贵州开放大学管理英语4作业答案

管理英语4

学校: 贵州开放大学

平台: 国家开放大学

题目如下：

1. — 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.

答案: Not at all. Go ahead.

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

A. That's very nice of you

B. With pleasure

C. You can, please

答案: That's very nice of you

3. Learning new things has always been a great ______ for me.

A. motivator

B. motivate

C. motivation

答案: motivator

4. I think a big part of it is ______ we know how to have fun on the job.

A. that

B. which

C. why

答案: that

5. 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: as if

6. 二、听力理解：听录音，判断正误（共50分）。 请听录音： unit4tl.mp3 操作提示：正确选“T”，错误选“F”。 Human resources supported the proposal of giving the business intelligence a pay incentive every three months at the beginning. 2. Brad from human resources supports Scott's idea. 3. Carlotta is the manager of HRD. 4. Men and women in the business intelligence team who have been selected to get the prize will receive the same rewarding things. 5. The prize-winner cannot choose the prize that costs more than $500. 7. The prize-winner can only have material awards and no day off.

答案: F# T# F# F# T

7. — 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

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8. — 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

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

A. that

B. /

C. which

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11. ______ 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

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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. — 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

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14. The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.

A. how to

B. on what to

C. on how to

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

A. The more time

B. The more

C. The less time

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

A. Due to

B. In spite of

C. Because

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17. —____________________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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18. — 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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19. Effective leaders distill complex thoughts and strategies into simple, memorable terms __________ colleagues and customers can grasp and act upon.

A. when

B. that

C. who

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20. Creativity, especially __________ which takes place across departmental boundaries, is likely to suffer hugely as team synergy slips.

A. that

B. those

C. /

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21. 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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22. 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.

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23. — Will you go on a picnic with us tomorrow? —____________________.

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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24. I think the primary ______factor is there's been so much absence lately.

A. contributing

B. causing

C. affecting

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

A. carried on

B. caught up

C. picked up

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26. Every time I tried to say something, he would ______ to something else.

A. move off

B. move on

C. move over

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27. — Do you know where I can repair my motorcar? — ____________

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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28. — 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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29. The workmen want to ________ the number of working hours and to increase pay.

A. delete

B. decrease

C. depress

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30. 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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31. Wendy suggests that we ________ tomorrow.

A. shall go

B. should go

C. will go

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32. 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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33. — Which of these hats do you want? — _______ . Either will do.

A. I don't mind

B. No problem

C. Go ahead

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

A. What a relief

B. How surprising

C. I'm so sorry

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35. _____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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36. To build the reservoir（水库）， thousands of people have to be_______ .

A. relocated

B. repeated

C. reopened

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37. On hearing the news of ______ the major exam again, the girl burst into tears.

A. her having failed

B. she failed

C. her being failed

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38. 二、阅读理解：根据文章内容，完成选择题（共50分）。 How to Adapt to Change in the Workplace 　　If there's one word that captures the essence of what is occurring in the world today, it's “change.” Downsizing, reorganizing, and cutting costs, are now the norm for survival. No industry is exempt. Even the most conservative institutions are undergoing significant change just to survive. 　　Change management has always been an issue of debate amongst scholars: how can employers create suitable conditions for a successful change process? And what can employees do to get through it? 　　Tips for dealing with change in the workplace. 　　●Make yourself aware that change happens: it happens in personal life, it happens in your professional life. You cannot live in the past, so denying that change could occur only makes things more complicated for you. 　　●Stay alert in the workplace: know what is happening around you. When you come across clues that hint change is on the way, acknowledge them! 　　●Maintain open communication channels: Don't lay back and expect things to pass you by smoothly. You need to get acquainted with the occurring changes. Seek more details from your management and peers to form an accurate understanding of the matter. Be transparent and honest about your fears: dealing with the unknown is often resented and daunting. Make the picture as clear as you can. 　　●Assess yourself: Change is a time when one's confidence about one's skills and capabilities gets shaky. Recognize your strengths and where you could bring them into play. At the same time, stay aware of your developmental areas and work on improving those. 　　●Don't be stiff: It will make the change process much harder if you are rigid. Be flexible enough to look at the different angles of the change and see where you could apply your “existing” skills and knowledge, and what news skills you need to acquire. 　　●Stay optimistic: Keep a positive attitude and don't let yourself drown in uncertainty. Involve yourself in the new process; locate yourself properly in the new scenario. Adjust! 　　“You can't get to the top of Everest by jumping up the mountain. You get to the mountaintop by taking incremental steps. Step by step, you get to the goal”, says Robin Sharma, one of the world's most-sought-after leadership and personal success experts. 操作提示：通过题目后的下拉选项框选择正确答案。 1. Enterprises carry out downsizing, reorganizing and cutting costs in order to . A. cut down on the number of workers B. reshuffle the organization C. survive 2. “No industry is exempt” means . A. No industry is an exception B. No industry is an example C. Not every industry can be exempted 3. The following questions are often discussed among scholars EXCEPT . A. How can bosses create favorable conditions for change B. How can productivity be increased C. What can workers do to get through change 4. How many suggestions does the author put forward? A. 4 B. 5 C. 6 5. From the passage, we know that Robin Sharma is . A. an expert on leadership, and personal success B. a great leader C. someone who likes to play the game of Hide and Seek

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39. — 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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40. All _____ glitters (闪闪发光) is not gold.

A. that

B. which

C. what

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

A. was touched

B. should be touched

C. had been touched

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42. By the end of the year, the sales plan for the next year______.

A. will be made

B. will have been made

C. have been made

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43. 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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44. - This mathematical problem is too difficult for me to solve on time. Could you please help me? - _____________________.

A. Hi, please do me a favor

B. Yes, it’s impossible

C. Sure, I’ll give you a hand

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45. - 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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46. - Could I borrow your iPad for a few hours? -_____________________. Enjoy your time.

A. No, I am sorry

B. B. Sure, here you are

C. It doesn’t matter

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47. - How did your meeting go yesterday? - _____________________. It was really frustrating actually.

A. Not so good

B. Very good

C. Nothing special

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48. - Don’t worry, Mum. The doctor said it was only a common cold. -_____________________! I’ll tell Dad there’s nothing serious.

A. What a relief

B. How surprising

C. I’m so sorry

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49. As I see it, you should manage—coordinate—the project and ______ the teams needed to complete it successfully.

A. bring together

B. bring in

C. bring on

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50. Sometimes, members of teams _____ obstacles by focusing on solely their own pursuits and goals.

A. create

B. creates

C. creating

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51. Leaders, Welch suggested, are _____ those who achieve results _____ those who share the values of the company.

A. not only, but also

B. neither, nor

C. either, or

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52. The scientists are still _____ inventing new methods of reaching outer space.

A. working with

B. working on

C. working for

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53. While modest fear might be healthy for motivation, ______ it can be like overusing a drug, which risks generating harmful side effects.

A. abuse

B. abused

C. abusing

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54. Please ask the solicitor what his ________ would be to take the case to court.

A. fare

B. fee

C. salary

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55. After days of investigation, the police were ____ reality.

A. investigating

B. approaching

C. finding

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56. Along the dusty road ______ a group of tourists.

A. to come

B. coming

C. came

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57. We ________ with achievement.

A. are done

B. are obsessed

C. catch up

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58. Cultural differences ________ four categories: religion, nationality, region, and lifestyle.

A. fall down

B. fall off

C. C. fall into

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59. If it ______up to me, I’d love for everyone to come in at noon.

A. was

B. is

C. were

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60. Google does just that by hosting employee forums every Friday, ________ they discuss the 20 most-asked questions.

A. what

B. that

C. where

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61. The 35 employees who had come together for a team building event were young, smart and passionate.

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62. Most of the 35 employees were good solution sharers and knew well about teamwork.

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63. The place of this team building event was not a normal cafeteria.

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64. There were many filled balloons in the cafeteria.

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65. All the employees attending the team building event had two chances to blow up a balloon. If the balloon blasted twice, they failed.

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66. In the second round, the employees only focused on finding out their own balloons, so only few of them found balloons with their names.

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67. In the third round, the employees were required to share the name information on each balloon they got.

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68. According to the summary addressed by the team leader, the conclusion “everybody's business is nobody's business” could be drawn.

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69. Sometimes it is success-hindering that you do not share when you work in a team.

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70. What kind of company is Google?_________

A. A medium-sized international company.

B. A large global enterprise.

C. A large American company.

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71. How does Google motivate its employees?_________

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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72. Who founded Google?_________

A. Larry Page and Sergey Brin.

B. Karen May.

C. Sergey Brin.

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73. Google employees have the freedom to _________.

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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74. What is Google's secret to success?_________

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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75. - 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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76. - The trip ought not to take more than an hour. -_____________________. It is at least two hours.

A. I guess so

B. You must be joking

C. It depends

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77. - Could I borrow your iPad for a few hours? -_____________________. Enjoy your time.

A. No, I am sorry

B. Sure, here you are

C. It doesn't matter

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78. - 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

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79. - How did your meeting go yesterday? - _____________________. It was really frustrating actually.

A. Not so good

B. Very good

C. Nothing special

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80. I think the primary ________factor is there's been so much absence lately.

A. contributing

B. developing

C. increasing

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81. An employee may express their different understanding and, at the same time, a willingness to ________ any constructive suggestions.

A. comply with

B. complete

C. compose

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82. If it ______up to me, I'd love for everyone to come in at noon.

A. was

B. is

C. were

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83. Their economy is export ______.

A. oriented

B. orientating

C. orientation

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84. In competitive markets, leaders are under increased ________ to maintain a positive work culture.

A. pressure

B. pleasure

C. presence

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85. Please ______ your hand if you have any question at all.

A. raise

B. rise

C. arise

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86. While modest fear might be healthy for motivation, ______ it can be like overusing a drug, which risks generating harmful side effects.

A. abuse

B. abused

C. abusing

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87. Google does just that by hosting employee forums every Friday, ________ they discuss the 20 most-asked questions.

A. what

B. that

C. where

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88. If there is friction between team members, examine the work processes they mutually own. Which of the following words can replace the above underlined word?

A. currently

B. jointly

C. simply

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89. The workmen want to ________ the number of working hours and to increase pay.

A. delete

B. decrease

C. depress

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90. She is very adaptive and soon ______ to the campus life.

A. adopted

B. adapted

C. addicted

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91. I think the primary ________factor is there's been so much absence lately.

A. contributing

B. developing

C. Increasing

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92. Every employee at Google has the opportunity to _________ 20% of his or her working time on a project they choose.

A. waste

B. use

C. spend

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93. ________ the day, if his employees have to be forced to use the app, how can he expect consumers to want to willingly pay to use it?

A. At the end of

B. By the end of

C. In the end of

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94. By the end of the year, the sales plan for the next year______.

A. will be made

B. will have been made

C. have been made

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95. Communication Failure 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. 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. 1. Communication chain does not involve confirmation of receiving messages. 2. If demand is decreasing, allocative communication failure will result in overstocking and understaffing. 3. Increasing customer complaints is one of the symptoms of executive failure. 4. Human failure happens when two departments do not communicate effectively. 5. The communication chain is completely different in daily life as in a business.

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96. 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. 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 unpleasant. 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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97. 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. 1. What was the purpose of holding this team-building event? A. Helping the employees become more concentrated on their work. B. Making the team members know how to cooperate with each other. C. Building up team morale. 2. Where was the event held? A. In a restaurant. B. In a coffee shop. C. In 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 about the event? 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 to find the balloon with their name on it. C. In the third round, everybody had their own balloon within 2 minutes. 5. What was the event going to teach these employees? A. Cooperating with other members is more efficient when they are working together. B. Focusing on one's own pursuits is not allowed in the workplace. C. Failure of teamwork is caused by individuals.

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98. - I think we'll have to talk later. I've got to go now. Great seeing you. - _____________________.

A. Nice meeting you

B. Good idea

C. You must be joking

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99. - 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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100. -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

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101. All of the tables and chairs ____________ away.

A. had stored

B. had been stored

C. stored

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102. The scientists are still _____ inventing new methods of reaching outer space.

A. working with

B. working on

C. working for

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103. Controlling involves ______ achievement against established objectives and goals.

A. meeting

B. meaning

C. measuring

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104. Self-esteem needs might include the ______ from a workplace.

A. rewards

B. rewarded

C. rewarding

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105. It's about a successful businessman's management experience, ______?

A. is that

B. is it

C. isn't it

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106. Redundancy happens when employees need to _____ their workforce. And as a result, someone gets dismissed from work.

A. reform

B. reproduce

C. reduce

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107. If you could have an _____ supply of any food, what would you like to have?

A. endlessness

B. endless

C. endlessly

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108. ______ 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

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109. Ineffective communication can be ______.

A. disastrous

B. damaged

C. destroyed

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110. Learning new things has always been a great ______ for me.

A. motivator

B. movement

C. motor

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111. 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 other's 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. 1. Team building event is traditionally related to playing games at the resort. 2. The author claims that playing games together is as important as forming teams to solve real work issues and 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 to compete with each other. 5. A good teamwork culture enables individuals to make more efforts together.

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112. A strategic plan is not the end goal of the strategic planning process – it is the framework for successfully implementing a strategy. Until a strategic plan is put into effect, it has no real value. There are several keys to successful implementation. First, people directly involved in executing the strategy must be included in the planning process. Strategic planning is no longer a top-down directive. Without the input and feedback of the people responsible for executing on the strategy, a seemingly solid strategy is likely to fall apart when implementation is attempted. The next key to successful implementation is clearly communicating the strategy to the whole company. The communication should ensure that everyone in the company understands and accepts the strategy as the best path forward, and not simply the leadership's latest idea. Without clear communication, employees lack a sense of ownership and clarity of purpose. When a strategy is not understood or embraced, it usually results in misunderstanding and uneven commitments to implementation. Another key to the successful execution of a strategic plan is the clear and straightforward description of the plan and its operations. Even the most brilliant strategy faces failure if it cannot be explained clearly and concisely. 1. The final goal of the strategic planning process is a strategic plan. 2. A strategic plan is valuable if it is executed. 3. There are four keys to successful implementation. 4. A good strategy is likely to fall apart without the input and feedback of the people responsible for executing the strategy. 5. Leadership's idea determines all.

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113. It's important for a CEO to be passionate and enthusiastic, but there's a line of professionalism that must always be maintained. According to a report from the technology website Venture Beat, PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn't have the passion to use the products they work for. According to the website, part of the leaked letter reads: “It's been brought to my attention that when testing paying with mobile at Cafe 17 last week, some of you refused to install the PayPal app, and others didn't even remember their PayPal passwords. That's unacceptable to me, and the rest of my team, everyone at PayPal should use our products where available. That's the only way we can make them better, and better.” “In closing, if you are one of the folks who refused to install the PayPal app or if you can't remember your PayPal password, do yourself a favor, go and find something that will connect with your heart and mind elsewhere.” While not obvious at first, the letter reveals a problem of morale and culture at PayPal. As an executive, you certainly want your employees to use and promote your products. However, when faced with a situation where staff isn't embracing what they make, you need to investigate the root of the problem -- not threaten. When faced with internal problems, good executives start by asking “why”. They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it. Sending out a one-sided note about the problem is not leading, it's retreating. Leadership starts by listening. Good executives need to get out among the staff and ask questions and listen without judgment or reaction. The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection. At the end of the day, if his employees have to be forced to use the app, how can he expect consumers to want to willingly pay to use it? Marcus should have focused on three questions: • Why are you not using the app? • What is it that we can do to ensure you use our app? • What do you need from me? 1. A CEO only needs to be passionate and enthusiastic. 2. It is not professional that PayPal CEO blames his employees for not using PayPal or forgetting PayPal passwords. 3. “A one-sided note” refers to the root of PayPal's problem. 4. When faced with internal problems, good executives find the root of a problem in their executive team first. 5. Good executives need to give feedback immediately when they are listening to the staff.

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

A. You will certainly make it.

B. I'll make sure you get one.

C. just do what you like.

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115. —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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116. When people are surrounded by ______ communication and encouragement, they can find the courage to try, fail, redo, and try again.

A. complicated

B. constant

C. corporate

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117. please ______ your hand if you have any question at all.

A. raise

B. rise

C. arise

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118. He will write to me as soon as he ______ home.

A. will have returned

B. returns

C. will return

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119. 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.

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