国开管理英语4形考18测试及答案Word文档格式.docx
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—__________.We'
vebeenworkinghard,butstillgettingbehind.
[答案]You'
reright
[题目]—Isitpossibleforyoutoworkouttheplantonight？
—__________
[答案]Ithinkso.
[题目]—Wecouldletsomeofthestaffworkfromhome.________________？
—That'
sagoodidea.
[答案]Whatdoyouthinkofit
[题目]Eventhebestcontinuallyseekwaysto______theirskills.
[答案]sharpen
[题目]Itisthroughenthusiasmandquietintensity______wetransformcreativityandvision
intothetechnologies.
[答案]that
[题目]Supervisorsshould______theiremployeesintwo-waycommunicationsothatunderstanding
takesplace.
[答案]engage
[题目]ThedemandsandrequirementsplacedontheCEOofSonyaredifferentfrom______onthe
managerofyourlocalWendy'
srestaurant.
[答案]those
[题目]TheHumanResourceManagingDepartmentatHondaisgivenspecificinstructions______
employthebestpossibleworkers.
[答案]onhowto
[题目]Theresponsibilitiesinhandbook______thatmanagershavetobeconcernedwith
efficiencyandeffectivenessintheworkprocess.
[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？
[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？
A.Permanentworkercontract.
B.Standardtemporary-workercontract.
C.Standardindustrycontract.
5.WhichonedoesNOTbelongtoMelinda'
sresponsibilities？
A.Formulatetheindustrystandardofpayment.
B.Manageandcoordinateherprojectteam.
C.Reporttheprojectprogresstotheboard.
二、阅读理解：
根据文章内容，判断正误（共50分）。
WHOKILLEDNOKIA？
Nokiaexecutivesattemptedtoexplainitsfallfromthetopofthesmartphonepyramidwith
threefactors:
1）thatNokiawastechnicallyinferiortoApple,2）thatthecompanywascomplacentand3）thatitsleadersdidn'
tseethedisruptiveiPhonecoming.
Ithasalsobeenarguedthatitwasnoneoftheabove.Nokialostthesmartphonebattlebecause
ofdivergentsharedfearsamongthecompany'
smiddleandtopmanagerswhichledtocompany-wide
inertiathatleftitpowerlesstorespondtoApple'
sgame.
Basedonthefindingsofanin-depthinvestigationand76interviewswithtopandmiddlemanagers,
engineersandexternalexperts,theresearchersdiscoveredacultureoffeardueto
temperamentalleadersandthatfrightenedmiddlemanagerswerescaredoftellingthetruth.
Thefearthatfrozethecompanycamefromtwoplaces.First,thecompany'
stopmanagershad
aterrifyingreputation.SomemembersofNokia'
sboardandtopmanagementweredescribedas
extremelytemperamentalandtheyregularlyshoutedatpeopleatthetopoftheirlungs.It
wasverydifficulttotellthemthingstheydidn'
twanttohear.Secondly,topmanagerswere
afraidoftheexternalenvironmentandnotmeetingtheirquarterlytargets,whichalsoimpacted
howtheytreatedmiddlemanagers.
Topmanagersthusmademiddlemanagersafraidofdisappointingthem.Middlemanagersweretoldthattheywerenotambitiousenoughtomeettopmanagers'
goals.
Fearingthereactionsoftopmanagers,middlemanagersremainedsilentorprovidedoptimistic,
filteredinformation.Thus,middlemanagersdirectlyliedtotopmanagement.
Worse,acultureofstatusinsideNokiamadeeveryonewanttoholdontovestedpowerforfear
ofresourcesbeingallocatedelsewhereiftheydeliveredbadnewsorshowedthattheywere
notboldorambitiousenoughtoundertakechallengingassignments.
Beyondverbalpressure,topmanagersalsoappliedpressureforfasterperformanceinpersonnel
selection.Thisledmiddlemanagerstooverpromiseandunderdeliver.Onemiddlemanagertold
usthatyoucangetresourcesbypromisingsomethingearlier,orpromisingalot.It'
ssales
work.
Whilemodestfearmightbehealthyformotivation,abusingitcanbelikeoverusingadrug,
whichrisksgeneratingharmfulsideeffects.Toreducethisrisk,leadersshouldcoordinate
withthevariedemotionsofthestaff.Nokia'
stopmanagersshouldhaveencouragedsafedialogue,
internalcoordinationandfeedbacktounderstandthetrueemotionintheorganization.
正确选T，错误选F。
1.NokialostthesmartphonebattlebecauseitstechnologyisnotasgoodasthatofApple.[F]
2.Nokia'
smiddlemanagerswerefranktotellthetruth,butthetoponesdidn'
tlistento
them.[F]
3.Nokia'
stopmanagersweretoomoodytohearanythinggoodbutharsh.[T]
4.MiddlemanagersinNokiadeliveredresultsmorethantheypromisedearlier.[F]
5.Nokia'
stopmanagersshouldhavehadbetterconversationtechniquestoencourageinternal
coordinationandtruth.[T]
单元自测2试题及答案
题目顺序是随机的，使用查找功能（Ctrl＋F）进行搜索
[题目]—Ifyoucan'
tsaywhatyou'
vecometosayatthemeeting,what'
sthepoint？
—____________________,butIthinkyoumightneedtochangeyourapproachsomewhat.
[答案]Icanseethat
[题目]—Willyougoonapicnicwithustomorrow？
—____________________.
mafraidIhavenoidea
[题目]—____________________identifytheproblemsthathavebeenoccurring？
—Well,asyouknow,theproblemswehadwithGarycausedalotoffrictionamongtheteam.
[答案]Areyouableto
[题目]—Howcanyouexplainthelatestsituation？
—____________________,Iknowitisallmyfault.
[答案]Sorry
[题目]—Howdidyourmeetinggoyesterday？
—____________________actually,itwasreallyfrustrating.
[答案]Notsogood
[题目]Effectiveleadersdistillcomplexthoughtsandstrategiesintosimple,memorableterms
__________colleaguesandcustomerscangraspandactupon.
[题目]EverytimeItriedtosaysomething,hewould______tosomethingelse.
[答案]moveon
[题目]He'
sleftnow,butproductivityhasn'
t______thatmuch.
[答案]pickedup
[题目]Ithinktheprimary______factoristhere'
sbeensomuchabsencelately.
[答案]contributing
[题目]Ifdemandisrisingbutthefirm__________fromcommunicationfailure,thenstocks
willfallandtherewillbeunderstaffing.
[答案]issuffering
[题目]Intoday'
senvironment,__________peopleareoftenburnedout,it'
simportantfor
employeestohaveapersonalconnectionwithyouandtheworkyoubelievein.
[答案]where
[题目]Whatyouneedtodoistokeepthingsshortandsweet,justthe______.
[答案]highlights
[题目]WhenthemessagefinallyreachedtheCommandCenter,it__________mutatedtobecome
—Sendthreeandfour-pence,we'
regoingtoadance.
[答案]had
[题目]Whowas______themeeting？
[答案]chairing
二、完型填空（共50分）
通过下拉选项框选择正确的词汇。
WHATWEHAVEHERE:
AFAILURETOCOMMUNICATE
Itisthe[weirdest]thing.Therearemorewaysthanevertocommunicatewithpeople,yetit
sometimesseemslikeitismoredifficulttoconnect—andstay[connected]—withanyone.
Shouldyou[shoot]offanemail？
Tapoutatext？
PostaprivatemessageonFacebook？
Write
ontheirFacebookwall？
Skype,poke,pingorconjurethemuponadigitaltincanphone？
Andonceyoureachsomeone,youwonder:
Ishepayingattention？
Howdoyouknow？
Evenwith
thetechno-easeof[countless]communicationdevices,conversationscanstillbetroublesome.
Questionsareaskedandanswered[out]oforder.Instructionsanddirectionsgohalf-read.
Meetingsarebotched.Feelingsarehurt.
HABITSOFHIGHLYEFFECTIVECOMMUNICATORS
It'
snosecretthatgoodleadersarealsogoodcommunicators.Indeed,communicationand
leadershipareinextricablytied.Howcanyougalvanize,inspireorguideothersifyoudon'
t
communicateinaclear,credibleandauthenticway？
Hereare5essentialcommunication
practicesofeffectiveleaders:
1.Mindthesay-dogap.Trustisthebedrockofeffectiveleadership–yourbehaviorisyour
singlegreatestmodeofcommunication,anditmustbecongruentwithwhatyousay.Ifyour
actionsdon'
talignwithyourwords,youarestoringuptroubleforthefuture.
2.Makethecomplexsimple.Effectiveleadersdistillcomplexthoughtsandstrategiesinto
simple,memorabletermsthatcolleaguesandcustomerscangraspandactupon.Themostimportant
thingistoclarifywhatyouwanttosay,lookoutfortechnicaljargonandavoidbusiness
speak,whichaddcomplexity.Saywhatyoumeaninasfewwordsaspossible.
3.Findyourownvoice.Uselanguagethat'
sdistinctlyyourown；
letyourvaluescomethrough
inyourcommunication.Correctuseoflanguageandgrammarareimportant,ofcourse,butdon'
becomeoverlyfixatedoneloquenceforeloquence'
ssake；
concentrateonbeingdistinctand
real.Peoplewantreal,peoplerespectreal,peoplefollowreal.
4.BevisibleVisibilityisaboutlettingyourkeystakeholdersgetafeelforwhoyouare
andwhatyoucareabout.Don'
thidebehindacomputerandonlyi
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