1389国开电大本科《管理英语4》形考任务(单元自测1至8)试题及答案(精Word格式.docx

1389国开电大本科《管理英语4》形考任务(单元自测1至8)试题及答案(精Word格式.docx

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[题目]―这个项目太大了，我无法按时完成。

―________________

[回答]我帮你

[题目]AT&

Tfoundthatemployeeswithbetterplanninganddecision-makingskillswere________tobepromotedintomanagementjobs.

[答案]morelikely

[题目]_________CEOsspendplanning，themoreprofitabletheircompaniesare.

[答案]Themoretime

[题目]_________hisangertheemployeescalledhimMr.Thunder，buttheylovedhim.

[答案]Dueto

[题目]_________managersspendmostoftheirtimeinface-to-facecontactwithothers，buttheyspendmuchofitobtainingandsharinginformation.

[答案]Notonlydo

[题目]―_________Couldyougiveusaspeechonmanagementfunctionssomedaythisweek？

dloveto，butI'

mbusythisweek

[题目]―_________你能在本周的某一天给我们做一次关于管理职能的演讲吗？

[回答]我很想去，但这周我很忙

[题目]―Ithinkthingshavebeenabitdifficultforusthelastcoupleofmonths.

―_________.We'

vebeenworkinghard，butstillgettingbehind.

[答案]You'

reright

[题目]―我认为过去几个月对我们来说有些困难。

―_________。

我们一直在努力，但仍然落后。

[答案]你是对的

[题目]―Isitpossibleforyoutoworkouttheplantonight？

[答案]Ithinkso.

[题目]―你今晚可以制定计划吗？

[答案]我想是的。

[题目]―Wecouldletsomeofthestaffworkfromhome._________？

―That'

sagoodidea.

[答案]Whatdoyouthinkofit

[题目]―我们可以让一些员工在家工作。

_________？

―这是个好主意。

[回答]你怎么看

[题目]Eventhebestcontinuallyseekwaysto_________theirskills.

[答案]sharpen

[题目]Itisthroughenthusiasmandquietintensity_________wetransformcreativityandvisionintothetechnologies.

[答案]that

[题目]Supervisorsshould_____theiremployeesintwo-waycommunicationsothatunderstandingtakesplace.

[答案]engage

[题目]ThedemandsandrequirementsplacedontheCEOofSonyaredifferentfrom_________onthemanagerofyourlocalWendy'

srestaurant.

[答案]those

[题目]TheHumanResourceManagingDepartmentatHondaisgivenspecificinstructions____employthebestpossibleworkers.

[答案]onhowto

[题目]Theresponsibilitiesinhandbook______thatmanagershavetobeconcernedwithefficiencyandeffectivenessintheworkprocess.

[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？

A.HRmanager.

B.Projectmanager.

[答案]C.Projectcoordinator.

2.HowlongwillMelindabetrainedforhernewrole？

A.Onemonth.

[答案]B.Halfamonth.

C.Oneyear.

3.HowoftenshouldMelindareporttotheboardontheprogressoftheproject？

[答案]A.Onceamonth.

B.Twiceamonth.

C.Onceaweek.

4.WhatkindofcontractcanMelindasignwithoutsidecontractors？

A.Permanentworkercontract.

[答案]B.Standardtemporary-workercontract.

C.Standardindustrycontract.

5.WhichonedoesNOTbelongtoMelinda'

sresponsibilities？

[答案]A.Formulatetheindustrystandardofpayment.

B.Manageandcoordinateherprojectteam.

C.Reporttheprojectprogresstotheboard.

1.梅琳达在工作中扮演什么样的角色？

A.人力资源经理。

B.项目经理。

[答案]C.项目协调员。

2.梅琳达要为她的新角色训练多长时间？

A.一个月。

[答案]B.半个月。

C.一年。

3.梅琳达应该多久向董事会报告一次项目的进展情况？

[答案]A.每月一次。

B.一个月两次。

C.每周一次。

4.梅琳达可以与外部承包商签订什么样的合同？

A.永久工人合同。

[答案]B.标准临时工合同。

C.标准行业合同。

5.哪一项不属于梅琳达的职责？

[答案]A.制定行业支付标准。

B.管理和协调她的项目团队。

C.向董事会报告项目进度。

二、阅读理解：

根据文章内容，判断正误（共50分）。

WHOKILLEDNOKIA？

Nokiaexecutivesattemptedtoexplainitsfallfromthetopofthesmartphonepyramidwiththreefactors：

（1）thatNokiawastechnicallyinferiortoApple；

（2）thatthecompanywascomplacentand；

（3）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，middlemanagersdirectlyliedto