VOCAB

ULARY
LÊ QUANG
EXERCISE 1: Sentences 1 to 9 make up a short text about differnt ways in which companies
can be structured. Complete each sentence, by taking a middle part from the second box and
an end from the third box.
1. Most organizations have a j. and an increasing number of people below them
a. are normally decentralized into serparate operating
hierarchicalor pyramidal structure, at each successive level.
divisions,
2. A clear line or chain of command runs k. and is not intergrated into the chain of
b. are unable to make important decisions, but are
down the hierarchy, command.
obliged to pass on responsibility to their boss,
3. Some people in an organization have an assistant l. and who their immediate subordinates are, to
c. can simulate decentralization, setting up divisions that
who helps them; whom they can give instructions
use
4. Yet the activities of most large organizations are too m. each with its own engineering, production and
d. instead of the traditional
elaborate sales departments.
departments, which are often at war with each other;
5. Large companies manufacturing a wide range of n. internally deteremined transfer prices when
e. so that all employees know who their superior or boss
products, e.g General Motors, dealing with each other
is, to whom they report,
6. Businesses that cannot be divided into autonomous o. the appropriate managers in the finance,
f. e.g. a brand manager with an idea can deal directly
divisions with their own markets manufacturing and sales departments.
with
7. An inevitable problem with hierarchy is that people p. they are formed to carry out a project, after
g. this is an example of a staff position: its holder has no
at lower levels which they are dissolved and their members
line authority,
8. One solution to this problem is matrix management, reassigned.
h. to be organized in a single hierarchy, and require
in which people report to more than one superior: q. unless responsibilities have been explicitly
functional organization,
9. Another, more recent, idea is to have a network of i. with a single person or a group of people at the top,
delegated.
flexible groups or teams. r. usually with production or operations, finance,
marketing and personnel departments.
 ANSWER
1. Most organizations have a hierarchical or pyramidal structure, with a
single person or a group of people at the top, and an increasing number of
people below them at each successive level.

2. A clear line or chain of command runs down the hierarchy, so that all
employees know who their superior or boss is, to whom they report, and who
their immediate subordinates are, to whom they can give instructions.

3. Some people in an organization have an assistant who helps them; this is an

example of a staff position: its holder has no line authority, and is not
intergrated into the chain of command.
4. Yet the activities of most large organizations are too elaborate, to be
organized in a single hierarchy, and require functional organization, usually
with production or operations, finance, marketing and personnel
departments.

5. Large companies manufacturing a wide range of products, e.g General

Motors, are normally decentralized into serparate operating divisions, each
with its own engineering, production and sales departments.

6. Businesses that cannot be divided into autonomous divisions with their own
markets can simulate decentralization, setting up divisions that use internally
deteremined transfer prices when dealing with each other.
7. An inevitable problem with hierarchy is that people at lower levels are unable to
make important decisions, but are obliged to pass on responsibility to their boss,
unless responsibilities have been explicitly delegated.

8. One solution to this problem is matrix management, in which people report to

more than one superior: e.g. a brand manager with an idea can deal directly with
the appropriate managers in the finance, manufacturing and sales departments.

9. Another, more recent, idea is to have a network of flexible groups or teams,

instead of the traditional
departments, which are often at war with each other; they are formed to carry out
a project, after which they are dissolved and their members reassigned.
EXERCISE 2:
Read the whole text and then complete the organization chart

I think we have a fairly typical organization for a manufacturing firm. We’re divided into Finance,
Production, Marketing and Human Resources departments.
The Human Resources department is the simplest. It consists of two sections. One is responsible for
recruitment and personnel matters, the other is in charge of training.
The Marketing department is made up of three sections: Sales, Sales Promotion, and Advertising, whose
heads are all accountable to the marketing manager.
The Production department consists of five sections. The first of these is Production Control, which is in
charge of both Scheduling and Materials Control. Then there’s Purchasing, Manufacturing, Quality
Control, and Engineering Support. Manufacturing contains three sections: Tooling, Assembly, and
Fabrication.
Finance is composed of two sections: Financial Management, which is responsible for capital
requirements, fund control, and credit, and Accounting.
 Human
Marketing Resources Production Finance

Sales
Sales Promotion Advertising
Financial
Accounting
Management
Recruitment
& Personnel Training
Capital requirements
Fund control
Credit

Production Quality Engineering

Control Purchasing Manufacturing
Control Support

Scheduling Tooling
Materials Assembly
Control Fabrication
EXERCISE 3: Complete each phrase 1-10 with an ending a)-j)
1. Operational planning translates general goals
2. It is usual to divide an organization
3. Some companies are organized according
4. The Boards gets involved
5. Senior-managers set
6. Middle managers develop detailed plans based
7. First-line managers implement plans
8. First-line managers are also responsible
9. A cross-functional team brings
10.Subordinates work
a. a direction for the company.
b. developed higher up the hierarchy.
c. for assigning employees to scecific jobs.
d. in major strategy issues.
e. into functional departments.
f. into more concrete objectives.
g. on the overall strategy.
h. to geographical regions.
i. together staff from different parts of the
company.
j. under the supervision of a first-line manager.
 ANSWER

1. Operational planning translates general goals into more concrete objectives.

2. It is usual to divide an organization into functional departments.

 ANSWER

3. Some companies are organized according to geographical regions.

4. The Boards gets involved in major strategy issues.

 ANSWER

5. Senior-managers set a direction for the company.

6. Middle managers develop detailed plans based on the overall strategy.

 ANSWER

7. First-line managers implement plans developed higher up the hierarchy.

8. First-line managers are also responsible for assigning employees to specific jobs.
 ANSWER

9. A cross-functional team brings together staff from different parts of the company.

10. Subordinates work under the supervision of a first-line manager.