国开管理英语4形考18测试及答案Word文档格式.docx

1、_. We ve been working hard, but still getting behind.答案You re right题目 Is it possible for you to work out the plan tonight？_答案I think so.题目 We could let some of the staff work from home. _？ That s a good idea.答案What do you think of it题目Even the best continually seek ways to _ their skills.答案sharpen题目

2、It is through enthusiasm and quiet intensity _ we transform creativity and visioninto the technologies.答案that题目Supervisors should _ their employees in two-way communication so that understandingtakes place.答案engage题目The demands and requirements placed on the CEO of Sony are different from _ on thema

3、nager of your local Wendy s restaurant.答案those题目The Human Resource Managing Department at Honda is given specific instructions _employ the best possible workers.答案on how to 题 目 The responsibilities in handbook _ that managers have to be concerned withefficiency and effectiveness in the work process.

4、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 of role is Melinda taking on for her job？ CA. HR manager.B. Project manager.C. Project coordinator.2. How long will Melinda be trained for her new role？ BA. One month.B. Half a month.C. One year.3. How often sh

5、ould Melinda report to the board on the progress of the project？ AA. 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

6、belong to Melinda s responsibilities？A. Formulate the industry 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 pyrami

7、d withthree factors: 1） that Nokia was technically inferior to Apple, 2） that the company was complacent and 3） that its leaders didn t see the disruptive iPhone coming.It has also been argued that it was none of the above. Nokia lost the smartphone battle becauseof divergent shared fears among the

8、company s middle and top managers which led to company-wideinertia that left it powerless to respond to Apple s 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 tote

9、mperamental leaders and that frightened middle managers were scared of telling the truth.The fear that froze the company came from two places. First, the company s top managers hada terrifying reputation. Some members of Nokia s board and top management were described asextremely temperamental and t

10、hey regularly shouted at people at the top of their lungs. Itwas very difficult to tell them things they didn t want to hear. Secondly, top managers wereafraid of the external environment and not meeting their quarterly targets, which also impactedhow they treated middle managers.Top managers thus m

11、ade middle managers afraid of disappointing them. Middle managers were toldthat 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 man

12、agement.Worse, a culture of status inside Nokia made everyone want to hold onto vested power for fearof resources being allocated elsewhere if they delivered bad news or showed that they werenot bold or ambitious enough to undertake challenging assignments.Beyond verbal pressure, top managers also a

13、pplied pressure for faster performance in personnelselection. This led middle managers to over promise and under deliver. One middle manager toldus that you can get resources by promising something earlier, or promising a lot. It s saleswork.While modest fear might be healthy for motivation, abusing

14、 it can be like overusing a drug,which risks generating harmful side effects. To reduce this risk, leaders should coordinatewith the varied emotions of the staff. Nokia s top managers should have encouraged safe dialogue,internal coordination and feedback to understand the true emotion in the organi

15、zation. 正确选 T， 错误选 F。1. Nokia lost the smartphone battle because its technology is not as good as that of Apple. F2. Nokia s middle managers were frank to tell the truth, but the top ones didn t listen tothem. F3. Nokia s top managers were too moody to hear anything good but harsh. T4. Middle manage

16、rs in Nokia delivered results more than they promised earlier. F5. Nokia s top managers should have had better conversation techniques to encourage internalcoordination and truth. 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（CtrlF） 进行搜索题目 If you can t say what you ve come to say at the meeting, what s the point？_,

17、 but I think you might need to change your approach somewhat.答案I can see that题目 Will you go on a picnic with us tomorrow？_. m afraid I have no idea题目_identify the problems that have been occurring？Well, as you know, the problems we had with Gary caused a lot of friction among the team.答案Are you able

18、 to题目How can you explain the latest situation？_, I know it is all my fault.答案Sorry题目How did your meeting go yesterday？ _actually, it was really frustrating.答案Not so good题目Effective leaders distill complex thoughts and strategies into simple, memorable terms_ colleagues and customers can grasp and ac

19、t upon.题目Every time I tried to say something, he would _ to something else.答案move on题目He s left now, but productivity hasn t _that much.答案picked up题目I think the primary _factor is there s been so much absence lately.答案contributing题目If demand is rising but the firm _ from communication failure, then

20、stockswill fall and there will be understaffing.答案is suffering题目 In today s environment, _ people are often burned out, it s important foremployees to have a personal connection with you and the work you believe in.答案where题目What you need to do is to keep things short and sweet, just the _.答案highligh

21、ts题目When the message finally reached the Command Center, it _ mutated to becomeSend three and four-pence, we re going to a dance.答案had题目Who was _ the meeting？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。WHAT WE HAVE HERE: A FAILURE TO COMMUNICATEIt is the weirdest thing. There are more ways than ever to

22、 communicate with people, yet itsometimes seems like it is more difficult to connect and stay connected with anyone.Should you shoot off an email？ Tap out a text？ Post a private message on Facebook？ Writeon their Facebook wall？ Skype, poke, ping or conjure them up on a digital tin can phone？And once

23、 you reach someone, you wonder: Is he paying attention？ How do you know？ Even withthe techno-ease of countless communication devices, conversations can still be troublesome.Questions are asked and answered out of order. Instructions and directions go half-read.Meetings are botched. Feelings are hurt

24、.HABITS OF HIGHLY EFFECTIVE COMMUNICATORSIt s no secret that good leaders are also good communicators. Indeed, communication andleadership are inextricably tied. How can you galvanize, inspire or guide others if you don tcommunicate in a clear, credible and authentic way？ Here are 5 essential commun

25、icationpractices of effective leaders:1. Mind the say-do gap. Trust is the bedrock of effective leadership your behavior is yoursingle greatest mode of communication, and it must be congruent with what you say. If youractions don t align with your words, you are storing up trouble for the future.2.

26、Make the complex simple. Effective leaders distill complex thoughts and strategies intosimple, memorable terms that colleagues and customers can grasp and act upon. The most importantthing is to clarify what you want to say, look out for technical jargon and avoid businessspeak, which add complexity

27、. Say what you mean in as few words as possible.3. Find your own voice. Use language that s distinctly your own； let your values come throughin your communication. Correct use of language and grammar are important, of course, but donbecome overly fixated on eloquence for eloquence s sake； concentrate on being distinct andreal. People want real, people respect real, people follow real.4. Be visible Visibility is about letting your key stakeholders get a feel for who you areand what you care about. Don t hide behind a computer and only i