(更新版)國家開放大學(xué)電大《管理英語4》網(wǎng)考形考任務(wù)題庫及答案

1、（更新版）國家開放大學(xué)電大管理英語4網(wǎng)考形考任務(wù)題庫及答案形考任務(wù)1一、選擇填空題(每題10分，共5題)題目 1 Is it possible for you to work out the plan tonight? 選擇一項：. I think so.題目 2 Could you give us a speech on management functions some day this week? . 選擇一項：. r d love to, but Im busy this week題目 3 his anger the employees called him Mr. Thunder,

2、but they loved him.選擇一項：. Due to題目 4 managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.選擇一項：C. Not only do題目 5 AT&T found that employees with better planning and decision-making skills were to be promoted into managemen

3、t jobs.選擇一項：more likely題目6 二、閱讀理解：根據(jù)文章內(nèi)容，判斷正誤（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 didnt see the dis

4、ruptive 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 Apples game.Based on the findings of an

5、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.

6、First, the companys top managers had a terrifying reputation. Some members of Nokias board and top management were described as “extremely temperamentaland they regularly shouted at people at the top of their lungs It was very difficult to tell them things they didnt want to hear. Secondly, top mana

7、gers 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.Fea

8、ring 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

9、 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 mana

10、ger told us that you can get resources by promising something earlier, or promising a lot. Its 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

11、 varied emotions of the staff. Nokias top managers should have encouraged safe dialogue, internal coordination and feedback to understand the true emotion in the organization.操作提示：正確選T,錯誤選F。Nokia lost the smartphone battle because its technology is not as good as that of Apple. (F)Nokias middle mana

12、gers were frank to tell the truth, but the top ones didnt listen to them. (F)Nokia，s top managers were too moody to hear anything good but harsh. (T)Middle managers in Nokia delivered results more than they promised earlier. (F)Nokias top managers should have had better conversation techniques to en

13、courageinternal coordination and truth. (T)形考任務(wù)2第一套 一、選擇填空題（每題10分，共5題） 題目 1一 Will you go on a picnic with us tomorrow? 選擇一項：C. r m afraid I have no idea題目 2 If you cant say what youve come to say at the meeting, what，s the point? 一 , but I think you might need to change your approach somewhat.選擇一項：.

14、 I can see that題目 3Every time I tried to say something, he would to something else.選擇一項：. move on題目 4Effective leaders distill complex thoughts and strategies into simple, memorable terms colleagues and customers can grasp and act upon.選擇一項：B. that“mutated to become題目 5When the message finally reach

15、ed the Command Center, it “Send three and four-pence, were going to a dance. ”選擇一項：B. had題目6二、完型填空（共50分）操作提示：通過下拉選項框選擇正確的詞匯。unicateWhat We Have Here: A Failure to CoIt is the weirdest thing. There are more ways than ever to communicate with people, yetit sometimes seems like it is more difficult to

16、connect and stay connected with anyone.Should you shoot off an email? Tap out a text? Post a private message on Facebook? Write on their Facebook wall? Skype, poke, ping or conjure them up on a digital tin can phone?And once you reach someone, you wonder: Is he paying attention? How do you know? Eve

17、n with the techno-ease of countless communication devices, conversations can still be troublesome. Questions are asked and answered out of order. Instructions and directions go half-read. Meetings are botched. Feelings are hurt.第二套一、選擇填空題（每題10分，共5題）題目 1How can you explain the latest situation? , I k

18、now it is all my fault.選擇一項：A. Sorry題目 2How did your meeting go yesterday? actually, it was really frustrating.選擇一項：A. Not so good題目 3In todays environment, people are often burned out, its important for employees to have a personal connection with you and the work you believe in.選擇一項：A. where題目 4Wh

19、at you need to do is to keep things short and sweet, just the 選擇一項：highlightsthat much.題目 5Hes left now, but productivity hasnt 選擇一項:picked up題目6二、閱讀理解：根據(jù)文章內(nèi)容，完成選擇題（共50分）。Communication Failure111The meaning of “communication goes a lot deeper than people often think. Communicationis about conceiving

20、, 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 ArmyCommander who sent the message “Send r

21、einforcements, we re going to advance. ”back to his Coandand Center,Center, through a long chain of subordinates. When the message finally reached the Co it had “mutated” to become Send three and four-pence, were going to a dance. ” The reinforcements never arrived.You can demonstrate this same prin

22、ciple, 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 ty

23、pe 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 sufferi

24、ng 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 specificevents/actions is either late, lacking or in error

25、. 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 betw

26、een 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 su

27、ffer hugely as team synergy slips.操作提示：通過題目后的下拉選項框選擇正確答案。Confirming reception of the sent messages means .C. the messages are correctly understood by right receiversIn the famous British Army Commander story, which step probably did NOT go wrong in thecommunication chain?Conceiving.What is Chinese w

28、hispers?A game to pass message around in a whisper.Allocative failure does NOT happen when .the right information goes to the right place5. According to the passage, which of the following cases does NOT belong to human failure?回答Increasing customer complaints.第三套 一、選擇填空題（每題10分，共5題） 題目 1一 If you can

29、t say what youve come to say at the meeting, whats the point? ,but I think you might need to change your approach somewhat.選擇一項:I can see that題目 2How did your meeting go yesterday? actually, it was really frustrating.選擇一項:Not so good題目 3If demand is rising but the firm from communication failure, th

30、en stockswill fall and there will be understaffing.選擇一項:is sufferingto something else.題目 4Every time I tried to say something, he would 選擇一項:move on題目 5In todays environment, people are often burned out, its important foremployees to have a personal connection with you and the work you believe in.選擇

31、一項:A. where題目6 二、閱讀理解：根據(jù)文章內(nèi)容，判斷正誤（共50分）。Habits of Highly Effective CommunicatorsIts no secret that good leaders are also good communicators. Indeed, communication andleadership are inextricably tied. How can you galvanize, inspire or guide others if you don，tcommunicate in a clear, credible and auth

32、entic way? Here are 5 essential coinnunication practicesof effective leaders:Mind the say-do gap. Trust is the bedrock of effective leadership 一 your behavior is your single greatest mode of communication, and it must be congruent with what you say. If your actions don t align with your words, you a

33、re storing up trouble for the future.Make the complex simple. Effective leaders distill complex thoughts and strategies into simple, memorable terms that colleagues and customers can grasp and act upon. The most important thing is to clarify what you want to say, look out for technical jargon and av

34、oid business speak, which add complexity. Say what you mean in as few words as possible.Find your own voice. Use language thats distinctly your own; let your values come through in your communication. Correct use of language and grammar are important, of course, but don，t become overly fixated on el

35、oquence for eloquences sake; concentrate on being distinct and real. People want real, people respect real, people follow real.Be visible Visibility is about letting your key stakeholders get a feel for who you are and what you care about. Don, t hide behind a computer and only interact with people

36、electronically - see them face to face and voice to voice, and interact with them in a real, substantial way. In todays environment, where people are often burned out, its important for employees to have a personal connection with you and the work you believe in. Show the people that work for you th

37、at you, re engaged and that you care about them and their work.unication is a two-way process,Listen with your eyes as well as your ears. Effective coand good leaders know how to ask good questions, and then listen with both their eyes and their ears. Because you are in a position of authority, othe

38、rs may be reluctant to express their real opinions to you directly. You won，t always get direct feedback, so you need to also be able to read between the lines and look for the non-verbal cues.操作提示：正確選T,錯誤選F。Communication and leadership don，t always go hand in hand. (F)The say-do gap happens when pe

39、ople misunderstand their leaders intention. (F)Using technical jargon makes a leader convincing. (F)Communicating sincerely is always the best. (T)Observation is as important as communication when you want to know what people really think. (T)形考任務(wù)3 一、選擇填空題（每題10分，共5題） 題目 1 What are your teammates lik

40、e? 選擇一項：A. They are all warmhearted and helpful.題目 2 Could I borrow your iPad for a few hours? 選擇一項：B. Sure, here you are. Enjoy your time.題目 3Regular and concrete feedback is important who is not performing up to her potential.選擇一項：B. when dealing with a worker題目 41 believe that I have a lot to con

41、tribute a team environment, and am comfortable in both leadership and player roles.選擇一項：A. toanywhere.題目 5The majority of these team challenges 選擇一項:can be delivered題目6閱讀理解：根據(jù)文章內(nèi)容，判斷正誤（共50分）。Tips for Team BuildingWhen you think of team building, do you immediately picture your group off at a resort

42、playing games or hanging from ropes? Traditionally, many organizations approach team building in thisway 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 ret

43、reats, planning sessions, seminars and team building activities 一 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 eve

44、ry 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 an

45、d 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 deli

46、ver 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, s

47、ponsor sports teams and encourage cheering team fans.Use ice breakers and teamwork exercises at meetings these help team members get to know each other, share details about each others lives, and have a laugh together.Celebrate team successes publicly. There are many ways you could do this, for inst

48、ance 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, 11 be amazed at the progress you will make in creating a tea

49、mwork culture, a culture that enables individuals to contribute more than they ever thought possible together.操作提示：正確選T,錯誤選F。Team building event is traditionally related to playing games at resort. (T)The author claims that playing games together is as important as form teams to solve real work issu

50、es and to improve real work processes for team building. (F)“Retreat” in the first paragraph means withdrawal of troops after a defeat. (F)Ice breaking motivates team members compete with each other. (F)A good teamwork culture enables individuals make more efforts together. (T)形考任務(wù)4第一套一、選擇填空題(每題10分，

51、共5題) 題目1 一 You might as well write a thanks-note.選擇一項：C. Could you suggest some ways of the rewards?題目 2一Can I get you a couple of tea? 選擇一項：A. Thats very nice of you題目 3A11 the team members tried their best. We lost the game, .選擇一項：A. however題目 4 the job, employers don，t want to hire people who are

52、 difficult to get alongwith.選擇一項：C. Regardless of題目 5Learning new things has always been a great for me.選擇一項：A. motivator題目6 二、聽力理解：聽錄音，判斷正誤（共50分）。 請聽錄音：操作提示：正確選“T”，錯誤選“F”。Human resources supported the proposal of giving the business intelligence a pay incentive every three months at the beginning.

53、(F)Brad from human resources supports Scotts idea. (T)Carlotta is the manager of HRD. (F)Men and women in the business intelligence team who have been selected to get the prize will receive the same rewarding things. (F)The prize-winner cannot choose the prize that costs more than $500. 7. The prize

54、-winner can only have material awards and no day off. (T)第二套 一、選擇填空題（每題10分，共5題） 題目 1 Youd better not push yourself too hard. You can ask the team and listen. 選擇一項：A. You are right.題目 2 Do you mind if I use vouchers to spend in a restaurant? 選擇一項：B. Not at all. Go ahead.題目 3Companies are interested i

55、n your soft skills they are in your hard skills. 選擇一項：B. as.as題目 4An appreciated gift and the gesture of providing it will your coworker，s day. 選擇一項：B. light up題目5Fifty-five percent of the respondents said that praise and attention from their supervisor would make them feel the company cared about t

56、hem and their well-being.選擇一項：A. as if題目6二、閱讀理解：根據(jù)文章內(nèi)容，完成選擇題(共50分)。How Google Continues to Keep Employees HappyWorking for Google is a dream of many, not just because of what this company has achieved in the last 15 years, but because of its enviable work culture. With about 37, 000 employees in40 c

57、ountries, you might wonder how Google maintains a motivating work experience throughout its entire company.Working for Google comes with perks that most other organizations cant provide bowling alleys, free haircuts, gym memberships, and shuttles to and from work. The company1 s secret to success is

58、 putting the same amount of time and effort into keeping employees happy as it does into innovating products.Back when the company was just a start-up, co-founders Larry Page and Sergey Brin had the goal of making Google a place the most talented people wanted to work at. Their idea was simple: crea

59、ting a work culture that keeps employees happy will motivate them to do their best and will keep them loyal to the company.“Its less about the aspiration to be No. 1 in the world, and more that we want our employees and future ones to love it here, because thats whats going to make us successful, ”

60、said Karen May, the Vice President of people development at Google.Google also makes its employees want to work because managers provide tasks that are inspiring and challenging. Every employee at Google has the opportunity to spend 20% of his or her working time on a project they choose. This freed