2024春期国开电大本科《管理英语4》在线形考(单元自测1至8)试题及答案

1单元自测1至8试题及答案说明：资料整理于2024年4月；适用于2024春季学期国开电大本科学员一平单元自测1试题及答案-CouldyougiveusaspeechonmaC.I'dloveto,butI'mbusyt—Ithinkthingshavebeenabitdifficultfor.We'vebeenworkinghard,butstillgettingIsitpossibleforyoutoworkout_Wecouldletsomeofthestaffworkfromhome.?B.WhatdoyouthinkofitCEOsspendplanning,themoreprofitabletheircohisangertheemployeescalledhimMr.Thunder;buttheyl2B.Inspiteof AT&Tfoundthatemployeeswithbetterplanninganddecision-makingskintomanagementjobs.ItisthroughenthusiasmandTheHumanResourceManagingDepartmentatHondaisgpossibleworkers.Theresponsibilitiesinhandbook3从下列带★题库中抽其中1道试题!!!1.WhatkindofroleisMelindatakingo3.HowofenshouldMelindareporttotheboardontheprogressoftheproject?4.WhatkindofcontractcanMelindasignwithoutsidecontractors?B.Standardtemporary-workercs.WhichonedoesNOTbelongA.A.Formulatetheindustrystandardofpayment.B.ManageandcoordinateherproNokiaexecutivesattemptedtoexplainitsfallfromthetopofthesmartphonepyramidwthedisruptiveiPhonecIthasalsobeenarguedthatitwasnoneoftheabove.NokialostthesmarpowerlesstorespondtoApple'sgandexternalexperts,theresearchersdiscoveredacultureoffeardfrightenedmiddlemanagerswerescaredoftellingthetruth.reputation.SomemembersofNokia'sboardandtopmanagemandtheyregularlyshoutedatpeopleatthetopoftheirlungs.Itwasverydifficulwanttohear.Secondly,topmanagerswereafraidoftheextargets,whichalsoimpactedhowtheytreatedmiddleTopmanagersthusmademiddlemanagersafraidofdisappointinFearingthereactionsoftopmanagers,middlemanagersremainedsilentorprovidedoptimistic,filteredinformation.Thus,middlemanagersdirectlyWorse,acultureofstatusinsideNokiamadeeveryonewanttoholdontovestedpowerforfearofrbeingallocatedelsewhereiftheydelundertakechallengBeyondverbalpressure,topmanagersalsoappliedpressureforfasterperformancledmiddlemanagerstooverpgeneratingharmfulsideeffects.Toreducethisrisk,leadersshouldcoordinatewiththevariedestaff.Nokia'stopmanagersshouldhaveencouragedsafe5.Nokia'stopmanagers单元自测2试题及答案 identifytheproblemsthathavebeenoccu—Well,asyouknow,theproblemsweha 5 ,butIthinkyoumightneedtochangeyoura—Willyougoonapicnicwithustomorrow?A.Yes,butI'llhaveEnglishclreativity,especiallyrEverytimeItriedtosaysomething,hA.moveoffHe'sleftnow.butproductivityIfdemandisrisingbutthunderstaffingIntoday'senvironment,peopleareoftenburnedout,it'simportanconnectionwithyouandtheworkyoubelievein.6Whenthemessagefinally★完型填空(共50分)Itisthe{weirder;weirdest;weird;thing.TherearemorewaysthanevertocommunicatewiShouldyou{shoot;mail;give}offaFacebookwall?Skype,poke,pingorconjurethemuponadigitaltechno-easeof{uncountable;countable;countless}communicationdevicetroublesome.Questionsareaskedandanswered{out;awayhalf-read.Meetingsa7HabitsofHighlyEffectiveIt'snosecretthatgoodleadersarealandauthenticway?Hereare5essentiadogap.Trustisthebedrockofeffectiveleadership-yourbehaviorisyofcommunication,anditmustbecongruentwithwhatyousay.Ifyouractionsdon'talignwithyourwords,youastoringuptroublewanttosay,lookoutfortechnicaljargonandavoidbusinessspeak,whichaddcomp3.Findyourownvoice.Uselanguagethat'sdistinctlyyourown;letyourcommunication.Correctuseoflanguageandgrammarareimpooneloquenceforeloquence'ssake;concentrateonbeingdistinctandreal.Peoreal,peoplefollowreal.about.Don'thidebehindacomputerandonlyinteractwtovoice,andinteractwiththeminareal,substantialway.Intoday'senvironment,whereout,it'simportantforemployeestohaveapersonalconnectionwitpeoplethatworkforyouthatyou'reengagedandthatyoucareaboutpositionofauthority,othersmaybereluctanttoexpresstheirrealopinionstoyoudirectly.Youwon'talwaysgetdirectfeedback,soyouneedtoalsobeabletoreadbe8Themeaningof“communconceiving,sending,receiving,andinterpretingmessagesaswellasconffailureatanypointinthischaincanrofsubordinates.WhenthemessagefinallyreachedtheCommandCenter,ithad"mutated”tobecome-“threeandfour-pence,we'regoingtoadance.”Youcandemonstratethissameprinciple,albeitonamorethan20people.ItishighlyunlikelythesamemessageyoustartedwInabusiness,therearethreemaintypesofcommunicationfailure.EachThefirsttypeisknoitsmarketor(mostoften),theinformationisnotreacresourcesinstepwiththeshiftsindemand.Ifdcommunicationfailure,thenstockswillfallandtherewillbeunderstaffing.Iftheinversehappelossofco-ordinationandanincreaseThefinaltypeishumanfailure.Thisoccurswhenthegeneralcultureofabusinessorthincreaseinstaffturnothatwhichtakesplaceacrossdepartmentalboundaries,islikelyt1.ConfirmingreceptionofthesentmeA.themessagesaresenttorightreC.C.themessagesarecorrectlyunderstoodbyrightreceivers2.InthefamousBritishArmyCommanderstory,whichstepprA.WhowhispersinChiA.therightinformationgoestotherightplaceC.thecorrectinformationisnotreceivedbytherightdepa5.Accordingtothepassage,whichofthefollowingcasesdoesNOTbelongtohumanfailure?A.Decreasingcreativityacrossdepa9单元自测3试题及答案—I'dliketohavethisfilmd—CouldIborrowyouriPadforafe—Whatareyourteammateslike?—WillyouhelpmearrangeameetingwithMr.Brown,please?C.SorryIcan't.IhaveC.SorryIcan't.IhavetofinishmyprojectrightHowdoyougetyourmedIhavebeenveryluckytohavehadmanagersdA.insideoftheboxB.oftheboxC.C.outsideoftheboxIfItakethetimetotalkwithmymanageratthebeginningofaproject,weofftoagreatstartonRegularandconcretefeedbackisimportantwhoisnotTeammembersareasuniquepeoplewithirreplaceableexperiences,pointsofview,andknowledgeThemajorityoftheseteamchaTheteamcreatesanenvironmentpeoplearecomfortablenthusiasticteam.However,oneoftheirchiefproblemswasthefactthfundecorationsandhundredsofdifferentcoloredballoonshadbeenplacedaroundtheroom.Inthecenteroftheroomwasabigboxofballoonsthathadn'tbeenbtimeround.Intheend,about30teammemberswrotetheirnameswithouttheirballoonspaskedtoleavetheroomand,afterfiveminutes,theteamleeonitamongstthehundredsofotherballoonsintheroom.After1fthirdroundoftheactivity.Inthisround,eachteammemberwasinstructedtofindanytothepersonwhosenamewasonit.Wimuchbetteratproblemsolvingwhenweareworkingtogether,notindividually."Sometimes,membersofteamscreateobstaclesbyfocusingsolelyonthmemberoftheteamshouldaskthemselvesonaregularbasB.makingtheteammembersknowhowtoshareinform3.Abouthowmanyteammemberswereoutofthesecondroundoftheactivity?A.30.4.WhichstatementbelowisA.Inthesecondround,everyoneoftheteamhadfoundtheirballoonsB.Inthethirdround,theteammemberswereaskedthemtofindtheballoonwihundredsofotherballoonsintheroom.C.Inthethirdround,everybodyhadtheirownballoonwithhelpfromothersw5.WhatwastheeventgoingtoteachA.SharingandcooperatingwiB.Focusingsolelyonemployees'ownpursuitsisnotallowedC.Failureofteamworkiscausedbyindividual.Whenyouthinkofteambuilding,doyouimmediatelypictureyourgrouhangingfromropes?Traditionally,manyorganizationsapproachteambuildinginthiswaybut,then,theywonderwhythatwonderfulsenseofteamworkthathadbeendisplayedattheretreatermbeliefsandactionsbackathavetoformpartofamuchlargerteamworkeffort.Youwillnotbuildteamworkbyrecoupleofdayseachyear,insteadyouneedtothinkofteambuildingassomethingyoudoFormteamstosolverealworkissumethodssotheteamexpendsitsenergyonthHolddepartmentmeetingstoreviewprojectsandprogress,toobtainbroadinput,andtocoordinaprocesses.Ifthereisfrictionbetweenteammembers,examinetheworkprocessestheymutuallyown-theproblemisnotusuallytheihowtheywilldeliveraproductorservice,orBuildfunandsharedoccasionsintotheomeeting,sponsorsportsteamsandencouragecheeringtdetailsabouteachotherslives,aCelebrateteamsuccessespublicly.Therearemanywaysyoucoulddothis,foonlythinglimitingyouisyourIfyoudothetypesofteamworkbuildinglistedabove,you'llcreatingateamworkculture,aculturethatenablesindividuapossible-together单元自测4试题及答案—Youmightaswellwriteathanks-note.A.HowdoyouliketherewC.Couldyousuggestsomewaysoftherewards?—CanIgetyouacoupleoftea?-DoyoumindifIusevoucherstosA.Don'tmentionit.—You'dbetternotpushyourselftoohard.Youcanasktheteamandlisten. clearlycommunicatewithandactivelylistentoemploye thejob.employersdon'twanttohirepeoplewhoaredifficulttogetalongwith.A.DespiteofAlltheteammemberstriedtheirbest.WelostthegCompaniesareinteC.not.until..Fifty-fivepercentoffeelthecompanycaredabB.evenifIthinkabigpartofitisweknowhowtohavefunonthejob.Theleaderatcreatingopportunitiestoproviderewards1.HumanresourcessupporteTheRightWaytoMotivateEmployeesIt'simportantforaCEOtobepassionateandenthusiastic,butthere'salineofprofeslettertohisemployeesblamingthemfornotusingPayPalproductsandencouragingthemtoleaveihavethepassiontousetheproductstheyworkAccordingtothewebsite,partoftheleakedletterreads:refusedtoinstallthePayPalapp,atome,andtherestofmyteam,everyoneatPayPalshoulduseourproductswhereavailable.That'stheonlywaywecanmakethembetter,andbeInclosing,ifyouareoneofthefolkswhorefusedtoinstallthPayPalpassword,doyourselfafavor,goandfindsomethingthatwillconnectwithyourhearcertainlywantyouremplstaffisn'tembracingwhattheymake,youneedtoinvestigatetherootoftheproblem-notthreaten.Whenfacedwithinternalproblems,goodexecutivesstartbyaskingwhyabouttheproblemisnotleading,it'sretreatfailureofleadershipthatMarcusneedstoaddressbyself-reflection.Attheendoftheday,ifhisemployeeshavetobeforcedtousetheapp,howcanheexpectconsumerstowanttowiWhyareyounotusingtheWhatdoyouneedfr4.WhenfacedwithinternalproblemsWorkingforGoogleisadreamofmanyears,butbecauseofitsenviableworkculture.Withabout37,000employeesin40countries,yhowGooglemaintainsamotivatingworkexperiencethroughoutWorkingforGooglecomeswithperksthatmostotheroamountoftimeandeffortintokeepingemployeeshappyasitdoesiBackwhenthecompanywasjustastart-ukeepsemployeeshappywillmotivatethemtodotheirbestandwillkeeptloveithere,becausethat'swhat'sgoingtomakeussuccessful,sGooglealsomakesitsemployeeswanttoworkbecausemanagersprovidoftenmakeworkersfeeluninspiredabouttheirjobs.Lastly,Googleshowseachemployeejusthowimporofherspotonthetotempole,hasaninfluenceonhowGoogleperforms.Ifyouvaluepeople,andcareaboutthemaswholepeople,onethingyoudoisgivingthemavoice,andGoogledoesjustthatbyhostingemployeeforumseveryFriday,wheretheydiscusquestions.Employeeshaveaccesstoallcompanyinformation,addingasenseworktogethertosolveprobA.Medium-sizedinternationalcB.Largeglobalente2.WhichonedoesNOTbelongtothemethodsthatGooglemotivateA.PromotingtheemployeewhohasmoreinfluenceonGooglethehigherjobposition.B.Shuttlingtheemployeesbetweenhomeandoffice.C.OfferingentertainingequipmentA.KnowallinformationofGoogleanddiscussquestionswithyourleadersC.PlaybowlingwithyourcolleaguesandgetawayfrommA.Innovatinghi-techprodC.Valuingthehappinessofi单元自测5试题及答案Atarough.MyleathershoescostmethePleaseaskthesolicTheyhavecometotheconclusionthiswinterwillbeeveWendysuggeststhatweWithouthisassistance,ItheresearchlA.wouldnothavecomplA.wouldnothavecompl从下列带★题库中抽其中1道试题!!!Performancemanagementaimstoacknowledgeemployeeachievements,supporttheirpersodevelopment,andmotivateandempowerthemtophelpsemployeestodeveloptheirunderstanding,knowledachievementoftheenterprise'sgoalsandgaicompetency-basedperformancemanagementsystemwill,ifimplementedwell,enablehighpwilldefineenterpriseandperbetterplacedtomeetcompetitivechallenges.Thisisoidentifyingthecritioprovidingtheeducation,trainingandfeedbackrequiredbyemployeeseholdingeachpersonaccountableforThekeytotheperformancemanagementprocessis'performanceappraievaluationofhowwellanemployeeperformshisorherjobcomparedtoasetofpredeterminedstandards.Itisasystematicprocessoffeedbackonanemployee'sworkperformance,andagreementtofuturetraininggoalsandjobaspirations.Tobeeffective,aperformanceappraisalneedstohaveasetofagreedcriteriathatwillbethebasisoaswellasofsettingfuturcriteriaforworkperformance.TheperformancecriteriawithinunitsofcompetencycanbeusedasmeasurestoassessagainstinapedGettingabadperformancereviewcanmakeyoufeelangry,unappreciated,defeated,andhopelone.Evenifyoubelievethatthereviewisinaccurateandthatyourbossiscompletelywrong,youwillbenefitbyreactinginamature,adultmanner.Hereregrettedlater.Besides,thepersongivingtheperformancereviewmayormaynotbetheonewhohasperformancereview,youwillbegiventDon'tbeintimidatedbythebadperformancereviewandwanttoquitthejob;instead,learnforganizationallowstheiremployeestomakeaAwaytoimproveabadperformancereviewistosetself-reviews,thatis,standards.Anotherwaimproveprofessionalg1.WhatshouldyoudowhenyouaregivenabadpA.Arguewithyourb2.Whatshouldyoudoafteryouaregivenabadperformancereview?A.Quityourjobimmediately.3.Whatshouldyoudoifyoudonotagreewiththebadperformancereview?B.Makeawrittenstatementonyourownbehalfifitisallowed.C.Donotexpressyourdifferentunderstandinginawri4.Howdoyouimproveabadperformancereview?A.UnderstandtheestablishedperformancestB.LearnmoreaboutwhattheemployeewantsoC.Learnwhatthepersonwhogivesthereviewmaythink.5.Whyshouldweunderstandthecauseofabadperformancereview?B.BecauseitencouragC.Becauseitpreventstheemployeefromprofessionalgro单元自测6试题及答案 B.B.Ofcourse-Don'tworry,Mum.Thedoctors A.Whatarelief A.That'snotthepointthedeepeningofChina'seconomicreforms,thereisgreatercooperationC.ForthesakeofBytheendoftheyear,thesalesplanforthenextyearHeorderedthatnothinguntilOnhearingthenewsofthemajorexamagain,thegirlburstiRedundancyhappenswhenemployeesncedtotheirworkforce.Andasaresult,ThereisnoTheydependoneachothe★完型填空(共50分)le}tobreathenorfdisabilitywithlotsofunexpectedchallenges.Wewentfromthe"haves"tothsomething{terrible;practical;wonderful}couldhappenVirginia,about35,000usethemtoencourageourselves.Iwouldgotothepileoflettersmthe“disabled”boxtofindadviceand{successfully;bitterly;weakly}.Theseletters,wsuccessfulcareer.HebecamestructurewithconsiderablybuOneofhisfirstchangebusinessesshouldbenumber1or2intheirrespectiveareas.Ifthiswasnotthecase,managershadtheoptionsoffixingtheproblem,sellingtheirparticularbusiness,orcremovedthesectorlevelandeliminatedthousandsofsalariedandhourlyemployeepoTherestructuringwasfollowedbychangingthemanagers.Onesuchproviewsopenlyinthree-daysessions.Atthproblems.Facilitators(会议主持人)helpedthesediscussions.Onthelastday,thesuperiorwaspresentedwithinformation.Thisprocessputgreatpressureonthesuperiortomdevelopednewproductimprovethecompany'spJackWelchwaspersonallyinvolvedinCrotonville.Leaders,Welchsuggested,arenotonlythosewhoachieveresultsbutofthecompany4.Therestructuringwentbeforechangingtheorganizats.TheWorkOutlastedaweck[答案]FIfthere'sonewordthatcapturestheessenceofwhatisoccurringinthemostconservativeinstitutionsareundergoingsignificonditionsforasuccessfulchangeprocess?·Makeyourselfawarethatchangehappecannotliveinthepast,sodenyingthatchangecoul●Stayalertintheworkplace:knowwhatish●Maintainopencommunicationchannels:Don'tlaybackandaccurateunderstandingofthematter.Betransparentoftenresentedanddaunting.Makethepict●Assessyourself:Changshaky.Recognizeyourstrengthsandwhereyoucouldbringthemintoplay.Atthesametimedevelopmentalareasandworkonimprovidifferentanglesofthechangeandseewhereyoucouldapplyyourex●Stayoptimistic:Keepapositiveattitudeanewprocess;locateyourselfproperlyinthenewscenario.Adjust!Youcan'tgettothetopofEverestbyjumpingupthemountain.Yougettothemountaintopincrementalsteps.StepbysteleadershipandpersonalsuccA.cutdownonthenumberoA.HowcanbossescreatefavorableconditiA.4单元自测7试题及答案 —Oh.no! theimportanceofEnglish,weshouldputmo A.IfAfterdaysofinvestigation,thepoliComparedEnglish.ChinThereasonhewasabsentfromclassyesterdaywast第二大题：阅读理解/听力理解/完形填空(从下列带★题库中抽其中1道试题!!!1.Twodifferentcorporateculturesarediscussedinthedi2.Melinda'scompanyalsohasacreativeculture[答案]F★完型填空(共50分)museumcanbeaplace{for;on;about}artofIndiansoranimals.WhatisinsideamuseumIncompetitivemarkets,leadersareunderincreasedpressuretomaintainapositiveworkculture.Apositivculturecultivatesgreateremployeesatisfaction;greaterperformance;higherperformancePositiveworkculturesarebuiltovertimeandneedcoAneffectiveleadersetsthetonefortheteam,encWorkplacecultureismadeupofthesharethewaypeopleworkintheworkplace.ItisthewaywedothingsaroManyfactorsthatinfluencedemandandsupply.Thecompanycan,however,controlhowtheyretainpeople,theytendtobemorestableastheyproactiveTeamsworkbestwhentheyareclearaboutwhatisexpectedofthissuesiftheyfeelthevaluesoftheorganizationaresupportiveofthem.Foraworkplaceculturetobepositive,thedirectionandactionsofthebusinessmustbeconsistentWorkingthroughthesestepswillhelpw单元自测8试题及答案—ActuallyIpreferworkingonA.CouldIusethisdictioC.Doyoupreferteamworkorworking—OK,It'saboutasuccessfulbusinessman's—Scott,I'dliketohaveyouropinionsaboutmywrittenreport. 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A.It'snotmycupoftea. ThekeysuccessfulimplementationisclearlycommunC.ofWe★完型填空(共50分)mesomeofherlatestdigitalartdesigns.Aswelookedthroughhanunhealthynoise,thenthescreentwinkledon