AmCham Scholarship 2008 – Information about the English Language Test

Date/Times/Location

The English Language Test will be held on Sat, Nov 8 at

VATC College – Truong Cao Dang Viet My
Nguyen Thi Minh Khai Center
428 – 428 Bis Nguyen Thi Minh Khai street, Ward 5, District 1, HCMC
Tel: (08) 38325695

Click this link to see the Schedule for the English Language Test.

Orienting Students to the English Language Test

Before giving the Placement Test, teachers should prepare students by providing basic instructions and examples of each type of question, in the students’ own language if possible. It is also important that the students be able to use the mouse. Otherwise, the test results will not be valid. In all cases, students must take the Practice Test before they begin the test. This ensures that the students know what to do and that the audio is working properly. Once the Test begins, students should not exit the test until it is completed and their score is recorded. If a student fails to answer a question, it is counted as an incorrect response.

Types of Test Questions

There are several types of questions in the Placement Test, including

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Tripartite Conference (VCCI/MOLISA/VGCL) re Industrial Relations in Vietnam, May 27, 2008

Summary

There were widespread strikes with violence that occurred in many FDI factories in Vietnam’s Southern Key Economic Zone in the spring of 2008, just as there were in the spring of 2006. A few years ago, there were 200 strikes in a year. In 2008, there were 200 strikes in the first two months of the year.

Distribution of Strikes: FDI, Private VN, SOEAccording to one report, at least 541 labor strikes occurred in Vietnam in 2007 involving an estimated 350,000 workers, mostly at FDI factories (73.4% – click chart to left to zoom in).

449 of those strikes (83%) were in the Southern Key Economic Zone: Binh Duong (216), Dong Nai (123) and Ho Chi Minh City (110).

According to FDI factories’ representatives, there has been little or no government reaction or assistance in mediating or resolving these strikes by helping develop better communication between workers and management of FDI factories. While workers have legitimate problems caused by inflation of 20% per year this spring, the central and local governments need to develop better tripartite cooperation and communication between government, workers and management to address and resolve differences in a constructive and peaceful way.

Labor Dispute Conciliation Procedure According to FDI managers, in every strike that occurred, the workers did not follow the procedures outlined in Chapter XIV, Section 3 of the Labour Code of Vietnam for Collective Labor Disputes Settlement, and in ND 133/2007, which are displayed graphically in the flow chart (click the chart to zoom in).

Strikes in Vietnam are being used as the first step in a labor dispute, Instead of being the final step as provided for by the law.

Furthermore, according to FDI managers, the workers also did not follow the procedures for initiating or settling a legal strike as provided for by Chapter XIV, Section 4 of the Labor Code of Vietnam regarding Strikes and Settlement of Strikes.

AmCham and member companies are very interested in working as one party with VCCI as the Employers’ Organization, and cooperating at the national and local level with the Vietnam General Confederation of Labor, MOLISA, and other relevant government agencies , as well as international organizations such as the ILO and donor governments.

We have proposed to work closely with VCCI / VCCI HCM to organize training in industrial relations and dispute resolution for factory-level managers and workers’ representatives, together with provincial- and district-level labor officials. We feel that VCCI and AmCham are considered as the Employers’ Organizations in representing and protecting the legitimate interests of our constituent members. We will cooperate closely with VCCI HCM in the years to come in capacity building, advocacy, and sharing experiences and best practices.

This would be a joint effort of Employers’ Organizations (VCCI and AmCham) working with the Government (MOLISA) and Workers Organization (VGCL) in the Industrial Relations field to develop a Tripartite Partnership between Government, Workers, and Employers, which has proved so successful in the United States (and in Singapore) in successfully resolving labor / management conflict and reducing costly and disruptive work stoppages.

Developing this Tripartite Partnership could make a real contribution to the economic and social development of Vietnam.

Click this link to download the complete Statement at Tripartite Partnership Conference re Industrial Relations in Vietnam, May 27, 2008.

Click this link to download:
VCCI Presentation on Industrial Relations in Vietnam, May 27, 2008 (English).
VCCI Presentation on Industrial Relations in Vietnam, May 27, 2008 (Vietnamese).

UNCTAD Investment Policy Review of Vietnam, October 2008

Click this link to dowload a copy of the report

Investment Policy Review of Vietnam, October 2008 (Final Report)

Investment Policy Review of Vietnam (Draft), Nov 2007

OVERVIEW

Viet Nam is a relative newcomer in the world of FDI. It opened to foreign investors in the late 1980s under the Doi Moi policy of renovation and economic reforms. Although the opening has been decidedly gradual, Viet Nam managed to attract significant inflows of FDI quickly. The impact of these inflows has been very strong, and foreign investors have been a major force in the economic transformation during the past two decades and in Viet Nam’s integration into the world economy.

While FDI inflows have been notable so far, Viet Nam has considerable potential to attract significantly more foreign investment, which could further boost the economy and reduce poverty. The Government has pursued a strong agenda of reforms in recent years, which made accession to the WTO possible, sealing the integration of Viet Nam into the world economy. Yet, further reforms are needed to put in place appropriate and effective regulatory mechanisms under a market economy framework, promote innovation and sustainable development, and further reduce poverty. Underpinned by such policies, FDI could contribute to turning Viet Nam into a middle-income Asian Tiger in the near future. Foreign investment could also play a more important role in the future in developing new and dynamic services activities, and in enhancing the position of Viet Nam as a business and logistics hub for the Greater Mekong subregion.

Chapter I analyzes past trends in FDI and its impact on the economy. It notes that Viet Nam has undergone an impressive process of transformation from an isolated, poor and collectivized agriculture-based economy into a booming nation with a dynamic and diversified private sector coexisting with a large public sector, fully integrated into the world economy. It underscores that poverty has been reduced at one of the fastest rates in history. Foreign investors have played a major role in these outcomes, generating employment, wealth, diversification, and exports. Much of FDI inflows have been focused on manufacturing for exports, but Viet Nam has considerable potential in other sectors, some of which have been largely closed to FDI so far but are starting to be opened.

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Informational Event Management Service

The AmCham Executive Office will help support member information activities with other members. For example, a member may wish to have a seminar or conference to announce a product, service or inform

Dalat Winter Weekend Round Table, 27 Jan 2007 – Agenda

Dalat Winter Weekend Round Table
Cezanne Room, Sofitel Dalat Palace Hotel
Saturday, January 27, 2007
08:00a – 12:00n

Agenda (Click on link to download presentation)

08:00 – 08:30am Coffee/Tea and Breakfast Pastries Available
08:30 – 09:00am Welcome and Introductory Remarks
. Welcome – Chris Muessel, Chairman
. Overview of U.S.-Vietnam Relations – Ambassador Michael Marine
. Perspectives from Southern Vietnam – Consul General Seth Winnick
. Discussion and Q&A

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The Twelve Days of Christmas – Dec 25/26 – Jan 05/06

Background information: The Twelve Days of Christmas – the Festival and the Song

The Twelve Days of Christmas are the festive days beginning the evening of Christmas Day (December 25) through the morning of Epiphany on (January 6). The first night of Christmas is December 25–26, and Twelfth Night is January 5–6.

The Twelve Days of Christmas as a celebration and festival is old and steeped in traditions from Christian cultures around the world. For many, the idea of the 12 days as a length of celebration is based on a verse in the Holy Bible (Matthew 2:1-12), and a belief that it may have taken 12 days for the three kings (or magi) to travel to Bethlehem after first seeing the star.

Over the centuries, differing churches and sects of Christianity have changed the actual traditions, time frame, and their interpretations. By this day in time, the 12 days and nights are celebrated in widely varying ways around the world. For example, some give gifts only on Christmas night, some only on Twelfth Night, and some each of the 12 nights. What remains constant is the respectful and deeply religious honor celebrating the birth of Jesus on December 25th, and a period of twelve days and nights following leading to Epiphany.

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Announcements in AmCham’s “Weekly Update” emails

Every Monday, AmCham’s Weekly Update email goes out to about 1,500 representatives of nearly 500 AmCham companies, plus over 2,500 readers in Vietnam, Asia-Pacific countries, and the USA. We welcome announcements that are of business-related interest to members and associates and offer a service to include such announcements in the Weekly Update email. AmCham companies receive three free announcements per year. Conditions are similar to those for Networking Online announcements:

• the announcement must not exceed four lines of text.

• All copy and images must be received at least three days prior to the sending/publication date.

• the announcement should link to a landing page on www.amchamvietnam.com, or your web site, with additional information and event description, registration, and RSVP instructions. An image may be included on the landing page. If the landing page on the www.amchamvietnam.com site, the graphic must be not more than 620 pixels wide and an appropriate height. Remember that too many words are difficult to read. Keep the message simple.

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Individual Board Member Responsibilities

A member of the Board of Governors has the following individual responsibilities

  • Attend board and committee meetings and functions, such as special events.
  • Be informed about the organization’s mission, services, policies, and programs.
  • Review agenda and supporting materials prior to board and committee meetings.
  • Serve on committees or task forces and offer to take on special assignments.
  • Make a financial contribution to the organization.
  • Inform others about the organization.
  • Suggest possible nominees to the board who can make significant contributions to the work of the board and the organization
  • Keep up-to-date on developments in the organization’s field.
  • Follow conflict of interest and confidentiality policies.
  • Refrain from making special requests of the staff.
  • Assist the board in carrying out its fiduciary responsibilities, such as reviewing the organization’s annual financial statements.

    Personal characteristics to consider in recommending possible nominees to the Board

  • Ability to: listen, analyze, think clearly and creatively, work well with people individually and in a group.
  • Willing to: prepare for and attend board and committee meetings, ask questions, take responsibility and follow through on a given assignment, contribute personal and financial resources in a generous way according to circumstances, open doors in the community, evaluate oneself.
  • Develop certain skills if you do not already possess them, such as to: cultivate and solicit funds, cultivate and recruit board members and other volunteers, read and understand financial statements, learn more about the substantive program area of the organization.
  • Possess: honesty, sensitivity to and tolerance of differing views, a friendly, responsive, and patient approach, community-building skills, personal integrity, a developed sense of values, concern for your nonprofit’s development, a sense of humor.

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    As an entrepreneur or corporate executive, are you prepared to serve on the AmCham Board of Governors?

    Ten Basic Responsibilities of Not-for-profit Boards

    Three Legal Responsibilities of Not-for-profit Boards

    Individual Not-for-profit Board Member Responsibilities and Characteristics

    Board Members Governance Documents

    •  Code of Ethics

     Conflict of Interest Policy, Annual Statement

    •  Board Member Job Description

    •  Board Member Agreement

    Source: BoardSource “Dedicated to increasing the effectiveness of nonprofit organizations and their boards of directors.”

    BoardSource opened its doors in 1988 as the National Center for Nonprofit Boards with a staff of three and an operating budget of $385,000. Today, BoardSource has grown to a staff size of more than 30 and an annual operating budget of US$ 6.5 million.

    The organization now has 7,000 members, and serves more than 75,000 nonprofit leaders.

Three Legal Responsibilities of Not-for-profit Boards

Under well-established principles of nonprofit corporation law in the United States, a board member must meet certain standards of conduct and attention in carrying out his or her responsibilities to the organization. Several states have statutes adopting some variation of these duties which would be used in court to determine whether a board member acted improperly. These standards are usually described as the duty of care, the duty of loyalty and the duty of obedience.

1. Duty of Care

The duty of care describes the level of competence that is expected of a board member, and is commonly expressed as the duty of “care that an ordinarily prudent person would exercise in a like position and under similar circumstances.” This means that a board member owes the duty to exercise reasonable care when he or she makes a decision as a steward of the organization.

2. Duty of Loyalty

The duty of loyalty is a standard of faithfulness; a board member must give undivided allegiance when making decisions affecting the organization. This means that a board member can never use information obtained as a member for personal gain or for another organization, but must act in the best interests of the organization.

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Ten Basic Responsibilities of Not-for-profit Boards

1. Determine the organization’s mission and purpose. It is the board’s responsibility to create and review a statement of mission and purpose that articulates the organization’s goals, means, and primary constituents served.

2. Select the chief executive. Boards must reach consensus on the chief executive’s responsibilities and undertake a careful search to find the most qualified individual for the position.

3. Provide proper financial oversight. The board must assist in developing the annual budget and ensuring that proper financial controls are in place.

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