河南开放大学答案管理英语4形成性考核答案 (2)

管理英语4

学校: 河南开放大学

问题: 1. — I am sorry for what I have said to you.
—_____________

选项上海开放大学答案:

• A. No problem.

• B. I'm sure about that.

• C. Don't think any more about it.

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问题: 2. —_____________
— I'd like to have this film developed.

选项:

• A. What's it?

• B. May I help you?

• C. What do you want?

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问题: 3. I believe that I have a lot to contribute ______ a team environment, and am comfortable in both leadership and play云南开放大学答案er roles.

选项:

• A. to

• B. with

• C. for

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问题: 4. I like to think ______. I am always the one finding new ways to a situation or challenge.

选项:

• A. inside of the box

• B. of the box渝粤搜题

• C. www.yuyue-edu.cnoutside of th国家开放大学答案e box

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问题: 5. The team creates an environment ______ people are comfortable in communicating, advocating positions, and taking action.

选项:

• A. that

• B. which

• C. in which

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问题: 6. 二、阅读理解：根据文章内容，完成选择题（共50分）。
A Teamwork Game
　　A team of about 35 employees had come together for a team building event. They were a young, bright and enthusiastic team. However, one of their chief problems was the fact that they wouldn't share information or solutions with each other, and the team leader thought they were too focused on themselves and not on the team. As a result, she brought them all into the cafeteria. All of the tables and chairs had been stored away, and fun decorations and hundreds of different colored balloons had been placed around the room.
　　In the center of the room was a big box of balloons that hadn't been blown up yet. The team leader instructed everybody to pick a balloon, blow it up, and write their name on it, but they had to be careful not to burst the balloon.
　　Although they were given a second chance if their first balloon popped, they were out of the game the second time round. In the end, about 30 team members wrote their names without their balloons popping. They were then asked to leave the room and, after five minutes, the team leader brought them back in and asked them to find the balloon with their name on it amongst the hundreds of other balloons in the room. After 15 minutes of searching, no one had found their balloon, and the team were told that they were then going to move on to the third round of the activity.
　　In this round, each team member was instructed to find any balloon with a name on it and then give that balloon to the person whose name was on it. Within two minutes, everybody had their own balloon. The team leader summarized the activity thus: “We are much more efficient when we are willing to share with each other and much better at problem solving when we are working together, not individually.”
　　Sometimes, members of teams create obstacles by focusing solely on their own pursuits and goals. Every member of the team should ask themselves on a regular basis what they are doing and what they can do for the team.
操作提示：通过题目后的下拉选项框选择正确答案。
1. This team building event was aimed at .
A. helping these young, bright and enthusiastic employees become more concentrated on their work
B. making the team members know how to share information or solutions and cooperate with each other
C. building up team morale
2. This event was held in .
A. a self-service restaurant
B. a coffee shop
C. a classroom
3. About how many team members were out of the second round of the activity?
A. 30.
B. 35.
C. 5.
4. Which statement below is correct?
A. In the second round, every one of the team had found their balloons after 15 minutes.
B. In the third round, the team members were asked them to find the balloon with their name on it amongst the hundreds of other balloons in the room.
C. In the third round, everybody had their own balloon with help from others within 2 minutes.
5. What was the event going to teach these employees?
A. Sharing and cooperating with other team members is more efficient when they are working together.
B. Focusing solely on employees' own pursuits is not allowed in workplace.
C. Failure of teamwork is caused by individual.

选项:

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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. — Could you give us a speech on management functions some day this week?
—________________.

选项:

• A. That's a good idea

• B. No, I already have plans

• C. I'd love to, but I'm busy this week

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问题: 3. ______ 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:广东开放大学答案

• A. Not only

• B. Do not only

• C. Not only do

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问题: 4. AT&T found that employees with better planning and decision-making skills were ______ to be promoted into management jobs.

选项:

• A. more likely

• B. more like

• C. more unlikely

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问题: 5. The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.

选项:

• A. how to

• B. on 渝粤题库what to

• C. on how to

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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 manag北京开放大学答案ers 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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