ĐỀ THI

MÔN: ANH NGỮ KINH DOANH

Thời gian làm bài: 75 phút

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SV làm bài trên phiếu trả lời.

PART 1: Choose the best answer A, B, C, or D. (3.5 points)

1. I’m afraid Mr. Lanson is not here. Would you like to _______ a message? I will tell him
to call you back as soon as possible.
a. take b. leave c. write d. say
2. I’m sorry I’m not available this Sunday. Would this Saturday ______ you?
a. be suitable b. suit c. make it d. fine
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3. Mr. Graber will be back _______ the morning of 24 .
a. in b. to c. at d. on
4. I just want to relax a bit after completing the report. I am looking forward to my
upcoming holiday ______ Easter.
a. in b. for c. on d. at
5. Hello, I’m sorry I can’t _____ your call at the moment. Please ______ your name,
number, and a message. Thank you for calling.
a. answer/ send c. take/ leave
b. pick/ tell d. accept/ say
6. This is Executive Travel Services. The office is closed ____ the moment. Our office
hours are nine o’clock to six o’clock Monday to Friday.
a. for b. at c. during d. in
7. I got your message. I’m afraid I can’t make Thursday or Friday morning, but Friday
afternoon is OK. How does that ______?
a. fix b. sound c. manage d. suit
8. Our manufacturing company is __________ about ten minutes by taxi from here.
a. placed b. found c. located d. set
9. We intend to ______ the employees’ restaurant in the near future.
a. develop b. expand c. grow d. increase

10. Thank you very much for your invitation _____ take part in the Company’s
celebrations to mark our 50th anniversary.
a. to b. of c. for d. about
11. We should _____ the agents of any price increases.
a. say b. notify c. notice d. text
12. ABH Company has recently _________ a new agent in Zambia.
a. decided b. pointed c. appointed d. chose
13. We regret to have to _____ you that the BXs delivered to our company last week are
faulty.
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 a. inform b. order c. assure d. express
14. Each telephone within the company has its own _____number.
a. extension b. branch c. sub d. personal
15. The number of most __________ can be found in the telephone directory Yellow
Page.
a. possessors b. participants c. subscribers d. attendants
16. _______ to the report you will find an appendix.
a. Fixed b. Clipped c. Excluded d. Attached
17. The manager wants him to _______ the report by the end of month.
a. get b. do c. submit d. handle
18. Since it was able to overcome such difficult times before, Speed Sonics Incorporated
will not ____ much importance to the general concern over an economic downturn.
a. improve b. use c. attach d. describe
19. Just as soon as the chairwoman finishes her speech, her listeners ____ applauded.
a. enthusiastic b. enthused c. enthusiasm d. enthusiastically
20. We have about 500 _____ customers for this product. Most of them are students.
a. promising b. potential c. virtual d. future
21. During the project, please notify us of any expenses you may incur in _______ the proper
information about the product.
a. obtaining b. defining c. recalling d. inquiring
22. The advertisements highlight the fact that the product is chemical-free; therefore, it is
very safe for consumers’ health. These advertisements take into account __________ in
accordance with Maslow’s hierarchy of needs.
a. self-actualisation needs b. esteem needs
c. safety needs d. ego-status needs
23. The survey indicates that many customers who previously bought GMC Motors products
will not _______ purchase them again.
a. importantly b. necessarily c. decidedly d. vitally
24. Due to an _______ in the demand for the popular software, production is expected to
double this month.
a. error b. effort c. increase d. intention

PART 2: READING COMPREHENSION

Read the following passages and choose the correct word to fill each gap.
PASSAGE 1
HUMAN RESOURCES POLICY
CBA Bank was the largest financial institution to sign the employers “People Come First”
code of practice in the early 1990s. In doing so, it committed itself to the highest standards

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in human resources practices such as the communication of company (25) ________ to
employees, the setting of individual training and personal (26) ________ plans, and the
holding of regular performance (27) ________ for all staff.
Like other organisations, CBA is replacing the traditional hierarchy with a flatter
organizational structure which gives employees more broadly defined roles within the
company. The change is offering employees greater opportunities for work in cross-
disciplinary project teams. As a result, interpersonal (28) ________ are extremely important.
The policy seems to be working. There is a great deal of goodwill among employees, who
respect the fact that customer satisfaction is the organisation’s chief aim. CBA claims to
pursue this aim for its own (29) ________ rather than as a means of earning profits for
shareholders.
25. A. designs B. purposes C. ends D. objectives
26. A. continuation B. extension C. development D. advancement
27. A. reviews B. trials C. revisions D. judgements
28. A. abilities B. talents C. assets D. skills
29. A. sake B. reason C. behalf D. cause
An ability to relate to all kinds of people is the most important attribute CBA looks for in
potential recruits. Graduates are (30) ________ for a two-year period and exposed to all (31)
________ of retail financial services. By the end of this training period, they will have their
Institute of Banking examination and, if they have (32) ________ their performance targets,
they will have secured a job at the bank.
30. A. taken on B. written in C. put on D. drawn in
31. A. fields B. areas C. regions D. parts
32. A. arrived B. done C. passed D. met
“On the whole, we are not looking for people straight out of college,” says human resources
manager Mary Kemp. “We would prefer that they had (33) ________ some experience of
life and had taken a year out between school and college to travel or do some kind of work.”
The company has recently introduced a new policy on pay, and it is now linked to
performance through bonus schemes, with the objective being to (34) ________ employees
for their achievements and effort.

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 33. A. gained B. won C. earned D. realized
34. A. return B. reward C. recompense D. refund
Read the passage below and then choose the correct answer for each of the questions.
PASSAGE 2
ACHIEVING A SUCCESSFUL MERGER
However attractive the figures may look on the paper, in the long run the success or failure
of a merger depends on the human factor. When the agreement has been signed and the
accountants have been departed, the real problem may only just be beginning. If there is a
culture clash between the two companies in the way their people work, then all the efforts of
the financiers and lawyers to strike a deal may have been in vain.
According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up
to their promise shareholder value, not through any failure in economic terms but because
the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts
before a merger on legal, technical and financial matters. They employ a range of experts to
obtain the most favourable contract possible. But even at these early stages, people issues
must be taken into consideration. The strengths and weaknesses of both organizations should
be assessed and, if it is a merger of equals, then careful thought should be given to which
personnel, from which side, should take on the key roles.
This was the issue in 2001 when the proposed merger between two pharmaceutical
companies promised to create one of the largest players in the industry. For both companies
the merger was intended to reverse falling market share and shareholder value. However,
although the company's skill bases were compatible, the chief executives of the two
companies could not agree which of them was to head up the new organization. This
illustrates the need to compromise if a merger is to take place.
But even in mergers that go ahead, there can be culture clashes. One way to avoid this is to
work with focus groups to see how employees view the existing culture of their organization.
In one example, the two global organizations in food sector were planning to merge, focus
groups discovered that the companies displayed were different profiles. One was sales-
focused knew exactly what it wanted to achieve and pushed initiatives through. The other
got involved in lengthy discussions trying out options methodically and making contingency
plans. The first responded quickly to changes in the marketplace; the second took longer but
the option it eventually chose was usually the correct one. Neither company's approach
would have worked for the other.
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The answer is not to adopt one company approach, or even to try to incorporate every aspect
of both organizations, but to create a totally new culture. This means taking the best from
both sides and making a new organization that everyone can accept. Or almost everyone.
Inevitably there will be those who cannot adapt to a different culture. Research into the
impact of mergers has found that companies with different management styles are the ones
that need to work hardest at creating a new culture.
Another tool that can help to get the right cultural mix is the intercultural analysis. This
involves carrying out research that looks at the culture of a company and the business culture
of the country on which it is based. It identifies how people, money and time managed in a
company, and investigates the business customs of the country and how its politics,
economics and history impact on the way business is done.
35. According to the text, mergers can encounter problems when
A. contracts are signed to quickly.
B. experts cannot predict accurate figure.
C. conflicting attitudes cannot be resolved.
D. staff are opposed to the terms of the deal.
36. According to Chris Bolton, what do many organizations do in preparation for a
merger?
A. Ensure their interests and represented.
B. Give reassurances to shareholders.
C. Consider the effect of a merger on employees.
D. Analyse the varying strengths of their staff.
37. The proposed merger of two pharmaceutical groups failed because
A. major shareholders were opposed.
B. there was a fall in the demand for their products.
C. there were problems combining their areas of expertise.
D. an issue of personal rivalry could not be resolved.
38. According to the text, focus groups can help company to
A. develop new initiatives.
B. adopt contingency plans.
C. be decisive and react rapidly.
D. evaluate how well matched they are.
39. Creating a new culture in a newly merged organization means that

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 A. management styles become more flexible.
B. there is more chance of the merger working.
C. staff will find it more difficult to adapt to the new changes.
D. successful elements of the original organizations are lost.
40. According to the text, intercultural analysis will show
A. what kind of benefits a merger can lead to.
B. how the national context affects the way a company is run.
C. how long it will take for a company culture to develop.
D. what changes companies should make before a merger takes place.
PART 3: WRITING (2 points)

You work in the Human Resources department of a publishing company. You have
organized a training seminar on IT developments for all editorial staff, which is to take place
next month at company HQ.

Write an email within 100 words to all editorial staff:

• informing them of the date, time and venue of the seminar
• explaining the benefits of the seminar
• saying that staff are obliged to attend and should contact you directly if they have
serious reasons for not going.
------------- THE END -------------

ĐÁP ÁN

MÔN: ANH NGỮ KINH DOANH

0.2 pts for each correct answer

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 PART 1:
1. B
2. B
3. D
4. D
5. C
6. B
7. B
8. C
9. B
10. A
11. B
12. C
13. A
14. A
15. C
16. D
17. C
18. C
19. D
20. B
21. A
22. C
23. B
24. C

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 PART 2: READING COMPREHENSION
PASSAGE 1
25D 26C 27A 28D 29A 30A 31B 32D 33A 34B

PASSAGE 2

35C 36A 37D 38D 39B 40B

PART 4: WRITING (2 points)

WRITING RUBRIC
BAND 2.0 Full realisation of the task set.
• All content points included and expanded upon where the task allows.
• Controlled, natural use of language; minimal errors which are minor.
• Wide range of structure and vocabulary.
• Effectively organised, with appropriate use of cohesive devices.
• Register and format consistently appropriate. Very positive effect on the reader.

BAND 1.5 Good realisation of the task set.

• All content points adequately dealt with.
• Generally accurate, errors when complex language is attempted.
• Good range of structure and vocabulary.
• Generally well-organised, with attention paid to cohesion.
• Register and format on the whole appropriate. Positive effect on the reader.

BAND 1.0 Reasonable achievement of the task set.

• All major content points included; some minor omissions.
• A number of errors will be present, but they do not impede communication.
• Adequate range of structure and vocabulary.
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• Organisation and cohesion is/ are satisfactory, on the whole.
• Register and format reasonable, although not entirely successful. Satisfactory effect on the
reader.

BAND 0.5 Inadequate attempt at the task set.

• Some major content points omitted or inadequately dealt with; some irrelevance is likely.
• Errors sometimes obscure communication, are numerous, and distract the reader.
• Limited range of structure and vocabulary.
• Content is not clearly organised or linked, causing some confusion.
• Inappropriate register and format. Negative effect on the reader.

BAND 0 Achieves nothing. Either fewer than 25% of the required number of words or totally
illegible or totally irrelevant.