广西开放大学管理英语4作业答案

管理英语4

学校: 广西开放大学

平台: 国家开放大学

题目如下：

1. — Wow! This is a fantastic project! I've never known you're so creative. — __________

A. Don't mention it.

B. Great, I dare to say I am a talent.

C. Thanks for your compliments.

答案: Thanks for your compliments.

2. — 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.

3. 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

4. ______ clearly communicate with an 成人学历 d actively listen to employees is essential to improve their performance.

A. Be able to

B. Being able

C. Being able to

答案: Being able to

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

A. motivator

B. motivate

C. motivation

答案: motivator

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. — 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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8. — Haven't seen you for ages. What are you busy doing now? — ____________

A. Yes ,long time no see.

B. Yeah, thanks for coming.

C. I am working part time in a bookstore.

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9. They have come to the conclusion ________ this winter will be even colder than before.

A. that

B. for

C. which

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10. Linda walked at the head, ________ by her colleagues.

A. followed

B. following

C. to follow

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11. Good work ________ good pay.

A. deserves

B. requests

C. deserts

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12. 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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13. — 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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14. — Can I have three days off next week, Mr. Smith? — _____. I can manage without you.

A. I'm afraid not

B. Of course

C. It depends

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15. There is no _____ the fact that he is the best student in the class.

A. deny

B. denies

C. denying

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16. _____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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17. 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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18. 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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19. — 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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20. — 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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21. All _____ glitters (闪闪发光) is not gold.

A. that

B. which

C. what

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

A. with

B. to

C. as

答案：请关注【大象答案】微信公众号，发送题目获取正确答案。< 国家开放大学 /p>

23. 二、阅读理解：根据文章内容，判断正误（共50分）。 Jack Welch Leading Organizational Change at GE 　　When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he could look back at a very successful career. He became CEO in 1981 at the age of 45. At that time, GE had a very complex organizational structure with considerably bureaucratic rules. 　　One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas. If this was not the case, managers had the options of fixing the problem, selling their particular business, or closing it. In an effort to streamline the organization, Welch removed the sector level and eliminated thousands of salaried and hourly employee positions. 　　The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers. One such program was the Work-Out（群策群力）.Groups of managers were assembled to share their views openly in three-day sessions. At the beginning of the meetings, the superior presented the challenges for his or her organizational unit. Then the superior had to leave, requesting the groups to find solutions to the problems. Facilitators (会议主持人) helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect more information. This process put great pressure on the superior to make decisions. 　　Another program to improve effectiveness and efficiency was Best Practices. The aim was to learn from other companies how they obtained customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This helped the GE people to focus on the processes in their operations that would improve the company's performance. 　　Jack Welch was personally involved in developing managers at GE's training center in Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company. 操作提示：正确选T，错误选F。 Jack Welch retired at the age of 65. 2. Jack Welch insisted that each of the businesses should be at least number 3 in their respective area. 3. If the business could not meet Welch's change requirements, its manager had 3choices. 4. The restructuring went before changing the organizational culture and the managerial styles of GE's managers. 5. The Work Out lasted a week.

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24. —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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25. 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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26. They depend on each other to survive. In other words, they are ______ for survival.

A. interwoven

B. interdependent

C. international

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27. — 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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28. — Sorry for being late. I should have called you earlier. —__________. I've just arrived

A. That's no trouble

B. You are welcome

C. That's all right

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

A. looking into

B. approaching

C. finding

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30. What can we expect ____him?

A. in

B. from

C. on

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31. All the _____ guests are seated in the front row.

A. distinguishing

B. extinguishing

C. distinguished

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32. 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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33. — 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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34. — The Auto Show in the City Stadium has been canceled. — Oh, no！_________

A. What a pity!

B. It doesn't matter!

C. It's not interesting at all!

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

A. basic

B. base

C. basis

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36. 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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37. 二、阅读理解：根据文章内容，判断正误（共50分）。 Create a Positive Workplace Culture 　　In competitive markets, leaders are under increased pressure to maintain a positive work culture. A positive work culture cultivates greater employee satisfaction; greater employee satisfaction contributes to higher performance; higher performance impacts improved client outcomes; improved client outcomes contribute to service excellence. 　　Positive work cultures are built over time and need constant attention. Such cultures are dependent on leadership vision and values. 　　An effective leader sets the tone for the team, encourages a positive workplace culture and is able to bring about cultural change. 　　Workplace culture is made up of the shared attitudes, beliefs, behaviors, values and expectations that influence the way people work in the workplace. It is “the way we do things around here”. 　　Some cultural aspects are understood by all and are obvious such as turning up for wok on time, while others may be "unwritten rules" that are not so obvious for example how personal issues are resolved with work colleagues. 　　Many factors that influence whether a workplace has a positive outlook are within the control of people who work in a workplace. There are also factors out of their control, such as slumps in global prices or a change in demand and supply. The company can, however, control how they respond to these factors. 　　Those companies that do create positive workplace environments develop a reputation in their community as being ‘good to work for' and have a competitive edge. Not only are these companies more able to attract and retain people, they tend to be more stable as they proactively deal with issues and adapt to change. 　　Teams work best when they are clear about what is expected of them. They are more able to deal with difficult issues if they feel the values of the organization are supportive of them. 　　For a workplace culture to be positive, the direction and actions of the business must be consistent with the core values of the people in the workplace. The people must trust each other and be able to openly express and exchange ideas. 　　Working through these steps will help with developing a positive business culture. 操作提示：正确选T，错误选F。 1. A positive work culture will give workers more satisfaction. 2. Positive cultures have a lot to do with leadership vision and values. 3. The direction and actions for the business must differ from the core values of the employees in order for a workplace culture to be positive. 4. In competitive markets, leaders are under more and more pressure to keep a positive work culture. 5. Positive work culture can be built in a short period of time.

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38. — ____________________________ —Actually I prefer working on my own.

A. Could I use this dictionary?

B. May I open the window to let in some fresh air?

C. Do you prefer teamwork or working individually?

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39. — 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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40. This is the man ______ last night.

A. whom I saw him

B. whom I saw

C. what I saw

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

A. will have returned

B. returns

C. will return

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42. We ________ with achievement.

A. done

B. are obsessed

C. catch up

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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。 　　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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44. —It's about a successful businessman's management experience, isn't it? — ____________

A. My pleasure!

B. That's right!

C. It's up to you!

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

A. raise

B. rise

C. arise

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48. -_____________________？ - I'd like to have this film developed.

A. What's it

B. May I help you

C. How are you

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49. - 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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50. - 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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51. - 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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52. - 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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53. 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

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

A. rewards

B. rewarded

C. rewarding

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55. __________ he was exhausted, he kept on working.

A. If

B. Although

C. Even if

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56. Their economy is export ______.

A. oriented

B. orientating

C. orientation

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

A. meeting

B. meaning

C. measuring

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58. To build the reservoir（水库），thousands of people have to be_______ .

A. relocated

B. repeated

C. reopened

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59. I'd like to know _____ the forces for change come from.

A. where

B. who

C. that

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60. We ________ with achievement.

A. are done

B. are obsessed

C. catch up

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61. ______ 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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62. ________ 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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63. Learning new things has always been a great ______ for me.

A. motivator

B. movement

C. motor

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64. 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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65. Linda walked at the head, ________ by her colleagues.

A. followed

B. following

C. to follow

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66. 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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67. 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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68. 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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69. 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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70. 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. 1. What does the phrase “confirming reception of the sent messages” mean in Paragraph 1? A. To make sure tha 渝粤题库 t the messages are sent to the right receivers. B. To make sure that the messages are fully understood. C. To make sure that the messages are correctly understood by the right receivers. 2. In the famous British Army Commander story, which step probably was right 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 messages around in a whisper. C. Chinese people who don't normally talk very loudly. 4. When does “allocative success” happen? A. The right information goes to the right place. B. A company gathers information from understaffing departments. C. The correct information will be sent by the right department. 5. According to the last paragraph, what result will be caused by human failure? A. Increasing creativity across departments. B. Inadequate communication between departments. C. Increasing customer complaints.

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71. -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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72. - 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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73. I think the primary ________factor is there's been so much absence lately.

A. contributing

B. developing

C. Increasing

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74. Until a strategic plan is ___________, it has no real value.

A. put into effect

B. put into use

C. put into production

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75. Keep a _____ attitude and don't let yourself drown in uncertainty.

A. negative

B. positive

C. neutral

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76. I have been very lucky to have had ______ managers during my career so far.

A. terrific

B. terrible

C. terrifying

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

A. raise

B. rise

C. arise

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78. The meaning of “communication” goes a lot _____ than people often think.

A. more

B. higher

C. deeper

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

A. working with

B. working on

C. working for

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

A. adopted

B. adapted

C. addicted

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82. 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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83. 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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84. 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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