By Thao Phuong Tran
SERIES 990
JUNE 2020 | VOL. 8

BÀI BÁO SONG NGỮ TỪ

TUYỂN TẬP

HARVARD BUSINESS REVIEW

SERIES 990

NHỮNG BÀI BÁO SONG NGỮ CỰC CHẤT TỪ

BÀI BÁO SONG NGỮ TỪ

HARVARD BUSINESS REVIEW
HARVARD
BUSINESS REVIEW
WEEKLY REAL ESTATE NEWS, LISTINGS AND DEVELOPMENTS

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SERIES990
990
SERIES
JUNE 2020 | VOL. 8

BÀIBÁO
BÁOSONG
SONGNGỮ
NGỮTỪ
TỪ
BÀI
HARVARD
HARVARDBUSINESS
BUSINESSREVIEW
REVIEW

SERIES 990

BÀI BÁO SONG NGỮ TỪ
HARVARD BUSINESS REVIEW
WEEKLY REAL ESTATE NEWS, LISTINGS AND DEVELOPMENTS

Creature of Habits
The conventional wisdom about competitive advantage (lợi thế cạnh
tranh) is that successful companies pick a position, target a set of
consumers (nhắm tới một nhóm khách hàng), and configure activities to
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serve them better. The goal is to make customers repeat their
purchases
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by matching the value proposition (đề xuất giá trị) to their needs. By
fending off (đẩy lùi, chống lại) competitors through ever- evolving
uniqueness (sự độc đáo) and personalization (sự cá nhân hóa), the
company can achieve sustainable (bền vững) competitive advantage. An

assumption implicit (hàm ẩn) in that definition is that consumers are
making deliberate, perhaps even rational decisions (những quyết định có
lý) Their reasons for buying products and services may be emotional, but
they always result from somewhat conscious (ý thức) logic. Therefore a
good strategy figures out (tìm ra) and responds to that logic.

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SERIES 990 BÀI HỌC

JUNE 2020 | VOL. 8

PHÁT ÂM CHUẨN QUA BÁO SONG NGỮ

SERIES 990
BÀI BÁO SONG NGỮ TỪ
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Evaluating Candidates
Evaluating (đánh giá) a candidate (ứng viên) for a seniorlevel position (vị trí cao cấp) is a daunting task (nhiệm vụ
chán nản). Indeed, judging (đánh giá) different individuals
on such a multifaceted (nhiều khía cạnh) and nuanced (sắc

ɪˈ

ɪ

Evaluate / væl.ju.e t/


ˈ

ˈ ː

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ˈ ɪʃ.ən/
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Position /pə z

(quá trình không hoàn hảo). That said, we have found that

Dauting / d

group evaluation that includes the individual’s manager, his
manager’s manager, and several people senior to him who
have worked with him directly. The leader of the discussion
probes (thăm dò, kiểm tra) the candidate’s characteristics
(đặc

điểm)

and

behavior

by


asking

the

group

a

set

of

questions covering a wide range of criteria (một bộ tiêu chí
đa dạng). The following represents just a small sampling of
questions (mẫu các câu hỏi) one might ask of a particular

ɚ/

Senior / si .nj

thái) capability as leadership is, at best, an imperfect process

the best way to assess a person’s capacity to lead is through a

ɪ

Candidate / kæn.d .dət/

ˈ ɔːn.tɪŋ/


ʒʌdʒ/

Judge /d

ˌ ʌl.tiˈfæs.ɪ.tɪd/

Multiface / m

ʊb/

Probe /prə

ˌ

ˈ ɪ ɪ

Characteristic / kær.ək.tə r s.t k/

ɪ

ʒ/

Range /re nd

ˈɪ

Particular /pə t k.jə.lər/
Criteria /krai'tiəriən/

candidate (một ứng viên cụ thể)


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SERIES 990 CẤU TRÚC
JUNE 2020 | VOL. 8

TIẾNG ANH HAY QUA
BÁO SONG NGỮ

SERIES 990

BÀI BÁO SONG NGỮ TỪ
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WEEKLY REAL ESTATE NEWS, LISTINGS AND DEVELOPMENTS

Aligning individual and company goals
Aligning (đồng bộ) individual and company goals

In

the traditional model, business objectives and strategies
cascaded down (phân tầng xuống)
All

the

employees,

units,

were

and

then

supposed

(thiết lập mục tiêu)

to

all

the

the

to establish

reflect

and

organization.
individual
their

goals


reinforce (củng

cố) the direction set at the top. But this approach works
only when business goals are easy to articulate (giải
thích) and held constant over the course of a year. As
we’ve discussed, that’s often not the case these days,
and employee goals may be pegged to specific projects.
So as projects unfold (mở ra, triển khai ra) and tasks
change, how do you coordinate (kết hợp) individual
priorities (các ưu tiên) with the goals for the whole
enterprise, especially when the business objectives are
short- term and must rapidly adapt to market shifts
(thích ứng với sự chuyển dịch của thị trường)? It’s a
new kind of problem to solve.

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Align something:
Đồng bộ với cái gì, căn chỉnh,
sắp cho thẳng hàng với nhau
Reinforce something:
Củng cố, nhấn mạnh cái gì
Articulate something:
Giải thích cái gì
Establish something:
Thiết lập cái gì
Coordinate with somebody:
Phối hợp với ai làm gì
Adapt to something:
Thích ứng với cái gì



SERIES 990
JUNE 2020 | VOL. 8

BÀI BÁO SONG NGỮ TỪ
HARVARD BUSINESS REVIEW

SERIES 990

BÀI BÁO SONG NGỮ TỪ
HARVARD BUSINESS REVIEW
WEEKLY REAL ESTATE NEWS, LISTINGS AND DEVELOPMENTS

Aligning individual and company goals
Aligning
traditional

(đồng
model,

bộ)

individual

business

down (phân tầng xuống)

and


objectives

the

company
and

organization.

goals

strategies
All

the

In

the

cascaded
units,

and

then all the individual employees, were supposed to establish
their goals (thiết lập mục tiêu) to reflect and reinforce (củng

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TỰ HỌC TOEIC 990

cố) the direction set at the top. But this approach works only when
business goals are easy to articulate (giải thích) and held constant
over the course of a year. As we’ve discussed, that’s often not the
case these days, and employee goals may be pegged to specific
projects.

So as projects unfold (mở ra, triển khai ra) and tasks

change, how do you coordinate (kết hợp) individual priorities
(các ưu tiên) with the goals for the whole enterprise, especially
when the business objectives are

short- term and must rapidly

adapt to market shifts (thích ứng với sự chuyển dịch của thị
trường)? It’s a new kind of problem to solve.

FB  HASHTAG:
#tuhoctoeic990
#tuvungkieuchen
#thaophuongtran


SERIES 990
JUNE 2020 | VOL. 8

BÀI BÁO SONG NGỮ TỪ
HARVARD BUSINESS REVIEW


SERIES 990

BÀI BÁO SONG NGỮ TỪ
HARVARD BUSINESS REVIEW
WEEKLY REAL ESTATE NEWS, LISTINGS AND DEVELOPMENTS

Let Your Workers Rebel
Throughout our careers, we are taught to conform (được dạy rằng phải
làm theo, tuân theo) - to the status quo (hiện trạng),

to

the

opinions

and behaviors of others, and to information that supports our views.
The pressure only grows as we climb the organizational ladder. By
time we reach

the

high-level positions (đạt đến những vị trí cấp cao),

conformity has been so hammered into (bị ngấm quá sâu vào, lặp đi
lặp lại) us that we perpetuate (cứ tiếp tục làm mãi) it in our enterprises.

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In a recent survey I conducted of more than 2,000 employees across a
wide range of industries (trên khắp các ngành nghề), nearly half the
respondents reported working in organizations where they regularly feel
the

need

to

conform,

and

more

than

half

said

that

people

in

their


organizations do not question the status quo (chất vấn hiện trạng). The
results were similar when I surveyed

high-level executives (lãnh đạo

cấp cao) and mid-level managers (quản lý cấp trung). As this data
suggests,

organizations

consciously

or

unconsciously

urge

(khuyến

khích) employees to check a good chunk of their real selves (tự kiểm
tra,

nhắc

nhở

bản

thân


mình)

at

the

door

.

Workers

and

their

organizations both pay a price: decreased engagement, productivity, and
innovation (see the exhibit “The perils of conformity”)..

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SERIES 990
JUNE 2020 | VOL. 8

BÀI BÁO SONG NGỮ TỪ

HARVARD BUSINESS REVIEW

SERIES 990

BÀI BÁO SONG NGỮ TỪ
HARVARD BUSINESS REVIEW
WEEKLY REAL ESTATE NEWS, LISTINGS AND DEVELOPMENTS

A Survival Guide for Leaders
The stereotypical (rập khuôn) leader is a solitary(cô
độc) tough guy,never in doubt and immune to
criticism.Real leaders break that mold (phá vỡ khuôn
mẫu) .They invite candid (thẳng thắn) feedback and
even admit they don’t have all the answers. I am a soft
manager. Unlike the classic leaders of business legend
(huyền thoại) with their towering (cao) self-confidence
(tự cao),their unflinching tenacity (sự bền bỉ vững
vàng) , their hard, lonely lives at the top,

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I try to be vulnerable to criticism (sự chỉ trích), I do my best to be tentative(thăm dò,
ngập ngừng) , and I cherish my own fair share of human frailty (nhược điểm).But like
them,I too have worked hard to master my management style, and on the whole I think it
compares favorably with theirs. In my vocabulary, soft management does not mean weak

management. A tentative approach to a critical decision in an unfamiliar environment is
not a sign of indecision(sự do dự) but of common sense. Criticism from your
subordinates (Cấp dưới) is not necessarily a sign of disrespect; they maybe offering the
wisdom and experience of a different perspective.