國(guó)家開(kāi)放大學(xué)電大《管理英語(yǔ)4》形考任務(wù)1試題及答案

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1、最新國(guó)家開(kāi)放大學(xué)電大《管理英語(yǔ)4》形考任務(wù)1試題及答案 形考任務(wù)1 第一套 一、選擇填空題（每題10分，共5題） 題目1 一 This project is too big for me to finish on time. 選擇一項(xiàng)： A. Please do me a favor B. That is a daydream C. r 11 give you a hand 題目2 一 I think things have been a bit difficult for us the last couple of months. —? We've been work

2、ing hard, but still getting behind. 選擇一項(xiàng)： A. You' re right B. r m afraid C. I don' t think so 題目3 AT&T found that employees with better planning and decision-making skills were to be promoted into management jobs. 選擇一項(xiàng)： A. more likely B. more like C. more unlikely 題目4 The Human Resource

3、 Managing Department at Honda is given specific instructions employ the best possible workers. 選擇一項(xiàng)： A. how to B. on what to C. on how to 題目5 The responsibilities in handbook that managers have to be concerned with efficiency and effectiveness in the work process. 選擇一項(xiàng)： A. imply B. indica

4、te C. interrupt 題目6 二、閱讀理解：根據(jù)文章內(nèi)容，判斷正誤(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 di

5、sruptive 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 o

6、f 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 p

7、laces. 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. S

8、econdly, 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

9、 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 b

10、eing 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 unde

11、r 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, leade

12、rs 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：正確選T,錯(cuò)誤選F。 1. Nokia lost the smartphone battle because its technology is not as good as

13、 that of Apple. F 2. Nokia's middle managers were frank to tell the truth, but the top ones didn，t listen to them. F 3. Nokia's top managers were too moody to hear anything good but harsh. T 4. Middle managers in Nokia delivered results more than they promised earlier. F 5. Nokia's top managers

14、should have had better conversation techniques to encourage internal coordination and truth. T 第二套 一、選擇填空題（每題10分，共5題） 一 Could you give us a speech on management functions some day this week? 選擇一項(xiàng)： A. That' a good idea B. No, I already have plans C. r d love to, but I'm busy this week 題目2 一 W

15、e could let some of the staff work from home.? 一 That's a good idea. 選擇一項(xiàng)： A. Do you have any good ideas B. What do you think of it C. Is there anything else 題目3 his anger the employees called him Mr. Thunder, but they loved him. 選擇一項(xiàng)： A. Due to B. In spite of C. Because 題目4 It is throug

16、h enthusiasm and quiet intensity we transform creativity and vision into the technologies. 選擇一項(xiàng)： A. that B. / C. which 題目5 The responsibilities in handbook that managers have to be concerned with efficiency and effectiveness in the work process. 選擇一項(xiàng)： A. imply B. indicate C. interrupt 題目6

17、 二、聽(tīng)力理解：聽(tīng)錄音，選擇最佳答案（共50分）。 操作提示：通過(guò)下拉選項(xiàng)框，選擇答案。 1. What kind of role is Melinda taking on for her job? A. HR manager. B. Project manager. C. Project coordinator. 2. How long will Melinda be trained for her new role? A. One month. B. Half a month. C. One year. 3. How often should Melinda repo

18、rt to the board on the progress of the project? A. 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 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.