UNIT REVIEW

UNIT 1
1. What is a manager?
- An individual who is in charge of a certain group off tasks, or a certain area or department of
business
2. What can a manager do with the subordinates when considering their performance,and
behaviors
- A manager has the authority and power to hire, promote, discipline and fire employees based
on those behaviors and performance
3. What is a leader
- Is the person show their passion and personal investment in the success of his or
herfollowers reaching their goals
4. Why is it possible for anyone to become a leader
- Everyone can become a leader without a formal title because the basis of leadership is on the
personal qualities of the leader
5. How is a manager different from a leader
- The primary concern of managers is to accomplish organizational goals while the leader will
show passion and personal investment in the success of his or her followers reaching their
goals, which may be different from organizational goals.
- The employee will obey the manager, but people follow a leader, it is a voluntary choice -
Leaders do not have to hold a management position.
6. What are the five common roles of a manager? Explain them briefly
- Planning: Setting aims and targets for the organization, plan for the resources
- Organizing: Managing people and resources effectively towards achieving the aims of the
organization, Making sure staff do not perform overlapping tasks
- Coordinating: Bringing people and departments together so that they work towards common
aims
- Commanding: Managers are more like to guide, lead, and supervise people than just tell
them what to do
- Controlling: Checking that the original aims are being met and appraising staffHygiene
factors: good labour relations, good working conditions, job security, good wages, benefits
such as pay, paid holidays, pensionMotivators: a challenging and interesting job, recognition,
responsibility, promotion
UNIT 2
1. What is motivation?
- Factors that influence the behaviour of workers towards achieving goals.
2. What are the most common ways to increase a worker’s motivation? Give examples of
monetary and non-monetary rewards
- Most common ways to motivate workers are: monetary & non-monetary rewards.
+ Monetary rewards can be bonuses, profit sharing, promotion
+ Non-monetary reward can be: Recognizing workers by doing a great job, or permit workers
to have flexible working schedules
3. What is job satisfaction
- The enjoyment a worker gets from feeling that they have done a good job
4. How can companies raise job satisfaction of their workers (keyterm)
5. Distinguish Theory X and Y ( nêu ra định nghĩa hai cái này)
- Theory X: people are lazy and will avoid work and responsibility if they can. Workers have
to be closely supervised and controlled, and told what to do. They have to be both threatened
(eg: losing their job) and rewarded with incentives, probably monetary ones such as a pay rise
or bunuses. Most people are incapable of taking responsibility for themselves and have to be
looked after. It is applied by managers in factory workers in large-scale manufacturing
- Theory Y: Most people have a psychological need to work, and given the rightconditions -
job security, financial rewards - they will be creative, ambitious and self-motivated by the
satisfaction of doing a good job. This theory is applied by skilled professionals and
“knowledge workers” - managers, specialists, programmers, scientists, engineers
6. What are hygiene factors (key terms)
Good labor relations, good working conditions, job security, good wages and benefitssuch as
sick pay, paid holidays and and a pension
7. Describe briefly Maslow’s Hierarchy of Needs ( key terms )
- Physiological needs: air, food, clothing, shelter, sleep, warmth
- Safety needs: Security, protection, stability
- Love and belonging needs: Family, friendships, relationships, work groups
- Esteem needs: Achievement, status, recognition, reputation
- Self-actualization needs: Personal growth and fulfillment
UNIT 3
1, What is an organizational structure?
- the levels of management and division of responsibilities within an organization
2, Define a chain of command
- the structure in an organization which allows instructions to be passed down from
senior management to lower levels of management
3, What is the main advantage of a chain of command
- All people in the organization know what decisions they are able to make, who their
line manager is ( to whom they report), and who their immediate subordinates are
( over whom they have line authority and can give instructions to)
4, Describe briefly a functional organizational structure
- a functional structure includes specialized production, finance, marketing, sales, and
human resources departments.
5, In what ways can dividing a business functionally cause problem
- People often more concerned with the success of their own department than that of
the company as a whole, so there are conflicts between departments over what the
objectives are
6, Describe briefly a xe matrix organization
- In a matrix organization, people report to more than one superior. President and
R&D, manufacturing, marketing, HR, finance and procurement department and have
managers product
7, What is the potential disadvantage of matrix management systems
- Matrices involving several departments can become quite complex, so it is
sometimes difficult in making decisions.
8, What is centralisation
- Want to keep as much control over their business as possible
9, Why is it not usually possible to organize a large organization in a single hierarchy
- the activities of most organizations are too complicated to be organized in a single
hierarchy
10, What factors might lead companies to flatten their hierarchy
- A problem with very hierarchical organizations is that people at lower levels can’t take
important decisions, but have to pass on responsibility to their boss
the desire to save money and make decision making easier, the use of IT systems, 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 decision
UNIT 4
1, Why is it important for companies to be aware of local culture?
Because local cultural habits, beliefs and principles can easily affect the performance of their
business in each country
2, What are the differences between individualists and collectivists
an individualist believes that personal goals and desires and interests are more important
than those of a group of people. A collectivist believes in the importance of a group of people
rather than separate individuals.
3, Who is more likely to think “ I’ll let them speak first”
People in reactive cultures
4, Who is more likely to say, about other people: “they can’t be trusted because they
will always help their friends or family” - universalistic or particularistic
universalists
5, Who is more likely to say “Oh, you can’t trust them, they wouldn’t even help a
friend?”
particularists
6, Describe the characteristics of business people from Multi-Active, Reactive and
Linear-Active culture
-Multi active cultures: attach more importance to feelings, emotions, and
intuition, and relationships and connections. People like to do many things
at the same time, they are flexible, good at changing plans and happy to
improvise. They believe in social and company hierarchy, and respect
status→ collectivists/ particularist: believe that personal relationships and
friendships should take precedence over rules and regulations
- Reactive: Prefer to listen to and establish the other’s position, and then react to it, try
to avoid confrontation, don’t want to lose face and cause someone else to. They
rarely interrupt speakers and often avoid eye contact, try formulate approaches which
suit both parties
-Linear active: are generally organized and rational, try to act logically
rather than emotionally, plan in advance, like to do one thing at a time,
believe in respecting rules, regulations and contracts→ universalists, apply
rules to everyone, they are not afraid of confrontation but will compromise
when necessary to achieve a deal→ individualists
7, What is culture? What factors are likely to be governed by cultures
Định nghĩa ở key terms. Culture is a powerful operating force that molds the way we think,
behave, and communicate
8, What is context (định nghĩa)
refers to the stimuli, environment, or ambience surrounding an event
9, Describe the major features of low-context culture and high-context cultures and
give examples of countries adopting these cultures
- Low context: communicators depend little on the context of a situation and shared
experience to convey their meaning. They assume that messages must be explicit,
and listeners reply exclusively on the written or spoken word. Tend to be linear,
analytical and action oriented. Business communicators stress clearly articulated
messages that they consider to be objective, professional, and efficient, Words are
taken literally. Example: North America, Scandinavia, Germany
- High context: Communicators assume that the listeners do not need much
background information. Are more likely to be intuitive and contemplative.
Communicators in these cultures pay attention to more than spoken or written words.
They emphasize interpersonal relationships, nonverbal expression, physical settings,
and social context. Communication cues tend to be transmitted by posture, voice inflection,
gestures and facial expression. Example: China, Japan, Eastern countries
10, What does Peter Distance Index measure
How people in different societies cope with inequality-in other words, how they relate to more
powerful individuals
11, Indicate the differences in the relationship between subordinates and their
supervisors in low context and high context cultures
- High context: subordinates expect formal hierarchies and embrace relatively
authoritarian, paternalistic, power relationships
- Low context: subordinates consider themselves as equals of their supervisors, they
confidently voice their opinions and participate in decision making
tend to be democratic, egalitarian, informal
12, Advantage and Disadvantage of top-down management structure
advantage of top-down management structure: Allow faster decision making, dis: prevent
subordinates from speaking up due to fear or resignation
UNIT 5
1, What are the different stages of the recruitment and selection process?
Vacancy arises→ Job analysis → Job description → Job specification → job
advertised in appropriate media → application forms and shortlisting → interviews
and selection → vacancy filled
2, How do you draw up a job description and job specification
Once the job has been analyzed, a job description will be produced. A job description will be
produced. A job description has several functions: It is given to the applicants for the job so
they know exactly what the job entails. It will allow a job specification to be drawn up, to see
if the applicants “match up to the job”, so that people with the right skills will be employed.
Once someone has been employed, it can show whether they are carrying out the job
effectively. If a dispute occurs about the employee’s tasks, the job specification can be
referred to in order to settle these questions
Once a job description has been drawn up, the qualifications and qualities necessary to
undertake the job can be specified. This list of desirable and essential requirements for the
job is called a job, or person specification
3, How do you choose suitable ways of advertising a vacancy - either internally or
externally
If the job is to be filled using internal recruitment, then the advertisement could be placed on
the staff notice board, emailed to all staff, or included in a workplace newsletter
If external recruitment is being used, then the advertisement could be placed in local or
national newspapers and specialist magazines, depending on the nature of the job. If it is for
middle and senior management jobs, or jobs requiring a specialist skill, then advertising
nationally will probably attract more, better quality, applicants than local advertising.
Unskilled or semi-skilled job vacancies will probably be filled from the local population, so
there is no need to advertise nationally
4, How important is training? And what are different types of training
Training is important to a business as it may be used to introduce a new process or new
equipment, improve the efficiency of the workforce, provide training for unskilled workers to
make them more valuable to the company, decrease the supervision needed, improve the
opportunity for internal promotion and decrease the chances of accidents
5, What is induction training? on the job training ? off the job training (Ở KEY TERMS)
On-the-job training: occurs by watching a more experienced worker doing
the job
Off-the-job training: involves being trained away from the workplace,
usually by specialist trainers
Induction training: an introduction given to a new employee, explaining the
business’s activities, customs and procedures and introducing them to their
new fellow workers
UNIT 6
1, What are the different stages of economic/business activities
- Stage 1: is called the primary stage of production. This stage involves the Earth’s
natural resources. Activities in the primary sector of industry include farming, fishing,
forestry and the extraction of natural materials, such as oil and copper ore
- Stage 2: Is called the secondary stage of the production, This stage involves taking
the materials and resources provided by the primary sector and converting them into
manufactured goods. Activities in the this sector of industry include building and
construction, aircraft and car manufacturing, computer assembly, bread baking
- Stage 3: the tertiary stage of production, This stage involves providing services to
both consumers and other businesses. Activities include transport, banking, retail,
insurance, hotels and hairdressing
2, What business activities are included in the quaternary sector
The quaternary sector consists of information services such as computing, ICT (in4 and
communication technologies), consultancy (offering advice to businesses) and R&D
(research and development). Broader definitions add the news media, libraries, universities
and colleges, and other intellectual activities including culture generally
3, How different is the private sector from the public sector in mixed economics
Private sector: businesses not owned by the government. These businesses will make their
own decisions about what to produce, how it should be produced and what price should be
charged for it. Most businesses in the private sector will aim to make a profit, also there are
likely to be some government controls over these decisions
Public sector: government (or state) owned and controlled businesses and organizations.
The government, or other public sector authority, makes decisions about what to produce
and how much to charge consumers. Some goods and services are provided free of charge
to the consumer, such as state health and education services. The money for these comes
not from the user but from the taxpayer khiếp áp lực thế
4, What are the features of different forms of business organizations: sole traders,
partnerships, Private and public limited companies, Franchises, and Joint ventures?
What are their advantages and disadvantages? (ad và dis chắc phải tự nghĩ)
Sole trader: the most common form of business organization. It is owned and operated by
just one person - the owner is sole proprietor. One of the reasons it is such a common form
of organization is because there are so few legal requirements to set it up
→ Ad: need only a few legal requirements to set up; take shorter time to make
decisions; owner does not have to share profits with anyone else
Dis: one-sided view on issues; more vulnerable to economic crises; slow development
A partnership: a group or association of at least two people who agree to own and run a
business together. The partners will contribute to the capital of the business, will usually
have a say in the running of the business and will share any profits made
→ Ad: two heads are better than one; business is easier to establish, start-up
costs are lower; more capital available for the company
Dis: conflicts between partners; take more time to make decisions
Shareholders: companies are jointly owned by the people who have invested in the
business. These people buy shares in the company and they are called shareholders
These shareholders appoint directors to run the business. In private limited company, the
directors are usually the most important and majority shareholders
→ Ad: ability to vote on company’s important issues; receive dividends either as
income or re-invest to buy more shares
Dis: disagreement between shareholders; if company underperforms, you might get back
less than you invested
Public limited companies: they have been able to raise the capital to expand nationally or
even internationally
→ Ad: raise capital through public issue of shares; transferability of shares; great
opportunity for growth, especially for small companies
Dis: require many regulatory requirements; higher levels of transparency required; more
susceptible to takeovers
Franchises: The franchisor is a business with a product or service idea that does not want
to sell to consumers directly. Instead, it appoints franchisees to use the idea or product and
to sell it to consumers( the body shop/ mcDonald’s restaurant)
→ Ad: franchisees receive assistance from franchisors; brand recognition → can
save time and money that would otherwise be used for branding
Dis: strict regulations from franchisors; lack of privacy
A joint venture: is when two or more businesses agree to start a new project together,
sharing the capital, the risks and profits
UNIT 7
1. What is production and operation management?(Định nghĩa production ở trên)
Operation management: produce a specific product or service, on schedule, at minimum
cost (criteria: concentrating on quality and product reliability, producing the maximum
possible volume of output, fully utilizing the plant or the workforce, reducing lead time,
generating the maximum return on assets, ensuring flexibility for product or volume changes)
Involves production plants and factories or service branches, and the equipment in them,
parts (raw materials or supplies), processes ( the steps by which production or services are
carried out), planning and controlling system( the procedures used by management to
operate and monitor the system)
Involves people - the personnel or human resources
2. What is lean production? How can lean production be achieved
Lean production can be achieved by using the following methods
-Kaizen (continuous improvement): focusing on the elimination of waste,
The improvement does not come from the investing in new technology or
equipment but through the ideas of the workers themselves → Small
Groups of workers meet regularly to discuss the problems and possible
solutions because no one knows the problems that exist better than
workers. Kaizen eliminates waste, inventory, reduces the amount of time
taken for workers to walk between jobs so that they eliminate unnecessary
movements.
- JIT: production method focusing on reducing and eliminating the need to hold
inventories of raw materials or components and on reducing work in progress and
inventories off the finished product. The raw materials and components are delivered
just in time to be used in the production process, the making of any parts is taken just
in time to be used in the next stage of production and the finished product is made
just in time to be delivered to the customers
→ reduce the costs of holding inventory, as no raw materials and
components are ordered to keep in the warehouse just in case they are
needed
→ Warehouse space is not needed
→ the finished product is sold quickly → money come back to the business
quickly
→ need very reliable suppliers and an efficient system of ordering raw
materials or components
-Cell production: the production line is divided into separate, self-contained
units(cells), each making an identifiable parts of product → improve the
morale of the employees and makes them work harder→ the employees
feel valued and are less likely to strike orr cause disruption
3. What is job production, batch production and flow production (ở trên)
Examples:
Job production: bridges, ships, made-to-measure suits, cinema films, individual computer
programs that perform specialized tasks
Batch production: bakery making batches of bread, several houses built together using the
same design, furniture production, clothing
Flow production: cars, cameras, televisions, packaged foods and drinks
4. What are the benefits and limitations of different production methods
- Job production:
+ Ad: can customize products; unique, distinct goods; no need of product recall on a
large scale if one single product is defective
+ Dis: take longer production time; production costs may be high; require specialist
equipment
- Batch production:
+ Ad: flexibility; possibility to create product variants; greater quality control; low
manufacturing costs
+ Dis: high WIP inventory levels; increased idle tim
- Flow production:
+ Ad: high productivity; can achieve better uniformity; low manufacturing costs
+ Dis: risk of product recall on a large scale if one product is defective; possible high
inventory costs
UNIT 9
1, What does the word “quality” mean to you? Brainstorm as many ideas as possible
- Định nghĩa ở key teams
- meaning that has to do with features, reliability, performance, durability, aesthetics,
value for money and conformance to requirements
2, What is quality control and quality assurance? (phía trên)
Quality control: the checking for quality at the end of the production process,
whether it is the production of a product or a service
Quality assurance: the checking for quality standards throughout the production
process, whether it is the production of a product or a service
3, What is TQM? (phía trên)
Total quality management (TQM): the continuous improvement of products and
processes by focusing on quality at each stage of production
4, How does TQM affect business?
-This approach to quality requires the involvement of all employees in a
business→ based on the principle that everyone within a business has a
contribution to make to the overall quality off the finished product or
service
-Change in the culture of the organization: everyone has responsibilities →
the search for quality must affect the attitudes and actions of every
employee. Every department is obliged to meet the standards expected by
its internal customers, relationship between each department is called
quality chains
-Has revolutionized the way workers view quality, the concept of TQM is
explained and training given to all [Link] should be empowered
with the responsibility of checking this quality level before passing their
work on to the next production stage → fit Herzberg principles of job
enrichment
5, How do companies spend time and money to ensure quality
- Engineers have to spend time with marketers during the development of new
products to facilitate design-for manufacture. There have to be supplier capability
surveys to make sure that suppliers can achieve the quality levels that they claim.
There have to be regular meetings, education and training about quality improvement
- The company has to inspect and test incoming material, material that is being
processed, and the finished product. There is also the cost of buying and servicing
any equipment used for measuring and testing
- There may be scrap, re-work, reinspection, re-testing, etc. If these continue at a high
level, then perhaps there will be a fundamental review of suppliers and materials
- Time is needed to process customer complaints, to process customer returns, to deal
with warranty claims and to handle product recalls