《國(guó)家開放大學(xué)電大管理英語(yǔ)題庫(kù)模板》由會(huì)員分享，可在線閱讀，更多相關(guān)《國(guó)家開放大學(xué)電大管理英語(yǔ)題庫(kù)模板（7頁(yè)珍藏版）》請(qǐng)?jiān)谘b配圖網(wǎng)上搜索。

1、國(guó)家開放大學(xué)電大管理英語(yǔ)題庫(kù)模板 　 自測(cè)一 　一、選擇填空題（每題10分，共5題） 　題目1 　— I think things have been a bit difficult for us the last couple of months. 　—__________. Weve been working hard, but still getting behind. 　A. Youre right 正確 　B. Im afraid 　C. I don’t think so 　反饋 　你的回答正確 　解析：本題考核“表達(dá)同意他人看法”的交際用語(yǔ)。常用的答語(yǔ)一般使

2、用Youre right/I agree with you/ Yes, I think so等句型表達(dá)。根據(jù)第一說(shuō)話人傳遞的信息，所以答案是A。 　題目2 　— Is it possible for you to work out the plan tonight? 　—__________ 　A. Ill do that. 不正確 　B. I think so. 　C. Id love to. 　題目3 　The Human Resource Managing Department at Honda is given specific instructions ______

3、employ the best possible workers. 　A. how to 不正確 　B. on what to 　C. on how to 　題目4 　 AT&T found that employees with better planning and decision-making skills were ______ to be promoted into management jobs. 　A. more likely 正確 　B. more like 　C. more unlikely 　題目5 　______ CEOs spend plannin

4、g, the more profitable their companies are. 　A. The more time 正確 　B. The more 　C. The less time 　Supervisors should ______ their employees in two-way communication so that understanding takes place. 　A. enable 　B. engage 　C. encourage 　二、聽力理解：聽錄音，選擇最佳答案（共50分）。 　操作提示：通過(guò)下拉選項(xiàng)框，選擇答案。 　1. What

5、kind of role is Melinda taking on for her job? 回答不正確 　 A. HR manager. 　 B. Project manager. 　 C. Project coordinator. 　2. How long will Melinda be trained for her new role? 回答不正確 　 A. One month. 　 B. Half a month. 　 C. One year. 　3. How often should Melinda report to the board on the progres

6、s of the project? 回答正確 　 A. Once a month. 　 B. Twice a month. 　 C. Once a week. 　4. What kind of contract can Melinda sign with outside contractors? 回答不正確 　 A. Permanent worker contract. 　 B. Standard temporary-worker contract. 　 C. Standard industry contract. 　5. Which one does NOT belong t

7、o Melindas responsibilities? 回答正確 　 A. Formulate the industry standard of payment. 　 B. Manage and coordinate her project team. 　 C. Report the project progress to the board. 　答案：1.C 2.B 3.A 4.B 5.A 　一、選擇填空題（每題10分，共5題） 　題目1 　— Could you give us a speech on management functions some day this w

8、eek? 　—________________. 　A. Thata good idea 不正確 　B. No, I already have plans 　C. Id love to, but Im busy this week 　題目2 　— This project is too big for me to finish on time. 　—________________. 　A. Please do me a favor 不正確 　B. That is a daydream 　C. Ill give you a hand 　題目3 　It is throug

9、h enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies. 　A. that 正確 　B. / 　C. which 　題目4 　Even the best continually seek ways to ______ their skills. 　A. sharp 不正確 　B. sharpener 　C. sharpen 　題目5 　______ his anger the employees called him Mr. Thunde

10、r, but they loved him. 　A. Due to 正確 　B. In spite of 　C. Because 　— We could let some of the staff work from home.________________? 　— Thats a good idea. 　A. Do you have any good ideas 　B. What do you think of it 　C. Is there anything else 　題目3 　The responsibilities in handbook ______ that

11、 managers have to be concerned with efficiency and effectiveness in the work process. 　A. imply 　B. indicate 　C. interrupt 　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. 　A. Not only 　B. Do not o

12、nly 　C. Not only do 　題目5 　The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendys restaurant. 　A. these 　B. those 　C. which 　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 to

13、p 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 disruptive iPhone coming. 　　It has also been argued that it was none of the above. Nokia lost the smartphone battle because of di

14、vergent shared fears among the companys 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 in-depth investigation and 76 interviews with top and middle managers, engineers and external experts, the researchers di

15、scovered 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 companys top managers had a terrifying reputation. Some members of Nokias board and top management were de

16、scribed as “extremely temperamental” and 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 managers were afraid of the external environment and not meeting their quarterly targets, which also impacted how th

17、ey 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 inf

18、ormation. 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 chall

19、enging 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. Its

20、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. 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(cuò)誤選F。 　1. Nokia lost the smartphone battle because its technology is not as good as that of Apple.回答正確