CHƯƠNG TRÌNH NÓI TIẾNG ANH CƠ SỞ 5

I. Mục tiêu học phần

Học phần này dành cho sinh viên đã có chứng chỉ TOEIC 2 kỹ năng (Đọc và Nghe), nhằm phát
triển các kỹ năng Nói và Viết ở trình độ trung cấp. Sau khi kết thúc học phần, sinh viên đạt được
những mục tiêu cụ thể sau:
Về kỹ năng nói, sinh viên có khả năng:
- Phát triển vốn từ vựng về các chủ đề thương hiệu, đi công tác, đổi mới và tổ chức doanh
nghiệp.
- Phát biểu ý kiến của mình về các vấn đề liên quan đến chủ đề thương hiệu, đi công tác,
đổi mới và tổ chức doanh nghiệp.
- Trình bày tóm lược một văn bản có độ dài từ 700-800 từ.
II. Định dạng đề thi nói

SPEAKING TEST FORMAT

Task Type Timing
Part 1 Introduction and Interview 2- 3 minutes

You answer questions about yourself, your favorite brands, issues

concerning branding, your travelling experience, the most common
problems that business travellers encounter, the most significant
changes in your life, how changes are important to businesses, the
company or organization you wish to work for, a successful business
that you know.

Part 2 Independent long turn 5-7 minutes

- You are given a passage about a business related topic on a card.

You have 5 minutes to take notes on the main idea of the article.

- You summarize the article in 1 or 2 minutes.

III. Tiêu chí đánh giá năng lực nói.

Mục tiêu của bài kiểm tra nói nhằm kiểm tra năng lực giao tiếp của sinh viên về các vấn đề
thương hiệu, đi công tác, đổi mới và tổ chức doanh nghiệp và năng lực tóm lược thông tin sau
khi đọc một đoạn văn ngắn. Năng lực nói sẽ được đánh giá trên các tiêu chí sau:
- Phát âm
- Nói trôi chảy và mạch lạc
- Vốn từ vựng
- Cấu trúc ngữ pháp

IV. Sách tham khảo:

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1. David Cotton, David Flakey, Simon Kent, Market Leader 3rd Edition, Intermediate, 2012,
Pearson.
2. Paul Emmersion, Essential Business Vocabulary Builder, 2011, Macmillan.
3. Stephen Bailey, Academic Writing, A Handbook for International Students, 2011,
Routledge.
4. Paul Emmersion, Business Vocabulary Builder, 2011, Macmillan

V. Kế hoạch giảng dạy

Buổi Nội dung học Tài liệu sử dụng

1 - Introduce the speaking test format.
- Introduce summarizing techniques
 Identifying main point and making
notes.
 Paraphasing techniques
2 - Speaking about branding
- Practise summarizing passages
3 - Speaking about travel
- Practise summarizing passages
4 - Speaking about changes
- Practise summarizing passages
5 - Speaking about organization
- Practise summarizing passages
Handouts and Powerpoint Slides
- “Marketing Strategy and
Brand”, Paul. E. (2011).
“Essential Business
Vocabulary”,
- Unit1. BRANDS, Cotton D.,
Falvey D., Kent S. (2012).
Market Leader Intermediate 3rd
edition, Course Book.
- Handout
- “Flight and Travel ”, Paul.
E.(2011). “Essential Business
Vocabulary”.
- Unit 2. TRAVELS, Cotton D.,
Falvey D., Kent S. (2012).
Market Leader Intermediate 3rd
edition, Course Book.
- Handout
- Unit 3. CHANGES, Cotton D.,
Falvey D., Kent S. (2012).
Market Leader Intermediate 3rd
edition, Course Book.
- Handout
- “Company types and
structures” Paul. E. (2011).
“Essential Business
Vocabulary”.
- Unit 4. ORGANIZATION,
Cotton D., Falvey D., Kent S.
(2012). Market Leader
Intermediate 3rd edition,
Course Book.

UNIT 1: BRANDS
PART 1: Interview
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1. Do you think brands are important? Why?
2. Do you have a favourite brand? What is it and why do you like it?
3. Why do people buy brands?
4. Why do you think people dislike brands?
5. What are the most common ways to promote a brand?
6. What are the advantages and disadvantages of celebrity endorsement?
7. What is brand stretching? Give an example of brand stretching.
8. What is product placement? Give an example of product placement.

PART 2: Read the following article and summarise it in your own words.
Made in Europe
By Jo Johnson, Fred Kapner and Richard McGreqor
Almost every fashion label outside the top super-luxury brands is either already manufacturing in
Asia or thinking of it. Coach, the US leather goods maker, is a classic example. Over the past
five years, it has lifted all its gross margins by manufacturing solely in low-cost markets. In
March 2002 it closed its factory in Lares, Puerto Rico, its last company-owned plant and
outsources all its products.
Blueberry has many Asian licensing arrangements. In 2000 it decided to renew Sanyo's Japanese
licence for ten years. This means that almost half of Blueberry's sales at retail value will continue
to be produced under licence in Asia. At the same time, however, Japanese consumers prefer the
group's European-made products.
Sanyo is now reacting to this demand for a snob alternative to the Blueberry products made in its
factories across Asia by opening a flagship store in Tokyo's Ginza, where it sells Blueberry
products imported from Europe.
In interviews with The Financial Times, many executives say the top luxury brands will continue
to be seen, particularly in Asia, as European. Domenico De Sole of Gucci says: "The Asian
consumer really does believe - whether it's true or not - that luxury comes from Europe and must
be made there to be the best."
Serge Weinberg, Chief Executive of Pinault Printemps Redoute, which controls Gucci, says it
will not move Gucci's production offshore. Yet some in the industry recognise that change may
be round the corner even for the super-luxury brands. Patrizio Bertelli, Chief Executive of Prada,
says: "The 'made in Italy' label is important but what we are really offering is a style, and style is
an expression of culture." He therefore recognises that quality fashion items may not always
need to be produced in Italy.
Amitava Chattopadhyay, professor of Marketing at Insead, the business school, says: "A brand is
a set of associations in the mind of the consumer and one of these is the country of origin. For
luxury goods, the role of the brand is crucial. To damage it is a cardinal sin and no brand
manager will want to get the balance between manufacturing location and the brand image
wrong."

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 UNIT 2: TRAVEL

PART 1: Interview

1. Where do you like to go on vacation?

2. Where would you like to go on vacation?
3. Tell your partner about your best travel story.
4. What are some things you always take with you on a trip?
5. Do you prefer package tours or making your own trip?
6. Where did you spend your last vacation? What did you do?
7. What are some of the benefits of traveling alone?
8. What are some of the benefits of traveling with a group?
9. What is the longest journey you have ever made?
10. What’s the best way to travel? (By plane, ship, train, car, etc.)
11. Where is the most amazing place you have been?
12. Where are the best places for:

Adventure vacations? Historical vacations? Shopping vacations?

Party vacations? Relaxing vacations?

13. What is the best and worst thing about traveling to a new country?

14. Where do you prefer to stay when you go on vacation? (Hotel, hostel, Airbnb house /
room, etc.)

15. What are your best travel tips?

PART 2: Read the article and summarize it in your own words.

Holidays with a difference
Tribal tourism is becoming more popular. But at what cost to the locals?

Tribal tourism is a relatively new type of tourism. It involves travellers going to remote
destinations, staying with local people and learning about their culture and way of life. They stay
in local accommodation, share facilities with local people, and join in with meals and
celebrations. At the moment, less than one percent of holidays are tribal tourism holidays, but
this is set to change.

Tribal tourism is often compared with foreign exchange visits. However, a foreign exchange
involves staying with people who often share the same values. Tribal tourism takes visitors to
places where the lifestyle is very different from that in their home location. Those who have been
on a tribal holiday explain that experiencing this lifestyle is the main attraction. They say that it
offers them the chance to live in a way they never have before.

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Not everyone is convinced that tribal tourism is a good thing, and opinions are divided. The
argument is about whether or not it helps the local population, or whether it exploits them. The
main problem is that, because tribal tourism is relatively new, the long-term effects on local
populations have not been studied in much detail. Where studies have been carried out, the
effects have been found to be negative.

Travel writer Ian Coleman recalls a recent trip to Guatemala, where he saw an example of this.
'There is a village with a statue of a man called Maximon, who has a special spiritual meaning
for the local tribe,' he explains. 'The statue is kept indoors, and once a year the locals bring him
out and carry him around the village. However, visitors now pay money for them to bring the
statue out and carry it around, while they take photographs. As a result, Maximon has lost his
original meaning, and is now just another tourist attraction'

So, is it possible to experience an exotic culture without harming it in some way? 'With a bit of
thought, we can maximize the positive impacts and minimize the negative,' says travel company
director Hilary Waterhouse. 'Remember that you are there not only to experience a different
culture, but to help it in some way. Tourists bring money to the community, which the
community can invest in local projects. However, this does not mean you can act the way you
might do back home. The most important thing is to show respect, learn about, and be aware of,
local customs and traditions. Always remember you're a guest.'

UNIT 3: CHANGE

PART 1: Interview
1. Do you like change?
2. What's the biggest change you've made in your life? Was it good / bad?
3. Are you good at dealing with change?
4. Do you think change is important?
5. What is the biggest change this world needs?
6. What things in your life would you hate to change?
7. What three things about your past would you like to change?
8. What advice would you give to someone who hates change?
9. What happens to people who find it difficult to change?
10. Can you teach someone to accept and like change?
11. What will change in the future?
12. Why are people sometimes resistant to change?

PART 2: Read the article and summarize it in your own words

When an American company recently took over a well-established French utilities concern they
found that their styles of communicating greatly differed. The French company were using e
mail for their internal and external communication but continuing to follow the established
channels. The Americans used e-mail in a far less structured way - they would e-mail their boss,
their subordinates and their colleagues with the same information or idea. This difference in
behaviour meant a big adaptation for the local managers who had previously respected a power
structure which was partly based on withholding information. For many managers information
can no longer be used as a tool of power -managing on a 'right to know’ basis. The Internet and
company intranets are breaking down both technological and social barriers.

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Technology is also eroding many other business practices. For example, traditionally formality
and distance in business relationships have been maintained through the formal use of language.
The traditional way of communicating is best seen in the classic business letter with its polite and
ritualistic language. E-mail is no respecter of these conventions: its inherent characteristics -
immediacy and speed - do not encourage reflection and time given to the formulation of
courteous replies. It encourages direct and often blunt communication which pays no attention to
the traditional processes of relationship building.
The downside of all this speed of communication, however, is that there is no longer time to
build trust As face-to- face meetings are replaced by video-conferences and the leisurely lunch
becomes a thing of the past, it raises the question of when we are going to get to know our
business partners. Maybe this does not matter so much when things are going well. The orders
are flowing in and the deliveries are going out on time. The turnover is rising and the profits
doubling. But what about when the business hits a bad patch? This is when you need your
suppliers to be understanding and your customers to look favorably at you, rather than the
competition.
Technology brings many advantages for the worker but it also leads to a lot of stress. Many
companies have cut back on secretarial support. Often only the leading directors have the luxury
of their own PA. Everybody else has to handle their own correspondence, plan their business
trips and manage their diaries. This usually has to be fitted in around all their main
responsibilities such as market research and production planning. Because of this, managers have
to work longer and longer hours to deal with all these tasks - both the little administrative ones
and the vital strategic ones.

UNIT 4: ORGANIZATION
PART 1: Interview
1. What kind of company do you want to work for?
2. What is your ideal job?
3. What is your ideal company?
4. Why do some people decide to set up their own business?
5. What are some of the dangers involved in starting a business?
6. What kinds of business do you think will become more popular in the future?
7. Why do you think majority of small businesses go out of business after 1 year?
8. Why do you think more and more people choose to do family business? Advantages and
disadvantages?

PART 2: Read the article and summarize it in your own words

Success can be a game with many players. One of the side effects of the free food for Google
staff is what is known as the “Google 15” – the number of pounds that employees typically gain
after joining the internet company. But whether it is providing snacks and gourmet meals in the
canteen, annual skiing trips or games rooms at the office, the philosophy behind such perks is the
same – encouraging staff to meet each other, interact in informal settings and encourage
teamwork. One way the company does this is to hold competitions in everything from office
decorating to dancing and football, with prizes for the winners. Managers also receive a quarterly
“celebratory fund” either to reward accomplishments, or to build teamwork by going bowling,
go-carting or dining out. The Best Workplaces survey indicates that such initiatives have a
powerful effect. At Google Italy, for example, 90 per cent of the employees agreed that “people
celebrate special events around here”. Also in Italy, 100 per cent agreed that “this is a friendly
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place to work”, and 96 per cent agreed that “there is a ‘family’ or ‘team’ feeling here”.Another
part of Google’s objective is to make its workplace feel fun. Massage chairs, table tennis tables,
video games, lava lamps, hammocks, beanbags, bicycles, large rubber balls, couches, and
scooters are all part of the furniture in Google offices. However, when it comes to the serious
business of work, great emphasis is placed on engaging employees. “What makes Google a great
workplace is that the nature of the work itself is very challenging and interesting,” says Nick
Creswell, the company’s university programmes manager for Europe, the Middle East and
Africa. “And for the type of people who really enjoy an intellectual challenge, that’s the biggest
appeal of working here. Fostering this intellectual activity is a policy giving employees a large
degree of independence in deciding how to work – both in terms of the hours they work and how
they do their jobs. “There’s a real culture of autonomy and empowerment,” says Mr. Creswell.
“Individuals within the business understand what their own goals are within the context of their
teams, and they have a lot of freedom to go out and make those happen. Even when it comes to
learning and development, many programmes are voluntary and informal. Often it may be a case
of inviting university faculty in to discuss their latest research. Google also invites prominent
writers to give lunchtime talks about their books.