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1、國開(中央電大)本科《管理英語4》形考任務(單元自測1至8)試題及答案 ?國開(中央電大)本科《管理英語4》形考任務(單元自測1至8)試題及答案 (國開平臺形考任務必備資料) 說明：資料整理于2021年4月19日，平臺考試網(wǎng)址：：//.ouchn。 適用專業(yè)及層次：工商管理，行政管理本科。 單元自測1 試題及答案 題目順序是隨機的，使用查找功能（Ctrl＋F）進行搜索 [ 題目] — This project is too big for me to finish on time.—.[答案]I＇ll ve you a hand [ 題目] ATT found that e

2、mployees with better planning and decision-making skills were to be promoted into management jobs.[答案]more likely [ 題目] CEOs spend planning, the more profitable their panies are.[答案]The more time [ 題目] his anger the employees called him Mr.Thunder, but they loved him.[答案]Due to [ 題目] manager

3、s spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.[答案]Not only do [ 題目]— Could you ve us a speech on management functions some day this week？ —.[答案]I＇d love to, but I＇m busy this week [ 題目]— I think things have been a bit di

4、ffult for us the last couple of months.—.We＇ve been working hard, but still getting behind.[答案]You＇re right [ 題目]— Is it possible for you to work out the plan tonight？ — [答案]I think so.[ 題目]— We could let some of the staff work from home.？ — That＇s a good idea.[答案]What do you think of it [ 題目]Ev

5、en the best continually seek ways to their skills.[答案]sharpen [ 題目]It is through enthusiasm and quiet intensity we transform creativity and vision into the technoloes.[答案]that [ 題目]Supervisors should their employees in two-way munation so that understanding takes place.[答案]engage [ 題目]The d

6、emands and requirements placed on the CEO of Sony are different from on the manager of your local Wendy＇s restaurant.[答案]those [ 題目]The Human Resource Manang Department at Honda is ven specif instructions employ the best possible workers.[答案]on how to [ 題目]The responsibilities in handbook th

7、at managers have to be concerned with effiency and effectiveness in the work process.[答案]indate 二、聽力理解：聽錄音，選擇最佳答案（共50分）。 請聽錄音： UNIT1TL. 操作提示：通過下拉選項框，選擇答案。 1.What kind of role is Melinda taking on for her job？[C] A.HR manager.B.Project manager.[答案]C.Project coordinator.2.How long will Melinda be t

8、rained for her new role？[B] A.One month.[答案]B.Half a month.C.One year.3.How often should Melinda report to the board on the progress of the project？[A] [答案]A.Once a month.B.Twe a month.C.Once a week.4.What kind of contract can Melinda sign with outside contractors？[B] A.Permanent worker contract.[答案

9、]B.Standard temporary-worker contract.C.Standard industry contract.5.Whh one does NOT belong to Melinda＇s responsibilities？[A] [答案]A.Formulate the industry standard of payment.B.Manage and coordinate her project team.C.Report the project progress to the board.二、閱讀理解：根據(jù)文章內容，判斷正誤（共50分）。 WHO KILLED NO

10、KIA？ Nokia eecutives attempted to eplain its fall from the of the smartphone pyramid with three factors： 1) that Nokia was technally inferior to le, 2) that the pany was placent and 3) that its leaders didn＇t see the disruptive iPhone ing.It has also been argued that it was none of the above.Nokia

11、 lost the smartphone battle because of divergent shared fears among the pany＇s middle and managers whh led to pany-wide inertia that left it powerless to respond to le＇s game.Based on the findings of an in-depth investigation and 76 interviews with and middle managers, enneers and eternal eperts,

12、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 pany came from two places.First, the pany＇s managers had a terrifying reputation.Some members of Nokia＇s board and management were

13、described as etremely temperamental and they regularly shouted at people at the of their lungs.It was very diffult to tell them things they didn＇t want to hear.Secondly, managers were afraid of the eternal environment and not meeting their quarterly targets, whh also impacted how they treated midd

14、le managers. managers thus made middle managers afraid of disointing them.Middle managers were told that they were not ambitious enough to meet managers＇ goals.Fearing the reactions of managers, middle managers remained silent or provided optimist, filtered information.Thus, middle managers direct

15、ly lied to 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 challenng assignments.Beyond verbal pressure, man

16、agers also lied 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.It＇s sales work.While modest fear might be healthy for motivation

17、, abusing it can be like overusing a drug, whh risks generating harmful side effects.To reduce this risk, leaders should coordinate with the varied emotions of the staff.Nokia＇s managers should have encouraged safe dialogue, internal coordination and feedback to understand the true emotion in the o

18、rganization.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 le.[ [答案]F] 2.Nokia＇s middle managers were frank to tell the truth, but the ones didn＇t listen to them.[[答案]F] 3.Nokia＇s managers were too moody to hear anything good but harsh.[[答案]T]

19、4.Middle managers in Nokia delivered results more than they promised earlier.[[答案]F] 5.Nokia＇s managers should have had better conversation techniques to encourage internal coordination and truth.[[答案]T] 單元自測2 試題及答案 題目順序是隨機的，使用查找功能（Ctrl＋F）進行搜索 [ 題目]— If you can＇t say what you＇ve e to say at the

20、 meeting, what＇s the point？ —,but I think you might need to change your roach somewhat.[答案]I can see that [ 題目]— Will you go on a pn with us tomorrow？ —.[答案]I＇m afraid I have no idea [ 題目]—identify the problems that have been occurring？ —Well, as you know, the problems we had with Gary caused a lo

21、t of frtion among the team.[答案]Are you able to [ 題目]—How can you eplain the latest situation？ —,I know it is all my fault.[答案]Sorry [ 題目]—How did your meeting go yesterday？ — actually, it was really frustrating.[答案]Not so good [ 題目]Effective leaders distill ple thoughts and stratees into simple,

22、memorable terms colleagues and customers can grasp and act upon.[答案]that [ 題目]Every time I tried to say something, he would to something else.[答案]move on [ 題目]He＇s left now, but productivity hasn＇t that much.[答案]pked up [ 題目]I think the primary factor is there＇s been so much absence lately.[答

23、案]contributing [ 題目]If demand is rising but the firm from munation failure, then stocks will fall and there will be understaffing.[答案]is suffering [ 題目]In today＇s environment, people are often burned out, it＇s important for employees to have a personal connection with you and the work you bel

24、ieve in.[答案]where [ 題目]What you need to do is to keep things short and sweet, just the .[答案]highlights [ 題目]When the message finally reached the mand Center, it mutated to bee —Send three and four-pence, we＇re going to a dance.[答案]had [ 題目]Who was the meeting？ [答案]chairing 二、完型填空（共50分） 操作提示：通

25、過下拉選項框選擇正確的詞匯。 WHAT WE HAVE HERE： A FAILURE TO MUNATE It is the [[答案]weirdest] thing.There are more ways than ever to munate with people, yet it sometimes seems like it is more diffult to connect — and stay [[答案]connected] — with anyone.Should you [[答案]shoot] off an email？ Tap out a tet？ Post a pr

26、ivate message on ？ Write on their wall？ Skype, poke, ping or conjure them up on a dital tin can phone？ And once you reach someone, you wonder： Is he paying attention？ How do you know？ Even with the techno-ease of [[答案]countless] munation deves, conversations can still be troublesome.Questions are

27、asked and answered [[答案]out] of order.Instructions and directions go half-read.Meetings are botched.Feelings are hurt.二、閱讀理解：根據(jù)文章內容，判斷正誤（共50分）。 HABITS OF HIGHLY EFFECTIVE MUNATORS It＇s no secret that good leaders are also good munators.Indeed, munation and leadership are irably tied.How can you gal

28、vanize, inspire or guide others if you don＇t munate in a clear, credible and authent way？ Here are 5 essential munation practes of effective leaders： 1.Mind the say-do gap.Trust is the bedrock of effective leadership – your behavior is your single greatest mode of munation, and it must be congruent

29、 with what you say.If your actions don＇t align with your words, you are storing up trouble for the future.2.Make the ple simple.Effective leaders distill ple thoughts and stratees into simple, memorable terms that colleagues and customers can grasp and act upon.The most important thing is to clarify

30、 what you want to say, look out for technal jargon and avoid business speak, whh add pleity.Say what you mean in as few words as possible.3.Find your own voe.Use language that＇s distinctly your own；let your values e through in your munation.Correct use of language and grammar are important, of cours

31、e, but don＇t bee overly fiated on eloquence for eloquence＇s sake；concentrate on being distinct and real.People want real, people respect real, people follow real.4.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 pute

32、r and only interact with people electronally – see them face to face and voe to voe, and interact with them in a real, substantial way.In today＇s environment, where people are often burned out, it＇s important for employees to have a personal connection with you and the work you believe in.Show the p

33、eople that work for you that you＇re engaged and that you care about them and their work.5.Listen with your eyes as well as your ears.Effective munation 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 posi

34、tion of authority, others may be reluctant to epress 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。 1.munation and leadership don＇t always go hand in hand.[[答案]F] 2.The

35、say-do gap hens when people misunderstand their leader＇s intention.[[答案]F] 3.Using technal jargon makes a leader convincing.[[答案]F] 4.munating sincerely is always the best.[[答案]T] 5.Observation is as important as munation when you want to know what people really think.[[答案]T] 二、閱讀理解：根據(jù)文章內容，完成選擇題（共50

36、分）。 MUNATION FAILURE The meaning of munation goes a lot deeper than people often think.munation is about conceiving, 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 munation.Ineffective mu

37、nation can be disastrous.There is a famous story of a British Army mander who sent the message Send reinforcements, we＇re going to advance.back to his mand Center, through a long chain of subordinates.When the message finally reached the mand Center, it had mutated to bee -- Send three and four-penc

38、e, we＇re going to a dance.The reinforcements never arrived.You can demonstrate this same principle, albeit on a less dramat 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

39、 three main types of munation failure.Each has its own indative signs.？The first type 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 resourc

40、es in step with the shifts in demand.If demand is rising but the firm is suffering from allocative munation failure, then stocks will fall and there will be understaffing.If the inverse hens, there will be a surplus of stocks and overstaffing.？The second type is eecutive failure, where munation to t

41、rigger specif events/actions is either late, lacking or in error.The symptoms of this are a general loss of direction in the pany or departments, a loss of co-ordination and an increase in plaints from customers as things hen late or not at all.？The final type is human failure.This occurs when the g

42、eneral culture of a business or the relationships between partular individuals or departments do not foster effective munation.This leads to alienated staff, an increase in staff turnover, an increase in absenteeism and general frustration among staff.Creativity, especially that whh takes place acro

43、ss departmental boundaries, is likely to suffer 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。 1.Confirming reception of the sent messages means[C].A.the messages are sent to right receivers B.the messages are correctly understood [答案]C.the messages are correctly understood by right receive

44、rs 2.In the famous British Army mander story, whh step probably did NOT go wrong in the munation chain？[A] [答案]A.Conceiving.B.Sending.C.Receiving.3.What is Chinese whispers？[B] A.Who whispers in Chinese.[答案]B.A game to pass message around in a whisper.C.Chinese people who don＇t normally talk very lo

45、udly.4.Allocative failure does NOT hen when[A].[答案]A.the right information goes to the right place B.a pany gathers false information C.the correct information is not received by the right department or person 5.According to the passage, whh of the follog cases does NOT belong to human failure？[C] A

46、.Decreasing creativity across departments.B.Inadequate munation between departments.[答案]C.Increasing customer plaints.單元自測3 試題及答案 題目順序是隨機的，使用查找功能（Ctrl＋F）進行搜索 [ 題目] How do you get your members to as a team？ [答案]pull together [ 題目] I like to think .　I am always the one finding new ways to a sit

47、uation or challenge.[答案]outside of the bo [ 題目] In high school, I am equally fortableas a member of a team and independently.[答案]working [ 題目] The team creates an environment people are fortable in munating, advocating positions, and taking action.[答案]in whh [ 題目]— Could I borrow your iPad for

48、a few hours？ — [答案]Sure, here you are.Enjoy your time.[ 題目]— I am sorry for what I have said to you.— [答案]Don＇t think any more about it.[ 題目]— What are your teammates like？ — [答案]They are all warmhearted and helpful.[ 題目]— Will you help me arrange a meeting with Mr.Brown, please？ — [答案]Sorry

49、I can＇t.I have to finish my project right now.[ 題目]— — I＇d like to have this film developed.[答案]May I help you？ [ 題目]I believe that I have a lot to contribute a team environment, and am fortable in both leadership and player roles.[答案]to [ 題目]I have been very lucky to have had managers durin

50、g my career so far.[答案]terrif [ 題目]If I take the time to talk with my manager at the benning of a project, we off to a great start on the same page.[答案]can get [ 題目]Regular and concrete feedback is important who is not performing up to her potential.[答案]when dealing with a worker [ 題目]Team me

51、mbers are as unique people with irreplaceable eperiences, points of view, and knowledge to contribute.[答案]viewed [ 題目]The majority of these team challenges anywhere.[答案]can be delivered 二、閱讀理解：根據(jù)文章內容，完成選擇題（共50分）。 A TEAMWORK GAME A team of about 35 employees had e together for a team building e

52、vent.They were a young, bright and enthusiast team.However, one of their chief problems was the fact that they wouldn＇t share information or solutions with each other, and the team leader thought they were too focused on themselves and not on the team.As a result, she brought them all into the cafet

53、eria.All of the tables and chairs had been stored away, and fun decorations and hundreds of different colored balloons had been placed around the room.In the center of the room was a big bo of balloons that hadn＇t been blown up yet.The team leader instructed everybody to pk a balloon, blow it up, an

54、d write their name on it, but they had to be careful not to burst the balloon.Although they were ven a second chance if their first balloon popped, they were out of the game the second time round.In the end, about 30 team members wrote their names without their balloons popping.They were then asked

55、to leave the room and, after five minutes, the team leader brought them back in and asked them to find the balloon with their name on it amongst the hundreds of other balloons in the room.After 15 minutes of searching, no one had found their balloon, and the team were told that they were then going

56、to move on to the third round of the activity.In this round, each team member was instructed to find any balloon with a name on it and then ve that balloon to the person whose name was on it.Within two minutes, everybody had their own balloon.The team leader summarized the activity thus： We are muc

57、h more effient when we are willing to share with each other and much better at problem solving when we are working together, not individually.Sometimes, members of teams create obstacles by focusing solely on their own pursuits and goals.Every member of the team should ask themselves on a regular ba

58、sis what they are doing and what they can do for the team.操作提示：通過 題目后的下拉選項框選擇正確答案。 1.This team building event was aimed at [B].A.helping these young, bright and enthusiast employees bee more concentrated on their work [答案]B.making the team members know how to share information or solutions and coo

59、perate with each other C.building up team morale 2.This event was held in [A].[答案]A.a self-serve restaurant B.a coffee shop C.a classroom 3.About how many team members were out of the second round of the activity？[C] A.30.B.35.[答案]C.5.4.Whh statement below is correct？[C] A.In the second round, every

60、 one of the team had found their balloons after 15 minutes.B.In the third round, the team members were asked them to find the balloon with their name on it amongst the hundreds of other balloons in the room.[答案]C.In the third round, everybody had their own balloon with help from others within 2 minu

61、tes.5.What was the event going to teach these employees？[A] [答案]A.Sharing and cooperating with other team members is more effient when they are working together.B.Focusing solely on employees＇ own pursuits is not allowed in workplace.C.Failure of teamwork is caused by individual.閱讀理解：根據(jù)文章內容，判斷正誤（共50

62、分）。 TIPS FOR TEAM BUILDING When you think of team building, do you immediately pture your group off at a resort playing games or hanng from ropes？ Traditionally, many organizations roach team building in this way but, then, they wonder why that wonderful sense of teamwork that had been displayed at

63、 the retreat or the seminar fails to impact long term beliefs and actions back at work.I＇m not averse to retreats, planning sessions, seminars and team building activities — 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

64、 a group for a couple of days each year, instead you need to think of team building as something you do every single day.？ Form teams to solve real work issues and to improve real work processes.Provide training in systemat methods so the team epends its energy on the project, not on trying to work

65、out how to work together as a team to roach the problem.？ Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes.If there is frtion between team members, eamine the work processes they mutually own — the problem is not usually their p

66、ersonalities；instead, it is often the fact that the team members haven＇t agreed on how they will deliver a product or serve, 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 pany meeting, sponsor sports teams and encourage cheering team fans.？ Use e breakers and teamwork eercises at meetin