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1、國家開放大學(xué)電大《管理英語4》網(wǎng)考形考任務(wù)1試題及答案 形考任務(wù)1 一、選擇填空題（每題10分，共5題） 題目 1一 Is it possible for you to work out the plan tonight? 選擇一項： A. r 11 do that. B. I think so. C. r d love to. 題目 2一 Could you give us a speech on management functions some day this week? . 選擇一項： A. That' a good idea B. No, I already

2、 have plans C. r d love to, but I'm busy this week 題目 3 his anger the employees called him Mr. Thunder, but they loved him. 選擇一項： A. Due to B. In spite of C. Because 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 in

3、formation. 選擇一項： A. Not only B. Do not only C. Not only do 題目 5 AT&T found that employees with better planning and decision-making skills were to be promoted into management jobs. 選擇一項： A. more likely B. more like C. more unlikely 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 e

4、xecutives 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 ab

5、ove. 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,

6、 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

7、members of Nokia's board and top management were described as “extremely temperamentalv 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 meeti

8、ng 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 r

9、emained 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 wer

10、e 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 promis

11、ing 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 ma

12、nagers 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。 1. Nokia lost the smartphone battle because its technology is not as good as that of Apple. (F) 2. Nokia's middle managers were frank to tell the tru

13、th, but the top ones didn，t listen to them. (F) 3. Nokia's top managers were too moody to hear anything good but harsh. (T) 4. Middle managers in Nokia delivered results more than they promised earlier. (F) 5. Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth. (T)