最新国开电大本科《管理英语 4》 形考任务(单元自测 1 至 8) 试题及答案

国开本科《管理英语4》形考任务(单元自测 1 至8) 试题及答案单元自测1 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] —This project is too big for me to finish on time.

—________________.

[答案] I' ll give you a hand

[题目] AT&T found that employees with better planning and decision-making skills were ______

to be promoted into management jobs.

[答案] more likely

[题目]______ CEOs spend planning, the more profitable their companies are.

[答案] The more time

[题目]______ his anger the employees called him Mr. Thunder, but they loved him.

[答案] Due to

[题目]______ managers spend most of their time in face-to-face contact with others, but they

spend much of it obtaining and sharing information.

[答案] Not only do

[题目]—Could you give us a speech on management functions some day this week？

—________________.

[答案] I' d love to, but I' m busy this week

[题目]—I think things have been a bit difficult for us the last couple of months.

—__________. 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]It is through enthusiasm and quiet intensity ______ we transform creativity and vision

into the technologies.

[答案] that

[题目]Supervisors should ______ their employees in two-way communication so that understanding takes place.

[答案] engage

[题目]The demands and requirements placed on the CEO of Sony are different from ______ on the manager 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 with efficiency and effectiveness in the work 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 of role is Melinda taking on for her job？[C]

A. HR manager.

B. Project manager.

[答案] C. Project coordinator.

2. How long will Melinda be trained for her new role？[B]

A. One month.

[答案] B. Half a month.

C. One year.

3. How often should Melinda report to the board on the progress of the project？[A]

[答案] A. Once a month.

B. Twice a month.

C. Once a week.

4. What kind of contract can Melinda sign with outside contractors？[B]

A. Permanent worker contract.

[答案] B. Standard temporary-worker contract.

C. Standard industry contract.

5. Which one does NOT belong to Melinda' s responsibilities？[A]

[答案] 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 pyramid with

three 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 because of divergent shared fears among the company' s middle and top managers which led to company-wide inertia 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

to temperamental 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 had

a terrifying reputation. Some members of Nokia' s board and top management were described as extremely temperamental and they regularly shouted at people at the top of their lungs. It

was very difficult to tell them things they didn' t 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. Middle 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 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 personnel 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.

It' s sales work.

While modest fear might be healthy for motivation, abusing it can be like overusing a drug,