国开管理英语4形考18测试及答案Word文档格式.docx

国开管理英语4形考18测试及答案Word文档格式.docx

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—__________.We'

vebeenworkinghard,butstillgettingbehind.

[答案]You'

reright

[题目]—Isitpossibleforyoutoworkouttheplantonight？

—__________

[答案]Ithinkso.

[题目]—Wecouldletsomeofthestaffworkfromhome.________________？

—That'

sagoodidea.

[答案]Whatdoyouthinkofit

[题目]Eventhebestcontinuallyseekwaysto______theirskills.

[答案]sharpen

[题目]Itisthroughenthusiasmandquietintensity______wetransformcreativityandvision

intothetechnologies.

[答案]that

[题目]Supervisorsshould______theiremployeesintwo-waycommunicationsothatunderstanding

takesplace.

[答案]engage

[题目]ThedemandsandrequirementsplacedontheCEOofSonyaredifferentfrom______onthe

managerofyourlocalWendy'

srestaurant.

[答案]those

[题目]TheHumanResourceManagingDepartmentatHondaisgivenspecificinstructions______

employthebestpossibleworkers.

[答案]onhowto

[题目]Theresponsibilitiesinhandbook______thatmanagershavetobeconcernedwith

efficiencyandeffectivenessintheworkprocess.

[答案]indicate

二、听力理解：

听录音，选择最佳答案（共50分）。

请听录音：

UNIT1TL.MP3

操作提示：

通过下拉选项框，选择答案。

1.WhatkindofroleisMelindatakingonforherjob？

[C]

A.HRmanager.

B.Projectmanager.

C.Projectcoordinator.

2.HowlongwillMelindabetrainedforhernewrole？

[B]

A.Onemonth.

B.Halfamonth.

C.Oneyear.

3.HowoftenshouldMelindareporttotheboardontheprogressoftheproject？

[A]

A.Onceamonth.

B.Twiceamonth.

C.Onceaweek.

4.WhatkindofcontractcanMelindasignwithoutsidecontractors？

A.Permanentworkercontract.

B.Standardtemporary-workercontract.

C.Standardindustrycontract.

5.WhichonedoesNOTbelongtoMelinda'

sresponsibilities？

A.Formulatetheindustrystandardofpayment.

B.Manageandcoordinateherprojectteam.

C.Reporttheprojectprogresstotheboard.

二、阅读理解：

根据文章内容，判断正误（共50分）。

WHOKILLEDNOKIA？

Nokiaexecutivesattemptedtoexplainitsfallfromthetopofthesmartphonepyramidwith

threefactors:

1）thatNokiawastechnicallyinferiortoApple,2）thatthecompanywascomplacentand3）thatitsleadersdidn'

tseethedisruptiveiPhonecoming.

Ithasalsobeenarguedthatitwasnoneoftheabove.Nokialostthesmartphonebattlebecause

ofdivergentsharedfearsamongthecompany'

smiddleandtopmanagerswhichledtocompany-wide

inertiathatleftitpowerlesstorespondtoApple'

sgame.

Basedonthefindingsofanin-depthinvestigationand76interviewswithtopandmiddlemanagers,

engineersandexternalexperts,theresearchersdiscoveredacultureoffeardueto

temperamentalleadersandthatfrightenedmiddlemanagerswerescaredoftellingthetruth.

Thefearthatfrozethecompanycamefromtwoplaces.First,thecompany'

stopmanagershad

aterrifyingreputation.SomemembersofNokia'

sboardandtopmanagementweredescribedas

extremelytemperamentalandtheyregularlyshoutedatpeopleatthetopoftheirlungs.It

wasverydifficulttotellthemthingstheydidn'

twanttohear.Secondly,topmanagerswere

afraidoftheexternalenvironmentandnotmeetingtheirquarterlytargets,whichalsoimpacted

howtheytreatedmiddlemanagers.

Topmanagersthusmademiddlemanagersafraidofdisappointingthem.Middlemanagersweretoldthattheywerenotambitiousenoughtomeettopmanagers'

goals.

Fearingthereactionsoftopmanagers,middlemanagersremainedsilentorprovidedoptimistic,

filteredinformation.Thus,middlemanagersdirectlyliedtotopmanagement.

Worse,acultureofstatusinsideNokiamadeeveryonewanttoholdontovestedpowerforfear

ofresourcesbeingallocatedelsewhereiftheydeliveredbadnewsorshowedthattheywere

notboldorambitiousenoughtoundertakechallengingassignments.

Beyondverbalpressure,topmanagersalsoappliedpressureforfasterperformanceinpersonnel

selection.Thisledmiddlemanagerstooverpromiseandunderdeliver.Onemiddlemanagertold

usthatyoucangetresourcesbypromisingsomethingearlier,orpromisingalot.It'

ssales

work.

Whilemodestfearmightbehealthyformotivation,abusingitcanbelikeoverusingadrug,

whichrisksgeneratingharmfulsideeffects.Toreducethisrisk,leadersshouldcoordinate

withthevariedemotionsofthestaff.Nokia'

stopmanagersshouldhaveencouragedsafedialogue,

internalcoordinationandfeedbacktounderstandthetrueemotionintheorganization.

正确选T，错误选F。

1.NokialostthesmartphonebattlebecauseitstechnologyisnotasgoodasthatofApple.[F]

2.Nokia'

smiddlemanagerswerefranktotellthetruth,butthetoponesdidn'

tlistento

them.[F]

3.Nokia'

stopmanagersweretoomoodytohearanythinggoodbutharsh.[T]

4.MiddlemanagersinNokiadeliveredresultsmorethantheypromisedearlier.[F]

5.Nokia'

stopmanagersshouldhavehadbetterconversationtechniquestoencourageinternal

coordinationandtruth.[T]

单元自测2试题及答案

题目顺序是随机的，使用查找功能（Ctrl＋F）进行搜索

[题目]—Ifyoucan'

tsaywhatyou'

vecometosayatthemeeting,what'

sthepoint？

—____________________,butIthinkyoumightneedtochangeyourapproachsomewhat.

[答案]Icanseethat

[题目]—Willyougoonapicnicwithustomorrow？

—____________________.

mafraidIhavenoidea

[题目]—____________________identifytheproblemsthathavebeenoccurring？

—Well,asyouknow,theproblemswehadwithGarycausedalotoffrictionamongtheteam.

[答案]Areyouableto

[题目]—Howcanyouexplainthelatestsituation？

—____________________,Iknowitisallmyfault.

[答案]Sorry

[题目]—Howdidyourmeetinggoyesterday？

—____________________actually,itwasreallyfrustrating.

[答案]Notsogood

[题目]Effectiveleadersdistillcomplexthoughtsandstrategiesintosimple,memorableterms

__________colleaguesandcustomerscangraspandactupon.

[题目]EverytimeItriedtosaysomething,hewould______tosomethingelse.

[答案]moveon

[题目]He'

sleftnow,butproductivityhasn'

t______thatmuch.

[答案]pickedup

[题目]Ithinktheprimary______factoristhere'

sbeensomuchabsencelately.

[答案]contributing

[题目]Ifdemandisrisingbutthefirm__________fromcommunicationfailure,thenstocks

willfallandtherewillbeunderstaffing.

[答案]issuffering

[题目]Intoday'

senvironment,__________peopleareoftenburnedout,it'

simportantfor

employeestohaveapersonalconnectionwithyouandtheworkyoubelievein.

[答案]where

[题目]Whatyouneedtodoistokeepthingsshortandsweet,justthe______.

[答案]highlights

[题目]WhenthemessagefinallyreachedtheCommandCenter,it__________mutatedtobecome

—Sendthreeandfour-pence,we'

regoingtoadance.

[答案]had

[题目]Whowas______themeeting？

[答案]chairing

二、完型填空（共50分）

通过下拉选项框选择正确的词汇。

WHATWEHAVEHERE:

AFAILURETOCOMMUNICATE

Itisthe[weirdest]thing.Therearemorewaysthanevertocommunicatewithpeople,yetit

sometimesseemslikeitismoredifficulttoconnect—andstay[connected]—withanyone.

Shouldyou[shoot]offanemail？

Tapoutatext？

PostaprivatemessageonFacebook？

Write

ontheirFacebookwall？

Skype,poke,pingorconjurethemuponadigitaltincanphone？

Andonceyoureachsomeone,youwonder:

Ishepayingattention？

Howdoyouknow？

Evenwith

thetechno-easeof[countless]communicationdevices,conversationscanstillbetroublesome.

Questionsareaskedandanswered[out]oforder.Instructionsanddirectionsgohalf-read.

Meetingsarebotched.Feelingsarehurt.

HABITSOFHIGHLYEFFECTIVECOMMUNICATORS

It'

snosecretthatgoodleadersarealsogoodcommunicators.Indeed,communicationand

leadershipareinextricablytied.Howcanyougalvanize,inspireorguideothersifyoudon'

t

communicateinaclear,credibleandauthenticway？

Hereare5essentialcommunication

practicesofeffectiveleaders:

1.Mindthesay-dogap.Trustisthebedrockofeffectiveleadership–yourbehaviorisyour

singlegreatestmodeofcommunication,anditmustbecongruentwithwhatyousay.Ifyour

actionsdon'

talignwithyourwords,youarestoringuptroubleforthefuture.

2.Makethecomplexsimple.Effectiveleadersdistillcomplexthoughtsandstrategiesinto

simple,memorabletermsthatcolleaguesandcustomerscangraspandactupon.Themostimportant

thingistoclarifywhatyouwanttosay,lookoutfortechnicaljargonandavoidbusiness

speak,whichaddcomplexity.Saywhatyoumeaninasfewwordsaspossible.

3.Findyourownvoice.Uselanguagethat'

sdistinctlyyourown；

letyourvaluescomethrough

inyourcommunication.Correctuseoflanguageandgrammarareimportant,ofcourse,butdon'

becomeoverlyfixatedoneloquenceforeloquence'

ssake；

concentrateonbeingdistinctand

real.Peoplewantreal,peoplerespectreal,peoplefollowreal.

4.BevisibleVisibilityisaboutlettingyourkeystakeholdersgetafeelforwhoyouare

andwhatyoucareabout.Don'

thidebehindacomputerandonlyi