1、优质文档国开(中央电大)本科管理英语4形考任务(单元自测1至8)试题及答案国开(中央电大)本科管理英语4形考任务(单元自测1至8)试题及答案 (国开平台形考任务必备资料) 说明：资料整理于2023年4月19日，平台考试：/ouchn。适用专业及层次：工商管理，行政管理本科。单元自测1 试题及答案 题目顺序是随机的，使用查找功能（CtrlF）进行搜索 题目 This project is too big for me to finish on time. _. 答案Ill give you a hand 题目 AT&T found that employees with better plann
2、ing and decision-making skills were _ to be promoted into management jobs. 答案more likely 题目_ CEOs 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 题目_ managers spend most of their time in face-to
3、-face contact with others, but they spend much of it obtaining and sharing information. 答案Not 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 题目 I think things have been a bit difficult for us the last couple of months. _. Weve
4、 been working hard, but still getting behind. 答案Youre right 题目 Is it possible for you to work out the plan tonight？ _ 答案I think so. 题目 We could let some of the staff work from home._？ Thats a good idea. 答案What do you think of it 题目Even the best continually seek ways to _ their skills. 答案sharpen 题目It
5、 is through enthusiasm and quiet intensity _ we transform creativity and vision into the technologies. 答案that 题目Supervisors should _ their employees in two-way communication so that understanding takes place. 答案engage 题目The demands and requirements placed on the CEO of Sony are different from _ on t
6、he 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 concerned with efficiency and effectiveness in the work p
7、rocess. 答案indicate 二、听力理解：听录音，选择最正确答案（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？C A. HR manager. B. Project manager. 答案C. Project coordinator. 2. How long will Melinda be trained for her new role？B A. One month. 答案B. Half a month. C. One year. 3.
8、How often should Melinda report to the board on the progress of the project？A 答案A. Once a month. B. Twice a month. C. Once a week. 4. What kind of contract can Melinda sign with outside contractors？B A. Permanent worker contract. 答案B. Standard temporary-worker contract. C. Standard industry contract
9、. 5. Which one does NOT belong to Melindas 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、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 to
10、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 diverg
11、ent 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 discovere
12、d 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 described as
13、 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 they treated mid
14、dle 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 information. Thus, midd
15、le 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 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 promising something earlier, or promising