深圳开放大学管理英语4作业参考答案

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2024年秋季广东开放大学成人学历招生说明

管理英语4

00067108

问题: 1. — I think things have been a bit difficult for us the last couple of months.
—__________. We've been working hard, but still getting behind.

选项:

• A. You're right

• B. I'm afraid

• C. I don’t think so

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问题: 2. — This project is too big for me to finish on time.
—________________.

选项:

• A. Please do me a favor

• B. That is a daydream

• C. I'll give you a hand

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问题: 3. Even the best continually seek ways to ______ their skills.

选项:

• A. sharp

• B. sharpener

• C. sharpen

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问题: 4. The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.

选项:

• A. how to

• B. on what to

• C. on how to

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问题: 5. ______ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.

选项:

• A. Not only

• B. Do not only

• C. Not only do

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问题: 6. 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, which risks generating harmful side effects. To reduce this risk, leaders should coordinate with 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 organization.

操作提示：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.
2. Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them.
3. Nokia's top managers were too moody to hear anything good but harsh.
4. Middle managers in Nokia delivered results more than they promised earlier.
5. Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth.

选项:

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问题: 1. —Can I get you a couple of tea?
—_________________________.

选项:

• A. That's very nice of you

• B. With pleasure

• C. You can, please

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问题: 2. — You'd better not push yourself too hard. You can ask the team and listen.
— __________

选项:

• A. You are right.

• B. No, we can't do that.

• C. I think it will kill our time.

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问题: 3. Fifty-five per cent of the respondents said that praise and attention from their supervisor would make them feel ______ the company cared about them and their well-being.

选项:

• A. as if

• B. even if

• C. like

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问题: 4. I think a big part of it is ______ we know how to have fun on the job.

选项:

• A. that

• B. which

• C. why

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问题: 5. All the team members tried their best. We lost the game, _________.

选项:

• A. however

• B. therefore

• C. since

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问题: 6. 二、听力理解：听录音，判断正误（共50分）。
请听录音： unit4tl.mp3
操作提示：正确选“T”，错误选“F”。
Human resources supported the proposal of giving the business intelligence a pay incentive every three months at the beginning.
2. Brad from human resources supports Scott's idea.
3. Carlotta is the manager of HRD.
4. Men and women in the business intelligence team who have been selected to get the prize will receive the same rewarding things.
5. The prize-winner cannot choose the prize that costs more than $500. 7. The prize-winner can only have material awards and no day off.

选项:

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问题: 7. An appreciated gift and the gesture of providing it will ______ your coworker's day.

选项:

• A. look up

• B. light up

• C. lift to

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问题: 8. Learning new things has always been a great ______ for me.

选项:

• A. motivator

• B. motivate

• C. motivation

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问题: 9. Self-esteem needs might include the ______ from a workplace.

选项:

• A. rewards

• B. rewarded

• C. rewarded

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问题: 10. 二、阅读理解：根据文章内容，判断正误（共50分）。
The Right Way to Motivate Employees
　　It's important for a CEO to be passionate and enthusiastic, but there's a line of professionalism that must always be maintained.
　　According to a report from the technology website Venture Beat, PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn't have the passion to use the products they work for.
　　According to the website, part of the leaked letter reads:
　　“It's been brought to my attention that when testing paying with mobile at Cafe 17 last week, some of you refused to install the PayPal app, and others didn't even remember their PayPal passwords. That's unacceptable to me, and the rest of my team, everyone at PayPal should use our products where available. That's the only way we can make them better, and better.”
　　“In closing, if you are one of the folks who refused to install the PayPal app or if you can't remember your PayPal password, do yourself a favor, go and find something that will connect with your heart and mind elsewhere.”
　　While not obvious at first, the letter reveals a problem of morale and culture at PayPal. As an executive, you certainly want your employees to use and promote your products. However, when faced with a situation where staff isn't embracing what they make, you need to investigate the root of the problem -- not threaten.
When faced with internal problems, good executives start by asking “why”. They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it. Sending out a one-sided note about the problem is not leading, it's retreating.
　　Leadership starts by listening. Good executives need to get out among the staff and ask questions and listen without judgment or reaction. The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection. At the end of the day, if his employees have to be forced to use the app, how can he expect consumers to want to willingly pay to use it? Marcus should have focused on three questions:
　　• Why are you not using the app?
　　• What is it that we can do to ensure you use our app?
　　• What do you need from me?
操作提示：正确选T，错误选F。
A CEO only needs to be passionate and enthusiastic.
2. It is not professional that PayPal CEO blames his employees not to use PayPal or forget PayPal passwords.
3. “A one-sided note” refers to the root of PayPal's problem.
4. When faced with internal problems, good executives find the root of a problem in their executive team first.
5. Good executives need to give feedback immediately when they are listening to the staff.

选项:

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问题: 1. — Over-the-top? You mean…
— ____________

选项:

• A. Well, sometimes your co-workers feel that you are too loud.

• B. No, I don't.

• C. Thanks a lot.

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问题: 2. — Haven't seen you for ages. What are you busy doing now?
— ____________

选项:

• A. Yes ,long time no see.

• B. Yeah, thanks for coming.

• C. I am working part time in a bookstore.

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问题: 3. They have come to the conclusion ________ this winter will be even colder than before.

选项:

• A. that

• B. for

• C. which

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问题: 4. A child's character is greatly influenced by his home ________.

选项:

• A. case

• B. environment

• C. situation

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问题: 5. At a rough ________, we will take another four weeks to finish this plan.

选项:

• A. estimate

• B. value

• C. account

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问题: 6. 二、阅读理解：根据文章内容，判断正误（共50分）。
Performance Management and Performance Appraisal
　　Performance management aims to acknowledge employee achievements, support their personal and professional development, and motivate and empower them to perform their work effectively. Performance management helps employees to develop their understanding, knowledge and skills so that they can contribute to the achievement of the enterprise's goals and gain personal and job satisfaction. It is a vital part of any quality human resource system.
　　Every enterprise wants and should expect high performance from each employee.The elements of a competency-based performance management system will, if implemented well, enable high performance which will define enterprise and personal success. Using performance management processes, an enterprise can be better placed to meet competitive challenges. This is done by:
　　●identifying the critical positions
　　●determining the most important competencies for those positions
　　●providing the education, training and feedback required by employees
　　●holding each person accountable for their results
　　The key to the performance management process is ‘performance appraisal'. Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards. It is a systematic process of feedback on an employee's work performance, and agreement to future training plans, job goals and job aspirations.
　　To be effective, a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals. Units of competency provide a very effective tool for setting benchmarks or criteria for work performance. The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.

操作提示：正确选T，错误选F。
Performance management is a very important part of any quality human resource system.
2. The aim of performance management is to punish the unqualified employees.
3. An enterprise can be better placed to meet competitive challenges by providing the education, training and feedback required by employees, for example.
4. Every enterprise can expect high performance from each employee.
5. “Performance management” is also called “performance appraisal”.

选项:

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问题: 1. —I'm going to Beijing for a few days.
— _______. I wish I could go with you.

选项:

• A. It doesn't matter

• B. Forget it

• C. I really envy you

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问题: 2. — Which of these hats do you want?
— _______ . Either will do.

选项:

• A. I don't mind

• B. No problem

• C. Go ahead

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问题: 3. She is very adaptive and soon adapted ______ to the campus life.

选项:

• A. with

• B. to

• C. as

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问题: 4. By the end of the year, the sales plan for the next year______.

选项:

• A. will be made

• B. will have been made

• C. have been made

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问题: 5. To build the reservoir（水库）， thousands of people have to be_______ .

选项:

• A. relocated

• B. repeated

• C. reopened

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问题: 6. 二、阅读理解：根据文章内容，判断正误（共50分）。
Jack Welch Leading Organizational Change at GE
　　When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he could look back at a very successful career. He became CEO in 1981 at the age of 45. At that time, GE had a very complex organizational structure with considerably bureaucratic rules.
　　One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas. If this was not the case, managers had the options of fixing the problem, selling their particular business, or closing it. In an effort to streamline the organization, Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.
　　The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers. One such program was the Work-Out（群策群力）.Groups of managers were assembled to share their views openly in three-day sessions. At the beginning of the meetings, the superior presented the challenges for his or her organizational unit. Then the superior had to leave, requesting the groups to find solutions to the problems. Facilitators (会议主持人) helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect more information. This process put great pressure on the superior to make decisions.
　　Another program to improve effectiveness and efficiency was Best Practices. The aim was to learn from other companies how they obtained customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This helped the GE people to focus on the processes in their operations that would improve the company's performance.
　　Jack Welch was personally involved in developing managers at GE's training center in Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company.

操作提示：正确选T，错误选F。
Jack Welch retired at the age of 65.
2. Jack Welch insisted that each of the businesses should be at least number 3 in their respective area.
3. If the business could not meet Welch's change requirements, its manager had 3choices.
4. The restructuring went before changing the organizational culture and the managerial styles of GE's managers.
5. The Work Out lasted a week.

选项:

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问题: 1. —Scott，I'd like to have your opinions about my written report.
—________________ But I have one suggestion.

选项:

• A. That's a good idea.

• B. You are too modest.

• C. It looks fine to me.

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问题: 2. — ____________________________
—Actually I prefer working on my own.

选项:

• A. Could I use this dictionary?

• B. May I open the window to let in some fresh air?

• C. Do you prefer teamwork or working individually?

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问题: 3. We ________ with achievement.

选项:

• A. done

• B. are obsessed

• C. catch up

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问题: 4. This is the man ______ last night.

选项:

• A. whom I saw him

• B. whom I saw

• C. what I saw

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问题: 5. We need ________ communication skills: listen carefully, think before you speak and manage conflicts diplomatically.

选项:

• A. outstanding

• B. plain

• C. general

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问题: 6. 二、完型填空（共50分）
操作提示：通过下拉选项框选择正确的词汇。
　　This evening I met a friend at a local bar. She brought her laptop so she could show me some of her latest digital art designs. As we looked through her artwork, the laptop suddenly started making an unhealthy noise, then the screen twinkled on and off and then cut off . And as we both stared at one another surprisingly, the terrible smell of fried computer circuits appeared.
　　I grabbed the laptop off the bar to inspect it and the problem instantly arose itself. The bottom of the laptop was completely wet and empty, spilt water glass rested against the side of her purse just behind where the laptop was sitting. While we were chatting and shifting the laptop's 17 inch screen , we somehow spilt a glass of water that the waiter had inadvertently (无意地) placed behind the screen, which was out of our view.
　　When life throws id some troubles like this, it typically doesn't make any sense to us, and our natural emotional reaction might get extremely at the top of our lungs. But how does this help our dilemma? Obviously, it doesn't.
　　The smartest and hardest thing we can do in these kinds of situations is to be more tempered in our reaction. You'd be much wiser and more disciplined than scream extremely. You should remember that emotional rage only makes matters worse. And please remember that once it happens, that will give us an opportunity to grow stronger.
　　Every difficult moment in our lives is accompanied by an opportunity for personal growth and . But in order to attain this growth and creativity，we must first learn to control our emotions,and we must recognize that difficulties pass like everything in our life.

选项:

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问题: 7. — Who should be responsible for the accident?
— The boss, not the workers. They just carried out the order ______.

选项:

• A. as are told

• B. as told

• C. as they told

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问题: 8. please ______ your hand if you have any question at all.

选项:

• A. raise

• B. rise

• C. arise

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