国家开放大学2022年秋《管理英语4》单元自测1[答案]

国家开放大学2022年秋《管理英语4》单元自测1[答案]

正确答案:C

单元自测1（10分）
试卷总分:100  得分:100
 
一、选择填空题（每题10分，共5题）
 
1.— We could let some of the staff work from home.________________?
— That's a good idea.
A.Do you have any good ideas
B.What do you think of it
C.Is there anything else
 
2.— Could you give us a speech on management functions some day this week?
—________________.
A.That'a good idea
B.No, I already have plans
C.I'd love to, but I'm busy this week
 
3.______ his anger the employees called him Mr. Thunder, but they loved him.
A.Due to
B.In spite of
C.Because
 
4.The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process.
A.imply
B.indicate
C.interrupt
 
5.Even the best continually seek ways to ______ their skills.
A.sharp
B.sharpener
C.sharpen
 
6.二、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 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 above. 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, 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 members of Nokia's board and top management were described as “extremely temperamental” 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 meeting 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 remained 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 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 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 managers should have encouraged safe dialogue, internal coordination and feedback to understand the true emotion in the organization.
 ?
 
操作提示：正确选T，错误选F。
 
 ?Nokia lost the smartphone battle because its technology is not as good as that of Apple.   1   
 
2. ?Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them.   2   
 
3. ?Nokia's top managers were too moody to hear anything good but harsh.   3   
 
4. ?Middle managers in Nokia delivered results more than they promised earlier.   4   
 
5. ?Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth.   5
(1).__1__
A.T
B.F
(2).__2__
A.T
B.F
(3).__3__
A.T
B.F
(4).__4__
A.T
B.F
(5).__5__
A.T
B.F

国家开放大学2022年秋《管理英语4》单元自测1[答案]历年参考题目如下：

国开22年春《管理英语4》Unit 6 形考成绩_单元自测6（10分）[答案]

试卷总分:100    得分:100

一、选择填空题（每题10分，共5题）

1.— If you don't believe in yourself, no one else will. 

 — _____. Confidence is really important.

A.That's not the point

B.I don't think so

C.I couldn't agree more

 

 

2.— Can I have three days off next week, Mr. Smith? 

 — _____. I can manage without you.

A.I'm afraid not

B.Of course

C.It depends

 

 

3.By the end of the year, the sales plan for the next year______.

A.will be made

B.will have been made

C.have been made

 

 

4.She is very adaptive and soon adapted ______ to the campus life.

A.with

B.to

C.as

 

 

5.There is no _____ the fact that he is the best student in the class.

A.deny

B.denies

C.denying

 

 

6.二、 阅读理解：根据文章内容，判断正误（ 共 50分）。  

 Jack Welch Leading Organizational Change at GE

  　　 When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he could look back at a very successful career. He became CEO in 1981 at the age of 

45. At that time, GE had a very complex organizational structure with considerably bureaucratic rules. 

  　　 One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas. If this was not the case, managers had the options of fixing the problem, selling their particular business, or closing it. In an effort to streamline the organization, Welch removed the sector level and eliminated thousands of salaried and hourly employee positions. 

  　　 The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers. One such program was the Work-Out（群策群力）.Groups of managers were assembled to share their views openly in three-day sessions. At the beginning of the meetings, the superior presented the challenges for his or her organizational unit. Then the superior had to leave, requesting the groups to find solutions to the problems. Facilitators (会议主持人) helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect more information. This process put great pressure on the superior to make decisions. ? 

  　　 Another program to improve effectiveness and efficiency was Best Practices. The aim was to learn from other companies how they obtained customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This helped the GE people to focus on the processes in their operations that would improve the company's performance. 

  　　 Jack Welch was personally involved in developing managers at GE's training center in Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company. 

 ?

 操作提示：正确选T，错误选F。

 

1. Jack Welch retired at the age of 

65.

 

2.?Jack Welch insisted that each of the businesses should be at least number 3 in their respective area.

 

3. If the business could not meet Welch's change requirements, its manager had 3choices.

 

4.?The restructuring went before changing the organizational culture and the managerial styles of GE's managers.

 

5.?The Work Out lasted a week.

(1).

A.T

B.F

 

(2).

A.T

B.F

 

(3).

A.T

B.F

 

(4).

A.T

B.F

 

(5).

A.T

B.F

 

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