陕西开放大学管理英语4作业答案

管理英语4

学校: 陕西开放大学

平台: 国家开放大学

题目如下：

1. 1. - 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

答案: I couldn't agree more

2. 2. - 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

答案: Well, sometimes your co-workers feel that you are too loud

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

A. Not so good

B. Very good

C. Nothing special

答案: Not so good

4. 4. - Could you give us a speech on management functions some day this week? -_____________________.

A. That's a good idea

B. No, I already have plans

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

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

5. 5. - 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

答案: Around the street corner

6. 6. They depend on each other to survive. In other words, they are _____ for survival.

A. internship

B. interdependent

C. international

答案: interdependent

7. 7. 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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8. 8. 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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9. 9. I have been very lucky to have had ______ managers during my career so far.

A. terrific

B. terrible

C. terrifying

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10. 10. ______ 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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11. 11. 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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12. 12. To build the reservoir（水库），thousands of people have to be_______ .

A. relocated

B. repeated

C. reopened

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

A. adopted

B. adapted

C. addicted

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14. 14. 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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15. 15. The workmen want to ________ the number of working hours and to increase pay.

A. delete

B. decrease

C. depress

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

A. motivator

B. movement

C. motor

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

A. If

B. Although

C. Even if

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

A. pressure

B. pleasure

C. presence

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19. 19. 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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20. 20. Linda walked at the head, ________ by her colleagues.

A. followed

B. following

C. to follow

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21. 21. 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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22. 22. 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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23. 23. How to Handle a Bad Performance Review Getting a bad performance review can make you feel angry, unappreciated, defeated, and hopeless. But it's not the end of the world. Remember that the way you respond to this appraisal can make all the difference in the next one. Even if you believe that the review is inaccurate and that your boss is completely wrong, you will benefit by reacting in a mature, adult manner. Here are some suggestions: Stay calm. Relax. Breathe. Do not overreact and be objective. Especially, do not say things that will likely be regretted later. Besides, the person giving the performance review may or may not be the one who has written the bad review. * What to Do When Receiving a Bad Performance Review It's best to listen attentively. And make comments or remarks only when asked for them. Besides, during the performance review, you will be given the chance to respond and may disagree. * What to Do After Receiving a Bad Performance Review Don't be intimidated by the bad performance review and want to quit the job; instead, learn from it. Also, if the organization allows their employees to make a written statement on their own behalf, do make one. It is important for the worker to show why she does not agree with the bad performance review; for instance, an employee may express their different understanding and, at the same time, a willingness to comply with any constructive suggestions. * Ways to Improve a Bad Performance Review A way to improve a bad performance review is to set self-reviews, that is, establish performance standards. Another way to improve a bad review is to learn more about what the manager, supervisor, or boss wants or expects from his/her employees. Learning what it was that caused a bad performance review helps to improve professional growth and encourages as well as motivates the worker to do better in order to receive a good review next time. 1. What should you do when you are given a bad performance review? A. Argue with your boss. B. Make immediate remarks. C. Stay calm and listen carefully. 2. What should you do after you are given a bad performance review? A. Quit your job immediately. B. Insist on making comments. C. Learn from the review. 3. What should you do if you disagree with the bad performance review? A. Tell the boss directly that you do not agree with the review. B. Make a written statement on your own behalf if it is allowed. C. Do not express your different understanding in a written statement. 4. How do you improve a bad performance review? A. Understand the established performance standards. B. Learn more about what the employee wants or expects. C. Learn what the person who gives the review may think. 5. Why should we understand the cause of a bad performance review? A. Because it helps the employee to get promoted immediately. B. Because it encourages and motivates the worker to do better. C. Because it prevents the employee from professional growth.

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24. 24. - Do you mind if I use vouchers to spend in a restaurant? - _____________________.

A. Yes, please

B. Not at all. Go ahead

C. No, thank you

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25. 25. - This is a really lively party. There is a great atmosphere, isn't there? - _____________________. The hosts know how to host a party.

A. Don't worry

B. Yes, indeed

C. No, there isn't

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26. 26. - 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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27. 27. Their economy is export ______.

A. oriented

B. orientating

C. orientation

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28. 28. All of the tables and chairs ____________ away.

A. had stored

B. had been stored

C. stored

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

A. is that

B. is it

C. isn't it

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

A. raise

B. rise

C. arise

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

A. rewards

B. rewarded

C. rewarding

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32. 32. 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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33. 33. Keep a _____ attitude and don't let yourself drown in uncertainty.

A. negative

B. positive

C. neutral

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34. 34. Employees have ________ to all company information, adding a sense of trust, and employees and leaders work together to solve problems.

A. accident

B. accent

C. access

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35. 35. We ________ with achievement.

A. are done

B. are obsessed

C. catch up

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

A. meeting

B. meaning

C. measuring

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37. 37. 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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38. 38. 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 that 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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39. 39. 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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40. 40. -_____________________？ - 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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41. 41. -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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42. 42. - 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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43. 43. - 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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44. 44. Ineffective communication can be ______.

A. disastrous

B. damaged

C. destroyed

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45. 45. 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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46. 46. Men and women in the team are interested in different things, we should avoid ________ them something they don't want.

A. give

B. giving

C. Being able to

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

A. where

B. who

C. that

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

A. Do you have any good ideas

B. What do you think of it

C. Is there anything else

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49. 2. — 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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50. 3. 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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51. 4. 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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52. 5. ______ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.

A. Not only

B. Do not only

C. Not only do

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53. 6. 二、阅读理解：根据文章内容，判断正误（共50分）。 Who Killed Nokia? 　　Nokia executives attempted to explain its fall from the top of the smartphone pyramid with three factors: 1) that Nokia was technically inferior to Apple, 2) that the company was complacent and 3) that its leaders didn't see the disruptive iPhone coming. 　　It has also been argued that it was none of the above. Nokia lost the smartphone battle because of divergent shared fears among the company's middle and top managers which led to company-wide inertia that left it powerless to respond to Apple's game. 　　Based on the findings of an in-depth investigation and 76 interviews with top and middle managers, engineers and external experts, the researchers discovered a culture of fear due to temperamental leaders and that frightened middle managers were scared of telling the truth. 　　The fear that froze the company came from two places. First, the company's top managers had a terrifying reputation. Some members of Nokia's board and top management were described as “extremely temperamental” and they regularly shouted at people “at the top of their lungs”. It was very difficult to tell them things they didn't want to hear. Secondly, top managers were afraid of the external environment and not meeting their quarterly targets, which also impacted how they treated middle managers. 　　Top managers thus made middle managers afraid of disappointing them. Middle managers were told that they were not ambitious enough to meet top managers' goals. 　　Fearing the reactions of top managers, middle managers remained silent or provided optimistic, filtered information. Thus, middle managers directly lied to top management. 　　Worse, a culture of status inside Nokia made everyone want to hold onto vested power for fear of resources being allocated elsewhere if they delivered bad news or showed that they were not bold or ambitious enough to undertake challenging assignments. 　　Beyond verbal pressure, top managers also applied pressure for faster performance in personnel selection. This led middle managers to over promise and under deliver. One middle manager told us that “you can get resources by promising something earlier, or promising a lot. It's sales work.” 　　While modest fear might be healthy for motivation, abusing it can be like overusing a drug, which risks generating harmful side effects. To reduce this risk, leaders should coordinate with the varied emotions of the staff. Nokia's top managers should have encouraged safe dialogue, internal coordination and feedback to understand the true emotion in the organization. 操作提示：正确选T，错误选F。 1. Nokia lost the smartphone battle because its technology is not as good as that of Apple. 2. Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them. 3. Nokia's top managers were too moody to hear anything good but harsh. 4. Middle managers in Nokia delivered results more than they promised earlier. 5. Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth.

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54. 7. — 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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55. 8. It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies.

A. that

B. /

C. which

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