最新国家开放大学电大《管理英语4》网络核心课形考网考作业模拟试题及答案

最新国家开放大学电大《管理英语4》网络核心课形考网考作业模拟试题及答案

最新国家开放大学电大《管理英语4》网络核心课形考网考作业模拟试题及答案 第一套 一、 选择填空题（每题 10 分， 共 5 题）‎ 题目 1‎ ‎— This project is too big for me to finish on time.（c）‎ 选择一项：‎ A. Please do me a favor B. That is a daydream C. I'll give you a hand 题目 2‎ ‎— I think things have been a bit difficult for us the last couple of months.‎ ‎—_____A_____. We've been working hard, but still getting behind.‎ 选择一项：‎ A. You're right B. I'm afraid C. I don’t think so 题目 3‎ AT&T found that employees with better planning and decision-making skills were _____A_ to be promoted into management jobs.‎ 选择一项：‎ A. more likely B. more like C. more unlikely 题目 4‎ The Human Resource Managing Department at Honda is given specific instructions ___C___ employ the best possible workers.‎ 选择一项：‎ A. how to B. on what to C. on how to 题目 5‎ The responsibilities in handbook ___B___ that managers have to be concerned with efficiency and effectiveness in the work process.‎ 选择一项：‎ A. imply B. indicate C. interrupt 题目 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. 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 should have had better conversation techniques to encourage internal coordination and truth. T 第二套 一、 选择填空题（每题 10 分， 共 5 题）‎ ‎— Could you give us a speech on management functions some day this week?（C）‎ 选择一项：‎ A. That'a good idea B. No, I already have plans C. I'd love to, but I'm busy this week 题目 2‎ ‎— We could let some of the staff work from home.___A_____________?‎ ‎— That's a good idea.‎ 选择一项：‎ A. Do you have any good ideas B. What do you think of it C. Is there anything else 题目 3‎ ‎____A__ his anger the employees called him Mr. Thunder, but they loved him.‎ 选择一项：‎ A. Due to B. In spite of C. Because 题目 4‎ It is through enthusiasm and quiet intensity ___C___ we transform creativity and vision into the technologies.‎ 选择一项：‎ A. that B. /‎ C. which 题目 5‎ The responsibilities in handbook ____B__ that managers have to be concerned with efficiency and effectiveness in the work process.‎ 选择一项：‎ A. imply B. indicate C. interrupt 题目 6‎ 二、 听力理解： 听录音， 选择最佳答案（共 50 分）。‎ 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.‎ C. Project coordinator.‎ ‎2. How long will Melinda be trained for her new role?（B）‎ A. One month.‎ B. Half a month.‎ C. One year.‎ ‎3. How often should Melinda report to the board on the progress of the project?（A）‎ 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.‎ B. Standard temporary-worker contract.‎ C. Standard industry contract.‎ ‎5. Which one does NOT belong to Melinda's responsibilities?（A）‎ A. Formulate the industry standard of payment.‎ B. Manage and coordinate her project team.‎ C. Report the project progress to the board.‎ 第三套 一、 选择填空题（每题 10 分， 共 5 题）‎ 题目 1‎ ‎—_______C_____________identify the problems that have been occurring?‎ ‎—Well, as you know, the problems we had with Gary caused a lot of friction among the team.‎ 选择一项：‎ A. What would you B. Will you C. Are you able to 题目 2‎ ‎— If you can't say what you've come to say at the meeting, what's the point?‎ ‎—____________B_______,but I think you might need to change your approach somewhat.‎ 选择一项：‎ A. I am not sure B. I can see that C. I know that 题目 3‎ When the message finally reached the Command Center, it ________B__ “mutated” to become —“Send three and four-pence, we're going to a dance.”‎ 选择一项：‎ A. was B. had C. have 题目 4‎ Every time I tried to say something, he would ___B___ to something else.‎ 选择一项：‎ A. move off B. move on C. move over 题目 5‎ If demand is rising but the firm ___C_______ from communication failure, then stocks will fall and there will be understaffing.‎ 选择一项：‎ A. has been suffering B. is going to suffer C. is suffering 题目 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. F ‎2. The say-do gap happens when people misunderstand their leader's intention. F ‎3. Using technical jargon makes a leader convincing. F ‎4. Communicating sincerely is always the best. T ‎5. Observation is as important as communication when you want to know what people really ‎