1389国开电大本科《管理英语4》形考任务(单元自测1至8)试题及答案

1、 1389国开电大本科管理英语4形考任务（单元自测1至8）试题及答案（精华版） 说明：题目为随机，用快捷键査找功能搜索试题及答案；资料为国开平台形考和期末纸 质考试的必备资料。单元自测1试题及答案一、选择填空题 目This project is too big fbr me to finish on time. 答案Ill give you a hand附：题目一这个项目太大了，我无法按时完成。 回答我帮你题目AT&T found that employees with better planning and decision-making skills were to be promoted

2、 into management jobs.答案 jmore likely题 目 CEO s spend planning, the more profitable their companies are.答案The more time题目 his anger the employees called him Mr.Thunder, but they loved him.答案Due to题 R J managers spend most of their time in face-to-face contact with others, but they spend much of it ob

3、taining and sharing information.答案Nol only do题 目 Could you give us a speech on management functions some day this week? 答案Id love to, but Im busy this week附：题目 你能在本周的某一天给我们做一次关于管理职能的演讲吗？ 回答我很想去，但这周我很忙题 目 I think things have been a bit difficult fbr us the last couple of months. .Weve been working ha

4、rd, but still getting behind.答案Youre right附：题目我认为过去几个月对我们来说有些困难。一 。我们一直在努力，但仍然落后。答案你是对的题目Is it possible for you to work out the plan tonight? 答案I think so.附：题目你今晚可以制定计划吗？ 答案我想是的。题目We could let some of the staff work from home. Thats a good idea.答案What do you think of it附：题目一我们可以让一些员工在家工作。 ?一这是个好主意。回

5、答你怎么看题目Even the best continually seek ways to their skills.答案sharpen题目It is through enthusiasm and quiet intensity we transform creativity and vision into the technologies.答案that题 目Supcrvisors should their employees in two-way communication so that understanding takes place.答案engage题 目The demands an

6、d requirements placed on the CEO of Sony are different from on the manager of your local Wendys restaurant.答案those题目The Human Resource Managing Department at Honda is given specific instructions employ the best possible workers.答案on how to题目The responsibilities in handbook that managers have to be c

7、oncerned with efficiency and effectiveness in the work process.答案indicate二、听力理解：听录音，选择最佳答案（共50分）。请听录音：UNIT1TL. MP3操作提示：通过下拉选项框，选择答案。1 .What kind of role is Melinda taking on for her job?HR manager.Project manager.答案C.Project coordinator.How long will Melinda be trained fbr her new role?One month.答案B

8、.Half a month.One year.How often should Melinda report to the board on the progress of the project?答案A.Once a month.Twice a month.Once a week.What kind of contract can Melinda sign with outside contractors ?Permanent worker contract.答案B.Standard temporary-worker contract.C.Standard industry contract

9、.Which one does NOT belong to Melindas responsibilities?答案A.Formulate the industry standard of payment.Manage and coordinate her project team.Report the project progress to the board.附：L梅琳达在工作中扮演什么样的角色？人力资源经理。项目经理。答案C.项目协调员。梅琳达要为她的新角色训练多长时间？个月。答案B.半个月。一年。梅琳达应该多久向董事会报告一次项目的进展情况？答案A.每月一次。一个月两次。每周一次。梅琳

10、达可以与外部承包商签订什么样的合同？永久工人合同。答案B.标准临时工合同。C.标准行业合同。哪一项不属于梅琳达的职责？答案A.制定行业支付标准。管理和协调她的项目团队。向董事会报告项目进度。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

11、 the company was complacent and； (3)that its leaders didnt 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 companys middle and top managers which led to company-wide inertia that left

12、it powerless to respond to Apples 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 telli

13、ng the truth.The fear that froze the company came from two places.First, the companys top managers had a terrifying reputation.Some members of Nokias board and top management were described as extremely temperamental and they regularly shouted at people at the top of their lungs.lt was very difficul

14、t to tell them things they didnt 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 tha

15、t 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

16、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

17、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.Its sales work.While modest fear might be healthy for motivation, abusing it can be like overusing a drug, which risks generating harmful side effecls.T

18、o reduce this risk, leaders should coordinate with the 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.附：谁杀死了诺基亚？诺基亚髙管试图用三个因素来解释其从智能手机金字塔顶端跌落的原因：(1)诺基亚在技术上不如苹 果；（2）公司自满；（3）其领导

19、者没有看到颠覆性的iPhone到来.也有人认为，以上都不是。诺基亚输掉了智能手机之战，因为公司中层和高层管理人员之间存在不 同的共同担忧，导致公司范围内的情性使其无力应对苹果的游戏。根据深入调查和对高层和中层管理人员、工程师和外部专家的76次采访的结果，研究人员发现了 一种由气质型领导者造成的恐惧文化，并且受惊的中层管理人员害怕说真话。冻结公司的恐惧来自两个方面。首先，公司的高层管理人员声名狼藉。诺基亚養事会和高层管理人 员的一些成员被描述为非常脾气暴躁，他们经常对人大喊大叫。不想听到的事情很是告诉他们。其次， 高层管理人员害怕外部环境，没有完成季度目标，这也影响了他们对待中层管理人员的方式。

20、高层管理者因此使中层管理者害怕让他们失望。中层管理者被告知他们没有足够的野心来实现高层管理 者的目标。由于害怕高层管理者的反应，中层管理者要么保持沉默，要么提供乐观的过滤信息。因此，中层管 理者直接对高层管理者撒谎。更糟糕的是，诺基亚内部的地位文化使每个人都希望保持既得权力，因为如果他们传递了坏消息或 表明他们没有足够的勇气或雄心来承担具有挑战性的任务，他们害怕资源被分配到其他地方。除了口头上的压力之外，高层管理人员还施加压力，要求在人员选拔中提高绩效。这导致中层管理人员 过度承诺和交付不足。一位中层管理人员告诉我们，你可以通过提前承诺或承诺很多来获得资源。这是 销售工作.虽然适度的恐惧可能对

21、激励是有益的，但滥用它可能就像过度使用药物一样，可能会产生有害的副 作用。为了降低这种风险，领导者应该协调员工的不同情绪。诺基亚的高层管理人员应该鼓励安全对话, 内部协调和反馈，以了解组织中的真实情绪。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.答案FNokias middle managers were frank to tell the truth, but the top ones didnt listen to 答案FN

22、okias top managers were too moody to hear anything good but harsh.。答案TMiddle managers in Nokia delivered results more than they promised earlier.答案FNokias top managers should have had better conversation techniques to encourage internal coordination and truth.（答案T附：诺基亚在智能手机大战中输了，因为它的技术不如苹果。答案F诺基亚的中层

23、老实说实话，高层不听。答案F诺基亚的高层管理人员喜怒无常，听不出任何好听的声音。回答T诺基亚的中层管理人员交付的结果比他们之前承诺的要多。答案F诺基亚的高层管理人员应该有更好的谈话技巧来鼓励内部协调和真实。答案T单元自测2试题及答案一、选择填空题 目 If you cant say what youve come to say at the meeting, whats the point? , but I think you might need to change your approach somewhat.答案I can see that附：题目如果你不能说出你在会议上要说的话，那有什

24、么意义呢？一 ,但我认为您可能需要稍微改变您的方法。答案我可以看到题目Will you go on a picnic with us tomorrow ? 答案Im afraid I have no idea附：题目你明天和我们一起去野餐吗？ 回答恐怕我不知道题目 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.答案Are you able to附：题目一 找出已经发生的问

25、题？一嗯，如你所知，我们与加里的问题在团队中引起了很多摩擦。回答你能做到吗题目 How can you explain the latest situation? , I know it is all my fault.答案Sorry附：题目一你如何解释最近的情况？一 ,我知道都是我的错。回答对不起题目 How did your meeting go yesterday? actually, it was really frustrating.答案Nol so good附：题目一一你昨天的会议怎么样？一一 其实，真的很郁闷。答案不太好题目Effective leaders distill co

26、mplex thoughts and strategies into simple, memorable terms colleagues and customers can grasp and act upon.答案that题 目Every time I tried to say something he would to something else.答案move on题目Hes lefl now, but productivity hasnt that much.答案picked up题目I think the primary factor is theres been so much

27、absence lately.答案contributing题目If demand is rising but the finn from communication failure* then stocks will fall and there will be under staffing.答案is suffering题 目In todays environment, people are often burned out, its important for employees to have a personal connection with you and the work you

28、believe in.答案where题目What you need to do is to keep things short and sweet just the .答案highlights题 目When the message finally reached the Command Center, it mutated to become-Send three and four-pence, were going to a dance.答案had题目Who was the meeting?答案 Jchairing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。WHAT WE

29、 HAVE HERE： A FAILURE TO COMMUNICATEIt is the 1 Ithing.There are more ways than ever to communicate with people yet it sometimes seems like it is more difficult to connect-and stay 2-with anyone.Should you也off an email? Tap out a text? Post a private message on Facebook? Write on their Facebook wall

30、? 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? Even with the techno-ease of4 communication devices conversations can still be troublesome.Questions are asked and answered臣 of order. Instructions and d

31、irections go half-read.Meetings are botched.Feelings are hurt. 附： 我们在这里：沟通失败这就是1事情。与人交流的方式比以往任何时候都多，但有时似乎更难与任何人联系并保持2。您应该3关闭电子邮件吗？点击发短信？在Facebook 发私信？在他们的Facebook墙上写字？ Skype、戳、ping或在数字锡罐电话上召唤他们？一旦你接触到某人，你会想：他在注意吗？你怎么知道？即使使用了 4通信设备的便捷技术，对 话仍然很麻烦。问题是按顺序提问和回答5。说明和方向去半读。会议是拙劣的。感情受到伤害。答案weirdest答案connecl

32、ed答案 Jshoot答案countless答案out二、阅读理解：根据文章内容，判断正误（共50分）。HABITS OF HIGHLY EFFECTIVE COMMUNICATORSIts no secret that good leaders are also good communicators.Indeed, communication and leadership are inextricably tied.How can you galvanize inspire or guide others if you dont communicate in a clear, credibl

33、e and authentic way? Here are 5 essential communication practices of 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 dont align with your words

34、, you are storing up trouble for the future.Make the complex siniple.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 a

35、nd avoid 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 dont become overly fixated on e

36、loquence 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 fbr who you are and what you care about.Donl hide behind a computer and only interact with people ele

37、ctronically-see them face to face and voice to voice, and interact with them in a real, substantial way.In todays environmentwhere people are often burned out, its important fbr employees to have a personal connection with you and the work you believe in.Show the people that work for you that youre

38、engaged and that you care about them and their work.Listen with your eyes as well as your ears.Effective communication is a two-way process, and good leaders know how to ask good questions and then listen with both their eyes and their ears.Because you are in a position of authority, others may be r

39、eluctant to express their real opinions to you directly.You wont always get direct feedback, so you need to also be able to read between the lines and look for the non-verbal cues.附：高效沟通者的习惯好的领导者也是好的沟通者，这已经不是什么秘密了。事实上，沟通和领导力是密不可分的。如果 你不以清晰、可信和其实的方式进行沟通，你怎么能激励、启发或引导他人？这里有5个基本的沟通实 践有效领导者：注意说与做的差距。信任是有

40、效领导的基石一一你的行为是你唯一最好的沟通方式，它必须与你 所说的一致。如果你的行动与你的言辞不一致，你就是为将来积蓄麻烦。化繁为简。有效的领导者将复杂的思想和策略提炼成简单易记的术语，让同事和客户能够掌握并 釆取行动。最重要的是弄清楚你想说什么，注意技术术语，避免业务说话，这增加了复杂性。用尽可能 少的词说出你的意思。找到你自己的声音。使用明显属于你自己的语言；让你的价值观在你的交流中体现出来。正确使 用语言和语法当然很重要，但不要为了口才而过分专注于口才；专注于与众不同，真实。人要真实，人 尊重真实，人追随真实。 可见性可见性是让你的关键利益相关者了解你是谁，你关心什么。不要躲在电脑后面，

41、只与人 进行电子交互一面对面和语音对语音，并进行交互以真实、实质性的方式与他们相处。在当今人们经常 精疲力竭的环境中，员工与您和您所相信的工作建立个人联系非常重要。向为您工作的人展示您的敬业 度并且你关心他们和他们的工作。用眼睛和耳朵倾听。有效的沟通是一个双向的过程，好的领导者知道如何提出好的问题，然后用 眼睛和耳朵来倾听。因为你处于权威的位置，其他人可能不愿意直接向你表达他们的真实意见。你不会 总是得到直接的反馈，所以你还需要能够读懂字里行间，寻找非语言的暗示。操作提示：正确选T,错误选F。1 .Communication and leadership dont always go hand

42、 in hand.答案FThe say-do gap happens when people misunderstand their leaders intention.答案FUsing technical jargon makes a leader convincing.答案FCommunicating sincerely is always the best.| 答案T5.Observation is as important as communication when you want to know what people really think.答案T 附：沟通和领导并不总是齐头并

43、进。答案F当人们误解了领导者的意图时，就会出现说做差距。答案F使用技术术语使领导者具有说服力。答案F真诚的沟通永远是最好的。答案T当你想知道人们的真实想法时，观察和交流一样重要。答案T二、阅读理解：根据文章内容，完成选择题(共50分)。COMMUNICATION FAILUREThe meaning of communication goes a lot deeper than people often think.Communication is about conceiving, sending, receiving, and interpreting messages as well a

44、s 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 reinforcementswere going to advance.back to his Command Cent

45、er, through a long chain of subordinates.When the message finally reached the Command Center, it had mutated to become-Send three and four-pence, were 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

46、 Whispers with more than 20 people.lt 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 gat

47、hering 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 the

48、re will be under staffing.If the inverse happens, there will be a surplus of stocks and over staffing.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

49、 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 communi

50、caiion.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.附： 通讯失败沟通的含义比人们通常想象的要深刻得多。沟通是关于构思、发送、接收和解释

51、信息以及确认这些 信息的接收。这个链条中任何一点的失败都可能导致无效的沟通。无效的沟通可能是灾准性的。有一个著名的故事，一位英国陆军指挥官发送消息发送增援，我们要 前进。回到他的指挥中心，通过一长串的下属。当消息最终到达指挥部时中间，它已经变异成了一送三 便士和四便士，我们要去跳舞。援军迟迟没有到来。您可以通过尝试与20多人一起玩“中国耳语来展示同样的原则，尽管规模不那么戏剧化。您开 始的相同信息不太可能成为您结束的信息。在一个企业中，沟通失败主要分为三种类型。每种都有自己的指示标志。第一种被称为分配失败。这发生在公司没有收集足够的市场情报或（最常见的情况）信息没有到达正 确的点。公司将不会与

52、市场的变化同步分配资源需求。如果需求上升，但公司出现分配沟通失败，那么 库存就会下降，就会出现人员不足如果相反，就会出现库存过剩和人员过剩。第二种是执行失败，即触发特定事件/行动的沟通延迟、缺乏或错误。这种情况的症状是公司或部 门普遍失去方向，失去协调和增加客户投诉，因为事情发生得太晚或根本没有发生。最后一种是人为失败。当企业的一般文化或特定个人或部门之间的关系不能促进有效沟通时，就会 发生这种情况。这会导致员工疏远、员工流动率增加、旷工率增加以及员工之间普遍的挫败感。员工的 创造力，尤其是跨部门的创造力，可能会随着团队协同效应的下滑而受到巨大影响。操作提示：通过题目后的下拉选项框选择正确答案

53、。1 .Confirming reception of the sent messages means .the messages are sent to right receiversthe messages are correctly understood答案C.the messages are correctly understood by right receivers2.1n the famous British Army Commander story which step probably did NOT go wrong in the communication chain?答

54、案A.Conceiving.Sending.Receiving.What is Chinese whispers?Who whispers in Chinese.答案B.A game to pass message around in a whisper. C.Chinese people who dont normally talk very loudly.Allocative failure does NOT happen when . 答案A.the right information goes to the right placea company gathers false info

55、rmationthe correct information is not received by the right department or personAccording to the passage, which of the following cases does NOT belong to human failure?Decreasing creativity across departments.Inadequate communication between departments.答案C.Increasing customer complaints.附：1.确认收到发送的

56、消息意味着 。消息被发送到正确的接收者消息被正确理解答案C.正确的接收者正确理解消息在著名的英国陆军指挥官故事中，通信链中哪一步可能没有出错？答案A.概念。发送。接收。什么是汉语耳语？谁用中文耳语。答案B.耳语传递信息的游戏。C.平时说话不大大声的中国人。当 时不会发生分配失败。答案A.正确的信息去正确的地方公司收集虚假信息正确的部门或人员没有收到正确的信息根据文章，下列哪些情况不属于人为故障？降低跨部门的创造力。部门间沟通不充分。答案C.增加客户投诉。单元自测3 试题及答案一选择填空题目How do you get your members to as a team?答案pull toget

57、her题 目I like to think . I am always the one finding new ways to a situation or challenge.答案outside of the box题 目In high school, I am equally comfortable as a member of a team and independently.答案working题目The team creates an environment people are comfortable in communicating, advocating positions, a

58、nd taking action.答案in which题目Could I borrow your iPad for a few hours? 答案Sure, here you are.Enjoy your time. 附：题目一我可以借用你的iPad几个小时吗？ 答案当然，给你。享受你的时间。题目I am sorry for what I have said to you. 答案Donthink any more about it. 附：题目我很抱歉我对你说的话。 答案别再想了。题目 What are your teammates like? 答案 JThey are all warmhear

59、ted and helpful.附：题目一你的队友是什么样的？ 答案他们都很热心，乐于助人。题目Will you help me arrange a meeting with Mr.Brown, please? 答案Sorry I cant.I have to finish my project right now. 附：题目你能帮我安排一次与布朗先生的会面吗？ 答案对不起，我不能。我现在必须完成我的项目。题目一 Id like to have this film developed.答案May I help you?附：题目一一 一我想冲洗这部电影。回答我可以帮你吗？题目I believe

60、that 1 have a lot to contribute a team environment, and am comfortable in both leadership and player roles.答案io题 目I have been very lucky to have had managers during my career so far.答案terrific题目If I take the time to talk with my manager at the beginning of a project we off to a great start on the sa