江西开放大学管理英语4作业答案

管理英语4

学校: 江西开放大学

平台: 国家开放大学

题目如下：

1. — This project is too big for me to finish on time. —________________.

A. Please do me a favor

B. That is a daydream

C. I'll give you a hand

答案: I'll give you a hand

2. — I think things have been a bit difficult for us the last couple of months. —__________. We've been working hard, but still getting behind.

A. You're right

B. I'm afraid

C. I don’t think so

答案: You're right

3. ______ his anger the employees called him Mr. Thunder, but they loved him.

A. Due to

B. In spite of

C. Because

答案: Due to

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

A. more likely

B. more like

C. more unlikely

答案: more likely

5. ______ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.

A. Not only

B. Do not only

C. Not only do

答案: Not only do

6. 二、听力理解：听录音，选择最佳答案（共50分）。 请听录音： unit1tl.mp3 操作提示：通过下拉选项框，选择答案。 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 report 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.

答案: C# B# A# B# A

7. — 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

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8. — Is it possible for you to work out the plan tonight? —__________

A. I'll do that.

B. I think so.

C. I'd love to.

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9. ______ CEOs spend planning, the more profitable their companies are.

A. The more time

B. The more

C. The less time

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10. The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process.

A. imply

B. indicate

C. interrupt

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

A. that

B. /

C. which

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12. 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.

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13. —____________________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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14. — 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.

A. I am not sure

B. I can see that

C. I know that

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15. 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.

A. where

B. when

C. while

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16. Who was ______ the meeting？

A. chairing

B. leading

C. charging

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17. 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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18. 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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19. —_____________ — I'd like to have this film developed.

A. What's it?

B. May I help you?

C. What do you want?

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20. — 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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21. The majority of these team challenges ______ anywhere.

A. can deliver

B. are delivered

C. can be delivered

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22. 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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23. I believe that I have a lot to contribute ______ a team environment, and am comfortable in both leadership and player roles.

A. to

B. with

C. for

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24. 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.

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25. —Can I get you a couple of tea? —_________________________.

A. That's very nice of you

B. With pleasure

C. You can, please

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26. — __________ — You might as well write a thanks-note.

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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27. ______ 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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28. All the team members tried their best. We lost the game, _________.

A. however

B. therefore

C. since

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29. Fifty-five per cent of the respondents said that praise and attention from their supervisor would make them feel ______ the company cared about them and their well-being.

A. as if

B. even if

C. like

答案：请关注【学富搜题】微信公众号，发送题目获取正确答案。

30. 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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