國(guó)家開(kāi)放大學(xué)電大《管理英語(yǔ)4》網(wǎng)絡(luò)核心課形考網(wǎng)考作業(yè)及答案

最新國(guó)家開(kāi)放大學(xué)電大《管理英語(yǔ)4》網(wǎng)絡(luò)核心課形考網(wǎng)考作業(yè)及答案最新國(guó)家開(kāi)放大學(xué)電大《管理英語(yǔ)4》網(wǎng)絡(luò)核心課形考網(wǎng)考作業(yè)及答案第一套一、選擇填空題（每題10分，共5題）題目1—Thisprojectistoobigformetofinishon選擇一項(xiàng)：A.PleasedomeafavorB.ThatisadaydreamC.I'llgiveyouahand題目2—Ithinkthingshavebeenabitdifficultforusthelastcoupleofmonths.—_____A_____.We'vebeenworkinghard,butstillgettingbehind.選擇一項(xiàng)：A.You'rerightB.I'mafraidC.Ithinkso1題目3AT&Tfoundthatemployeeswithbetterplanninganddecision-makingskillswere_____A_tobepromotedintomanagementjobs.選擇一項(xiàng)：A.morelikelyB.morelikeC.moreunlikely題目4TheHumanResourceManagingDepartmentatHondaisgivenspecificinstructions___C___employthebestpossibleworkers.選擇一項(xiàng)：A.howtoB.onwhattoC.onhowto題目5Theresponsibilitiesinhandbook___B___thatmanagershavetobeconcernedwithefficiencyandeffectivenessintheworkprocess.選擇一項(xiàng)：A.imply2B.indicateC.interrupt題目6二、閱讀理解：根據(jù)文章內(nèi)容，判斷正誤（共50WhoKilledNokia?Nokiaexecutivesattemptedtoexplainitsfallfromthetopofthesmartphonepyramidwiththreefactors:1)thatNokiawastechnicallyinferiortoApple,2)thatthecompanywascomplacentand3)thatitsleadersdidn'tseethedisruptiveiPhonecoming.Ithasalsobeenarguedthatitwasnoneoftheabove.Nokialostthesmartphonebattlebecauseofdivergentsharedfearsamongthecompany'smiddleandtopmanagerswhichledtocompany-wideinertiathatleftitpowerlesstorespondtoApple'sgame.Basedonthefindingsofanin-depthinvestigationand76interviewswithtopandmiddlemanagers,engineersandexternalexperts,theresearchersdiscoveredacultureoffearduetotemperamentalleadersandthatfrightenedmiddlemanagerswerescaredoftellingthetruth.Thefearthatfrozethecompanycamefromtwoplaces.First,thecompany'stopmanagershadaterrifying3reputation.SomemembersofNokia'sboardandtopmanagementweredescribedas“extremelytemperamental”andtheyregularlyshoutedatpeople“atthetopoftheirlungs”.Itwasverydifficulttotellthemthingstheydidn'twanttohear.Secondly,topmanagerswereafraidoftheexternalenvironmentandnotmeetingtheirquarterlytargets,whichalsoimpactedhowtheytreatedmiddlemanagers.Topmanagersthusmademiddlemanagersafraidofdisappointingthem.Middlemanagersweretoldthattheywerenotambitiousenoughtomeettopmanagers'goals.Fearingthereactionsoftopmanagers,middlemanagersremainedsilentorprovidedoptimistic,filteredinformation.Thus,middlemanagersdirectlyliedtotopmanagement.Worse,acultureofstatusinsideNokiamadeeveryonewanttoholdontovestedpowerforfearofresourcesbeingallocatedelsewhereiftheydeliveredbadnewsorshowedthattheywerenotboldorambitiousenoughtoundertakechallengingassignments.Beyondverbalpressure,topmanagersalsoappliedpressureforfasterperformanceinpersonnelselection.4Thisledmiddlemanagerstooverpromiseandunderdeliver.Onemiddlemanagertoldusthat“youcangetresourcesbypromisingsomethingearlier,orpromisingalot.It'ssalesWhilemodestfearmightbehealthyformotivation,abusingitcanbelikeoverusingadrug,whichrisksgeneratingharmfulsideeffects.Toreducethisrisk,leadersshouldcoordinatewiththevariedemotionsofthestaff.Nokia'stopmanagersshouldhaveencouragedsafedialogue,internalcoordinationandfeedbacktounderstandthetrueemotionintheorganization.操作提示：正確選T，錯(cuò)誤選F。1.NokialostthesmartphonebattlebecauseitstechnologyisnotasgoodasthatofApple.F2.Nokia'smiddlemanagerswerefranktotellthetruth,butthetoponesdidn'tlistentothem.F3.Nokia'stopmanagersweretoomoodytohearanythinggoodbutharsh.T4.MiddlemanagersinNokiadeliveredresultsmorethantheypromisedearlier.F5.Nokia'stopmanagersshouldhavehadbetterconversationtechniquestoencourageinternalcoordinationand5truth.T第二套一、選擇填空題（每題10分，共5題）—Couldyougiveusaspeechonmanagementfunctionssomedaythisweek?（C）選擇一項(xiàng)：A.That'agoodideaB.No,IalreadyhaveplansC.I'dloveto,butI'mbusythisweek題目2—Wecouldletsomeofthestaffworkfromhome.___A_____________?—That'sagoodidea.選擇一項(xiàng)：A.DoyouhaveanygoodideasB.WhatdoyouthinkofitC.Isthereanythingelse題目3____A__hisangertheemployeescalledhimMr.Thunder,buttheylovedhim.選擇一項(xiàng)：A.Dueto6B.InspiteofC.Because題目4Itisthroughenthusiasmandquietintensity___C___wetransformcreativityandvisionintothetechnologies.選擇一項(xiàng)：A.thatB./C.which題目5Theresponsibilitiesinhandbook____B__thatmanagershavetobeconcernedwithefficiencyandeffectivenessintheworkprocess.選擇一項(xiàng)：A.implyB.indicateC.interrupt題目6二、聽(tīng)力理解：聽(tīng)錄音，選擇最佳答案（共50操作提示：通過(guò)下拉選項(xiàng)框，選擇答案。1.WhatkindofroleisMelindatakingonforherjob?（C）7A.HRmanager.B.Projectmanager.C.Projectcoordinator.2.HowlongwillMelindabetrainedforhernewrole?（B）A.Onemonth.B.Halfamonth.C.Oneyear.3.HowoftenshouldMelindareporttotheboardontheprogressoftheA.Onceamonth.B.Twiceamonth.C.Onceaweek.4.WhatkindofcontractcanMelindasignwithoutsidecontractors?（B）A.Permanentworkercontract.B.Standardtemporary-workercontract.C.Standardindustrycontract.5.WhichonedoesNOTbelongtoMelinda'sresponsibilities?（A）A.Formulatetheindustrystandardofpayment.B.Manageandcoordinateherprojectteam.C.Reporttheprojectprogresstotheboard.8第三套一、選擇填空題（每題10分，共5題）題目1—_______C_____________identifytheproblemsthathavebeenoccurring?—Well,asyouknow,theproblemswehadwithGarycausedalotoffrictionamongtheteam.選擇一項(xiàng)：A.WhatwouldyouB.WillyouC.Areyouableto題目2—Ifyoucan'tsaywhatyou'vecometosayatthemeeting,what'sthepoint?—____________B_______,butIthinkyoumightneedtochangeyourapproachsomewhat.選擇一項(xiàng)：A.IamnotsureB.IcanseethatC.Iknowthat題目3WhenthemessagefinallyreachedtheCommandCenter,it9________B__“mutated”tobecome—“Sendthreeandfour-pence,we'regoingtoa選擇一項(xiàng)：A.wasB.hadC.have題目4EverytimeItriedtosaysomething,hewould___B___tosomethingelse.選擇一項(xiàng)：A.moveoffB.moveonC.moveover題目5Ifdemandisrisingbutthefirm___C_______fromcommunicationfailure,thenstockswillfallandtherewillbeunderstaffing.選擇一項(xiàng)：A.hasbeensufferingB.isgoingtosufferC.issuffering題目6二、閱讀理解：根據(jù)文章內(nèi)容，判斷正誤（共50HabitsofHighlyEffectiveCommunicatorsIt'snosecretthatgoodleadersarealsogoodcommunicators.Indeed,communicationandleadershipareinextricablytied.Howcanyougalvanize,inspireorguideothersifyoudon'tcommunicateinaclear,credibleandauthenticway?Hereare5essentialcommunicationpracticesofeffectiveleaders:1.Mindthesay-dogap.Trustisthebedrockofeffectiveleadership–yourbehaviorisyoursinglegreatestmodeofcommunication,anditmustbecongruentwithwhatyousay.Ifyouractionsdon'talignwithyourwords,youarestoringuptroubleforthefuture.2.Makethecomplexsimple.Effectiveleadersdistillcomplexthoughtsandstrategiesintosimple,memorabletermsthatcolleaguesandcustomerscangraspandactupon.Themostimportantthingistoclarifywhatyouwanttosay,lookoutfortechnicaljargonandavoidbusinessspeak,whichaddcomplexity.Saywhatyoumeaninasfewwordsaspossible.3.Findyourownvoice.Uselanguagethat'sdistinctlyyourown;letyourvaluescomethroughinyourcommunication.Correctuseoflanguageandgrammarareimportant,ofcourse,butdon'tbecomeoverlyfixatedoneloquenceforeloquence'ssake;concentrateonbeingdistinctandreal.Peoplewantreal,peoplerespectreal,peoplefollowreal.4.BevisibleVisibilityisaboutlettingyourkeystakeholdersgetafeelforwhoyouareandwhatyoucareabout.Don'thidebehindacomputerandonlyinteractwithpeopleelectronically–seethemfacetofaceandvoicetovoice,andinteractwiththeminareal,substantialway.Intoday'senvironment,wherepeopleareoftenburnedout,it'simportantforemployeestohaveapersonalconnectionwithyouandtheworkyoubelievein.Sho