and weaknesses. It looks at performance indicators like market share, sales revenue, output and, productivity. It also examines its (5) ______ – financial, human, products and facilities. For example, a department store chain may have stores in good locations – a strength – but sales revenue (6) ______ employee may be low – a weakness. Next, the company looks at external factors, from the point of view of opportunities and (7) ______. It is trying to assess technological, social, economic and political (8) ______ in the markets where it is competing. It also examines the activities of competitors. The department store chain, for example, may see the (9) ______ to increase profits by providing financial services to customers. On the other hand, increasing (10) ______ may be a threat to its very existence. • GAP FILL 9 Choose the best word or words to fill in the blanks in the following passage. guidance excuses subordinate unwilling high fliers evaluation appraisals criticise need strengths weaknesses over-valued problem obligation roles In spite of the (1) ______ for performance appraisals, people do not like them. Many managers see (2) ______ as their most unpleasant duty and those who are appraised rarely have a good word to say for the system used by their organisation. One (3) ______ is that the manager is expected to criticise the subordinate and to give (4) ______ at the same time. However, it is not easy for a manager to combine 6 those (5) ______. Many people are naturally suspicious of appraisals. They think managers are trying to find out their (6) ______, so they are on the defensive. Moreover, managers are often (7) ______ to say that a subordinate’s performance has been ‘outstanding’ or ‘bad’. So, the individual is described as being ‘just above average’. This means that (8) ______ in the organisation do not get a good enough evaluation while the work of poor performers may be (9) ______. Finally, many managers do not like to criticise, in writing, a (10) ______ with whom they are working closely, day-by-day. III. READING • READING 1 Read the article and answer the following questions: Cosmopolitan readers queue for Tube job More than 1,400 readers of Cosmopolitan have applied to become a London Tube train driver. London Underground described the response to its single advert in this month’s issue as “exceptional”. Successful applicants will have to get out of bed for regular 4.45 am starts, but the £27,650 salary and up to eight weeks’ holiday may prove sufficient compensation. Lorraine Candy, editor of Cosmo, said the interest her readers had shown demonstrated that young women were not bound by traditional career patterns. “It’s always been a classic thing for boys to want to be train drivers. Now we’re seeing that girls can do it too”, she said. “I don’t think the job is boring or unsexy and I’m sure the passengers couldn’t care less whether the train is being driven by a man or a woman – as long as it’s on time”. The ability to break bad news to travelers more sympathetically is one reason London Underground is keen to increase its number of female drivers from 100 – just three percent of driving staff. Questions: 1. How many adverts did London Underground put in Cosmopolitan? 2. What are the advantages and disadvantages of the job? 3. What do passengers care about most? 4. Why does London Underground want to hire more women? • READING 2 Read the online job advertisement for Virgin Atlantic and answer the following questions: Travel Adviser – The Office, Crawley The image At Virgin Atlantic we’re renowned for our high standards of customer service and know that first impressions count. Our Reservations Team creates a rapport with our callers, understanding their needs, and providing advice and assistance on all their travel requirements. The responsibilities are varied and include promoting Virgin’s ever expanding range of services, whilst maintaining our high levels of customer service. The Demands Speaking to around 100 callers each day, you need to be self-motivated whilst maintaining high levels of accuracy in this busy environment. On your shift pattern there will be a variety of start and finish times, including some early mornings and late nights. Don’t forget, shift work means you might have to work weekends and bank holidays. 7 The Interview The interview process consists of a group interview, which will last approximately one and a half hours. You will then take part in a series of exercises. Our experienced recruitment assessors will monitor your performance and look for specific competencies such as customer relationships, service orientation, and attention to detail. If you are successful through the group stage, you will be asked to attend an individual interview with two recruitment assessors. You will be notified of the outcome of this final stage in writing. The Rewards The starting salary is generous and, as a shift worker, you will also receive a shift allowance. There is an increase to the basic salary on successful completion of your six-month probationary period. On completion of the probationary period, you will be entitled to a generous holiday allowance and discretionary benefits package which includes a pension, life assurance, Virgin Group discount scheme, and concessionary travel (one of the best in the business!) Questions: 1 What are the hours of work exactly? 2 What are the main responsibilities of the job? 3 What will the interview consist of and how will we learn the results? 4 What other benefits do you offer? 5 Does everyone receive the same benefits package? • READING 3 Read the passage and answer the questions that follow. Large British companies generally have a chairman of the board of directors who oversees operations, and a managing director (MD) who is responsible for the day-to-day running of the company. It smaller companies, the roles of chairman and managing director are usually combined. Americans tend to use the term president rather than chairman, and chief executive officer (CEO) instead of managing director. The CEO or MD is supported by various executive officers or vice-presidents, each with clearly defined authority and responsibility (production, marketing, finance, personnel, and so on). Top managers are appointed (and sometimes dismissed) by a company’s board of directors. They are supervised and advised and have their decisions and performance review by the board. The directors of private companies were traditionally major shareholder, but this does not apply to large public companies with wide share ownership. Such companies should have boards constituted of experienced people of integrity and with a record of performance in a related business and a willingness to work to make the company successful. In reality, however, companies and political milieu. Yet a board that does not demand high performance and remove inadequate executives will probably eventually find itself attacked and displaced by raiders. 1.What is the responsibility of MD? 2 What is the responsibility of executive officers? 3 Show the difference in the process of appointing top managers between private and public companies. 4How does the Board of Directors appoint top managers in reality? 5When are top managers dismissed? • READING 4 Read the passage and answer the following questions Dealing with Complaints Problems can occur in the best run companies for many reasons, such as over terms and conditions, management decisions, discrimination (on grounds of race, sex, disability, and religion), sexual harassment, bullying, health, and safety issues. 8 Within two months of starting a job, employees are entitled to a written statement setting down the main conditions of their employment. As well as information on pay, hours , holiday entitlement, and notice periods, the statement must also cover what the company will do if they have to discipline an employee for breaking the rules( the warning procedure and who the employee can apply to if they are dissatisfied with a disciplinary decision . All employees have the right to be accompanied by another employee or a union representative at any disciplinary interview. A disciplinary procedure would normally be used when an employee does not follow company policy, breaks rules or displays inappropriate work place behavior. Employees must be fully informed of their inappropriate behavior and given an opportunity to explain themselves. The procedure should be handled in a private and respectful manner and the employee’s previous record should be taken into account. Questions 1. What should employees do if they have a complaint? What role does the labor union play in this case? 2. What are some of the problems that can lead to disciplinary procedures? 3. How does the manager discipline employees if they do something wrong • READING 5 Read the interview and answer the questions that follow. Interviewer: Do you have meetings for members of staff where they can express views about what’s going on in the store? Steve Moody: We have a series of meetings, management and supervisory every week, we have something which Marks & Spencer’s call a focus group, which is members of staff who get together regularly from all areas of the store, so from the food section and perhaps the menswear section, from the office who do the stock and accounting, and indeed the warehouse where people receive goods. They have meetings, they discuss issues, they discuss problems that they feel are going on in the store. They also discuss suggestions of how they can improve that we run the store, and they discuss that amongst themselves first. They will then have a meeting with members of management and obviously myse1f, and we will discuss those issues and work together to try and provide solutions. However, Marks & Spencer’s philosophy, I suppose, is that meetings should not be a substitute for day-to-day communication and therefore if problems do arise in terms of the operation, or an individual has got a problem in their working environment, or indeed their immediate line manager, or indeed if they have a problem outside, which might be domestic, or with their family, we would like to discuss that as it arises and would like to encourage a policy that they will come and talk to their supervisor or their manager, to see what we can do to solve the problem. Questions 1) Steve Moody mentions two kinds of regular meetings. The first is weekly meetings for management and supervisory staff. What is the second kind of meeting called? 2) Who attends them? 3) What are they designed to achieve? 4) What kind of problems cannot be dealt with by meetings? 5) How are such problems dealt with? • READING 6 Read the text and complete the following sentences, using your own words as much as possible. THEORY X AND THEORY Y In The Human Side of Enterprise, Douglas McGregor outlined two opposing theories of work and motivation. What he calls Theory X is the traditional approach to workers and working which assumes that people are lazy and dislike work, and that they have to be both threatened (for example, with losing their job) and rewarded. It assumes that most people are incapable of taking responsibility for themselves and have to be looked after. Theory Y, on the contrary, assumes that people have a psychological need to work and want achievement and responsibility. 9 Many people assume that Theory Y is more ‘progressive’ and an advance on Theory X, but later theorists argued that it makes much greater demands on both workers and managers than McGregor realized. Abraham Maslow, for example, spent a year studying a Californian company that used Theory Y, and concluded that its demands for responsibility and achievement are excessive for many people. He pointed out that there are always weak and vulnerable people, with little self-discipline, who need protection against the burden of responsibility. Even strong and healthy people need the security of order and direction. Managers cannot simply substitute Theory Y for Theory X. They have to replace the security provided by Theory X with a different structure of security and certainty. Questions 1) According to Theory X, employers have to threaten workers because 2) According to Theory Y, employers should give their workers responsibilities because 3) Maslow criticized Theory Y because 4) Maslow argued that even though they might want to be given responsibilities at work • READING 7 Read the following text and complete the following sentences, using your own words as much as possible. ‘SATISFIERS’ AND ‘MOTIVATORS’ It is logical to suppose that things like good labor relations, good working conditions, good wages and benefits, and job security motivate workers. But in Work and the Nature of Man, Frederick Herzberg argued that such conditions do not motivate workers. They are merely ‘satisfiers’ or, more importantly, ‘dissatisfiers’ where they do not exist. ‘Motivators’, on the contrary, include things such as having a challenging and interesting job, recognition and responsibility, promotion, and so on. However, even with the development of computers and robotics, there are and always will be plenty of boring, mindless, repetitive and mechanical jobs in all three sectors of the economy, and lots of unskilled people who have to do them. So how do managers motivate people in such jobs? One solution is to give them some responsibilities, not as individuals but as 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 ensure that people in repetitive jobs change them every couple of hours, as doing four different repetitive jobs a day is better than doing only one. Many people now talk about the importance of a company’s shared values or corporate culture, with which all the staff can identify: for example, being the best hotel chain, or hamburger restaurant chain, or airline, or making the best, the safest, the most user-friendly, the most ecological or the most reliable products in a particular field. Such values are more likely to motivate workers than financial targets, which ultimately only concern a few people. Unfortunately, there is only a limited number of such goals to go round, and by definition, not all the competing companies in an industry can seriously claim to be the best. Questions 1) Herzberg suggested that good labor relations and working conditions According to Herzberg, the kind of things that motivate 2) The problem with saying that only challenging, interesting and responsible jobs are motivating is that 3) Ways of motivating people in unskilled jobs include 4) The problem with trying to motivate workers by the belief that their company is the best is that • READING 8 Read the passage and answer the questions that follow. Unipart International is a large multinational in the automotive industry. Sarah Jane Hallard is a recent recruit who is describing her early years in the company. 10 . TÀI LIỆU ÔN TẬP TUYỂN SINH LIÊN THÔNG ĐẠI HỌC KHÓA 07TA Môn: TỔNG HỢP (Management + Marketing) GV: Lưu Đức Minh 1 MANAGEMENT I. THEORETICAL QUESTIONS 1. Present the four