国家开放大学管理英语4单元自测18附参考答案.docx

1、国家开放大学管理英语4单元自测18附参考答案国家开放大学形考管理英语4单元自测1-8附答案题目、答案为随机（Ctrl+F）搜索试题一、选择填空题（每题10分）1. This project is too big for me to finish on time._.A.Please do me a favorB.That is a daydreamC.Ill give you a hand 2.AT&T found that employees with better planning and decision-making skills were _ to be promoted into

2、management jobs.A.more likelyB.more likeC.more unlikely 3.The Human Resource Managing Department at Honda is given specific instructions _ employ the best possible workers.A.how toB.on what toC.on how to 4.The Human Resource Managing Department at Honda is given specific instructions _ employ the be

3、st possible workers.A.how toB.on what toC.on how to 5.The demands and requirements placed on the CEO of Sony are different from _ on the manager of your local Wendys restaurant.A.theseB.thoseC.which 6.Supervisors should _ their employees in two-way communication so that understanding takes place.A.e

4、nableB.engageC.encourage 7.It is through enthusiasm and quiet intensity _ we transform creativity and vision into the technologies.A.thatB./C.which 8.Even the best continually seek ways to _ their skills.A.sharpB.sharpenerC.sharpen 9. We could let some of the staff work from home._? Thats a good ide

5、a.A.Do you have any good ideasB.What do you think of itC.Is there anything else 10. Is it possible for you to work out the plan tonight?_A.Ill do that.B.I think so.C.Id love to. 11. I think things have been a bit difficult for us the last couple of months._. Weve been working hard, but still getting

6、 behind.A.Youre rightB.Im afraidC. I dont think so 12. Could you give us a speech on management functions some day this week?_.A.Thata good ideaB.No, I already have plansC.Id love to, but Im busy this week 13._ managers spend most of their time in face-to-face contact with others, but they spend muc

7、h of it obtaining and sharing information.A.Not onlyB.Do not onlyC.Not only do 14._ his anger the employees called him Mr. Thunder, but they loved him.A.Due toB.In spite ofC.Because 15._ CEOs spend planning, the more profitable their companies are.A.The more timeB.The moreC.The less time 二、听力理解：听录音，

8、选择最佳答案（共50分）。1. What kind of role is Melinda taking on for her job? A. HR manager.B. Project manager.C. Project coordinator. 2. How long will Melinda be trained for her new role? A. One month.B. Half a month.C. One year. 3. How often should Melinda report to the board on the progress of the project?

9、 A. Once a month.B. Twice a month.C. Once a week. 4. What kind of contract can Melinda sign with outside contractors? A. Permanent worker contract.B. Standard temporary-worker contract.C. Standard industry contract. 5. Which one does NOT belong to Melindas responsibilities? 回答A. Formulate the indust

10、ry standard of payment.B. Manage and coordinate her project team.C. Report the project progress to the board. 二、阅读理解：根据文章内容，判断正误（共50分）。Who Killed Nokia? Nokia executives attempted to explain its fall from the top of the smartphone pyramid with three factors: 1) that Nokia was technically inferior to

11、 Apple, 2) that the company was complacent and 3) that its leaders didnt see the disruptive iPhone coming. It has also been argued that it was none of the above. Nokia lost the smartphone battle because of divergent shared fears among the companys middle and top managers which led to company-wide in

12、ertia that left it powerless to respond to Apples game. Based on the findings of an in-depth investigation and 76 interviews with top and middle managers, engineers and external experts, the researchers discovered a culture of fear due to temperamental leaders and that frightened middle managers wer

13、e scared of telling the truth. The fear that froze the company came from two places. First, the companys top managers had a terrifying reputation. Some members of Nokias board and top management were described as “extremely temperamental” and they regularly shouted at people “at the top of their lun

14、gs”. It was very difficult to tell them things they didnt want to hear. Secondly, top managers were afraid of the external environment and not meeting their quarterly targets, which also impacted how they treated middle managers. Top managers thus made middle managers afraid of disappointing them. M

15、iddle managers were told that they were not ambitious enough to meet top managers goals. Fearing the reactions of top managers, middle managers remained silent or provided optimistic, filtered information. Thus, middle managers directly lied to top management. Worse, a culture of status inside Nokia

16、 made everyone want to hold onto vested power for fear of resources being allocated elsewhere if they delivered bad news or showed that they were not bold or ambitious enough to undertake challenging assignments. Beyond verbal pressure, top managers also applied pressure for faster performance in pe

17、rsonnel selection. This led middle managers to over promise and under deliver. One middle manager told us that “you can get resources by promising something earlier, or promising a lot. Its sales work.” While modest fear might be healthy for motivation, abusing it can be like overusing a drug, which

18、 risks generating harmful side effects. To reduce this risk, leaders should coordinate with the varied emotions of the staff. Nokias top managers should have encouraged safe dialogue, internal coordination and feedback to understand the true emotion in the organization. 1. Nokia lost the smartphone

19、battle because its technology is not as good as that of Apple.【F】 2. Nokias middle managers were frank to tell the truth, but the top ones didnt listen to them.【F】 3. Nokias top managers were too moody to hear anything good but harsh.【T】 4. Middle managers in Nokia delivered results more than they p

20、romised earlier.【F】 5. Nokias top managers should have had better conversation techniques to encourage internal coordination and truth.【T】单元自测2一、选择填空题（每题10分）1.Who was _ the meeting？A.chairingB.leadingC.charging 2.When the message finally reached the Command Center, it _ “mutated” to become “Send thr

21、ee and four-pence, were going to a dance.”A.wasB.hadC.have 3.What you need to do is to keep things short and sweet, just the _.A.questionsB.topicsC.highlights 4.In todays environment, _ people are often burned out, its important for employees to have a personal connection with you and the work you b

22、elieve in.A.whereB.whenC.while 5.If demand is rising but the firm _ from communication failure, then stocks will fall and there will be understaffing.A.has been sufferingB.is going to sufferC.is suffering 6.I think the primary _factor is theres been so much absence lately. A.contributingB.causingC.a

23、ffecting 7.Hes left now, but productivity hasnt _that much.A.carried onB.caught upC.picked up 8.Every time I tried to say something, he would _ to something else.A.move offB.move onC.move over 9.Effective leaders distill complex thoughts and strategies into simple, memorable terms _ colleagues and c

24、ustomers can grasp and act upon.A.whenB.thatC.who 10.How did your meeting go yesterday? _actually, it was really frustrating.A.Not so goodB.Very goodC.Nothing special 11.How can you explain the latest situation?_,I know it is all my fault.A.SorryB.Excuse meC.Im afraid 12._identify the problems that

25、have been occurring?Well, as you know, the problems we had with Gary caused a lot of friction among the team.A.What would youB.Will youC.Are you able to 13. Will you go on a picnic with us tomorrow?_.A.Yes, but Ill have English classesB.Sorry, I have an appointment with Dr. BrownC.Im afraid I have n

26、o idea 14. If you cant say what youve come to say at the meeting, whats the point?_,but I think you might need to change your approach somewhat.A.I am not sureB.I can see thatC.I know that 二、阅读理解：根据文章内容，完成选择题（共50分）。Communication Failure The meaning of “communication” goes a lot deeper than people of

27、ten think. Communication is about conceiving, sending, receiving, and interpreting messages as well as confirming reception of these messages. A failure at any point in this chain can result in ineffective communication. Ineffective communication can be disastrous. There is a famous story of a Briti

28、sh Army Commander who sent the message “Send reinforcements, were going to advance.” back to his Command Center, through a long chain of subordinates. When the message finally reached the Command Center, it had “mutated” to become - “Send three and four-pence, were going to a dance.” The reinforceme

29、nts never arrived. You can demonstrate this same principle, albeit on a less dramatic scale, by trying to play Chinese Whispers with more than 20 people. It is highly unlikely the same message you started with will be the one you end with. In a business, there are three main types of communication f

30、ailure. Each has its own indicative signs. The first type is known as allocative failure. This occurs when a firm is not gathering enough intelligence about its market or (most often), the information is not reaching the right points. The firm will not be allocating resources in step with the shifts in demand. If demand is rising but the firm is suffering from allocative communication failure, then stocks will fall and there will be understaffing. If the inverse happens, there will be a surplus of stocks and overstaffing. The secon