管理英语4形考Word下载.docx

管理英语4形考Word下载.docx

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—Ithinkthingshavebeenabitdifficultforusthelastcoupleofmonths.

—__________.We'

vebeenworkinghard,butstillgettingbehind.

You'

reright

题目3

TheHumanResourceManagingDepartmentatHondaisgivenspecificinstructions______employthebestpossibleworkers.

onhowto

题目4

Eventhebestcontinuallyseekwaysto______theirskills.

sharpen

题目5

Theresponsibilitiesinhandbook______thatmanagershavetobeconcernedwithefficiencyandeffectivenessintheworkprocess.

indicate

题目6

二、听力理解：

听录音，选择最佳答案（共50分）。

请听录音：

操作提示：

通过下拉选项框，选择答案。

1.WhatkindofroleisMelindatakingonforherjob?

回答

A.HRmanager. 

B.Projectmanager. 

C.Projectcoordinator.

2.HowlongwillMelindabetrainedforhernewrole?

A.Onemonth. 

B.Halfamonth. 

C.Oneyear.

3.HowoftenshouldMelindareporttotheboardontheprogressoftheproject?

A.Onceamonth.

B.Twiceamonth. 

C.Onceaweek.

4.WhatkindofcontractcanMelindasignwithoutsidecontractors?

A.Permanentworkercontract. 

B.Standardtemporary-workercontract. 

C.Standardindustrycontract.

5.WhichonedoesNOTbelongtoMelinda'

sresponsibilities?

A.Formulatetheindustrystandardofpayment. 

B.Manageandcoordinateherprojectteam. 

C.Reporttheprojectprogresstotheboard.

答案：

1.C 

2.B 

3.A 

4.B 

5.A

—Couldyougiveusaspeechonmanagementfunctionssomedaythisweek?

—________________.

I'

dloveto,butI'

mbusythisweek

Itisthroughenthusiasmandquietintensity______wetransformcreativityandvisionintothetechnologies.

that

______CEOsspendplanning,themoreprofitabletheircompaniesare.

Themoretime

—Wecouldletsomeofthestaffworkfromhome.________________?

—That'

sagoodidea.

Whatdoyouthinkofit

—Thisprojectistoobigformetofinishontime.

llgiveyouahand

Supervisorsshould______theiremployeesintwo-waycommunicationsothatunderstandingtakesplace.

engage

______hisangertheemployeescalledhimMr.Thunder,buttheylovedhim.

Dueto

二、阅读理解：

根据文章内容，判断正误（共50分）。

WhoKilledNokia?

　　Nokiaexecutivesattemptedtoexplainitsfallfromthetopofthesmartphonepyramidwiththreefactors:

1）thatNokiawastechnicallyinferiortoApple,2）thatthecompanywascomplacentand3）thatitsleadersdidn'

tseethedisruptiveiPhonecoming.

　　Ithasalsobeenarguedthatitwasnoneoftheabove.Nokialostthesmartphonebattlebecauseofdivergentsharedfearsamongthecompany'

smiddleandtopmanagerswhichledtocompany-wideinertiathatleftitpowerlesstorespondtoApple'

sgame.

　　Basedonthefindingsofanin-depthinvestigationand76interviewswithtopandmiddlemanagers,engineersandexternalexperts,theresearchersdiscoveredacultureoffearduetotemperamentalleadersandthatfrightenedmiddlemanagerswerescaredoftellingthetruth.

　　Thefearthatfrozethecompanycamefromtwoplaces.First,thecompany'

stopmanagershadaterrifyingreputation.SomemembersofNokia'

sboardandtopmanagementweredescribedas“extremelytemperamental”andtheyregularlyshoutedatpeople“atthetopoftheirlungs”.Itwasverydifficulttotellthemthingstheydidn'

twanttohear.Secondly,topmanagerswereafraidoftheexternalenvironmentandnotmeetingtheirquarterlytargets,whichalsoimpactedhowtheytreatedmiddlemanagers.

　　Topmanagersthusmademiddlemanagersafraidofdisappointingthem.Middlemanagersweretoldthattheywerenotambitiousenoughtomeettopmanagers'

goals.

　　Fearingthereactionsoftopmanagers,middlemanagersremainedsilentorprovidedoptimistic,filteredinformation.Thus,middlemanagersdirectlyliedtotopmanagement.

　　Worse,acultureofstatusinsideNokiamadeeveryonewanttoholdontovestedpowerforfearofresourcesbeingallocatedelsewhereiftheydeliveredbadnewsorshowedthattheywerenotboldorambitiousenoughtoundertakechallengingassignments.

　　Beyondverbalpressure,topmanagersalsoappliedpressureforfasterperformanceinpersonnelselection.Thisledmiddlemanagerstooverpromiseandunderdeliver.Onemiddlemanagertoldusthat“youcangetresourcesbypromisingsomethingearlier,orpromisingalot.It'

ssaleswork.”

　　Whilemod