国家开放大学电大《管理英语4》网考形考任务1试题及答案.docx

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1、国家开放大学电大管理英语4网考形考任务1试题及答案国家开放高校电大管理英语4网考形考任务1试题及答案 形考任务1 一、选择填空题（每题10分，共5题） 题目1 Is it possible for you to work out the plan tonight? _ 选择一项： A. Ill do that. B. I think so. C. Id love to. 题目2 Could you give us a speech on management functions some day this week? _. 选择一项： A. Thata good idea B. No, I a

2、lready have plans C. Id love to, but Im busy this week 题目3_ his anger the employees called him Mr. Thunder, but they loved him. 选择一项： A. Due to B. In spite of C. Because 题目4_ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing inform

3、ation. 选择一项： A. Not only B. Do not only C. Not only do 题目5ATT found that employees with better planning and decision-making skills were _ to be promoted into management jobs. 选择一项： A. more likely B. more like C. more unlikely 题目6 二、阅读理解：依据文章内容，推断正误（共50分）。 Who Killed Nokia? Nokia executives attempted

4、 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 that it was none of the above. Nokia lost the sm

5、artphone 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 and middle managers, engineers and external e

6、xperts, 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 reputation. Some members of Nokias board and

7、 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 and not meeting their quarterly targets, whi

8、ch 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 optimis

9、tic, 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 u

10、ndertake 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

11、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 managers should have encouraged safe dialo

12、gue, 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. (F) 2. Nokias middle managers were frank to tell the truth, but the top ones didnt listen to them.(F) 3. Nokias 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. Nokias top managers should have had better conversation techniques to encourage internal coordination and truth.(T)