2020年国家开 放大学电大《管理英语4》和《护理科研方法》合集网络核心课形考网考作业及答案.docx

《2020年国家开 放大学电大《管理英语4》和《护理科研方法》合集网络核心课形考网考作业及答案.docx》由会员分享，可在线阅读，更多相关《2020年国家开 放大学电大《管理英语4》和《护理科研方法》合集网络核心课形考网考作业及答案.docx（52页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、2020年国家开放大学电大管理英语4和护理科研方法合集网络核心课形考网考作业及答案最新国家开放大学电大管理英语4网络核心课形考网考作业及答案100%通过考试说明：2020年春期电大把管理英语4网络核心课纳入到“国开平台”进行考核，它共有八个单元自测。针对该门课程，给出了每个单元自测的二套标准题库，在考试中可多次抽取试题，直至与其中的一套答案相近即可。本文库还有其他网核及教学考一体化答案，敬请查看。单元自测1第一套一、选择填空题（每题10分，共5题）题目1 This project is too big for me to finish on time.选择一项：C. Ill give you

2、a hand 题目2 I think things have been a bit difficult for us the last couple of months._. Weve been working hard, but still getting behind.选择一项：A. Youre right 题目3AT&T found that employees with better planning and decision-making skills were _ to be promoted into management jobs.选择一项：A. more likely 题目4

3、The Human Resource Managing Department at Honda is given specific instructions _ employ the best possible workers.选择一项：C. on how to 题目5The responsibilities in handbook _ that managers have to be concerned with efficiency and effectiveness in the work process.选择一项：B. indicate 题目6二、阅读理解：根据文章内容，判断正误（共5

4、0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 didnt see the disruptive iPhone coming.It has also been argued th

5、at it was none of the above. Nokia lost the smartphone battle because of divergent 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

6、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 companys top managers had a terrifying

7、reputation. Some members of Nokias 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 didnt want to hear. Secondly, top managers were afraid of the external environment

8、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 ma

9、nagers 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 th

10、ey 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 pr

11、omising something earlier, or promising a lot. Its 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 man

12、agers 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。1. Nokia lost the smartphone battle because its technology is not as good as that of Apple. F2. Nokias middle managers were frank to tell the truth, but th

13、e top ones didnt listen to them. F3. Nokias top managers were too moody to hear anything good but harsh. T4. Middle managers in Nokia delivered results more than they promised earlier. F5. Nokias top managers should have had better conversation techniques to encourage internal coordination and truth

14、. T第二套一、选择填空题（每题10分，共5题） Could you give us a speech on management functions some day this week?选择一项：C. Id love to, but Im busy this week题目2 We could let some of the staff work from home._? Thats a good idea.选择一项：B. What do you think of it题目3_ his anger the employees called him Mr. Thunder, but they

15、loved him.选择一项：A. Due to题目4It is through enthusiasm and quiet intensity _ we transform creativity and vision into the technologies.选择一项：A. that 题目5The responsibilities in handbook _ that managers have to be concerned with efficiency and effectiveness in the work process.选择一项：B. indicate 题目6二、听力理解：听录

16、音，选择最佳答案（共50分）。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. Project coordinator.2. How long will Melinda be trained for her new role? B. Half a month. 3. How often should Melinda report to the board on the progress of the project? A. Once a month.4. What kind of contra

17、ct can Melinda sign with outside contractors? B. Standard temporary-worker contract. 5. Which one does NOT belong to Melindas responsibilities? A. Formulate the industry standard of payment. 单元自测2第一套一、选择填空题（每题10分，共5题）题目1_identify the problems that have been occurring?Well, as you know, the problems

18、we had with Gary caused a lot of friction among the team.选择一项：C. Are you able to 题目2 If you cant say what youve come to say at the meeting, whats the point?_,but I think you might need to change your approach somewhat.选择一项：B. I can see that 题目3When the message finally reached the Command Center, it

19、_ “mutated” to become “Send three and four-pence, were going to a dance.”选择一项：B. had 题目4Every time I tried to say something, he would _ to something else.选择一项：B. move on 题目5If demand is rising but the firm _ from communication failure, then stocks will fall and there will be understaffing.选择一项：C. is

20、 suffering 题目6二、阅读理解：根据文章内容，判断正误（共50分）。Habits of Highly Effective CommunicatorsIts no secret that good leaders are also good communicators. Indeed, communication and leadership are inextricably tied. How can you galvanize, inspire or guide others if you dont communicate in a clear, credible and auth

21、entic way? Here are 5 essential communication practices of effective leaders:1. Mind the say-do gap. Trust is the bedrock of effective leadership your behavior is your single greatest mode of communication, and it must be congruent with what you say. If your actions dont align with your words, you a

22、re storing up trouble for the future.2. Make the complex simple. Effective leaders distill complex thoughts and strategies into simple, memorable terms that colleagues and customers can grasp and act upon. The most important thing is to clarify what you want to say, look out for technical jargon and

23、 avoid business speak, which add complexity. Say what you mean in as few words as possible.3. Find your own voice. Use language thats distinctly your own; let your values come through in your communication. Correct use of language and grammar are important, of course, but dont become overly fixated

24、on eloquence for eloquences 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. Dont hide behind a computer and only interact with p

25、eople electronically see them face to face and voice to voice, and interact with them in a real, substantial way. In todays environment, where people are often burned out, its important for employees to have a personal connection with you and the work you believe in. Show the people that work for yo

26、u that youre engaged and that you care about them and their work.5. Listen with your eyes as well as your ears. Effective communication 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 position of authori

27、ty, others may be reluctant to express their real opinions to you directly. You wont 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：正确选T，错误选F。1. Communication and leadership dont always go hand in hand. F2. The say-do gap happe

28、ns when people misunderstand their leaders intention. F3. Using technical jargon makes a leader convincing. F4. Communicating sincerely is always the best. T5. Observation is as important as communication when you want to know what people really think. T第二套一、选择填空题（每题10分，共5题）题目1How did your meeting g

29、o yesterday? _actually, it was really frustrating.选择一项：A. Not so good 题目2How can you explain the latest situation?_,I know it is all my fault.选择一项：A. Sorry 题目3If demand is rising but the firm _ from communication failure, then stocks will fall and there will be understaffing.选择一项：C. is suffering题目4I

30、 think the primary _factor is theres been so much absence lately. 选择一项：A. contributing 题目5Hes left now, but productivity hasnt _that much.选择一项：C. picked up 题目6二、完型填空（共50分）操作提示：通过下拉选项框选择正确的词汇。What We Have Here: A Failure to CommunicateIt is the weirde thing. There are more ways than ever to communica

31、te with people, yet it sometimes seems like it is more difficult to connect and stay connected with anyone.Should you shoot off an email? Tap out a text? Post a private message on Facebook? Write on their Facebook wall? Skype, poke, ping or conjure them up on a digital tin can phone?And once you rea

32、ch someone, you wonder: Is he paying attention? How do you know? Even with the techno-ease of countless communication devices, conversations can still be troublesome. Questions are asked and answered out of order. Instructions and directions go half-read. Meetings are botched. Feelings are hurt.单元自测

33、 3第一套一、选择填空题（每题10分，共5题）题目1 I am sorry for what I have said to you.选择一项：C. Dont think any more about it. 题目2 Will you help me arrange a meeting with Mr. Brown, please?选择一项：C. Sorry I cant. I have to finish my project right now. 题目3If I take the time to talk with my manager at the beginning of a proje

34、ct, we _ off to a great start on the same page.选择一项：A. can get 题目4I believe that I have a lot to contribute _ a team environment, and am comfortable in both leadership and player roles.选择一项：A. to 题目5The team creates an environment _ people are comfortable in communicating, advocating positions, and

35、taking action.选择一项：C. in which 题目6阅读理解：根据文章内容，判断正误（共50分）。Tips for Team BuildingWhen you think of team building, do you immediately picture your group off at a resort playing games or hanging from ropes? Traditionally, many organizations approach team building in this way but, then, they wonder why t

36、hat wonderful sense of teamwork that had been displayed at the retreat or the seminar fails to impact long term beliefs and actions back at work.Im 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 teamwor

37、k effort. You will not build teamwork by “retreating” as 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 systematic methods so the tea

38、m expends its energy on the project, not on trying to work out how to work together as a team to approach the problem. Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes. If there is friction between team members, examine the work

39、 processes they mutually own the problem is not usually their personalities; instead, it is often the fact that the team members havent agreed on how they will deliver a product or service, or the steps required to get something done. Build fun and shared occasions into the organizations agenda hold

40、 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 company meeting, sponsor sports teams and encourage cheering team fans. Use ice breakers and teamwork exercises at meetings these help team members get to

41、 know each other, share details about each others lives, and have a laugh together. Celebrate team successes publicly. There are many ways you could do this, for instance by buying everyone the same T-shirt or hat, putting team member names in a draw for company merchandise and gift certificates. Th

42、e only thing limiting you is your imagination.If you do the types of teamwork building listed above, youll be amazed at the progress you will make in creating a teamwork culture, a culture that enables individuals to contribute more than they ever thought possible together.操作提示：正确选T，错误选F。1. Team bui

43、lding event is traditionally related to playing games at resort. T2. The author claims that playing games together is as important as form teams to solve real work issues and to improve real work processes for team building. F3. “Retreat” in the first paragraph means withdrawal of troops after a def

44、eat. F4. Ice breaking motivates team members compete with each other. F5. A good teamwork culture enables individuals make more efforts together. T第二套一、选择填空题（每题10分，共5题）题目1 I am sorry for what I have said to you.选择一项：C. Dont think any more about it.题目2 Could I borrow your iPad for a few hours?选择一项：B.

45、 Sure, here you are. Enjoy your time. 题目3Regular and concrete feedback is important _ who is not performing up to her potential.选择一项：B. when dealing with a worker 题目4Team members are _ as unique people with irreplaceable experiences, points of view, and knowledge to contribute.选择一项：B. viewed 题目5In h

46、igh school, I am equally comfortable_as a member of a team and independently.选择一项：B. working 题目6二、阅读理解：根据文章内容，完成选择题（共50分）。A Teamwork GameA team of about 35 employees had come together for a team building event. They were a young, bright and enthusiastic team. However, one of their chief problems was

47、 the fact that they wouldnt 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 cafeteria. 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 ro