国开(中央电大)本科《管理英语4》形考任务(单元自测1至8)试题及答案Word文件下载.docx
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into
management
jobs.
[答案]more
likely
[题目]______
CEOs
spend
planning,the
more
profitable
their
companies
are.
[答案]The
time
his
anger
the
called
him
Mr.Thunder,but
they
loved
him.
[答案]Due
to
managers
most
of
time
in
face-to-face
contact
others,but
much
it
obtaining
sharing
information.
[答案]Not
only
do
Could
us
speech
functions
some
day
this
week？
d
love
to,but
I'
m
busy
week
I
think
things
have
been
bit
difficult
last
couple
months.
—__________.We'
ve
working
hard,but
still
getting
behind.
[答案]You'
re
right
Is
possible
work
out
plan
tonight？
—__________
[答案]I
so.
We
could
let
staff
from
home.________________？
—
That'
s
good
idea.
[答案]What
do
it
[题目]Even
best
continually
seek
ways
skills.
[答案]sharpen
[题目]It
through
enthusiasm
quiet
intensity
we
transform
creativity
vision
technologies.
[答案]that
[题目]Supervisors
should
two-way
communication
so
understanding
takes
place.
[答案]engage
[题目]The
demands
requirements
placed
CEO
Sony
are
different
manager
your
local
Wendy'
restaurant.
[答案]those
Human
Resource
Managing
Department
at
Honda
given
specific
instructions
employ
workers.
[答案]on
how
responsibilities
handbook
concerned
efficiency
effectiveness
process.
[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.What
kind
role
Melinda
taking
her
job？
[C]
A.HR
manager.
B.Project
C.Project
coordinator.
2.How
long
will
trained
new
role？
[B]
A.One
month.
B.Half
C.One
year.
3.How
often
report
board
progress
project？
[A]
A.Once
B.Twice
C.Once
week.
4.What
contract
can
sign
outside
contractors？
A.Permanent
worker
contract.
B.Standard
temporary-worker
C.Standard
industry
5.Which
one
does
NOT
belong
Melinda'
responsibilities？
A.Formulate
standard
payment.
B.Manage
coordinate
team.
C.Report
board.
WHO
KILLED
NOKIA？
Nokia
executives
attempted
explain
its
fall
top
smartphone
pyramid
three
factors:
1）
was
technically
inferior
Apple,2）
company
complacent
and3）
leaders
didn'
t
see
disruptive
iPhone
coming.
It
has
also
argued
none
above.Nokia
lost
battle
because
divergent
shared
fears
among
company'
middle
which
led
company-wide
inertia
left
powerless
respond
Apple'
game.
Based
findings
an
in-depth
investigation
and76interviews
managers,engineers
external
experts,the
researchers
discovered
culture
fear
due
temperamental
frightened
scared
telling
truth.
The
froze
came
two
places.First,the
had
terrifying
reputation.Some
members
Nokia'
described
as
extremely
regularly
shouted
people
lungs.It
very
tell
them
want
hear.Secondly,top
afraid
environment
not
meeting
quarterly
targets,which
impacted
treated
managers.
Top
thus
made
disappointing
them.Middle
told
ambitious
enough
meet
managers'
goals.
Fearing
reactions
managers,middle
remained
silent
or
provided
optimistic,filtered
information.Thus,middle
directly
lied
management.
Worse,a
status
inside
everyone
hold
onto
vested
power
resources
being
allocated
elsewhere
if
delivered
bad
news
showed
bold
undertake
challenging
assignments.
Beyond
verbal
pressure,top
applied
pressure
faster
performance
personnel
selection.This
over
promise
under
deliver.One
get
by
promising
something
earlier,or
lot.It'
sales
work.
While
modest
might
healthy
motivation,abusing
like
overusing
drug,which
升级会员 