TRƯỜNG ĐẠI HỌC TÀI CHÍNH – MARKETING MÃ ĐỀ/ĐỀ SỐ

KHOA NGOẠI NGỮ 01

HÌNH THỨC THI

ĐỀ THI KẾT THÚC HỌC PHẦN  Tự luận
 Trắc nghiệm
Môn thi: TIẾNG ANH TỔNG QUÁT 6 (CLC)  Thực hành/Vấn đáp

Lớp học phần: 2321702061005 & 07

Thời gian: 60 phút - Sử dụng tài liệu: được  /không 

PART I VOCABULARY (3.0 ms)

Questions 1-5: Write the correct word.
1. ………..is the negative feeling you have when you suddenly experience the differences in another
culture
2. ……….are wealthy individual investors who support new projects that they believe have
a good chance of becoming successful
3. …………….vehicles are another form of transport that businesses are developing to reduce costs.
4. Some one who is extremely successful in his/her job or in school is……………..
5. ……….is the practical arrangements needed for the transportation of goods from location A to B
Questions 6-10: Choose the correct answer
6. many of the staff members found it difficult to with the strong criticism
a. cope b. set c. put d. run
7. If a leader cannot ……………the respect of his team, he or she will be unable to function effectively.
a. make b. order c. win d. ask
8. When someone appears to be ………towards you, it might just be because they are from a more reserved
culture.
a. sociable b. unfriendly c. unhappy d. unconfident
9. By the end of my time there, I could speak Italian quite well although I still missed some …………… of the
language.
a. intonations b. nuances c. accents d. tones
10. As technology changes the way we do business today, we are seeing large numbers of appearing all over
the world.
a. set-ups b. start-ups c. pitches d. markets
11 An entrepreneur must be able to produce a sound business plan so that he or she can ………. the idea to any
potential investors
a. throw b. pitch c. recommend d. give
12. We still use a bike service to take things around the city and it works very well.
a. robot b. drone c. transport d. courier
13. When we deliver items to customers, we often use collection …………, which are a very popular way of
saving time for both the company and the customer.
a. couriers b. products c. packets d. lockers
Questions 14-15: Match the terms with its correct explanation (A-E)
A. the system of transporting and delivering a product
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 B. the selling of goods to the public, usually through shops

14. Courier C. a person or company whose job is to take packages or

important papers somewhere
15. Retail
D. A system in which people or things are arranged according to
their importance
E. an aircraft without a pilot, controlled from the ground, used for
taking photographs, dropping bombs, delivering goods
F. a person or company that sells goods in large quantities to
other companies or people who then sell them to the public
Questions 16-20: Match the two halves of the sentences

16. target market A. a private inventor who puts money into new business activities
17. business angel B. the quantity of products kept in a shop or warehouse
18. disposable income C. the type of people that you aim to sell your products or services to
19. stock level D. an increase in demand for a product or service
20. maket growth E. the amount of spending money people have available after they have
paid taxes

PART II READING (3.0 ms)

The new leadership
I asked a group of senior leaders - men and women who hold or have held senior positions in the military,
business, science, academia and the arts- and a group of 'next-generation' leaders in their early twenties what
'leadership' meant to them. Increasingly, they suggest, influence is more important than power and position,
networks more than hierarchies, and intelligence more than force.
Sir Jeremy Greenstock, former UK Ambassador to the United Nations and Chairman of geopolitical advisory
group Gatehouse Advisory Partners, says leaders must find a balance “between leading and listening,
between top-down and bottom-up, between short-term and long-term.”
Dame Athene Donald, Professor of Physics and Master of Churchill College (University of Cambridge), says
that leaders today have to give people reasons why they should do something, rather than give them orders.
She links this development to the rise of more women to leadership roles.
Harriet Green, former Chief Executive of travel Thomas Cook and now head of three IBM business group
divisions, says that just being the oldest, longest-serving or next in line is no longer good enough to be a
leader.
Organisations are starting to develop the more collaborative approach that Sir Nicholas Kenyon, Managing
Director of the Barbican arts centre, calls 'responsive leadership': in other words, a good leader is one who
“listens to the audience” and can feel in advance the kind of things they might be interested to discover.
The next generation has the ambition - and the tools - to make these changes happen more quickly. They want
to work in organisations that have a far flatter structure, in which leaders really “care about the people who
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 are following” them, according to Fatima Islam, who is studying war and psychiatry at King's College,
London, and already leads 200 people in the university's Officers' Training Corps.
Members of the next generation say they will expect leaders to create a culture based more on trust, fairness
and honesty, to offer clearer feedback, and to be able to justify their decisions to their followers. Titles will be
less important, but influence over wider networks of people will be more important
Clearly sooner or later the ambition and idealism of the next generation of leaders will come face to face with
the complex realities of our world. They will meet a world in which leadership failures have caused global
financial and economic crises and wars in various regions. For this reason, it is not impossible that at some
point a crisis leader of the more traditional type will be needed again. Despite the younger generation's
optimism, hierarchies and relationships based on power may lose influence for some time, but then - as they
usually do - come back again stronger than before. I have met - though not in this group-young leaders who
are not willing to take on positions of power, even when it seems clear that a more assertive style is what is
needed. Finally, and very sadly, two things may destroy the younger generation's dreams and ambitions. On
the one hand, there is the growing number of responsibilities that they will have; on the other hand, there is
the fact that existing leadership models are so difficult to stop or even to change.
But since the senior leaders I interviewed all made clear they had to lead differently from how their
predecessors led, it seems likely that the next ten or twenty years will see even greater transformation. As
Lawrence Baker, who works at a consultancy developing novel medical devices, says: 'It's about, "This is
what this place might look like - how should we get there?"

Read the text. Decide if these statements are true (T) or false (F).
1. The author found that both senior and younger leaders hold similar views about the future of leadership.
2. According to Dame Athene Donald, female leaders today usually lead by giving orders.
3. The author found that the new generation of leaders are in fact still in favour of hierarchical structures.
4. Members of the next generation do not think it is important for leaders to be willing to explain their
actions or to be criticised for them.
5. It seems that in future people will think that someone's networks are more important than their position.
Read THE TEXT again. Choose the option (a, b or c) which best completes each sentence.
6. According to the author, the next generation of leaders
A. are too ambitious and idealistic.
B. will probably be unable to deal effectively with economic and financial crises.
C. might feel the need to go back to a more traditional style of leadership.
7. The author believes that hierarchical structures will probably come back because
A. the younger generation is not optimistic enough.
B. such structures usually come back even if they disappear for a while.
C. too many organisations have a weak leader.
8. Some of the young leaders the author met
A. were not keen to adopt an assertive style even when necessary.
B. worried about having too many responsibilities if they were in a position of power.
C. had already had their dreams destroyed by inflexible organisations.
9. The author suggests that
A. today's senior leaders would like to use the same leadership style as their predecessors'.
B. today's young leaders will probably bring about a lot of changes over the next decade.
C. leaders generally lack a clear vision of what they want to achieve.
10. Read the article and summarize the text:…………………………………………………..
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 BUILDING TRUST
There are many ways of building trust, and the approach we choose might depend on the
relationship we are building, the culture we are used to and our personal preferences.
However, if the methods we choose do not match the expectations of the people around us, it
can lead to misunderstandings and negative assessments.
Richard Barrett suggests that there are two main components of trust: character and
competence. One way of building trust is to show that we are caring, fair, open and honest
human beings. In other words, we can build trust by showing our character in small talks or
company meetings. Another way to build trust is by letting others know that we are capable,
experienced and have achieved excellent results. This way of building trust emphasises our
competence.
It can be a useful exercise to analyse specific work relationships in terms of the
character/competence model. You might think about the type of trust your relationship has and
the type of trust your relationship lacks, in order to see how you can develop. Many of us use
both approaches, depending on the context. For example, in a job interview, we might focus
on establishing trust by demonstrating our competence through work experience. When we are
working within a team, we might prioritise showing our character to form close professional
relationships. By becoming aware of the context and how our conversation partners are
responding to our trust-building efforts, we can adapt the way we build trust to better suit
them.

Read the article about building trust and decide whether each statement (11-15) is True (T), False (F), or Not
given (NG)
11. __ Cultural differences can mean that people try to build trust in different ways.
12. __ When people are used to different ways of building trust, it can cause problems in relationships.
13. __ Richard Barrett argues that the only real way to build trust is to show your true character.
14. __ You should be confident with your trust-building style and not worry about what other people think of
you.
15. __ It’s normal to combine both ways in building trust.
Listening: (1m)

ARDEN ENTREPRENEURS
INVESTMENT REQUEST
Name of applicant: Michael 1
Business name: InfaSmooth
Nature of business: baby/infant 2 organic creams
Reason for investment:
• increasing 3
• looking for a 4
• need more staff
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done: Yes
Investment required: € 6
Meetings arranged:
• AAfirstinvest:
Appointment 2 pm on 7

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• Whatstart:
Appointment 8 on Friday