FULL NAME: Nguyễn Thị Thùy Dương

Read the article below about Maslow’s Hierarchy of Needs. Choose the best sentence
(A–E) to fill each of the gaps.
Maslow's Hierarchy of Needs
Abraham Maslow was a twentieth-century social psychologist. (1) Matt Robinson, a senior
marketer for a high street bank, uses the model in a talk to the management team:
'Imagine that Mr. Singh comes to see us about his pension plan. (2) We usually start with
how to meet his physiological needs; by this we mean how he will pay for his food and
housing – (3). We will also talk about safety needs, how our client will protect himself and
his family when he is retired. We think about social needs: will he still be able to afford
membership of the golf club? (4) This is an example of an esteem need - to maintain his
lifestyle and social status. We talk a lot about golf in fact! There are also self-fulfilment
needs: (5) We have to work out how much money he will need to invest today in order, for
example, to be able to travel the world when he retires.'
Marketers are interested in customer needs as these can explain customer wants or desires
for a specific product or service.
(A) Of course, we talk about his hopes and desires for his retirement.
(B) Here we consider all Mr. Singh's personal projects and dreams.
(C) This is a major customer concern
(D) His-pyramid of basic needs is one of the most cited models in marketing.
(E) Then there is the Porsche that he drives to the golf club.
YOUR ANSWERS:
1. D 2. A 3. C 4. E 5. B

Read the extract below about whistleblowers. For each question 1–6, mark one letter
(A, B, C or D) for the answer you choose.
Whistleblowing is not for the faint-hearted – and especially not on Wall Street

On Wall Street, as everyone now knows, wrongdoing by bankers, traders and

executives led to disaster in 2008 after they were rewarded for taking risks with other
people's money. Leading bankers and traders were motivated – by the hope of getting large
bonuses – to package up mortgages into securities and then sell them off as AAA-rated
investments all over the world.
This happened even though one damning email after another makes clear they knew
some of the mortgages would probably default and that the securities should never have
been sold in the first place. But some people did try to blow the whistle – the problem is
they were not listened to. Worse than that, they were treated in a way that would
discourage anyone from following in their footsteps.
I interviewed three whistleblowers – from different periods of the recent crises that
have befallen Wall Street. All three of them made allegations of wrongdoing at their banks,
made strenuous efforts to report what they had discovered through internal and external
channels, and all three were either fired from their jobs after trying to share the
information they had stumbled upon or quit in frustration.
Their testimonies and the details of what happened to them are important. Not only
do they illustrate the existential risks that whistleblowers take when they attempt to point
out wrongdoing that they uncover at powerful institutions. They also matter because their
stories show just how uninterested these institutions genuinely remain – despite the lip
service of internal hotlines and support groups – in actually ferreting out bad behaviour.
The stories of these three whistleblowers reveal, too, how little the regulators charged with
keeping watch over the Wall Street banks seem to care about holding them in any way
accountable. Often the regulators seemed to be willing to ignore the allegations presented
to them.
Towards the end of 2003, Peter Sivere, a mid-level compliance officer at JPMorgan
Chase, blew the whistle on the Wall Street behemoth. In the course of his job, he had found
emails and documents relating to a subpoena from the SEC, which was investigating ‘late
trading’ – Sivere believed the bank had failed to turn them over. In October 2004, he paid
for his ‘insubordination’, as JPMorgan Chase executives referred to it, with his job and
nearly with his career. It's an old story that has happened repeatedly on Wall Street and in
other industries: someone sees wrongdoing, tries to alert his or her superiors as well as the
authorities, and the thanks they get for trying to do the right thing is their notice and an
overwhelming feeling of helplessness. Although the events occurred nearly 10 years ago,
Sivere still feels their effects.
He concedes, looking back, that he could have been more alert to the warning
signals. Soon after he first raised his concerns, he was demoted and forced to report to
people he once supervised, which was humiliating, but he has no regrets about becoming a
whistleblower. But he still wonders why JPMorgan Chase did not support him. He says, ‘I
had no reason to believe what I did was contrary to what senior management would expect
from me and any JPMorgan Chase employee. You are taught at a young age right from
wrong. Yet as we grow older and have our own self-interests in sight many of us lose that
feeling of right and wrong.’ The ordeal taught Sivere much about the way the world works
and the powerful forces aligned against whistleblowers.

1. In the first paragraph we learn that financial executives

A denied financial irregularities prior to 2008.
B discovered that mortgages were a secure way of making money.
C received awards for the investment packages they produced.
D brought about their own demise in 2008.
2 According to the second paragraph, the financial industry
A sold off the mortgages when people defaulted on them.
B were unable to offload enough mortgages to minimise costs.
C dismissed the claims about financial irregularities when they were made.
D explained that whistleblowers’ accusations were incorrect.
3 The writer says that the people he interviewed
A risked their lives to blow the whistle.
B tried very hard to report irregularities to authorities.
C were all dismissed from their positions in the company.
D found themselves covering up wrongdoings.
4 The writer believes that their stories are important because they
A demonstrate how keen companies are to discover wrongdoing.
B highlight the failure of authorities charged with controlling the industry.
C show that support groups within companies are very effective.
D reveal that several companies have been found guilty by regulators.
5 In Peter Sivere’s experience, he
A found uncovering secrets ultimately a very traumatic event.
B helped his company to comply with the law.
C expected to be promoted for discovering irregularities.
D was disappointed at being unable to change anything.
6 According to Peter Sivere,
A his demotion made him even more determined to tell the truth.
B he believed that he had behaved in accordance with company policy.
C big organisations are always impossible to bring to account.
D he was ill-advised to try and warn the company about the problems.

YOUR ANSWERS:
1. B 2. C 3. B 4. B 5. D 6. A