國開(中央電大)本科《管理英語4》網(wǎng)上形考任務(wù)試題及答案

經(jīng)典word整理文檔，僅參考，雙擊此處可刪除頁眉頁腳。本資料屬于網(wǎng)絡(luò)整理，如有侵權(quán)，請聯(lián)系刪除，謝謝！國開(中央電大)本科《管理英語4》網(wǎng)上形考任務(wù)試題及答案說明：課程代碼：04020。適用專業(yè)及層次：工商管理，行政管理本科。平臺考試網(wǎng)址：http：//。單元自測1試題及答案題目順序是隨機(jī)的，使用查找功能（Ctrl＋F）進(jìn)行搜索[題目]—Thisprojectistoobigformetofinishontime.—________________.[答案]I'llgiveyouahand[題目]AT&Tfoundthatemployeeswithbetterplanninganddecision-makingskillswere______tobepromotedintomanagementjobs.[答案]morelikely[題目]______CEOsspendplanning,themoreprofitabletheircompaniesare.[答案]Themoretime[題目]______hisangertheemployeescalledhimMr.Thunder,buttheylovedhim.[答案]Dueto[題目]______managersspendmostoftheirtimeinface-to-facecontactwithothers,buttheyspendmuchofitobtainingandsharinginformation.[答案]Notonlydo[題目]—Couldyougiveusaspeechonmanagementfunctionssomedaythisweek？—________________.[答案]I'dloveto,butI'mbusythisweek[題目]—Ithinkthingshavebeenabitdifficultforusthelastcoupleofmonths.—__________.We'vebeenworkinghard,butstillgettingbehind.[答案]You'reright[題目]—Isitpossibleforyoutoworkouttheplantonight？—__________[答案]Ithinkso.[題目]—Wecouldletsomeofthestaffworkfromhome.________________？—That'sagoodidea.[答案]Whatdoyouthinkofit[題目]Eventhebestcontinuallyseekwaysto______theirskills.[答案]sharpen[題目]Itisthroughenthusiasmandquietintensity______wetransformcreativityandvisionintothetechnologies.[答案]that[題目]Supervisorsshould______theiremployeesintwo-waycommunicationsothatunderstandingtakesplace.[答案]engage[題目]ThedemandsandrequirementsplacedontheCEOofSonyaredifferentfrom______onthemanagerofyourlocalWendy'srestaurant.[答案]those[題目]TheHumanResourceManagingDepartmentatHondaisgivenspecificinstructions______employthebestpossibleworkers.[答案]onhowto[題目]Theresponsibilitiesinhandbook______thatmanagershavetobeconcernedwith1efficiencyandeffectivenessintheworkprocess.[答案]indicate二、聽力理解：聽錄音，選擇最佳答案（共50請聽錄音：UNIT1TL.MP3操作提示：通過下拉選項框，選擇答案。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？[B]A.Permanentworkercontract.B.Standardtemporary-workercontract.C.Standardindustrycontract.5.WhichonedoesNOTbelongtoMelinda'sresponsibilities？[A]A.Formulatetheindustrystandardofpayment.B.Manageandcoordinateherprojectteam.C.Reporttheprojectprogresstotheboard.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'stopmanagershadaterrifyingreputation.SomemembersofNokia'sboardandtopmanagementweredescribedasextremelytemperamentalandtheyregularlyshoutedatpeopleatthetopoftheirlungs.Itwasverydifficulttotellthemthingstheydidn'twanttohear.Secondly,topmanagerswereafraidoftheexternalenvironmentandnotmeetingtheirquarterlytargets,whichalsoimpactedhowtheytreatedmiddlemanagers.Topmanagersthusmademiddlemanagersafraidofdisappointingthem.Middlemanagersweretoldthattheywerenotambitiousenoughtomeettopmanagers'goals.Fearingthereactionsoftopmanagers,middlemanagersremainedsilentorprovidedoptimistic,filteredinformation.Thus,middlemanagersdirectlyliedtotopmanagement.Worse,acultureofstatusinsideNokiamadeeveryonewanttoholdontovestedpowerforfearofresourcesbeingallocatedelsewhereiftheydeliveredbadnewsorshowedthattheywere2notboldorambitiousenoughtoundertakechallengingassignments.Beyondverbalpressure,topmanagersalsoappliedpressureforfasterperformanceinpersonnelselection.Thisledmiddlemanagerstooverpromiseandunderdeliver.Onemiddlemanagertoldusthatyoucangetresourcesbypromisingsomethingearlier,orpromisingalot.It'ssaleswork.Whilemodestfearmightbehealthyformotivation,abusingitcanbelikeoverusingadrug,whichrisksgeneratingharmfulsideeffects.Toreducethisrisk,leadersshouldcoordinatewiththevariedemotionsofthestaff.Nokia'stopmanagersshouldhaveencouragedsafedialogue,internalcoordinationandfeedbacktounderstandthetrueemotionintheorganization.操作提示：正確選T，錯誤選F。1.NokialostthesmartphonebattlebecauseitstechnologyisnotasgoodasthatofApple.[F]2.Nokia'smiddlemanagerswerefranktotellthetruth,butthetoponesdidn'tlistentothem.[F]3.Nokia'stopmanagersweretoomoodytohearanythinggoodbutharsh.[T]4.MiddlemanagersinNokiadeliveredresultsmorethantheypromisedearlier.[F]5.Nokia'stopmanagersshouldhavehadbetterconversationtechniquestoencourageinternalcoordinationandtruth.[T]單元自測2試題及答案題目順序是隨機(jī)的，使用查找功能（Ctrl＋F）進(jìn)行搜索[題目]—Ifyoucan'tsaywhatyou'vecometosayatthemeeting,what'sthepoint？—____________________,butIthinkyoumightneedtochangeyourapproachsomewhat.[答案]Icanseethat[題目]—Willyougoonapicnicwithustomorrow？—____________________.[答案]I'mafraidIhavenoidea[題目]—____________________identifytheproblemsthathavebeenoccurring？—Well,asyouknow,theproblemswehadwithGarycausedalotoffrictionamongtheteam.[答案]Areyouableto[題目]—Howcanyouexplainthelatestsituation？—____________________,Iknowitisallmyfault.[答案]Sorry[題目]—Howdidyourmeetinggoyesterday？—____________________actually,itwasreallyfrustrating.[答案]Notsogood[題目]Effectiveleadersdistillcomplexthoughtsandstrategiesintosimple,memorableterms__________colleaguesandcustomerscangraspandactupon.[答案]that[題目]EverytimeItriedtosaysomething,hewould______tosomethingelse.[答案]moveon[題目]He'sleftnow,butproductivityhasn't______thatmuch.[答案]pickedup[題目]Ithinktheprimary______factoristhere'sbeensomuchabsencelately.[答案]contributing[題目]Ifdemandisrisingbutthefirm__________fromcommunicationfailure,thenstockswillfallandtherewillbeunderstaffing.[答案]issuffering[題目]Intoday'senvironment,__________peopleareoftenburnedout,it'simportantfor3employeestohaveapersonalconnectionwithyouandtheworkyoubelievein.[答案]where[題目]Whatyouneedtodoistokeepthingsshortandsweet,justthe______.[答案]highlights[題目]WhenthemessagefinallyreachedtheCommandCenter,it__________mutatedtobecome—Sendthreeandfour-pence,we'regoingtoadance.[答案]had[題目]Whowas______themeeting？[答案]chairing二、完型填空（共50分）操作提示：通過下拉選項框選擇正確的詞匯。WHATWEHAVEHERE:AFAILURETOCOMMUNICATEItistheweirdest]thing.Therearemorewaysthanevertocommunicatewithpeople,yetitsometimesseemslikeitismoredifficulttoandstayconnected]—withanyone.Shouldyou[shoot]offanemail？Tapoutatext？PostaprivatemessageonFacebook？WriteontheirFacebookSkype,poke,pingorconjurethemuponadigitaltincanAndonceyoureachsomeone,youwonder:IshepayingHowdoyouEvenwiththetechno-easeof[countless]communicationdevices,conversationscanstillbetroublesome.Questionsareaskedandansweredout]oforder.Instructionsanddirectionsgohalf-read.Meetingsarebotched.Feelingsarehurt.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.Trustisthebedrockofeffectiveyourbehaviorisyoursinglegreatestmodeofcommunication,anditmustbecongruentwithwhatyousay.Ifyouractionsdon'talignwithyourwords,youarestoringuptroubleforthefuture.2.Makethecomplexsimple.Effectiveleadersdistillcomplexthoughtsandstrategiesintosimple,memorabletermsthatcolleaguesandcustomerscangraspandactupon.Themostimportantthingistoclarifywhatyouwanttosay,lookoutfortechnicaljargonandavoidbusinessspeak,whichaddcomplexity.Saywhatyoumeaninasfewwordsaspossible.3.Findyourownvoice.Usedistinctlyyourown；letyourvaluescomethroughinyourcommunication.Correctuseoflanguageandgrammarareimportant,ofcourse,butdon'tbecomeoverlyfixatedoneloquenceforeloquence'sonbeingdistinctandreal.Peoplewantreal,peoplerespectreal,peoplefollowreal.4.BevisibleVisibilityisaboutlettingyourkeystakeholdersgetafeelforwhoyouareandwhatyoucareabout.Don'thidebehindacomputerandonlyinteractwithpeopleelectronically–seethemfacetofaceandvoicetovoice,andinteractwiththeminareal,substantialway.Intoday'senvironment,wherepeopleareoftenburnedout,it'simportantforemployeestohaveapersonalconnectionwithyouandtheworkyoubelievein.Showthepeoplethatworkforyouthatyou'reengagedandthatyoucareaboutthemandtheirwork.5.Listenwithyoureyesaswellasyourears.Effectivecommunicationisatwo-wayprocess,andgoodleadersknowhowtoaskgoodquestions,andthenlistenwithboththeireyesandtheirears.Becauseyouareinapositionofauthority,othersmaybereluctanttoexpresstheirrealopinionstoyoudirectly.Youwon'talwaysgetdirectfeedback,soyouneedtoalsobeabletoreadbetweenthelinesandlookforthenon-verbalcues.4操作提示：正確選T，錯誤選F。1.Communicationandleadershipdon'talwaysgohandinhand.[F]2.Thesay-dogaphappenswhenpeoplemisunderstandtheirleader'sintention.[F]3.Usingtechnicaljargonmakesaleaderconvincing.[F]4.Communicatingsincerelyisalwaysthebest.[T]5.Observationisasimportantascommunicationwhenyouwanttoknowwhatpeoplereallythink.[T]二、閱讀理解：根據(jù)文章內(nèi)容，完成選擇題（共50COMMUNICATIONFAILUREThemeaningofcommunicationgoesalotdeeperthanpeopleoftenthink.Communicationisaboutconceiving,sending,receiving,andinterpretingmessagesaswellasconfirmingreceptionofthesemessages.Afailureatanypointinthischaincanresultinineffectivecommunication.Ineffectivecommunicationcanbedisastrous.ThereisafamousstoryofaBritishArmyCommanderwhosentthemessageSendgoingtoadvance.hisCommandCenter,throughalongchainofsubordinates.WhenthemessagefinallyreachedtheCommandCenter,ithadmutatedtobecome--Sendthreeandfour-pence,we'regoingtoadance.Thereinforcementsneverarrived.Youcandemonstratethissameprinciple,albeitonalessdramaticscale,bytryingtoplayChineseWhisperswithmorethan20people.Itishighlyunlikelythesamemessageyoustartedwithwillbetheoneyouendwith.Inabusiness,therearethreemaintypesofcommunicationfailure.Eachhasitsownindicativesigns.Thefirsttypeisknownasallocativefailure.Thisoccurswhenafirmisnotgatheringenoughintelligenceaboutitsmarketor(mostoften),theinformationisnotreachingtherightpoints.Thefirmwillnotbeallocatingresourcesinstepwiththeshiftsindemand.Ifdemandisrisingbutthefirmi