Tiêu đề R4, R5- Matching names.pdf ✅

LINEARTHINKING in Reading: 1.Simplify ( CÂU ) - Imagine sentence structure (Đơn, Ghép, Phức). + Đơn: S- V + Ghép: fanboys + Phức: >> Reported speech: S + Reported verb + that + SV >> Relative clause + Participle phrases >> Adverbial clause ( 5C ) >> Noun clause - Details: tạm skip. 2.Read Connections ( ĐOẠN ) - Repeated information + Lặp y chang + Referencing ( pronouns, this/ that/ these/ those/, such, one ( s ), the former - the latter ) + Meaning - Relationships + Linking words ( 3 bảng )
+ Meaning ====================================== == IELTS READING: có 2 dạng: - Main idea: Matching headings, Multiple choice, Matching names - Details: Gap fill, TFNG, matching information CÁCH LÀM CÁC DẠNG BÀI: MAIN IDEA 1.Matching headings - Đọc đoạn văn - Linearthinking -> Rút main idea - So sánh giữa main idea + headings : về mặt nghĩa. - Chọn đáp án. 2.Multiple choice questions: - Đọc SIMPLIFY câu hỏi -> xd mục đích chính của câu hỏi. - Locate info: + Keywords. + S-V quickly
- Ứng dụng Linearthinking -> đọc hiểu -> rút main idea + Để ý tìm ending point. - Mang main idea e rút -> so với options : Nghĩa. 3.Matching names: - Tìm tên trong bài đọc + Câu phía trước câu chứa tên : Chính là luận điểm. -> Starting point. - Linearthinking bài đọc ( tất cả các câu có dính đến người đó ) + Để ý tìm ending point. - Rút main idea - Mang Main idea đi so với statements : meaning. - Chọn đáp án. DETAILS 4.TFNG - In recent times companies have slowly started to embrace this disorganisation. >> Embrace sth
Many of them embrace it in terms of perception ( embracing the idea of disorder, as opposed to fearing it) and in terms of process (putting mechanisms in place to reduce structure). >>> S in terms of N1 and N2 For example, Oticon, a large Danish manufacturer of hearing aids, used what it called a 'spaghetti' structure in order to reduce the organisation's rigid hierarchies. This involved scrapping formal job titles and giving staff huge amounts of ownership over their own time and projects. This approach proved to be highly successful initially, with clear improvements in worker productivity in all facets of the business. In similar fashion, the former chairman of General Electric embraced disorganisation, putting forward the idea of the 'boundary less' organisation. Again, it involves breaking down the barriers between different parts of a company and encouraging virtual collaboration and flexible working. Google and a number of other tech companies have embraced (at least in part) these kinds of flexible structures, facilitated by technology and strong company values which glue people together. >>>> MAIN IDEA: companies embrace this disorganisation. A. Alan Macfarlane, professor of anthropological science at King’s College, Cambridge has, like other historians, spent