黑龙江开放大学管理英语4作业答案

管理英语4

学校: 黑龙江开放大学

平台: 国家开放大学

题目如下：

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

A. That's a good idea

B. No, I already have plans

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

答案: I'd love to, but I'm busy this week

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

A. Do you have any good ideas

B. What do you think of it

C. Is there anything else

答案: What do you think of it

3. It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies.

A. that

B. /

C. which

答案: that

4. Even the best continually seek ways to ______ their skills.

A. sharp

B. sharpener

C. sharpen

答案: sharpen

5. The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant.

A. these

B. those

C. which

答案: those

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.

答案: F# F# T# F# T

7. —How did your meeting go yesterday? — ____________________actually, it was really frustrating.

A. Not so good

B. Very good

C. Nothing special

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8. —____________________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.

A. What would you

B. Will you

C. Are you able to

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9. What you need to do is to keep things short and sweet, just the ______.

A. questions

B. topics

C. highlights

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10. He's left now, but productivity hasn't ______that much.

A. carried on

B. caught up

C. picked up

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

A. has been suffering

B. is going to suffer

C. is suffering

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12. 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.

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13. — What are your teammates like? —_____________

A. They are all warmhearted and helpful.

B. They all like sports and games.

C. They are all good friends.

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14. — I am sorry for what I have said to you. —_____________

A. No problem.

B. I'm sure about that.

C. Don't think any more about it.

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15. Regular and concrete feedback is important ______ who is not performing up to her potential.

A. when to deal with a worker

B. when dealing with a worker

C. when dealt with a worker

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16. How do you get your members to ______ as a team?

A. pull apart

B. pull up

C. pull together

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17. 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.

A. can get

B. have got

C. get

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18. 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.

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19. — Do you mind if I use vouchers to spend in a restaurant? — __________

A. Yes, please.

B. Not at all. Go ahead.

C. No, thank you.

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

A. You are right.

B. No, we can't do that.

C. I think it will kill our time.

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

A. look up

B. light up

C. lift to

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22. ______ the job, employers don't want to hire people who are difficult to get along with.

A. Despite of

B. Regardless

C. Regardless of

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23. The leader ______ at creating opportunities to provide rewards, recognition and thanks to his or her staff.

A. exceeds

B. excellent

C. excels

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24. 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.

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25. — Over-the-top? You mean… — ____________

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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26. — Why didn't you come to my birthday party yesterday? — ____________

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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27. A child's character is greatly influenced by his home ________.

A. case

B. environment

C. situation

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28. Without his assistance, I ________ the research last month.

A. would not have completed

B. could not finish

C. should not finish

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29. Good work ________ good pay.

A. deserves

B. requests

C. deserts

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30. 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”.

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31. — If you don't believe in yourself, no one else will. — _____. Confidence is really important.

A. That's not the point

B. I don't think so

C. I couldn't agree more

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

A. It doesn't matter

B. Forget it

C. I really envy you

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33. _____the deepening of China's economic reforms, there is greater cooperation and interdependence between the private and the public sector.

A. With

B. As well as

C. For the sake of

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34. All _____ glitters (闪闪发光) is not gold.

A. that

B. which

C. what

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35. He ordered that nothing ________ until the police arrived.

A. was touched

B. should be touched

C. had been touched

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36. 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。 　　On May 27, 1995, our life was suddenly changed. It happened a few minutes past three, when my husband, Chris, fell from his horse as it jumped over a fence. Chris was paralyzed (瘫痪) from the chest down, to breathe normally. As he was thrown from his horse, we entered into a life of disability with lots of unexpected challenges. We went from the “haves” to the “have-nots”. Or so we thought. 　　Yet what we discovered later were all the gifts that came out of sharing difficulties. We came to learn that something could happen in a disaster. All over the world people cared for Chris so much that letters and postcards poured in every day. By the end of the third week in a medical center in Virginia, about 35,000 pieces of had been received and sorted. As , we opened letter after letter. They gave us comfort and became a source of strength for us. We use them to encourage ourselves. I would go to the pile of letters marked with “funny” if we need a laugh, or to the “disabled” box to find advice from people in wheelchairs or even in bed living happily and . These letters, we realized, had to be shared. And so here we offer one of them to you.

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

A. It's my share

B. None of your business

C. Don't worry about it

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38. — Terribly sorry to interrupt, but may I use your dictionary? — Yes,______________.

A. of course

B. it doesn’t matter

C. no hurry

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39. An agreement was reached on the _____ of mutual respect and mutual interest.

A. basic

B. base

C. basis

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40. Compared ______ English, Chinese is generally believed to be more difficult to learn.

A. with

B. from

C. against

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41. The reason _____ he was absent from class yesterday was that he was ill and hospitalized.

A. for

B. why

C. that

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42. 二、听力理解：听录音，判断正误（共50分）。 请听录音： unit7tl.mp3 操作提示：正确选“T”，错误选“F”。 1.Two different corporate cultures are discussed in the dialog. 2. Melinda's company also has a creative culture. 3. According to Jack, the important thing is to hire the right employees in the first place. 4. In a creative culture teamwork is not encouraged. 5. A creative culture is better than a collaborative culture.

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

A. That's a good idea.

B. You are too modest.

C. It looks fine to me.

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

A. It's not my cup of tea.

B. I don't think so.

C. I couldn't agree more.

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45. We ________ with achievement.

A. done

B. are obsessed

C. catch up

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46. This is the man ______ last night.

A. whom I saw him

B. whom I saw

C. what I saw

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

A. outstanding

B. plain

C. general

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48. 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

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