UNIT 1

 Vocabulary
1. Consultant: a person who provides expert advice to a company
2. Crisis: a situation of danger or difficulty
3. Innovation: a new idea or method
4. Objective: something you plan to do or achieve
5. Promotion: when someone is raised to a higher or more important position
6. Public sector: the section of the economy under government control
7. Strategy: a plan for achieving success
8. Subordinate: a person with a less important position in an organization
9. COO: Chief Operating Officer
10. CEO: Chief Executive Officer
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11. Co-founded: đồng sáng lập
12. Acquire: mua lại
13. Market value: giá trị thị trường = Stock: cổ phần
14. Resign: từ chức
15. Convert: chuyển đổi
16. Debt: nợ
17. Insituation: thể chế, tổ chức
18. Classification: sự phân loại
19. Integrating: tích hợp
20. Measuring: đo lường
21. Senior manager: quản lí cấp cao
22. Director: giám đốc
23. Accomplish: hoàn thành
24. Precise: kĩ lưỡng
25. Tactic: chiến thuật
26. Allocate: phân bố
27. Consider: xem xét
28. Modify: sửa đổi
29. Not for profit: không vì lợi nhuận

 Peter Drucker was an American business professor and consultant who is

often called things like ‘The Father of Modern Management ‘
 The work of a manager divides into five tasks: planning (setting objectives),
organizing, integrating (motivating and communicating), measuring
performance, and developing people
 UNIT 2
 Vocabulary
1. Labour relations: interactions between employers and employees, or managers
and workers
2. Job security: knowing that there is little risk of losing one’s employment
3. Wages: money paid (per hour or day or week) to manual workers
4. Benefits: advantages that come with a job, apart from pay
5. Incentives: things that encourage people to do something
6. Promotion: to be raised to a higher rank or better job
7. Unskilled: without any particular abilities acquired by training
8. Job rotation: regularly switching between different tasks
9. Corporate culture / Company share value: a company’s shared attitudes,
belief, practices and work relationships
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10. Remuneration: chế độ đãi ngộ

11. Commission: hoa hồng
12. Perk: đặc quyền
13. Colleague: đồng nghiệp
14. Condition: điều kiện

 Theory X and Theory Y in the Human Side of Enterprise was summarized by Douglas
McGregor, an American expert on the psychology of work.
1. Theory X (traditional way- applied by managers of factory workers in large scale
manufacturing
 People are lazy and will avoid work if they can
 Workers have to be closely supervised and controlled, and told what to do
 They have to be both threatened (losing their job) and rewarded with incentives
 Theory X assumes that most people are incapable of taking responsibility for
themselves and have to be looked after
2. Theory Y
 Have a psychological need to work, and given the right conditions (job
security, financial reward)
 Creative, ambitious, and self-motivated by the satisfaction of doing a good job
 Applicable to skill professionals (Peter Drucker called ‘knowledge workers’)

 Two theories are based on Abraham Maslow’s famous ‘hierarchy of needs’

+ Theory X -> the basic, lower order needs
+ Theory Y -> higher lower
 5. Self-actualization needs
4. Esteem need
3. Love and belonging needs
2. Safety needs
1. Physiological needs

 Satisfiers – Motivators: The psychology of work, Frederick Herzberg (not American)

has argued that good working conditions are not sufficient to motivate people
 Satisfiers = Hygiene factors
 Motivators include having a challenging and interesting job, recognition and
responsibility, promotion
 Satisfiers are good working conditions such as good labour relations, good working
conditions, job security, good wages, and benefits.
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UNIT 3
 Vocabulary
1. Wikinomics principle (from wiki, the Hawaiian word for quick, and economics)
2. Autonomous: independent, able to take decision without consulting someone
3. To delegate: to give someone else responsibility for doing something instead of you
4. Function: a specific activity in a company
5. Hierarchy of chain of command: a system of authority with different levels
6. Line authority: the power to give instructions to people at the level below in the chain
of command
7. To report to: to be responsible to someone and to take instructions from you

 Line structure (traditional)

- One person or a group of people at the top
- An increasing number of people below them
- A clear chain of command running down the pyramid
- Know who is boss, who is subordinate
  Function structure
- For large manufacturing companies
- Disadvantages: people often more concerned with the success of their own
department than that the company as a whole
- Have conflicts because different the objectives
 Matrix management:
- People report to more than one superior
- Become quite complex, so it is sometimes necessary to give one department priority
in decision making

UNIT 4
 Vocabulary
1. Collectivist: believing that the group is more important than the individual\
2. Compromise: reducing demands or changing opinions in order to agree
3. Confrontation: a face-to-face disagreement or argument
4. Connections: people of influence or importance with whom you are associated
5. Eye contact: looking directly at the people you are talking or listening to
6. Glocalization: an invented word combining worldwide and regional concerns
7. Improvise: to do something when necessary without having already planned it
8. Interrupt: to cut into someone else’s turn to speak
Intuition: understanding or knowing without consciously using reason
9. Logic: thought based on reason and judgment rather than feelings and emotions
10. Lose face: to be humiliated or disrespected in public
11. Status: respect, prestige or importance given to someone
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12. Globalization: toàn cầu hóa
13. Localization: nội địa hóa
14. Multinational: đa quốc gia

 Richard Lewis is well known in the field of cross-cultural communication

 The conflict between you globalization and localization has led to the invention of the
word glocalization

 Linear-active ( USA, Britain, Germany,..)

- Generally organized and rational

 - Try to act logically rather than emotionally, plan in advance and like to do one
thing at time
- Believe in respecting rules, regulations and contracts
- ‘Universalists’ – they think rules apply to everybody
- Not afraid of confrontation but will compromise when necessary to achieve a deal
- They are ‘individualist’

 Multi- active cultures ( Southern Europe, Latin America and Africa)

- Feelings, emotions and intuitions, relationships and connections
- Like to do many things at the same time
- They are flexible, good at changing plans and happy to improvise
- They are believe in social or company hierarchy, and respect status
- They are ‘collectivist’
- ‘Particularist’ – they are believe that personal relationships and friendships should
take precedence over rules and regulations

 Reactive cultures (Asia)

- Prefer to listen and establish the other’s position, and then react to it
- Try to avoid confrontation, and don’t want to lose face or cause someone else to
- Rarely interrupt speakers and often avoid eye contacts
- Try to formulate approaches which suit both parties