Tiếng anh chuyên ngành Quản lý nhân sự

Bạn đang xem bản rút gọn của tài liệu. Xem và tải ngay bản đầy đủ của tài liệu tại đây (1.48 MB, 71 trang )

Trang 1<div class="page_container" data-page="1">

TRƯỜNG ĐẠI HỌC NGÂN HÀNG TP.HCM KHOA NGOẠI NGỮ



TIẾNG ANH CHUYÊN

NGÀNH QUẢN LÝ NHÂN SỰ (EXERCISES ON ENGLISH FOR HUMAN RESOURCES)

Tổng hợp và biên soạn:

TS. NGUYỄN QUANG NHẬT ThS. TỪ VĂN NĂM

ThS. NGUYỄN THỊ THANH TRÚC Thành phố Hồ Chí Minh, 2023

</div>Trang 2<div class="page_container" data-page="2">

This book is designed and compiled as a supplementary workbook for the course

“English for Human Resources” at the Faculty of Foreign Languages, HCM University of

Banking (HUB). It can also be used as a revision for specific terminology and new words of some specialised topics in Business English, including HR strategy, Employee resourcing and talent management, Recruitment and selection, and Training and development strategy. Upon the course completion, students are expected to be able to (1) classify key HR-related terms, (2) use these terms appropriately in the relevant contexts, (3) demonstrate their abilities to read and understand business texts, and (4) apply the language skills developed throughout the course to do the assessment activities effectively. Thus, the book could be exploited as a complement to

the textbook “Cambridge English for Human Resources” by Sandford (2013).

How to use the book

The book consists of four chapters devoted to special topics of English for Human Resources. Each unit introduces theme-based language knowledge practice for specific HR-related terms (key term definitions and vocabulary practice), followed by practice for language use in the wider contexts (passage completion and reading comprehension). These collected tasks are chosen from a wide range of materials to provide a structured set of practice which helps course-takers to consolidate the language work covered in the textbook and successfully apply their knowledge to the assessment activities. Hence, lecturers could exploit each unit as follows:

+ use the key term definition sections to introduce new words prior to new lessons or use them as pre-reading activities.

+ improve and broaden students’ vocabulary and grammatical range in the vocabulary practice section. These exercises cover the main grammatical structures plus key vocabulary and phrases taught in the coursebook; therefore, they could be used as mini-tests, further practice, or consolidated activities.

+ boost students’ deeper understanding of the topics via passage completion and reading comprehension sections. These tasks could be used for post-reading activities, discussions, homework, or lesson revision.

Hopefully, through their steady practice, students will be able to do their assignments effectively, thereby enhancing their lexical knowledge significantly.

</div>Trang 3<div class="page_container" data-page="3">

SUGGESTED ANSWERS Error! Bookmark not defined.

</div>Trang 4<div class="page_container" data-page="4">

CHAPTER 1: HR STRATEGY

SECTION 1. THEME-BASED LANGUAGE KNOWLEDGE

Task 1: Match the following terms with their corresponding definitions.

A. sustainability ranking

B. resourcing plan

C. employee buy-in

D. competence framework

E. devolved HR

F. labour turnover

G. line manager H. key deliverables

I. performance management

J. remuneration package 1. a person with direct managerial responsibility for a particular employee

2. the knowledge, skills, and attributes that employees need to have if they are to perform successfully

3. a measure of how well a company is performing in terms of environmental and social responsibility

4. a combination of total rewards for employment such as salary, incentives, and other benefits

5. a strategic approach for the attraction and recruitment of individuals into the right role at the right time and right cost

6. the process of continuous communication and feedback between a manager and employee towards the achievement of organizational objectives

7. the redistribution or transfer of personnel tasks or activities traditionally carried out by human resources specialists to middle managers

8. personal and professional commitment of employees to actively engage in the company mission and company goals

9. the quantifiable goods or services that must be provided upon the completion of a project

10. the rate at which employees leave a company and are replaced by new employees

</div>Trang 5<div class="page_container" data-page="5">

1.2. VOCABULARY PRACTICE

Task 2: Fill in the blanks with correct form of the verbs given in the boxes.

A. supervise B. process D. ratify E. evaluate F. empower G. cascade H. review I. negotiate 1. Kharin's three-and-a-half-year contract with Chelsea is expected to be ________ within the next week, when he receives a work permit.

2. Our staff are ________ to make decisions without always having to consult their supervisor or line manager.

3. Your estate agent will ________ with potential buyers, keeping you informed of offers and how the sale is progressing.

4. He spends about 10 days each month back in Hong Kong, ________ projects in the works at his production company.

5. Setting targets and measuring sticks to ________ projects would definitely increase efficiency if done properly.

6. The decision may need to be ________ in the light of new evidence.

7. The manager says that we should allow two weeks for our visa applications to be ________. 8. Communication ________ down the organization until the information has been communicated through each level, to the front lines.

Task 3: Fill in the blanks with the correct forms of the words in brackets.

1. Job ________ escalates when employees are not treated with respect. (satisfy)

2. The information we received is of a highly ________ nature and relates to national security.

6. Listening to ________ criticism of certain aspects of your work should help you to make the

most of your potential. (construct)

7. The ________ committee will include representatives from all areas of the company. (consult)

8. Fisher will serve as ________ director while a search is under way to name a permanent

</div>Trang 6<div class="page_container" data-page="6">

Task 4: Choose the best answer for each sentence.

1. She is very experienced and can be left to work without any ________.

A. supervision B. management C. direction D. order 2. At the ________ of the sugar-boom of the early 1870s a mere 40,000 workers were employed in the Czech sugar-factories.

A. explosion B. height C. peak D. top 3. This morning's staff development ________ will be held in the conference room.

A. section B. reception C. recession D. session 4. There are very good sports ________ on the company premises.

A. faculties B. facilities C. features D. functions 5. He wants the ________ age raised to 70 and cost-of-living increases for Social Security recipients reduced.

A. retirement B. probation C. internship D. apprenticeship 6. The company failed because of the chairman's mismanagement of capital ________.

A. stipulation B. supervision C. forecast D. assets 7. The dispute was ended through the ________ of union officials.

A. management B. mediation C. buy-in D. outcome 8. We need to draw up a ________ for salaries for the coming year.

A. blueprint B. program C. scheme D. budget 9. We believe that the sales manager's ________ of higher turnover next year is a bit optimistic.

A. forecast B. diagnosis C. expectation D. remuneration 10. Participative management is a very powerful ________ because it enables employees to have some measure of influence and control over work-related activities.

A. variation B. motivation C. justification D. footprint 11. It can be difficult to judge the ________ of some merchandise from a photo on a Web page.

A. deliverable B. resistance C. property D. quality 12. The poor ________ has been blamed on the recession and cheaper sports car imports.

A. forecast B. performance C. integration D. target 13. The current ________ range for assistant secretaries is from £16,500 per annum to £19,500 per annum.

A. salary B. wage C. rate D. capacity 14. Generous ________ packages are often attached to overseas postings.

A. perk B. remuneration C. commission D. compensation 15. Most employees do not seem to approve of the changes - the ________ so far has been rather negative.

A. feedback B. database C. enabler D. audit

</div>Trang 7<div class="page_container" data-page="7">

16. Our produce prices cannot compete with those of Spain, with its cheap ________ and sunshine.

A. labor B. personnel C. agency D. framework 17. The biggest change was not having an audience react in real time, which left me to ________ what was and wasn't working.

A. coverage B. transition C. inquiry D. question 18. Too many accidents are occurring at work because employers do not ________ safety regulations.

A. observe B. detect C. coach D. optimise 19. This is a sound plan that enjoys the ________ support of the Board of Directors.

A. devolved B. collective C. unanimous D. authoritarian 20. The United States has traditionally offered the poor relatively easy access to the middle class if they can find ________ work.

A. running B. continuous C. steady D. constant 21. If you look at the company's poor performance last year, this year has been a ________ success.

A. compatible B. comparative C. competitive D. comparable 22. In this job, experience accounts for more than paper ________.

A. qualifications B. certificates C. degrees D. titles

23. We were told that our ________ - our memos, reports, and newsletters - needed to adopt the look and feel of the network.

A. receivables B. disposables C. valuables D. deliverables 24. Cowden was ________ and incapable of administering the duties of secretary of the association.

A. overwhelming B. disadvantaged C. incompetent D. misleading 25. Each year they ________ our accounts and certify them as being true and fair.

A. testify B. examine C. screen D. audit

</div>Trang 8<div class="page_container" data-page="8">

SECTION 2. LANGUAGE USE IN A WIDER CONTEXT

PASSAGE 1

Read the passage and choose the correct words to fill in the blanks.

WHAT MAKES A SUCCESSFUL LEADER

Does every successful business leader have (1) ________ and are they born with an innate business acumen? Possibly not, but all the other attributes that they tend to have will make it seem as if they have. Good leaders will display (2) ________ to their work and self-discipline in the way they approach it, as well as a total belief in what they are doing. They also have an in-built (3) ________ to succeed and never give up hope, no matter how many failures they encounter. They are also capable of making tough decisions, which, to those on the outside, might seem to demonstrate a certain (4) ________. However, the reality is that making tough decisions means considering all the options and consequences, especially with regard to their workforce so they are not necessarily insensitive or hard-hearted. And when a (5) ________ crisis or an economic recession hit, they are not inflexible and have the ability to (6) ________ to changing circumstances. A successful leader never overspends unnecessarily and is never ultra-cautious.

Furthermore, they are knowledgeable about their (7) ________ and industry and are prepared to take calculated risks, to move the business forward. They have imagination and an ability to see the benefits of innovation. They work closely with their staff listening to their opinions and ideas, and actively encourage employees to put (8) ________ ideas. Unfortunately, there seem to be many more underperforming companies and leaders than successful ones.

(Cambridge BEC 1 Higher Students’ Books, 2016)

1. A. looks B. charisma C. character D. empowerment 2. A. dedication B. loyalty C. requirement D. accusation 3. A. initiative B. inspiration C. demonstration D. drive 4. A. difficulty B. monopoly C. flexibility D. ruthlessness 5. A. comprehensive B. general C. global D. universal 6. A. adapt B. modify C. cascade D. optimise 7. A. variation B. brand C. mark D. feedback 8. A. up B. across C. forward D. in

</div>Trang 9<div class="page_container" data-page="9">

PASSAGE 2

Read the passage and choose the correct words to fill in the blanks.

SECTEC AMONG TOP 100 EMPLOYERS

Sectec, a major player in the Canadian security industry, has (1) ________ that it will

appear on the list of Top 100 Employers for the fourth consecutive year. This is in recognition of the fact that it offers employees an exceptional work environment. The annual award selects

employers on the (2) ________ of criteria such as physical workplace, professional development health and family benefits, performance management, and (3) ________ in the community.

In order to be placed on the Top 100 list, a company is (4) ________ on how its business

strategies and corporate culture offer staff incentives which make working for it a rewarding experience. Companies within the same industry and region with innovative programs that attract and hold on to valued employees are compared, in order to select those that make a positive

(5)________ to offer a stimulating work environment. ‘Our employees are very important to us,’

states Sectec’s HR manager, Susan Innings. ‘We are constantly trying to come up with new ways

to show our appreciation for their hard work and commitment. We are (6) ________ pleased to

have received this award for the fourth year in a row.’

Sectec is a global provider of world-class video surveillance to markets such as education, retail and government. With sales offices and partnerships around the world, Sectec has established itself as a top company by employing a considerable level of flexibility and

forward thinking in the development of its (7) ________ technology. Sectec’s workplace culture is an extension of these business principles, (8) ________ the growth of a workforce that is

committed to the creation of cutting-edge solutions and to exceptional customer care.

(BEC Vantage Testbuilder, 2016)

1. A. promoted B. told C. announced D. informed 2. A. excellence B. foundation C. perception D. basis 3. A. involvement B. connection C. expectation D. distraction 4. A. outsourced B. cooperated C. devolved D. evaluated 5. A. aim B. effort C. loyalty D. buy-in 6. A. annually B. extremely C. contemporarily D. temporarily 7. A. core B. leader C. center D. head

8. A. referring B. raising C. advancing D. encouraging

</div>Trang 10<div class="page_container" data-page="10">

PASSAGE 3

Read the passage and choose the correct words to fill in the blanks.

NO PLACE TO CALL YOUR OWN

Human resource (HR) strategy maximizes the potential of an organization’s human capital so it can achieve its broader business objectives. For some employers, however, transitioning HR from a purely transactional function to a strategic one can be challenging. With rental costs for offices increasing, the (1) ________ use of space is an issue for every firm. Estimates suggest that the (2) _______ office worker spends more than six weeks away from their desk each year, so there are good reasons for giving up the traditional idea of a personal desk and a filing (3) _______ for each employee. Thanks to the recent advances in ICT

(Information and Communication Technology), many companies are now adopting the idea of

‘hot-desking’. Workers can sit at any (4) _______ desk and work by assessing the company’s computer network through the desktop computer at that (5) _______, or by plugging in their personal laptop computer. As messages and other documents are available at a keystroke, paper is either eliminated, or (6) _______ to only what is needed immediately and can be carried. Group work sessions and meetings are held in specially designed rooms or in comfortably furnished open areas. In (7) _______ to the financial benefits, some companies say hot-desking has improved their staff’s productivity by fifty per cent or more. Employees generally respond well to the flexibility and informality. Many say that hot-desking means they (8) _______ more with their colleagues and that teamwork becomes easier when they are not isolated in separate offices.

(Cambridge English Business Benchmark Progress Tests, 2016)

1. A. professional B. capable C. sensible D. efficient 2. A. average B. usual C. standard D. regular 3. A. folder B. cabinet C. shelf D. footprint 4. A. open B. abandoned C. vacant D. authoritarian 5. A. workstation B. workplace C. constraint D. coverage 6. A. defined B. controlled C. reserved D. limited 7. A. buy-in B. addition C. reduction D. comparison 8. A. cascade B. optimise C. interact D. ratify

</div>Trang 11<div class="page_container" data-page="11">

1.4. READING COMPREHENSION

PASSAGE 1

Read the passage and do the task below.

Modem international trading practices are highlighting the growing importance of language training in human resources and personnel management.

Modern-day business really does transcend national barriers. Thanks to sophisticated IT and communications systems, businesses can now market their products on a truly global scale. The world is indisputably becoming a smaller place, as service and manufacturing companies search the international marketplace for new suppliers and clients. Businesses must, however, be aware that once they expand the area in which they operate, they face increased competition. The standard and quality of their goods become increasingly important in keeping up with competitors. But most of all, it is the service element accompanying the goods which is crucial to a company’s success in a particular market. This new philosophy has led to many companies, some of which have even offered products of a lesser quality, gaining success overseas.

Although globalization may have brought national economics closer together, societies around the world still have radically different expectations, processes and standards. They can be a major problem for businesses expanding abroad, with the greatest obstacle of all being the language barrier. If you have to deal with clients, suppliers and distributors in a range of countries, you will not only need the skills to communicate with them, you will also need to reconcile any national biases you have with the diverse ways of doing business that exist around the globe.

The value of effective communication is not to be underestimated. New technology such as videoconferencing and email has played a part in making the communication process easier and it may also be possible that the introduction of language interpretation software will help with some global communications problems. But, of course, it is the human element of the communication process that is so vital in business, especially in negotiations, presentations and team-building. It is essential for managers to meet regularly with staff, customers and partners, so that issues can be discussed, messages communicated and feedback obtained.

The value of well-organized language training is immense, and can bring benefits to all levels and departments within a multinational organization. Unfortunately, however, many organizations have a very narrow view when it comes to training of any kind. Often, an urgent requirement has to be identified before training is authorized. Then, a training company is employed or a program is developed in-house, the team is trained, and that is seen as the end of the matter. However, the fact remains that training programs are effective only if they are relevant to a company’s broader, long-term needs. They should be regarded as an investment rather than a cost.

</div>Trang 12<div class="page_container" data-page="12">

Changes in expectations and attitudes are certain to continue for companies that trade globally. Although such companies are not yet faced with their international partners and clients demanding that business be conducted in their mother tongue, they realize that overseas competition is increasing fast. If these companies want to continue to achieve success on the international trading circuit, they must be prepared to adapt to situations and speak the local language. If not, someone else will.

(BEC Vantage Testbuilder, 2016)

Choose the best answer.

1. According to the first paragraph, what have improved communications enabled companies to do?

A. To offer a wider variety of products and services B. To expand beyond their domestic markets

C. To perform better than their international competitors D. To open more manufacturing facilities abroad

2. Some companies have succeeded at an international level even though they have _______. A. produced inferior goods B. failed to adapt products for local markets C. ignored the standards set by their competitors D. reduced the standard of the service they offer 3. Why do approaches to doing business vary between countries?

A. Due to the local economic considerations B. Due to the existence of cultural differences C. Due to strong wishes to remain independent D. Due to regulations about business practices. 4. According to the fourth paragraph, the writer thinks that the use of modern technology will _______.

A. speed up the process of language interpretation B. never replace the need for face-to-face interaction

C. help solve the problems involved in maintaining strong teams D. not lead to greater communication between companies and clients 5. What is a common weakness of training courses?

A. They are developed by the wrong team. B. They do not give good value for money.

C. They are provided only if there is an immediate need. D. They do not deal with a company’s specific requirements.

6. Why should companies do business in the language of the countries they are operating in? A. to prevent other companies taking their business.

B. to help them find new international partners. C. to meet clients’ current expectations.

D. to become more aware of their competitors’ activities.

</div>Trang 13<div class="page_container" data-page="13">

Read the following summary of the text. Fill in the blanks with NO MORE THAN THREE WORDS from the passage.

The expanding significance of language learning is highlighted by contemporary (7)_____________________. Businesses may now promote their products globally thanks to the development of sophisticated IT and communications systems, but in order to continue to be successful, they must also take the service component into account. The inability to communicate and reconcile national biases due to the (8)_____________________ continues to be a major challenge for firms looking to expand abroad. Dealing with customers, suppliers, and distributors in multiple nations requires effective communication. Although email and videoconferencing technologies can make communication easier, negotiations, presentations, and team-building depend heavily on human interaction. Well-organized (9)_____________________ can benefit all levels and departments within a multinational organization. However, many businesses have a limited perspective on training, frequently concentrating on urgent needs prior to authorisation. Training initiatives must to be pertinent to a business's larger, longer-term requirements and therefore to be seen as an investment rather than a cost. Globally operating businesses must change with the times in order to remain competitive in the (10)_____________________.

PASSAGE 2

Read the passage and do the tasks below.

HR STRATEGY - PART OF COMPANY STRUCTURE

If we look at the structures of companies, we can see how they have reflected the current mix of ideologies at any one time: political, social, legal and economic, to mention but four. On the other hand, we can also say that structure is a normal feature of human nature. In other words, we prefer organization to chaos and we respond well to dearly defined areas of activity. In this way, we can see in the earliest communities the beginnings of organizational structure.

If we look for the practical applications of this thinking, a good starting point is the Ford Motor Company. Henry Ford, who set up his automobile manufacturing company in 1903, firmly believed that efficiency in the workplace was based on providing just that mix of HR knowledge and skills required to carry out a single, often repetitive, task. Therefore, the training provided to his workers focused on what was needed to do the job.

Today, companies structured according to this approach would be considered very minimalist, since they are only concerned with narrow areas of competence. Modem management has had to pay much more attention to the needs of the workforce and find ways to motivate them. Today’s worker is not only a unit of production, but also a resource with clearly defined needs and wants. This, in turn, has had implications for companies in the way they

</div>Trang 14<div class="page_container" data-page="14">

structure and organize their activities. This move to a more human face came at a time of rapid industrial change and gave the workers a new position in the company hierarchy. In addition, management began to change, moving away from more autocratic models, where a single leader has total power, to broader ones involving a greater degree of power-sharing. This breadth was reflected in the particular mix of skills needed for success. These can be summarized as:

• planning what needs to be done

• leading the team of colleagues and workers who are going to do it • organizing the work in the most efficient manner

• controlling what has been done to ensure that it meets the plan.

These four areas have remained the cornerstone of management. While companies may have changed their hierarchies and become leaner and flatter, the tasks carried out by managers have remained largely unchanged. The Marketing Manager needs to prepare the marketing plan, in terms of activities and budgets: then he or she needs to ensure that the plan is communicated to all those who are to be involved in its implementation; after this stage comes the implementation itself and the manager needs to organize the work of those who are to carry it out; and finally, to complete the process, the results need to be compared against the plan. What we have stated for the Marketing Manager is repeated throughout the company, with minor adaptations to fit each department’s activities and concerns.

(Cambridge BEC 1 Higher Students’ Books, 2016)

Choose the best answer.

1. According to the first paragraph, company structures are based on _______. A. four principles B. more than four principles C. human nature D. primitive societies

2. According to the author, people like to _______.

A. have a degree of risk in their lives B. work in clearly defined organizations C. work together on shared tasks D. live in a well-ordered society

3. According to the second paragraph, Henry Ford provided _______.

A. wide-ranging training for his workers B. very repetitive training for his workers C. beliefs and visions for his workers D. narrowly focused training for his workers 4. According to the third paragraph, Today's workers _______.

A. are simply tools of production B. have lower expectations than predecessors C. have recognizable requirements and wishes D. are more efficient than their predecessors 5. According to the author, successful managers need _______.

A. to be good at planning tasks B. to exercise a range of skills

C. to lead by example D. to follow models from companies

</div>Trang 15<div class="page_container" data-page="15">

6. Why does the author give marketing as an example? A. because it is a typical management area

B because marketing is central to all company structures C. because it is a unique management area

D. because companies today are marketing-driven

Do the following statements agree with the information given in the passage? Write:

TRUE if the statement agrees with the information FALSE if the statement contradicts the information NOT GIVEN if there is no information on this

7. Organizational structure is a normal feature of human nature, as it allows for a focus on defined areas of activity.

8. The Ford Motor Company emphasized efficiency in the workplace without providing adequate necessary HR knowledge and skills.

9. Modern management has had to pay more attention to the needs of the workforce and find ways to motivate them

10. The Ford Motor Company played an important role in helping management change from autocratic models to broader ones involving a greater degree of power-sharing

PASSAGE 3

Read the passage and do the tasks below.

Slava Taran, managing director of chemical company Darringtons, describes his experiences of benchmarking as part of HR strategy to boost performance.

We had been manufacturing for over 60 years when a few years ago we found ourselves facing financial pressure from increasingly heavy overheads. The management team all came up with possible solutions as to what could be done in terms of personnel management. But in the end, we agreed we needed something more concrete to guide us. I first heard about benchmarking when someone I met at a networking event mentioned his company had been involved in benchmarking. I got in touch with some business consultants, who suggested putting our company on their Benchmark Index program. They convinced me that by comparing our performance with those of similar companies, we’d end up with a useful analysis of our current position.

We initially had to make decisions as to which kinds of companies we should be compared against. Other chemical manufacturers were an obvious choice, but we opted to benchmark against several food processing companies. That might sound strange, but in fact what we had in common was the business model of combining ingredients in a production process to create a finished product.

</div>Trang 16<div class="page_container" data-page="16">

We sent out questionnaires to the companies we wanted to target and emphasized that the process could well be of mutual benefit. But we also made sure our partner companies signed up to an agreement specifying limitations on how the information we’d be sharing could be used. Otherwise, there’s a danger that the partner company could use the data to gain competitive advantage. We then sent our analysis to the partner companies to verify the facts and figures we’d gathered, and get their feedback on Darringtons' operation.

From the data, it soon became glaringly obvious that aspects of the business were in dire need of innovation, such as our manufacturing operation. And although we were among the best for R&D, we did badly on capital investment in equipment and premises, and also in customer satisfaction, which we were unaware of. We’d evidently worked in the same way for years without examining closely whether we were truly effective and competitive.

As a result of benchmarking analysis, we looked at ways of improving certain areas, but soon realized the capital investment needed would be huge. The alternative was to outsource production of a high percentage of our products, which would cut overheads and capital spending dramatically. We chose the outsourcing option. This enabled US to redirect resources so that we could create innovative solutions to suit our customers’ needs and market them effectively. Outsourcing also resulted in more accurate profit analysis, which led US to make changes to our mix of products.

Looking back over the whole process, there are things I would have done differently. I think we should have implemented benchmarking as soon as our problems became apparent, but

there was a lot of fence-sitting in the early days as people were hesitant about committing to a

process they had no experience of. But people couldn’t argue with the benefits that the process would undoubtedly bring and personally, I was determined not to waste time. In fact, it turned out

to be the catalyst we needed for major operational and cultural change at Darringtons. (Cambridge BEC 2 Higher Students’ Books, 2016)

Choose the best answer.

1. What made Slava Taran decide benchmarking was the best solution for his company? A. the discussion he had with his management colleagues

B. the presentation he heard at a networking event C. the fact that his company was making a loss D. the confidence of the consultants he contacted

2. Taran wanted Darringtons to be compared against companies that _______. A. manufactured similar products to Darringtons’

B. had also been through financial difficulties

C. used similar manufacturing methods to Darringtons’ D. represented a broad range of sectors

</div>Trang 17<div class="page_container" data-page="17">

3. Taran says that when exchanging information with partner companies, it is important to _______.

A. restrict what they can do with the information B. supply feedback to them on their operations C. explain how the information will be analyzed D. specify what the mutual benefits will be

4. What did the benchmarking analysis reveal about Darringtons? A. It had dealt effectively with falling client satisfaction.

B. Its R&D department compared well with those of other companies. C. Its manufacturing processes had not improved despite recent innovations. D. It had made poor decisions to invest in other companies.

5. What did Darringtons do after the benchmarking analysis? A. They altered the range of products they offered. B. They invested heavily in up-to-date equipment. C. They consulted customers more as to their needs. D. They outsourced production of all their products.

6. Taran uses the expression ‘fence-sitting’ to show that Darringtons had _______.

A. worried that benchmarking would indicate some corporate failings B. been reluctant to come to a decision about introducing benchmarking C. wanted to come up with an alternative solution to benchmarking

D. made it clear they felt the benchmarking process would be a waste of time

Fill in the blanks of the following sentences with NO MORE THAN THREE WORDS from the passage.

7. _____________________ put financial strain on Darringtons, a manufacturing company with over 60 years of experience.

8. In order to ensure _____________________ and restrictions on information sharing, they sent questionnaires to target companies that processed food.

9. The data revealed that there is a need for innovation in areas including _____________________ and capital investment on equipment and premises.

10. The company's decision to implement benchmarking and focus on innovation led to significant _____________________ changes.

</div>Trang 18<div class="page_container" data-page="18">

CHAPTER 2: EMPLOYEE RESOURCING AND TALENT MANAGEMENT

SECTION 1. THEME-BASED LANGUAGE KNOWLEDGE

Task 1: Match the following terms with their corresponding definitions.

A. labour surplus B. outsourcing supply

C. redeployment D.

contingency

E. labour turnover

F. succession planning

G. labour pool H. resourcing mix I. promotion J. labour supply

1. an arrangement for dealing with something that might possibly happen or cause problems in the future

2. the total possible supply of employees 3. the availability of workers in the market

4. the state of having more employees than needed

5. the number of leavers and joiners in a company expressed as a percentage of the total company workforce

6. getting part of the company’s activity delivered by another organization 7. when someone is raised to a higher or more important position or rank

8. the process of moving employees to a different place or using them in a cheaper or more effective way

9. systematic preparation for the replacement of senior managers 10. the balance of internal and external sourcing of employees

Task 2: Fill in the blanks with correct form of the verbs given in the boxes.

</div>Trang 19<div class="page_container" data-page="19">

A. meet B. retain D. expand E. lead G. reinstate H. demote I. threaten J. take 1. The union ________ that unless the new rules were withdrawn, they would call a strike. 2. There's no final decision yet on whether FC Cincinnati will ________ Duvall and sign him on a permanent basis.

3. The union is fighting ________ 23 sacked journalists.

4. A strike by British Airways ground staff has ________ to the suspension of flights between London and Manchester..

5. The employer will also have its own assessments to make sure each apprentice is ________ expectations in the workplace.

6. The whole team agreed ________ pay cuts, rather than see their colleagues lose their jobs. 7. We have ________our sales force in order to cope with the extra demand for our products. 8. He was ________ from manager to salesperson because of his poor handling of the department.

Task 3: Fill in the blanks with the correct forms of the words in brackets.

1. The company's divisions, which have been largely ________ up to now, will be centralized

under the newly appointed CEO. (autonomy)

2. Throughout our company we need diverse, talented, creative, ________ individuals who seize

responsibility and think strategically. (enterprise)

3. The ________ introduced into the system by the carriers means that each group is able to

operate with a degree of autonomy. (flexible)

4. As the economy weakens, more and more jobs will be made ________. (redundancy)

5. About 1,800 coal miners started an indefinite strike to protest the ________ of 97 workers.

(dismiss)

6. The seasonally-adjusted ________ rate in December stood at 5%. (unemployed)

7. A company spokesman said yesterday it was not yet clear how many workers could be

________ elsewhere in the group. (redeployment)

8. The formula for success in business, he said, is a ________ to take risks. (willing)

9. The company implemented a thorough ________ planning program to ensure that there are

qualified individuals ready to step into leadership roles when needed. (succeed)

10. One significant reason for the skilled-labour ________ is the increase of technology in

traditional industries. (short)

Task 4: Choose the best answer for each sentence.

1. Employees showing leadership ________ will be chosen for management training.

A. potential B. probability C. command D. proficiency

</div>Trang 20<div class="page_container" data-page="20">

2. He took over the job from his ________ last May.

A. precursor B. forerunner C. predecessor D. ancestor 3. What ________ has the government put on wage increases this year?

A. roof B. ceiling C. restriction D. cut-off point 4. I am currently working as a(n) ________, so any contributions to the fund will be minimal until I find full-time employment.

A. temp B. exchange C. replacement D. substitute 5. The problem comes when a manager strays outside his area of ________.

A. strategy B. technique C. advance D. expertise 6. The firm retained White as a consultant, paying him a $5,000 ________.

A. preserver B. retainer C. keeper D. saver 7. Being in employment had given these women personal confidence, a sense of independence, ________ and pride.

A. autonomy B. authoritarianism C. dictatorship D. reliance 8. The report found that his treatment of his staff was inconsistent with the high standard of ________ expected of senior executives.

A. etiquette B. code C. conduct D. model 9. A recruiting firm can view the candidate ________, but candidates' identities are protected until a job offer appears.

A. accounts B. profiles C. commentaries D. portrayals 10. Globalization and the changing ________ in the UK mean that most organizations need to be able to relate to different cultures.

A. turnover B. habitats C. demographics D. population 11. It has ________ that secret talks had been going on between the two companies before the takeover was announced.

A. emerged B. revealed C. leaked D. gathered 12. The inspectors were ________ at the level of incompetence among senior staff.

A. mournful B. staggered C. scandalized D. thrilled 13. You must be at least 55 with 10 years continuous employment to be ________ for full post-retirement benefits.

A. capable B. preferable C. suitable D. eligible 14. A relatively ________ redundancy payment scheme makes it more likely that employees would volunteer for redundancy.

A. generous B. limited C. approachable D. negotiable 15. More men are turning down ________ or relocation in order to give more time to their families.

</div>Trang 21<div class="page_container" data-page="21">

A. vacancy B. head hunting C. promotion D. post

16. The Royal Mail introduced a scheme in which employees with a 100% ________ rate would be entered into a prize draw.

A. response B. confidence C. attendance D. attention 17. The company is starting a new round of ________ with its main workforce.

A. confessions B. negotiations C. forums D. debates 18. Opinion polls show that the voters have lost ________ in the administration.

A. confidence B. pride C. dependence D. morale 19. Poor quality is the ________ face of increased productivity.

A. incompatible B. unacceptable C. unaccompanied D. inefficient 20. Unemployed workers receive welfare payments and rent assistance ________ to 50% of their usual income.

A. corresponding B. balanced C. comparable D. equivalent 21. Kelly Blue, former Regional Marketing Director for The Village, has been ________ to the newly created National Creative Services Manager position for Lincoln Property Company.

A. publicized B. upgraded C. promoted D. climbed 22. As a result of recent analysis, the performance measurement system is currently being ________.

A. revised B. customized C. converted D. distorted 23. The person who cannot say ‘no’ to others' requests is likely to be overwhelmed by external ________.

A. claims B. demands C. petitions D. insistence 24. Getting the right qualifications will enhance your employment ________.

A. prospects B. potentials C. outlooks D. projections 25. Sick leave is a privilege to assure the employee some continuity of compensation in times of illness or ________.

A. dismissal B. bankruptcy C. damage D. incapacity 26. ________ motivation exists when employees are able to satisfy their needs indirectly, most importantly, through monetary compensation.

A. inclusive B. extrinsic C. materialistic D. valueless 27. On ________ of the proposal, a draft agreement will be sent to both parties.

A. welcome B. acknowledgment C. acceptance D. recognition 28. Management consultancy divisions of accounting firms tend to be strong on business advice and professional ________ of conduct.

A. codes B. restrictions C. regulations D. laws 29. Under the terms of their ________, employees must give three months' notice if they leave.

</div>Trang 22<div class="page_container" data-page="22">

A. understanding B. contract C. compromise D. settlement 30. ________ here include health insurance, three weeks’ vacation, and tuition reimbursement.

A. Packages B. Commissions C. Fringe benefits D. Bonuses

SECTION 2. LANGUAGE USE IN A WIDER CONTEXT

PASSAGE 1

Read the passage and choose the correct words to fill in the blanks.

EQUAL OPPORTUNITIES VERSUS DIVERSITY

Companies in the U.K. are (1) ________ to publish equal opportunity policies which

show that they are equal opportunities employers and do not harass, victimize, or discriminate

(2) ________ people (whether employees, applicants for employment, customers, service

providers, or members of the public) because of:

• race, ethnic origin, (3) ________

• gender • age

• marital or family status

• sexual orientation • disability

• trade union membership • religion or religious belief

How does this (4) ________ from 'managing diversity'? Managing diversity is about respecting people and helping them to (5) ________ their potential. Unlike 'equal opportunities', it does not (6) ________ on specific groups of people, nor does it only address situations where direct discrimination may (7) ________. Diversity acknowledges that the differences people bring to a job may enhance the (8) ________ and furthermore that their perspectives and ideas can improve the overall quality of the workplace. In other words, diversity (9) ________ the benefits of differences and, to provide for these differences, allows for such things as (10)

________ working hours, time off for caring for dependants, paternity freedom, and doing away with age criteria.

</div>Trang 23<div class="page_container" data-page="23">

10. A. flexible B. flex C. early D. late

PASSAGE 2

Read the passage and choose the correct words to fill in the blanks.

GO ANYWHERE YOU WANT TO GO

We believe in giving you a lot of responsibility from day one - but that doesn’t mean

throwing you in at the deep end. One of our major priorities is to (1) ________ you get the

training and support you need to gain the skills which will allow you to succeed personally and professionally.

The training starts as soon as you (2) ________ - and it never stops. The initial program is (3) ________ partly at your office and partly in our dedicated Learning Centre. For the first 12 months, you’ll have a regular program of training (4) ________ topics as diverse as Advanced

Sales, Goal Setting and Time Management, as well as Airfares and Packages.

After that, you can develop in any direction you choose by (5) ________ a range of

courses and events in four key development areas: Sales and Service, Product and Airfares,

Systems, and Personal Development. All this is provided at no (6) ________ to you - which is exactly the way it should be. We have a consistent (7) ________ of promoting from within;

currently about 90 per cent of our Team Leaders have come through the ranks, and we want to

keep it that (8) ________.

We’re also keen to train the leaders of the future with our Leadership Development

program. It’s an intensive set of training courses (9) ________ up by specialist project work.

After all, becoming a high flier in any company shouldn’t be about just waiting to shuffle up the ladder. Here, the best people develop as far as they like, as fast as they like. We hope you’ll be

one of them. And it’s a measure of the success of our philosophy on cultivating personal and (10)

________ development, as well as promoting from within, that earned US the Training and

Development award for excellence, as voted by our employees, in the latest Sunday Times ‘100

Best Companies to Work For’ 2004 UK survey.

(Brook-Hart, 2018)

1. A. want B. hope C. make sure D. prepare 2. A. join B. recruit C. contract D. employ 3. A. fixed B. done C. introduced D. based 4. A. dealing B. covering C. learning D. working 5. A. going B. assisting C. attending D. training 6. A. cost B. price C. payment D. money 7. A. standard B. activity C. reputation D. record 8. A. type B. sort C. way D. kind

</div>Trang 24<div class="page_container" data-page="24">

9. A. set B. backed C. held D. kept 10. A. life B. work C. career D. profession

PASSAGE 3

Read the passage and choose the correct words to fill in the blanks.

REPORT ON STAFF SURVEY Introduction

The aim of this report is to summarize points which have (1) ________ from our recent staff survey about changes in working practices.

Reasons for changes

Staff (2) ________ represents a major cost in our company. It involves (3) ________ recruitment processes and staff training. We hope that by introducing these changes we will increase staff retention, motivation and efficiency.

Opinions of staff

A large (4) ________ of our staff (three-quarters) said that they would be interested in flexible working. Several people stated that they (5) ________ travelling to work at (6) ________ times stressful and time-consuming.

A significant number of our employees (29%) thought that career breaks would be attractive. One (7) ________ of staff told me that he had always wanted to travel round the world, and that he would like to return to his job (8) ________.

A smaller percentage expressed interest in optional part-time working. These were generally people with young children. Several employees asked me if we could provide on-site nursery care for pre-school children.

Recommendations

I believe we should go (9) ________ with these changes because staff reactions have been generally positive and because employees can choose whether to take (10) ________ of the changes or not.

(Brook-Hart, 2018)

1. A. raised B. arisen C. rose D. risen 2. A. turnover B. outcome C. changeover D. downturn 3. A. pricey B. valuable C. extravagant D. costly 4. A. variety B. quantity C. majority D. range 5. A. suffered B. experienced C. discovered D. found 6. A. peak B. key C. high D. top 7. A. partner B. colleague C. member D. worker 8. A. next B. after C. following D. afterwards

</div>Trang 25<div class="page_container" data-page="25">

9. A. on B. up C. into D. ahead 10. A. hold B. note C. advantage D. for granted

PASSAGE 1

Read the passage and do the tasks below.

FIRST TIME LEADER

Taking on a leadership role for the first time is tough. There is always pressure on you to do the right things, and to be seen to be doing them. But, unless there's something that needs sorting out urgently, your first few months in the role will be better spent in understanding the people and the situation. One easy mistake to make is to think that you, as leader, the top person with the top salary, have the sole responsibility and the know-how to solve every single problem yourself. And you can be sure that others will encourage you to think that way, since it takes the pressure off them, and it satisfies their natural urge to leave the solving of problems to others. Instead, try using existing resources to identify the current position and the ways to change it for the better.

Start by consulting widely, beginning with the people who now report to you direct, as these are most likely to be the people with the expertise and experience to tackle some of the problems that are identified. A series of one-to-one meetings, though time-consuming, will be worthwhile, especially if they are structured to provide you with the information you need to make decisions later on. Two useful questions are: ‘What do you see as the biggest problem facing the department now?’ and ‘What one change would make the most difference to our success?’ From their answers, you can build up a picture of your people, as well as of the issues. Some will consider the needs of the department as a whole, while others may just concentrate on their own particular concerns. You will also have had personal contact with each person and can judge who you will work well with in the future.

Overlap in their responses is a useful pointer to the priorities needing your attention. If there is no duplication in problems or solutions, it means that you have inherited a disunited group which will need some team building and restructuring. If no clear picture emerges, it means that your people are part of the problem: you will need to make them aware of this.

At the same time, consult with customers. Be open to criticism and to praise. Compare the views of your department with this external viewpoint and see where the biggest gaps are. This will help to identify areas for action.

While you are data-gathering, have a look at the figures. Apply different measures from the standard ones. You probably lack knowledge about which company products are profitable, and you recognize that staff costs are a key factor. So, ask for an analysis of profitability per

</div>Trang 26<div class="page_container" data-page="26">

employee. There will be some grumbling that the new figures involve extra work, but the analysis will reveal how many and what kind of staff your company really needs.

Finally, a key issue for you as a new leader is to establish priorities. If you have done your research well, you will have identified a number of areas for action. Bring your senior team together and tell them about your research findings, both the problems and the suggested solutions. Together, plot the solutions on a big graph, with one axis relating to the amount of difference the action would make; and the other axis to the ease of implementation. This will prompt useful discussion on the issues and the means of resolving them. In selecting priorities, you might well gain volunteers to tackle some of the tasks. Agree actions, assign responsibilities and establish dates for completion and progress reviews.

(BEC Vantage Testbuilder, 2016)

Choose the best answer.

1. Employees encourage their boss to believe that he or she should solve all the problems, because they _______.

A. really don’t want to have to solve the problems themselves. B. believe that the boss is paid to solve problems.

C. know that the boss has a lot more information about the issues than they do. D. feel that they shouldn’t have to solve problems created by other people. 2. How should you structure your first meetings according to the writer?

A. Explain to each member of staff the problems facing his or her department. B. See people individually and ask each one the same questions.

C. Ask each member of staff to help in setting priorities for action. D. Bring everyone into the discussion to get an agreed plan of action.

3. Getting the same answers from different people during your research tells you that _______. A. the people who are under you clearly do not work well together.

B. a lot of your department’s problems are caused by the people themselves. C. you have identified the most urgent issues needing your attention.

D. your department is working well despite a number of problems.

4. It is useful to talk to customers about the performance of your department because _______. A. they are likely to be more honest and open than your own staff.

B. it makes your customers feel that their opinions are important to you. C. it gives you an opportunity to criticize or praise them.

D. you can evaluate what they say against what your own staff told you.

5. What might you learn from the kind of financial analysis that the writer recommends?

</div>Trang 27<div class="page_container" data-page="27">

A. that you need to employ fewer people, or people with different skills. B. that you can increase profitability by using different measures. C. that this kind of financial analysis involves a lot of extra work.

D. that financial data must be combined with other information to give a full picture.

6. According to the writer, using a graph as part of the meeting with senior staff is a good way to _______.

A. set deadlines for completing the work and reporting back. B. give feedback to your staff on the results of your research. C. get your staff talking about the issues and what to do about them. D. show which members of staff should tackle the various problems.

Do the following statements agree with the information given in the passage? Write:

TRUE if the statement agrees with the information FALSE if the statement contradicts the information NOT GIVEN if there is no information on this

7. It is advisable for a new leader to immediately take charge and solve every problem upon assuming the role.

8. One-to-one meetings with direct reports can provide valuable information for a new leader. 9. Overlapping responses from team members indicate a united and cohesive group.

10. Consulting with customers is not recommended when starting a new leadership role. 11. Analyzing profitability per employee can provide insights into staffing needs.

12. Prioritizing actions and assigning responsibilities should be done individually by a new leader without involving the senior team.

PASSAGE 2

Read the passage and do the tasks below.

FROM SATISFACTION TO LOYALTY

How do you take your customers from satisfaction to loyalty? Those were the questions Dr Jodi Simco and Dr Mark Royal of Hay Group, a human resource consulting firm, answered at LOMA’s recent Customer Service Conference. Simco and Royal talked about the link they’ve found between business culture, employee loyalty, customer loyalty and revenue growth.

‘First, it’s important to ask ourselves just what our definition of customer loyalty is,’ Simco said. ‘And based on our research, we’ve found that it’s when your customers have a strong bond to you and come back to you time and time again. They view you as the provider of choice. So, they’re not just looking for the lowest-cost vendor. They’re going to come back to your company and not only use your current products and services, but maybe start using some new ones and recommending them to others.’

</div>Trang 28<div class="page_container" data-page="28">

Simco identified two factors that decide whether satisfied customers will become loyal ones: the outcome that customers experience and the process by which they receive it. ‘We’ve all bought cars, and the car might be the most wonderful car, so the outcome was positive,’ Simco said. ‘But we might decide not to go back to the car dealership because they were annoying to work with. In this case, the process was negative.’ People, in the form of employees, are part of that process, she explained, and ‘people are your key competitive advantage. It’s your people who developed those relationships with your customers, and you really need to focus on them.’

Furthermore, when it comes to convincing people in your organization of the impact that customer loyalty can have on your bottom line, the business case for building loyalty is quite simple. ‘None of US is surprised that loyal customers are going to repurchase at two to four times the rate of just purely satisfied customers,’ she said. ‘And they’re going to enthusiastically recommend your company to others. So, they can serve as your best marketer. Loyal customers are also willing to pay more for your services.’

Hay Group has identified a few primary factors about a company that can make the difference between customer satisfaction and customer loyalty. ‘The top factor is value: “Is this company’s product or service having a positive impact on my business? Do I have a strong return on investment?” Ease of doing business is a big thing, too,’ Simco continued. ‘Are you easy to do business with, or are you problematic? Finally, your people are important, in terms of whether they show responsiveness, integrity, trust and professionalism.’

‘In today’s marketplace, where most organizations are facing global competitors and a

rapid flow of information, ‘it’s hard to be different from your rivals because best practices

spread across an industry very rapidly,’ Royal said. ‘But it’s harder for your competitors to duplicate a successful organization that consists of highly motivated, highly engaged people who are focused on the customer, and this provides real opportunities for competitive advantage.’

For employees to deliver excellent customer service, Royal said, there are three key ingredients. ‘First, there needs to be a strong focus on teamwork. We find that in organizations where employees perceive strong levels of teamwork, there tends to be a much higher level of customer satisfaction. The second ingredient is training: If we want people to drive high levels of customer satisfaction, we have to make sure they have the skills to deliver them. And the third ingredient is empowerment, which means that organizations need to empower employees to make decisions and take risks in carrying out their job roles.’

(Dubicka & O’Keefle, 2011)

Choose the best answer.

1 What produces customer loyalty, according to Simco in paragraph 2?

A. The price of the product. B. The quality of the product. C. The relationship with the supplier. D. The recommendation of friends.

</div>Trang 29<div class="page_container" data-page="29">

2. What, according to paragraph 3, is the key factor in making a company better than its rivals? A. A superior product B. Good quality staff.

C. Good value for money. D. Good procedures to deal with complaints. 3. In paragraph 4, what is given as the main benefit of having loyal customers?

A. It improves the company’s image. B. It increases profits.

C. It is easier than finding new ones. D. They will accept higher prices.

4. According to Hay Group, what is the main factor which changes customer satisfaction to customer loyalty?

A. Your customer does not have problems doing business with you. B. Your customer gets what he asks for.

C. Your customer has confidence in you.

D. Your customer’s own business becomes more profitable.

5. Why does Royal believe it is difficult for companies to be different from their competitors? A. Their competitors can quickly imitate them.

B. Their competitors are spread all over the world.

C. Employees in different companies are equally hardworking. D. Most companies nowadays are customer-centered.

6. Which of these does Royal say is an essential characteristic of a good employee? A. They enjoy working alone.

B. They are naturally good at dealing with customers. C. They consult their superiors before taking decisions. D. They take responsibility for their actions.

Do the following statements agree with the information given in the passage? Write:

TRUE if the statement agrees with the information FALSE if the statement contradicts the information NOT GIVEN if there is no information on this

7. Customer loyalty is defined as when customers choose the lowest-cost vendor for their needs.

8. The process by which customers receive a product or service can influence their loyalty. 9. Employees play a significant role in the process of delivering customer satisfaction. 10. Loyal customers are less likely to recommend a company to others.

11. In today's marketplace, it is easy for competitors to duplicate a successful organization. 12. Teamwork, training, and empowerment are key ingredients for employees to provide excellent customer service.

PASSAGE 3

</div>Trang 30<div class="page_container" data-page="30">

Read the passage and do the tasks below.

MORNING, NOON AND NIGHT

The long-hours culture at work

Working an eight-hour day is a luxury for most professional people. Nowadays, the only way to guarantee an eight-hour working day is to have the kind of job where you clock on and off. Those professionals who have managed to limit their hours to what was, 20 years ago, the average do not wish to identify themselves. ‘I can quite easily achieve my work within a normal day, but I don’t like to draw attention to it,’ says one sales manager. ‘People looked at me when I left at 5 o’clock. Now, I put paperwork in my bag. People assume I’m doing extra hours at home.’

But more typical is Mark, who works as an account manager. He says, ‘My contract says I work from 9 until 5 with extra hours as necessary. It sounds as if the extra hours are exceptional. In fact, my job would be enough not only for me, but also for someone else part-time. The idea of an eight-hour day makes me laugh!’ He says he has thought about going freelance but realizes that this doesn’t guarantee better working hours.

Professors Cary Cooper, occupational psychologist at the University of Manchester, is

the author of the annual Quality of Working Life survey. The most recent survey found that 77%

of managers in Britain work more than their contracted hours, and that this is having a damaging effect on their health, relationships and productivity. Professor Cooper is critical of the long-hours culture. He says that while bosses believe long hours lead to greater efficiency, there is no evidence to support this. ‘In fact, the evidence shows that long hours make you ill.’

There are, he says, steps that can be taken. One is to accept that the in-tray will never be empty. ‘There are always things to do. You just have to make the rule that on certain days you go home early.’ Prioritizing work and doing essential tasks first helps, he says. He also thinks it’s time to criticize bad employers and unreasonable terms of employment. ‘By all means, show commitment where necessary but when expectations are too high, people have to begin saying openly that they have a life outside of work.’

Personal development coach Mo Shapiro agrees that communication is important. Staff need to talk to managers about the working practices within a company. Both parties should feel that the expectations are realistic and allow them to have responsibilities and interests outside work. She recognizes, however, that in many organizations the response might well be, ‘If you want more interests outside work, then find another job.’

She believes that senior staff have a duty to set an example. ‘I recently worked for a firm of solicitors where the partners started at 7.30am. What kind of message is that to send to the staff?’ She believes there is no shame in working sensible hours – in fact quite the reserve. ‘Some people might be in at 7.30am but will be doing very little. You can work really hard from

</div>Trang 31<div class="page_container" data-page="31">

9 to 5 and achieve the same. If you find it difficult to achieve an eight-hour day, there is, as a last resort, the old trick of leaving your jacket on your chair and your computers switched on, even after you have left the building.’

(BEC Vantage Test, 2016)

Choose the best answer.

1. What does the writer say in the first paragraph about people who work an eight-hour day?

A. They are reluctant to admit to this. B. They are disliked by their colleagues. C. They are limited to certain professions. D. They often work in the evenings. 2. What does Mark say about his work?

A. His main concern is job security.

B. Too much of his time at work is wasted. C. The terms of his contract are misleading. D. He objects to being given other people’s work.

3. What does Cary Cooper say about recent trends in the workplace? A He believes that a long working day is counter-productive.

B. He has doubts about the results of the Quality of Working Life survey.

C. He says that employers should accept the link between working hours and safety. D. He argues that further research is needed into the relationship between work and health. 4. How does Cary Cooper think people should deal with the requirements of the workplace?

A. Obtain help in negotiating terms of employment. B. Let people know when demands are unreasonable. C. Delegate the less important work to other staff.

D. Accept that the modern workplace is a competitive place. 5. What does Mo Shapiro see as a problem for employees today?

A. They lack communication skills that modern business requires.

B. Many employees would not regard requests for shorter hours favorably.

C. Most employers do not want to be responsible for the professional development of staff. D. They have difficulties adapting to the rapid changes occurring in working practices. 6. What does Mo Shapiro think about present working hours?

A. In many companies, senior staff need to work a long day.

B. The best staff are efficient enough to finish their work within eight hours. C. There are too many staff deceiving employers about their hours of work. D. Top executives should use their influence to change the long-hours culture. .

Do the following statements agree with the information given in the passage? Write:

TRUE if the statement agrees with the information

</div>Trang 32<div class="page_container" data-page="32">

FALSE if the statement contradicts the information NOT GIVEN if there is no information on this

7. Most professionals today work an eight-hour day as per their contracts.

8. Mark, an account manager, believes that an eight-hour workday is sufficient for his job. 9. According to Professor Cary Cooper, long hours at work are proven to increase efficiency. 10. Professor Cooper suggests that one way to manage work hours is by making the rule to go home early on certain days.

11. Mo Shapiro believes that staff should avoid communicating with managers about working practices.

12. Mo Shapiro believes that senior staff should set an example by working long hours.

</div>Trang 33<div class="page_container" data-page="33">

CHAPTER 3: RECRUITMENT AND SELECTION

SECTION 1. THEME-BASED LANGUAGE KNOWLEDGE

Task 1: Match the following terms with their corresponding definitions.

A. fatal B. hypothetical C. derailer D. autonomous E. psychometric testing F. prompt G. briefing H. high calibre I. prioritisation J. network

1. a process of deciding which of a group of things are the most important so that you can deal with them first

2. to make someone decide to say or do something 3. imagined or suggested but not necessarily real or true

4. having an advanced level of ability or being of a good quality

5. very serious and having an important bad effect in the future; may cause death 6. independent and having the power to make your own decisions

7. a meeting where information is given to someone in an organisation about a new system or way of doing things

8. One who, or that which run off the tracks or stops something from succeeding 9. the process of assessing personality, preferences and aptitudes

10. to meet people who might be useful to know, especially in your job

</div>Trang 34<div class="page_container" data-page="34">

3.2. VOCABULARY PRACTICE

Task 2: Fill in the blanks with correct form of the verbs given in the boxes.

A. base B. be C. renew D. get E. perform F. object G. develop H. arise

1. Human rights groups ________ to the proposed 50 percent reduction in the number of refugees who could be admitted to the country.

2. As a result, firms employing them need to recruit frequently to replace those who choose not ________ their contracts.

3. Automatic pay increments ________ on length of service will be abolished.

4. If a man retires at 58, he's actually ________ four years to go before he draws his state pension.

5. We usually ask interviewees ________ a few simple tasks on the computer just to test their aptitude.

6. Gaining confidence is a major component of ________ leadership skills. 7. We will keep your CV on file in case other suitable vacancies ________.

8. Holiday entitlements for temporary workers ________ 7 days less than for permanent staff.

Task 3: Fill in the blanks with the correct forms of the words in brackets.

1. Interviews can be taped only with the ________ of the interviewee. (permit)

2. His first interview recently was at 8 a. m. and his ________ were scheduled back to until

midnight. (appoint)

3. Without ________, it's nearly impossible to get a job with decent wages. (qualify) 4. 37% Indians face salary ________ amid Covid crisis. (deduct)

5. More demanding than the panel interview is the ________ interview. (sequence)

6. The bank chief said that he would not allow or tolerate ________ and at the same time would

ensure that honesty and hard work were properly rewarded. (efficient)

7. In an early restructuring move, the company is shutting stores and cutting __________

overheads. (administration)

8. If you've been asked for an interview, you are ________ on a shortlist of no more than six.

(probable)

9. The ________ of the labour contract was due to a breach of its terms by the HR office. (terminate)

10. Our manager is ________ with the marketing team to coordinate our upcoming product

launch. (liaison)

Task 4: Choose the best answer for each sentence.

</div>Trang 35<div class="page_container" data-page="35">

1. The applicant was pleasant and had the right qualifications, but unfortunately, he did not have any relevant ________.

A. experience B. potential C. objective D. assessment

2. The contract has a ________ that the new manager has to serve a three-month probationary period.

A. drawback B. negotiation C. revenge D. stipulation

3. Great Groups are headed by people confident enough to ________ people better than themselves.

A. appoint B. recruit C. sign up D. upgrade

4. Your reference materials should be ________ and grouped together around each subheading within the proposal outline.

A. sorted out B. listed up C. carried out D. followed in 5. I'm afraid we have no option but to ________ your contract with immediate effect.

A. terminate B. abort C. lay off D. discontinue 6. The job of an IT business analyst is to ________ IT systems with changing business needs.

A. advise B. abide C. assign D. align 7. A commission has just been ________ to investigate fraud claims.

A. appointed B. named C. voted D. shortlisted 8. Being unemployed ________ you to free medical treatment.

A. allows B. entitles C. grants D. authorizes 9. You are advised to seek ________ legal advice if in any doubt about the contract details.

A. unpopular B. customized C. professional D. confidential 10. The party had 143 ________ staff, most of whom it could no longer afford to keep.

A. slack B. dependent C. anonymous D. salaried 11. Our clients are usually ________ - you would be too if you were paying $10 a minute.

A. punctual B. persistent C. voluntary D. efficient

12. The scheme is a fast ________ route giving school leavers the chance to earn and learn on the job.

A. boost B. track C. rise D. grade 13. It is a very hierarchical company and there’s little place for individual ________.

A. iniquity B. injunction C. initiation D. initiative

14. Work ________ is becoming increasingly common as people have to do more in less time, with inadequate equipment and in an unpleasant environment. There have even been reports of physical violence.

A. rage B. experience C. bully D. schedule

</div>