2024年7月1389國(guó)開(kāi)電大本科《管理英語(yǔ)4》期末考試試題及答案珍藏

#13201131-5題：選擇正確的語(yǔ)句完成下面對(duì)話，并將答案1.—IsitpossibleforyoutoworkouttheplantonightA.I'lldothat.B.Ithinkso.C.I'dloveto.[]B附：.—今晚可以制定計(jì)劃嗎？[]B.—Howdidyourmeetinggoyesterday？— actually，itwasreallyfrustrating.A.NotsogoodB.VerygoodC.Nothingspecial[]A附：2.—你昨天的會(huì)議怎么樣？[]A3.—Ithinkthingshavebeenabitdifficultforusthelastcoupleofmonths.— We'vebeenworkinghard，butstillgettingbehind.A.You'reright.B.I'mafraid.C.Idon'tthinkso.[]A附：3.—我認(rèn)為過(guò)去幾個(gè)月對(duì)我們來(lái)說(shuō)有些困難。[]A.—WillyouhelpmearrangeameetingwithMr.Brown，pleaseA.No，noway.B.No，Ican't.C.SorryIcan't.Ihavetofinishmyprojectrightnow.[]C4.—[]C.—You'dbetternotpushyourselftoohard.Youcanasktheteamandlisten.A.Youareright.B.No，wecan'tdothat.C.Ithinkitwillkillourtime.[]A附：5.—你最好不要太勉強(qiáng)自己。你可以問(wèn)問(wèn)團(tuán)隊(duì)，聽(tīng)聽(tīng)。[]A二、詞匯與結(jié)構(gòu)（每小題2分，共30分）6-20題：閱讀下面的句子，從三個(gè)選項(xiàng)中選出一個(gè)能填入空白處的正確選項(xiàng)，并將答案序號(hào)寫(xiě)在答題紙上。.Theteamcreatesanenvironment peoplearecomfortableincommunicating，advocatingpositions，andtakingaction.A.thatB.whichC.inwhich[]C附：6.團(tuán)隊(duì)創(chuàng)造一個(gè)讓人們?cè)跍贤ā⒅鲝埩?chǎng)和采取行動(dòng)方面感到自在的環(huán)境。7.IfItakethetimetotalkwithmymanageratthebeginningofaproject，we offtoagreatstartonthesamepage.A.cangetB.havegotC.get[]A附：.如果我在項(xiàng)目開(kāi)始時(shí)花時(shí)間與我的經(jīng)理交談，我們可以在同一頁(yè)面上取得一個(gè)良好的開(kāi)端。.Theyhavecometotheconclusion thiswinterwillbeevencolderthanbefore.A.thatB.forC.which[]A附：.他們得出的結(jié)論是，今年冬天會(huì)比以前更冷。9.Onhearingthenewsof themajorexamagain，thegirlburstintotears.A.herhavingfailedB.shefailedC.herbeingfailed[]A.聽(tīng)到她再次高考不及格的消息，女孩淚流滿面。.Thereason hewasabsentfromclassyesterdaywasthathewasillandhospitalized.A.forB.whyC.that[]B附：10.他昨天缺課的原因是他生病住院了。11.Inhighschool，Iamequallycomfortable asamemberofateamandindependently.A.toworkB.workingC.work[]B附：.在高中時(shí)，作為團(tuán)隊(duì)成員和獨(dú)立工作，我同樣感到自在。.—Whoshouldberesponsiblefortheaccident—Thebossnottheworkers.Theyjustcarriedouttheorder.A.asaretoldB.astoldC.astheytold[]B附：12.—誰(shuí)應(yīng)該為事故負(fù)責(zé)？[]B.Myleathershoescostme thelastpairsIbought.A.threetimesasB.threetimeasC.threetimesasmuchas[]C附：13.我的皮鞋價(jià)格是我買的最后一雙的三倍。.Withouthumanresources，noorganizationcan theground，letalonedobusinessandmakeprofits.A.getoffB.getupC.geton[]A附：14.沒(méi)有人力資源，任何組織都無(wú)法起步，更談不上做生意和盈利。.We withachievement.A.doneB.areobsessedC.catchup[]B15.我們癡迷于成就。.Currentopinionamongpoliticiansisthatsheis ，standsforherprinciples.A.encourageB.courageC.courageousC附：16.目前政界人士的看法是她勇敢，堅(jiān)持自己的原則。.Goodwork goodpay.A.deservesB.requestsC.desertsA附：17.好工作值得高薪。.Atarough ，wewilltakeanotherfourweekstofinishthisplan.A.valueB.estimateC.accountB18.粗略估計(jì)，我們還需要四個(gè)星期來(lái)完成這個(gè)計(jì)劃。.Tobuildthereservoir()thousandsofpeoplehavetobe.A.relocatedB.repeatedC.reopenedA附：19.建水庫(kù)，千人搬遷。.Weneed communicationskills：listencarefully，thinkbeforeyouspeakandmanageconflictsdiplomatically.A.outstandingB.plainC.generalA附：20.我們需要出眾的溝通技巧：認(rèn)真傾聽(tīng)，三思而后行，外交處理沖突。三、閱讀理解(每小題4分，共40分)2125 ABCPassage1Ifthere'sonewordthatcapturestheessenceofwhatisoccurringintheworldtoday，it's“change.”Downsizing，reorganizing，andcuttingcosts，arenowthenormforsurvival.Noindustryisexempt.Eventhemostconservativeinstitutionsareundergoingsignificantchangejusttosurvive.Changemanagementhasalwaysbeenanissueofdebateamongstscholars：howcanemployerscreatesuitableconditionsforasuccessfulchangeprocess？Andwhatcanemployeesdotogetthroughit？Tipsfordealingwithchangeintheworkplace.Makeyourselfawarethatchangehappens，ithappensinpersonallife，ithappensinyourprofessionallife.Youcannotliveinthepast，sodenyingthatchangecouldoccuronlymakesthingsmorecomplicatedforyou.Stayalertintheworkplace!knowwhatishappeningaroundyou.Whenyoucomeacrosscluesthathintchangeisontheway，acknowledgethem!?Maintainopencommunicationchannels：Don'tlaybackandexpectthingstopassyoubysmoothly.Youneedtogetacquaintedwiththeoccurringchanges.Seekmoredetailsfromyourmanagementandpeerstoformanaccurateunderstandingofthematter.Betransparentandhonestaboutyourfears：dealingwiththeunknownisoftenresentedanddaunting.Makethepictureasclearasyoucan.?Assessyourself!Changeisatimewhenone'sconfidenceaboutone'sskillsandcapabilitiesgetsshaky.Recognizeyourstrengthsandwhereyoucouldbringthemintoplay.Atthesametime，stayawareofyourdevelopmentalareasandworkonimprovingthose.Don'tbestiff!Itwillmakethechangeprocessmuchharderifyouarerigid.Beflexibleenoughtolookatthedifferentanglesofthechangeandseewhereyoucouldapplyyour“existing”skillsandknowledge，andwhatnewsskillsyouneedtoacquire.Stayoptimistic!Keepapositiveattitudeanddon'tletyourselfdrowninuncertainty.Involveyourselfinthenewprocess；locateyourselfproperlyinthenewscenario.Adjust!“Youcan'tgettothetopofEverestbyjumpingupthemountain.Yougettothemountaintopbytakingincrementalsteps.Stepbystep，yougettothegoal”，saysRobinSharma，oneoftheworld'smost-sought-afterleadershipandpersonalsuccessexperts.附：第1段21.Enterprisescarryoutdownsizing，reorganizingandcuttingcostsinorderto A.cutdownonthenumberofworkersB.reshuffletheorganizationC.survive[]C附：21.企業(yè)為實(shí)現(xiàn) 而進(jìn)行減員、重組和削減成本。[]C22.“Noindustryisexempt”means .A.NoindustryisanexceptionB.NoindustryisanexampleC.Noteveryindustrycanbeexempted[]A附：22.“沒(méi)有一個(gè)行業(yè)是可以豁免的”是指 。[]A23.ThefollowingquestionsareoftendiscussedamongscholarsEXCEPT .A.HowcanbossescreatefavorableconditionsforchangeB.HowcanproductivitybeincreasedC.Whatcanworkersdotogetthroughchange[]B附：23.除了 之外，學(xué)者們經(jīng)常討論以下問(wèn)題。[]B24.Howmanysuggestionsdoestheauthorputforward？A.4B.5C.6[]C附：.作者提出了多少建議？A.4B.5C.6[]C.Fromthepassage，weknowthatRobinSharmais .A.anexpertonleadership，andpersonalsuccessB.agreatleaderC.someonewholikestoplaythegameofHideandSeek[]A附：25. ?[]A26-3 “T” “F”紙上。Passage2Nokiaexecutivesattemptedtoexplainitsfallfromthetopofthesmartphonepyramidwiththreefactors：1)thatNokiawastechnicallyinferiortoApple;2)thatthecompanywascomplacentand;3)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."Whilemodestfearmightbehealthyformotivation，abusingitcanbelikeoverusingadrug，whichrisksgeneratingharmfulsideeffects.Toreducethisrisk，leadersshouldcoordinatewiththevariedemotionsofthestaff.Nokia'stopmanagersshouldhaveencouragedsafedialogue，internalcoordinationandfeedbacktounderstandthetrueemotionintheorganization.附：第2段諾基亞高管試圖用三個(gè)因素來(lái)解釋其從智能手機(jī)金字塔頂端跌落的原因：1)諾基亞在技術(shù)上不如蘋(píng);2) ;3) iPhone76.NokialostthesmartphonebattlebecauseitstechnologyisnotasgoodasthatofApple.F.Nokia'smiddlemanagerswerefranktotellthetruth，butthetoponesdidn'tlistentothem.F.Nokia'stopmanagersweretoomoodytohearanythinggoodbutharsh.[]T.MiddlemanagersinNokiadeliveredresultsmorethantheypromisedearlier.[]F.Nokia'stopmanagersshouldhavehadbetterconversationtechniquestoencourageinternalcoordinationandtruth.[]T附：.諾基亞在智能手機(jī)大戰(zhàn)中輸了，因?yàn)樗募夹g(shù)不如蘋(píng)果。[]F.諾基亞的中層管理人員坦率地說(shuō)實(shí)話，但高層不聽(tīng)他們的。[]F.諾基亞的高層管理人員喜怒無(wú)常，只聽(tīng)到刺耳的好話。[]T.諾基亞的中層管理人員交付的結(jié)果比他們之前承諾的要多。[]F.諾基亞的高層管理人員應(yīng)該有更好的談話技巧來(lái)鼓勵(lì)內(nèi)部協(xié)調(diào)和真實(shí)。[]T四、寫(xiě)作(共20分).根據(jù)要求寫(xiě)作文。Writeatleast100wordsaboutaneventbasedonthefollowinginformation.Youmayneedthe5WsandlHelements.(/who/when/wherewhy/whatandhow)備注翻譯：100 5WslH（/誰(shuí)/何時(shí)/在哪里為什么/什么和如何）Titanic31May1911ShewaslaunchedThelargestshipafloatwithagrosstonnageof46328tons10April1912maidenvoyagefromSouthamptontoNewYorkAt1140p.m.onSunday14April1912hitanicebergbadlydamaged2227passengersandcrewonboardAt220a.m.onMonday15April1912sank1522weredrowned705escap