BỘ GIÁO DỤC VÀ ĐÀO TẠO ĐỀ THI HỌC PHẦN II

TRƯỜNG ĐẠI HỌC KINH TẾ QUỐC DÂN

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Hệ: CHẤT LƯỢNG CAO Khoá: 62
Hình thức thi trực tuyến: Tự luận có giám sát trên MS Teams
Ngày thi: 28.8. 21 Ca thi: 2
KHOA: NGOẠI NGỮ KINH TẾ
Thời gian làm bài: ....60... phút
Bộ môn: NGOẠI NGỮ KHÔNG CHUYÊN

SECTION 1: VOCABULARY (2 points)

Choose the best answer. Write the letters A, B, C or D on the Answer Sheet.
1. RRP stands for recommended ……….. price.
A. retail B. reasonable C. rising D. reduced
2. A ………. is a legal document that states the number and type of shares you own in a company.
A. futures contract B. downturn C. portfolio D. share certificates
3. A ………… is a large and successful company whose shares are considered to be a good investment.
A. public company B. blue chip C. subsidiary D. multinational
4. A/An………. an occasion when a company's shares are sold to the public for the first time.
A. flotation B. portfolio C. commodity D. investment
5. ……….. is the money that you earn from keeping your money in an account in a bank or other financial organization.
A. Dividend B. Interest C. Commission D. Bonus
6. ……….. is the price which covers the ex-works cost of goods, but not the insurance and freight charges.
A. CIF B. EXW C. CPT D. CFR
7. The ……….. is the original amount of a loan not including any interest charged.
A. instalment B. subsidy C. principal D. morgage
8. Being in the ……….. means you are in credit.
A. black B. red C. grey D. blue
9. You should spend less time gossiping and ………. your work.
A. fall behind B. break down C. put off D. get on with

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 10. Celebrity ………. is a technique that is very popular in advertising at the moment.
A. exhibition B. research C. endorsement D. slogan

SECTION 2: READING (8 points)

PART I: Read the following text.
The Ethics of Resume Writing
How much can you “dress up” your resume to make yourself as strong a candidate as possible without crossing the ethical line of deception?
Consider a few conflicting thoughts:
• Over 50% of people lie on their resume.
• A Monster.com blog about the dangers of lying on your resume elicited 60 comments from job seekers recommending lying and
only 46 discouraging it. Recommenders justified lying by claiming: everyone else is doing it, companies lie about job requirements, and it’s
hard to get a good job.
• Executives caught lying on their resumes often lose their jobs.
If you are reading this blog, you probably are not tempted by outright fabrication. But what about the following:
• Claiming a degree that was not earned because you did most of the work and were only a few credits short.
• Creating a more impressive job title because you were already doing all of the work of that position.
• Claiming a team’s contributions as your own, because other members did not carry their weight.
• Inflating the number of people or range of functions for which you had direct responsibility because you really did have a great deal
of influence over them
These are called rationalizations — constructing a justification for a decision you suspect is really wrong. You create a story that sounds
believable, but doesn’t pass close examination. You begin to fool yourself. You develop habits of distorted thinking.
So where is the line? You need to decide that for yourself. Here are some tests to keep your thinking clear:
• Other-shoe test. How would you feel if the shoe were on the other foot and you were the hiring manager looking at this resume?
What assumptions would you draw and would they be accurate?
• Front-page test. Would you think the same way if your accomplishment in question were reported on the front page of the Wall Street
Journal? Or your prior employer’s internal newsletter?
But wait, you say. My resume doesn’t quite pass these tests, but there is something real underneath my claims, and I do not want to sell myself
short.

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 When in doubt, ask an old boss. While asking an old boss may be difficult, it has many benefits. Precisely because it is difficult, it forces you
to think clearly and sometimes creatively. Asking also checks the accuracy of your claims, trains your old boss in how to represent you during
reference checks, and sometimes your old boss may give you better ways to represent yourself.
Answer the following questions. Write your answers on the Answer Sheet.
1. What does the number 60 refer to?
2. What reasons are given for not being totally honest on CVs?
3. Name an example of dishonesty someone might make and they may be not aware of it.
4. What happens to someone when starting using rationalizations?
5. What are the advantages of asking an old boss?

PART II: Read the following text.

FINANCING BUSINESS START-UPS
Three venture capitalists, Michael Flowers, RegGreenham and Lee Wang, were asked about financing business start-ups. According to
Michael Flowers, when starting a new business, it is important to accept professional management, and hire an effective CEO. Entrepreneurs
should, even before they begin to raise money, ask how they can use the least financing possible. They should purchase goods and services at
discounts, and require customers to settle accounts promptly.
When Greenham is considering whether to finance a new venture, his biggest concern is price. ‘I am always looking for great ideas and market
opportunities with strong leadership, at reasonable prices.’ He also looks for entrepreneurs who are able to articulate the corporate vision, and he
tries to be open-minded about financing first-time entrepreneurs. He acknowledges that many investors are unwilling to back a younger person’s
first business.
Greenham was asked about ‘angels’ - those rich people who sometimes put money into uncertain business ventures. He agreed that angel
investors can be valuable to a start-up, in particular because they can offer advice and access to useful people. He warned, however, that angel
investing is becoming increasingly sophisticated, and said that in many cases it may be preferable to obtain early high-risk capital elsewhere.
Wang agrees that those entrepreneurs with some capital already can consult so-called angels. ‘However, for those seeking funds for the first
time, this normally involves too much time. There is no substitute for aggressively working to bring in money from family and friends. It is
unlikely that bids for funding from government programmes will in reality be successful.’
Many start-up companies approach venture capitalists who manage organised funds. Greenham likes to co-invest with other venture capitalists
so that there is more than one decision-maker when there are problems. He suggests that in their search for capital, companies should identify
teams that have a history of successful co-operation. He adds that these investors, in turn, should always impose conditions that are reasonable.
According to Wang, too many start-up companies overlook marketing issues. ‘In the early days, the founder can focus too much on the
product itself, and not on how it is promoted. Entrepreneurs should also introduce customers who can attest to their entrepreneurial skills to

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potential investors. Also, they should think about how to give up control. It does not matter ultimately who takes charge, but entrepreneurs must
develop suitable exit strategies.’

Decide if the following statements are true (T) or false (F). Write T or F on the Answer Sheet.
1. Flowers says that entrepreneurs should try to get reduced prices from suppliers.
2. Greenham is not prepared to offer support to first-time entrepreneurs.
3. Greenham thinks that ‘angel’ investors can help the entrepreneur find contacts.
4. Entrepreneurs seeking funding for the first time are likely to get support from the government.
5. New companies should think more carefully about how goods and services will be sold.

PART III: Read the following text.

The rewards of failure
The trouble with the GlaxoSmithKline pay package was its reward for failure
When the public mood changes, the realisation can take time to sink in. Behaviour that was once acceptable can overnight come to be seen
as outrageous. The board of GlaxoSmithKline, a big pharmaceutical company, has found itself at the sharp end of such a mood change. Its
shareholders voted to reject the company's remuneration committee report, which would have paid JeanPierre Garnier, its Chief Executive,
$35m if he lost his job and treated him and his wife as three years older than they actually are for the purpose of increasing their pensions.
The vote is purely advisory, with no binding force. But it leaves the company in a sort of legal limbo. More importantly, it leaves
boardrooms everywhere in a difficult position. The message of shareholder discontent with large executive pay packages and poor corporate
performance has never been so clear.
Company bosses have been slow to understand the new mood of outrage among shareholders. Shareholders have for years accepted that
"fat cat" bosses paid themselves more or less whatever they liked. So it is uncomfortable to face criticism. But behind the criticism is a strong
feeling that many chief executives are living according to quite a different set of rules from everyone else.
Although the value of most large companies has fallen considerably over the last few years, bosses have continued to pay themselves
more. The value of their pensions has increased and they have struck lavish deals in the form of "golden parachute" severance deals to cushion
their fall if they leave. Some of the aspects of Mr Garnier's package that most irritated the shareholders were ones that appeared to reward not
superior performance but simply being there. Lots of bosses have such components in their pay.
Of course, companies may set up deals with bosses they no longer want in order to encourage them to go quickly and without a legal fight.
But a generous advance promise to reward failure is no way to encourage success. Like the "guaranteed bonus" and the lifetime free dental
treatment, it offers chief executives a one-way bet.
If the GSK vote makes companies cautious about such deals, that is welcome. The market for chief executives is far from perfect. There is
no rate for the job, positions are often quietly filled rather than openly advertised and boardroom search committees rarely ask, "Could we get
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someone equally good even if we paid a bit less?" If the board now has to defend its compensation decisions publicly, it may be easier to say
'We'd love to give you a golden parachute but the shareholders would make a fuss." More fuss, please, from shareholders. It's their company,
after all.
Choose the best answer to the question. Write the letter A, B, C or D on the Answer Sheet.
1. Who refused to approve GSK’s remuneration committee’s report?
A. The board of directors B. The shareholders
C. The chief executive D. The company remuneration committee
2. The company is now in a difficult position because ………
A. it had already agreed to the new pay packages. B. it has to decide whether to approve the report or not.
C. Jean-Pierre Garnier will take legal action. D. the report was shocking.
3. What annoyed shareholders most about Garnier’s pay package?
A. It didn’t reward his performance. B. His annual salary was too high.
C. There was no link to performance. D. The value of the severance deal was too high.
4. Badly performing executives are sometimes paid large sums to ………
A. encourage them to perform better. B. persuade them to leave the company.
C. stop them from going to competitors. D. ensure the success of the company.
5. The change in public mood will mean that in the future ………
A. salaries for chief executives will be lower. B. it will be harder to recruit chief executives.
C. all executive pay will be linked to performance, D. recruitment for chief executive will be discussed by a committee.

PART IV:
Look at the statements 1-5 below and the views about improvement processes.
Which section (A, B, C or D) does each statement refer to?
Write the letter A, B, C or D on the Answer Sheet. You will need to use a letter more than once.
1. Staff are invited to set the standards that are used to assess their productivity.
2. Long-term aims are negotiated with people internal and external to the company.
3. Staff contribute to the monitoring of competitor’s progress.
4. Different kinds of company need to be examined for ideas for innovation.
5. Improving one aspect of the business affects other aspects.

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 A.
“We’re ahead of our competitors in that every year we invite customers to headquarters to discuss their expectations for the next five years. In
addition to customers, the meeting includes approximately 100 employees and suppliers. We parade our five-year plan, including such things as
service, quality and on-time delivery, and involve everyone in a feedback process. The outcome becomes part of our long-range strategic plan,
which is communicated to every employee in the organization – a process we call management by planning.’’
B.
“The approach we find we need to take to increasing customer satisfaction is systematic. There isn’t an easy way to do it. Everything is
interconnected and builds. In order to delight customers, you need smooth manufacturing processes, which means you need an accurate
warehouse, which in turn relies on a good manufacturing requirements system and good suppliers. You can’t accomplish one in isolation.’’
C.
As part of our improvement process, employees participate actively in raisin customer satisfaction. They establish the areas in which they will
be measured that translate into quality performance: things like: ‘How effective are your dealings with the customer?’ Feedback is provided
regularly to employees. They analyze the data to determine when additional instruction and support are needed, or when processes need to be
re-worked or improved, or when our goals need to be changed. They are also encouraged to keep an eye on the competition and how they are
doing. These data are used for planning purposes.”
D.
“Our senior managers are constantly pulling the competition’s products apart to see what they’re doing. They’ve also done some
benchmarking against our better competitors. There are a few good ones that make us run faster and harder. But, to be honest, in terms of
service initiatives, for example, we’ve had to look outside our industry to find what could be called ‘best of breed’. We’ve milked our own
industry.”

THE END

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