福建开放大学管理英语4考核作业参考原题试题

2024秋最新《福建开放大学管理英语4考核作业参考原题试题》形考作业试题题库、期末题库

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管理英语4

学校: 福建开放大学

问题 1: 1. got behind

选项:

答案: 正确

问题 2: 2. lacked money

选项:

答案: 正确

问题 3: 3. got slack on their work

选项:

答案: 错误

问题 4: 4. didn't have enough work-hands

选项:

答案: 正确

问题 5: 5. did not connect with the German colleagues

选项:

答案: 错误

问题 6: 6. were of low efficiency in communication

选项:

答案: 正确

问题 7: 7. worked flexibly

选项:

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问题 8: 8. had to work in the office

选项:

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问题 9: 1. facial expression

选项:

• A. Non-Verbal Communication

• B. Verbal Communication

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问题 10: 2. tone

选项:

• A. Non-Verbal Communication

• B. Verbal Communication

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问题 11: 3. body movement

选项:

• A. Non-Verbal Communication

• B. Verbal Communication

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问题 12: 4. voice

选项:

• A. Non-Verbal Communication

• B. Verbal Communication

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问题 13: 5. gesture

选项:

• A. Non-Verbal Communication

• B. Verbal Communication

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问题 14: 6. touch

选项:

• A. Non-Verbal Communication

• B. Verbal Communication

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问题 15: 7. eye contact

选项:

• A. Non-Verbal Communication

• B. Verbal Communication

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问题 16: 8. space

选项:

• A. Non-Verbal Communication

• B. Verbal Communication

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问题 17: 9. posture

选项:

• A. Non-Verbal Communication

• B. Verbal Communication

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问题 18: 1. Alison doesn't feel good about the meeting yesterday.

选项:

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问题 19: 2. Alison and Sean attended the meeting together.

选项:

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问题 20: 3. Alison has a communication problem with Sean.

选项:

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问题 21: 4. Sean thinks Alison is not a good employee.

选项:

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问题 22: 5. Alison doesn't agree with Sean's suggestion dealing with John.

选项:

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问题 23: 1. You are very enthusiastic and we appreciate that, but ________

选项:

• A. if you don't complete tasks, you won't get promoted

• B. many times you don't follow through

• C. nothing is really getting done

• D. sometimes you can be a bit over-the-top. You are too loud, or you tell inappropriate jokes during office hours

• E. the legwork is really not my style

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问题 24: 2. You have a lot of good ideas and you start quite a few different projects, but ________

选项:

• A. if you don't complete tasks, you won't get promoted

• B. many times you don't follow through

• C. nothing is really getting done

• D. sometimes you can be a bit over-the-top. You are too loud, or you tell inappropriate jokes during office hours

• E. the legwork is really not my style

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问题 25: 3. All these ideas are just floating around but ________

选项:

• A. if you don't complete tasks, you won't get promoted

• B. many times you don't follow through

• C. nothing is really getting done

• D. sometimes you can be a bit over-the-top. You are too loud, or you tell inappropriate jokes during office hours

• E. the legwork is really not my style

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问题 26: 4. I come up with concepts and start them, but ________

选项:

• A. if you don't complete tasks, you won't get promoted

• B. many times you don't follow through

• C. nothing is really getting done

• D. sometimes you can be a bit over-the-top. You are too loud, or you tell inappropriate jokes during office hours

• E. the legwork is really not my style

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问题 27: 5. You have a lot of talent, but ________

选项:

• A. if you don't complete tasks, you won't get promoted

• B. many times you don't follow through

• C. nothing is really getting done

• D. sometimes you can be a bit over-the-top. You are too loud, or you tell inappropriate jokes during office hours

• E. the legwork is really not my style

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问题 28: 1. Some additional lessons might get you up to the demanded by the examiners.

选项:

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问题 29: 2. Doubtless, the next president will policies and take credit for helping this inevitable transformation.

选项:

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问题 30: 3. The art of these churches encompasses which demonstrate the relation between Eastern and Western Christian Art.

选项:

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问题 31: 4. Military and business leaders that embody this principal their team and earn respect.

选项:

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问题 32: 5. They've earned that right over the years and set the for the rest of us.

选项:

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问题 33: 6. Games both young and old to find creative solutions, practice new skills, and keep their brains active.

选项:

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问题 34: 7. To measure each job, CareerCast.com used four core : pay, outlook, work environment, and stress.

选项:

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问题 35: 8. The school is pushing the bounds of blended learning with a Flex model that is -based.

选项:

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问题 36: 1. Melinda _________ sees Smith.

选项:

• A. often

• B. sometimes

• C. rarely

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问题 37: 2. All the following are signs of change EXCEPT _________.

选项:

• A. production and safety

• B. growth and innovation

• C. outsourcing and relocation

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问题 38: 3. According to Koontz and Weihrich, the forces for change may come from _________.

选项:

• A. the employees

• B. the inside and outside

• C. the employers

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问题 39: 4. The private and the public sector should develop in a(n) _________ way.

选项:

• A. separate

• B. cooperative and interdependent

• C. independent

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问题 40: 5. Which of the following statements is TRUE?_________

选项:

• A. Change management enjoys great popularity in industrialized countries.

• B. Change management is unpopular in industrialized countries.

• C. People know little about change management in industrialized countries.

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问题 41: 1. — We could let some of the staff work from home.________________?
— That's a good idea.

选项:

• A. Do you have any good ideas

• B. What do you think of it

• C. Is there anything else

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问题 42: 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 43: 3. 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 44: 4. The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant.

选项:

• A. these

• B. those

• C. which

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问题 45: 5. Even the best continually seek ways to ______ their skills.

选项:

• A. sharp

• B. sharpener

• C. sharpen

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问题 46: 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 47: 1. — Will you go on a picnic with us tomorrow?
—____________________.

选项:

• A. Yes, but I'll have English classes

• B. Sorry, I have an appointment with Dr. Brown

• C. I'm afraid I have no idea

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问题 48: 2. — If you can't say what you've come to say at the meeting, what's the point?
—____________________,but I think you might need to change your approach somewhat.

选项:

• A. I am not sure

• B. I can see that

• C. I know that

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问题 49: 3. I think the primary ______factor is there's been so much absence lately.

选项:

• A. contributing

• B. causing

• C. affecting

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问题 50: 4. In today's environment, __________ people are often burned out, it's important for employees to have a personal connection with you and the work you believe in.

选项:

• A. where

• B. when

• C. while

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问题 51: 5. What you need to do is to keep things short and sweet, just the ______.

选项:

• A. questions

• B. topics

• C. highlights

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问题 52: 6. 二、阅读理解：根据文章内容，判断正误（共50分）。
Habits of Highly Effective Communicators
　　It's no secret that good leaders are also good communicators. Indeed, communication and leadership are inextricably tied. How can you galvanize, inspire or guide others if you don't communicate in a clear, credible and authentic way? Here are 5 essential communication practices of effective leaders:
　　1. Mind the say-do gap. Trust is the bedrock of effective leadership – your behavior is your single greatest mode of communication, and it must be congruent with what you say. If your actions don't align with your words, you are storing up trouble for the future.
　　2. Make the complex simple. Effective leaders distill complex thoughts and strategies into simple, memorable terms that colleagues and customers can grasp and act upon. The most important thing is to clarify what you want to say, look out for technical jargon and avoid business speak, which add complexity. 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 through in your communication. Correct use of language and grammar are important, of course, but don't become overly fixated on eloquence for eloquence's sake; concentrate on being distinct and real. 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 are and what you care about. Don't hide behind a computer and only interact with people electronically – see them face to face and voice to voice, and interact with them in a real, substantial way. In today's environment, where people are often burned out, it's important for employees to have a personal connection with you and the work you believe in. Show the people that work for you that you're engaged and that you care about them and their work.
　　5. Listen with your eyes as well as your ears. Effective communication is a two-way process, and good leaders know how to ask good questions, and then listen with both their eyes and their ears. Because you are in a position of authority, others may be reluctant to express their real opinions to you directly. You won't always get direct feedback, so you need to also be able to read between the lines and look for the non-verbal cues.
操作提示：正确选T，错误选F。
1. Communication and leadership don't always go hand in hand.
2. The say-do gap happens when people misunderstand their leader's intention.
3. Using technical jargon makes a leader convincing.
4. Communicating sincerely is always the best.
5. Observation is as important as communication when you want to know what people really think.

选项:

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问题 53: 7. Effective leaders distill complex thoughts and strategies into simple, memorable terms __________ colleagues and customers can grasp and act upon.

选项:

• A. when

• B. that

• C. who

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问题 54: 8. If demand is rising but the firm __________ from communication failure, then stocks will fall and there will be understaffing.

选项:

• A. has been suffering

• B. is going to suffer

• C. is suffering

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问题 55: 9. 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 often 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 British Army Commander who sent the message “Send reinforcements, we're 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, we're going to a dance.” The reinforcements 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 failure. 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 second type is executive failure, where communication to trigger specific events/actions is either late, lacking or in error. The symptoms of this are a general loss of direction in the company or departments, a loss of co-ordination and an increase in complaints from customers as things happen late or not at all.
　　•The final type is human failure. This occurs when the general culture of a business or the relationships between particular individuals or departments do not foster effective communication. This leads to alienated staff, an increase in staff turnover, an increase in absenteeism and general frustration among staff. Creativity, especially that which takes place across departmental boundaries, is likely to suffer hugely as team synergy slips.
操作提示：通过题目后的下拉选项框选择正确答案。
Confirming reception of the sent messages means .
A. the messages are sent to right receivers
B. the messages are correctly understood
C. the messages are correctly understood by right receivers
2. In the famous British Army Commander story, which step probably did NOT go wrong in the communication chain?
A. Conceiving.
B. Sending.
C. Receiving.
3. What is Chinese whispers?
A. Who whispers in Chinese.
B. A game to pass message around in a whisper.
C. Chinese people who don't normally talk very loudly.
4. Allocative failure does NOT happen when .
A. the right information goes to the right place
B. a company gathers false information
C. the correct information is not received by the right department or person
5. According to the passage, which of the following cases does NOT belong to human failure?
A. Decreasing creativity across departments.
B. Inadequate communication between departments.
C. Increasing customer complaints.

选项:

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问题 56: 1. — What are your teammates like?
—_____________

选项:

• A. They are all warmhearted and helpful.

• B. They all like sports and games.

• C. They are all good friends.

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问题 57: 2. — Will you help me arrange a meeting with Mr. Brown, please?
—_____________

选项:

• A. No, no way.

• B. No, I can't.

• C. Sorry I can't. I have to finish my project right now.

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问题 58: 3. If I take the time to talk with my manager at the beginning of a project, we ______ off to a great start on the same page.

选项:

• A. can get

• B. have got

• C. get

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问题 59: 4. Team members are ______ as unique people with irreplaceable experiences, points of view, and knowledge to contribute.

选项:

• A. treated

• B. viewed

• C. known

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问题 60: 5. The majority of these team challenges ______ anywhere.

选项:

• A. can deliver

• B. are delivered

• C. can be delivered

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问题 61: 6. 阅读理解：根据文章内容，判断正误（共50分）。
Tips for Team Building
　　When you think of team building, do you immediately picture your group off at a resort playing games or hanging from ropes? Traditionally, many organizations approach team building in this way but, then, they wonder why that wonderful sense of teamwork that had been displayed at the retreat or the seminar fails to impact long term beliefs and actions back at work.
　　I'm not averse to retreats, planning sessions, seminars and team building activities — in fact I lead them — but they have to form part of a much larger teamwork effort. You will not build teamwork by “retreating” as a group for a couple of days each year, instead you need to think of team building as something you do every single day.
　　• Form teams to solve real work issues and to improve real work processes. Provide training in systematic methods so the team expends its energy on the project, not on trying to work out how to work together as a team to approach the problem.
　　• Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes. If there is friction between team members, examine the work processes they mutually own — the problem is not usually their personalities; instead, it is often the fact that the team members haven't agreed on how they will deliver a product or service, or the steps required to get something done.
　　• Build fun and shared occasions into the organization's agenda — hold pot luck lunches, take the team to a sporting event, sponsor dinners at a local restaurant, go hiking or go to an amusement park. Hold a monthly company meeting, sponsor sports teams and encourage cheering team fans.
　　• Use ice breakers and teamwork exercises at meetings — these help team members get to know each other, share details about each others lives, and have a laugh together.
　　• Celebrate team successes publicly. There are many ways you could do this, for instance by buying everyone the same T-shirt or hat, putting team member names in a draw for company merchandise and gift certificates. The only thing limiting you is your imagination.
　　If you do the types of teamwork building listed above, you'll be amazed at the progress you will make in creating a teamwork culture, a culture that enables individuals to contribute more than they ever thought possible — together.
操作提示：正确选T，错误选F。
1.Team building event is traditionally related to playing games at resort.
2. The author claims that playing games together is as important as form teams to solve real work issues and to improve real work processes for team building.
3. “Retreat” in the first paragraph means withdrawal of troops after a defeat.
4. Ice breaking motivates team members compete with each other.
5. A good teamwork culture enables individuals make more efforts together.

选项:

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问题 62: 1. — 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 63: 2. —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 64: 3. Companies are ______ interested in your soft skills ______ they are in your hard skills.

选项:

• A. so… that…

• B. as…as…

• C. not…until…

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问题 65: 4. ______ clearly communicate with and actively listen to employees is essential to improve their performance.

选项:

• A. Be able to

• B. Being able

• C. Being able to

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问题 66: 5. The leader ______ at creating opportunities to provide rewards, recognition and thanks to his or her staff.

选项:

• A. exceeds

• B. excellent

• C. excels

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问题 67: 6. 二、阅读理解：根据文章内容，完成选择题（共50分）。
How Google Continues to Keep Employees Happy
　　Working for Google is a dream of many, not just because of what this company has achieved in the last 15 years, but because of its enviable work culture. With about 37,000 employees in 40 countries, you might wonder how Google maintains a motivating work experience throughout its entire company.
　　Working for Google comes with perks that most other organizations can't provide -- bowling alleys, free haircuts, gym memberships, and shuttles to and from work. The company's secret to success is putting the same amount of time and effort into keeping employees happy as it does into innovating products.
　　Back when the company was just a start-up, co-founders Larry Page and Sergey Brin had the goal of making Google a place the most talented people wanted to work at. Their idea was simple: creating a work culture that keeps employees happy will motivate them to do their best and will keep them loyal to the company.
　　“It's less about the aspiration to be No. 1 in the world, and more that we want our employees and future ones to love it here, because that's what's going to make us successful,” said Karen May, the Vice President of people development at Google.
　　Google also makes its employees want to work because managers provide tasks that are inspiring and challenging. Every employee at Google has the opportunity to spend 20% of his or her working time on a project they choose. This freedom takes employees out of their routine and away from the mundane tasks that often make workers feel uninspired about their jobs.
　　Lastly, Google shows each employee just how important he or she is to the company. Each employee, regardless of her spot on the totem pole, has an influence on how Google performs.
　　“If you value people, and care about them as whole people, one thing you do is giving them a voice, and you really listen,” May said.
　　Google does just that by hosting employee forums every Friday, where they discuss the 20 most-asked questions. Employees have access to all company information, adding a sense of trust, and employees and leaders work together to solve problems.
操作提示：通过题目后的下拉选项框选择正确答案。
1. How would you describe Google?
A. Medium-sized international company
B. Large global enterprises
C. Large American company
2. Which one does NOT belong to the methods that Google motivate its employees?
A. Promoting the employee who has more influence on Google the higher job position.
B. Shuttling the employees between home and office.
C. Offering entertaining equipment in workplace.
3. Who founded Google?
A. Larry Page and Sergey Brin
B. Karen May
C. Sergey Brin
4. If you are a normal employee of Google, what could you do EXCEPT?
A. Know all information of Google and discuss questions with your leaders.
B. Only work for the project you choose.
C. Play bowling with your colleagues and get away from mundane errands.
5. What is Google's secret to success?
A. Innovating hi-tech products.
B. Paying high salary to the employees and practicing strict management.
C. Valuing the happiness of its employees as much as innovating good products.

选项:

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问题 68: 7. — __________
— You might as well write a thanks-note.

选项:

• A. How do you like the rewards?

• B. What do you do with the rewards?

• C. Could you suggest some ways of the rewards?

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问题 69: 8. — Wow! This is a fantastic project! I've never known you're so creative.
— __________

选项:

• A. Don't mention it.

• B. Great, I dare to say I am a talent.

• C. Thanks for your compliments.

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问题 70: 9. 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 71: 10. Self-esteem needs might include the ______ from a workplace.

选项:

• A. rewards

• B. rewarded

• C. rewarded

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问题 72: 1. — I think I have made a great mistake.
— ____________

选项:

• A. I don't think so. You really made an error.

• B. I don't think so. It's really terrible.

• C. I don't think so. It's not your fault.

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问题 73: 2. — Why didn't you come to my birthday party yesterday?
— ____________

选项:

• A. Excuse me, my friend sent me a flower.

• B. Sorry, but my wife had a car accident.

• C. Fine, I never go to birthday parties.

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问题 74: 3. A child's character is greatly influenced by his home ________.

选项:

• A. case

• B. environment

• C. situation

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问题 75: 4. My leather shoes cost me ________ the last pairs I bought.

选项:

• A. three times as

• B. three time as

• C. three times as much as

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问题 76: 5. Please ask the solicitor what his ________ would be to take the case to court.

选项:

• A. fare

• B. fee

• C. salary

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问题 77: 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 78: 7. — Do you know where I can repair my motorcar?
— ____________

选项:

• A. It's cheap to repair a motorcar.

• B. Around the street corner.

• C. You drive too fast to damage it.

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问题 79: 8. 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 80: 9. Wendy suggests that we ________ tomorrow.

选项:

• A. shall go

• B. should go

• C. will go

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问题 81: 10. Linda walked at the head, ________ by her colleagues.

选项:

• A. followed

• B. following

• C. to follow

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问题 82: 1. — Can I have three days off next week, Mr. Smith?
— _____. I can manage without you.

选项:

• A. I'm afraid not

• B. Of course

• C. It depends

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问题 83: 2. — Don't worry, Mum. The doctor said it was only a common cold.
— ________ ! I'll tell Dad there's nothing serious.

选项:

• A. What a relief

• B. How surprising

• C. I'm so sorry

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问题 84: 3. All _____ glitters (闪闪发光) is not gold.

选项:

• A. that

• B. which

• C. what

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问题 85: 4. 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 86: 5. He ordered that nothing ________ until the police arrived.

选项:

• A. was touched

• B. should be touched

• C. had been touched

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问题 87: 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 88: 1. — Terribly sorry to interrupt, but may I use your dictionary?
— Yes,______________.

选项:

• A. of course

• B. it doesn’t matter

• C. no hurry

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问题 89: 2. — Have you already paid? What's my share of the bill？
— _________. It wasn't very much.

选项:

• A. It's my share

• B. None of your business

• C. Don't worry about it

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问题 90: 3. ______ the importance of English, we should put more effort into it and try to learn it well.

选项:

• A. Given

• B. Giving

• C. Gave

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问题 91: 4. ______ on the hilltop, you could enjoy the scenery of the city bathed in the sun.

选项:

• A. Standing

• B. Stand

• C. Stood

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问题 92: 5. An agreement was reached on the _____ of mutual respect and mutual interest.

选项:

• A. basic

• B. base

• C. basis

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问题 93: 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。
　　What is museum? A museum is a good place to keep old and beautiful things. A museum may be a place to learn about science. A museum can be a place art of Indians or animals. What is inside a museum? Some museums have old cars and airplanes. Many museums have pictures and statues （雕像）. Others have rocks and old bones. One museum even has coal mine inside! Many cities have museums. Some very small have museums, too. Indianapolis has a museum. Children do not have to pay to get in. Children go to the museum often. They like to look at the dinosaur bones. They see a white bear ten feet tall. They go inside an old log cabin （小木屋）. On Saturday, Indianapolis children can talks about animals and trees. They see movies.

选项:

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问题 94: 1. —It's about a successful businessman's management experience, isn't it?
— ____________

选项:

• A. My pleasure!

• B. That's right!

• C. It's up to you!

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问题 95: 2. —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 96: 3. We ________ with achievement.

选项:

• A. done

• B. are obsessed

• C. catch up

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问题 97: 4. please ______ your hand if you have any question at all.

选项:

• A. raise

• B. rise

• C. arise

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问题 98: 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 99: 6. 二、阅读理解：根据文章内容，完成选择题（共50分）。
How Do You Create a Culture of Innovation?
　　Have you noticed the courage buried in the word encourage? To create a culture in which innovation flourishes takes courage. Determined innovators are always courageous enough to establish a culture in which innovation is greatly encouraged and rewarded. Here are three ways to do that.
　　Put innovation at the heart of strategy, and persist it in every message. Think of innovation strategy as a pyramid: big bets at the top, a few projects in development in the middle, and a broad base of continuous improvements, lasting contributions, and early-stage new ideas at the bottom.
　　Define jobs around innovation. Make it a job prerequisite. Consider 3M’s move to become one of the first companies to tell professionals that they could spend 15 percent of their time on projects of their own choosing. Now many high-tech companies know that they can’t get the best talent without providing this kind of flexibility. And some of those self-selected, self-organized projects might even result in a blockbuster product or line of business. For 3M, it was the Post-it note.
　　Recognize innovation in every part of the company. To build a culture of creativity and innovation, Gillette developed an innovation fair in which every unit could show off its most promising new concepts. It shows that everyone has a role to play in a culture of innovation.
　　To go from idea to successful innovation requires a great deal of support and collaboration. When people are surrounded by constant communication and encouragement, they can find the courage to try, fail, redo, and try again.

操作提示：通过题目后的下拉选项框选择正确答案。
1. What is necessary in creating innovation culture?
A.communication
B.courage
C.immitation
2. How does 3M create its innovation culture?
A. Put innovation at the heart of strategy, and persist it in every message.
B. define jobs around innovation.
C. Recognize innovation in every part of the company.
3. The word prerequisite in “Make it a job prerequisite” means .
A. required as a prior condition
B. going after
C. prior to request
4. How does Gillette create its innovation culture?
A. Put innovation at the heart of strategy, and persist it in every message.
B. define jobs around innovation.
C. Recognize innovation in every part of the company.
5. The formation from idea to innovation needs .
A. discussion and revise
B. failure and courage
C. support and cooperation

选项:

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问题 100: 7. — I'd like a wake-up call at 7:00 a.m., please!
— OK,________________ .

选项:

• A. You will certainly make it.

• B. I'll make sure you get one.

• C. just do what you like.

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问题 101: 8. — You have to believe in yourself. No one else will, if you don't.
— ____________________Confidence is really important.

选项:

• A. It's not my cup of tea.

• B. I don't think so.

• C. I couldn't agree more.

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问题 102: 9. — 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 103: 10. ______ we can't compete in terms of size I do believe we hold an advantage in terms of dedication to customer service.

选项:

• A. Therefore

• B. But

• C. Although

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问题 104: 11. 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 105: 1. Communication and leadership don't always go hand in hand.

选项:

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问题 106: 2. The say-do gap happens when people misunderstand their leader's intention.

选项:

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问题 107: 3. Using technical jargon makes a leader convincing.

选项:

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问题 108: 4. Communicating sincerely is always the best.

选项:

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问题 109: 5. Observation is as important as communication when you want to know what people really think.

选项:

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问题 110: 1. What kind of company is Google?_________

选项:

• A. A medium-sized international company.

• B. A large global enterprise.

• C. A large American company.

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问题 111: 2. How does Google motivate its employees?_________

选项:

• A. Providing a friendly work culture in the company.

• B. TPromoting the employees to higher job positions.

• C. Offering entertaining equipment in the employees' office.

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问题 112: 3. Who founded Google?_________

选项:

• A. Larry Page and Sergey Brin.

• B. Karen May.

• C. Sergey Brin.

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问题 113: 4. Google employees have the freedom to _________.

选项:

• A. use the totem pole with their colleagues

• B. spend certain time on their chosen projects

• C. play bowling with their colleagues at work

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问题 114: 5. What is Google's secret to success?_________

选项:

• A. Encouraging among employees the aspiration to be No. 1 in the world.

• B. Paying high salary to the employees and practicing strict management.

• C. Valuing the happiness of its employees as much as innovating good products.

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问题 115: 1. What should you do when you are given a bad performance review?_________

选项:

• A. Argue with your boss.

• B. Make immediate remarks.

• C. Stay calm and listen carefully.

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问题 116: 2. What should you do after you are given a bad performance review?_________

选项:

• A. Quit your job immediately.

• B. Insist on making comments.

• C. Learn from the review.

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问题 117: 3. What should you do if you do not agree with the bad performance review?_________

选项:

• A. Tell the boss directly that you do not agree with the review.

• B. Make a written statement on your own behalf if it is allowed.

• C. Do not express your different understanding in a written statement.

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问题 118: 4. How do you improve a bad performance review?_________

选项:

• A. Understand the established performance standards.

• B. Learn more about what the employee wants or expects.

• C. Learn what the person who gives the review may think.

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问题 119: 5. Why should we understand the cause of a bad performance review?_________

选项:

• A. Because it helps the employee to get promoted immediately.

• B. Because it encourages and motivates the worker to do better.

• C. Because it prevents the employee from professional growth.

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