（更新版）国家开放大学电大《管理英语4》网考形考任务题库及答案.docx

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1、（更新版）国家开放大学电大管理英语4网考形考任务题库及答案(更新版)国家开放高校电大管理英语4网考形考任务题库及答案 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： B. I think so. 题目2 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3_ his anger

2、the employees called him Mr. Thunder, but they loved him. 选择一项： A. Due to 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 information. 选择一项： C. Not only do 题目5ATT found that employees with better planning and decision-making

3、 skills were _ to be promoted into management jobs. 选择一项： A. more likely 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 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 c

4、omplacent 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 divergent shared fears among the companys middle and top managers which led to company-wide inertia that left it powerless to r

5、espond 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 discovered a culture of fear due to temperamental leaders and that frightened middle managers were scared of telling the truth. Th

6、e 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 “extremely temperamental” and they regularly shouted at people “at the top of their lungs”. It was very difficult to tel

7、l 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 middle managers. Top managers thus made middle managers afraid of disappointing them. Middle managers were told that the

8、y 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

9、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 middl

10、e 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. Its sales work.” While modest fear might be healthy for motivation, abusing it can be like overusing a drug, which risks generating harmful side ef

11、fects. To reduce this risk, leaders should coordinate with the varied emotions of the staff. Nokias 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。1. Nokia lost the smartphone battle because its

12、 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.(

13、F) 5. Nokias top managers should have had better conversation techniques to encourage internal coordination and truth.(T) 形考任务2 第一套 一、选择填空题（每题10分，共5题） 题目1 Will you go on a picnic with us tomorrow? _. 选择一项： C. Im afraid I have no idea 题目2 If you cant say what youve come to say at the meeting, whats t

14、he point? _,but I think you might need to change your approach somewhat. 选择一项： B. I can see that 题目3Every time I tried to say something, he would _ to something else. 选择一项： B. move on 题目4Effective leaders distill complex thoughts and strategies into simple, memorable terms _ colleagues and customers

15、 can grasp and act upon. 选择一项： B. that 题目5When the message finally reached the Command Center, it _ “mutated” to become “Send three and four-pence, were going to a dance.” 选择一项： B. had 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 Communicate It is theweirdestthing. There are

16、more ways than ever to communicate with people, yet it sometimes seems like it is more difficult to connect and stayconnected with anyone. Should youshoot 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

17、 tin can phone? And once you reach someone, you wonder: Is he paying attention? How do you know? Even with the techno-ease ofcountless communication devices, conversations can still be troublesome. Questions are asked and answeredout of order. Instructions and directions go half-read. Meetings are b

18、otched. Feelings are hurt. 其次套 一、选择填空题（每题10分，共5题） 题目1How can you explain the latest situation? _,I know it is all my fault. 选择一项： A. Sorry 题目2How did your meeting go yesterday? _actually, it was really frustrating. 选择一项： A. Not so good 题目3In todays environment, _ people are often burned out, its imp

19、ortant for employees to have a personal connection with you and the work you believe in. 选择一项： A. where 题目4What you need to do is to keep things short and sweet, just the _. 选择一项： C. highlights 题目5Hes left now, but productivity hasnt _that much. 选择一项： C. picked up 题目6 二、阅读理解：依据文章内容，完成选择题（共50分）。Commu

20、nication Failure The meaning of “communication” goes a lot deeper than people often think. Communication 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 communication.

21、 Ineffective communication can be disastrous. There is a famous story of a British Army Commander who sent the message “Send reinforcements, were going to advance.” back to his Command Center, through a long chain of subordinates. When the message finally reached the Command Center, it had “mutated”

22、 to become - “Send three and four-pence, were going to a dance.” The reinforcements never arrived. You can demonstrate this same principle, albeit on a less dramatic scale, by trying to play Chinese Whispers with more than 20 people. It is highly unlikely the same message you started with will be th

23、e one you end with. In a business, there are three main types of communication failure. Each has its own indicative 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

24、 right points. The firm will not be allocating resources in step with the shifts in demand. If demand is rising but the firm is suffering from allocative communication failure, then stocks will fall and there will be understaffing. If the inverse happens, there will be a surplus of stocks and overst

25、affing. The second type is executive failure, where communication to trigger specific events/actions is either late, lacking or in error. The symptoms of this are a general loss of direction in the company or departments, a loss of co-ordination and an increase in complaints from customers as things

26、 happen late or not at all. The final type is human failure. This occurs when the general culture of a business or the relationships between particular individuals or departments do not foster effective communication. This leads to alienated staff, an increase in staff turnover, an increase in absen

27、teeism and general frustration among staff. Creativity, especially that which takes place across departmental boundaries, is likely to suffer hugely as team synergy slips. 操作提示：通过题目后的下拉选项框选择正确答案。1.Confirming reception of the sent messages means . C. the messages are correctly understood by right rec

28、eivers 2. In the famous British Army Commander story, which step probably did NOT go wrong in the communication chain? A. Conceiving. 2.What is Chinese whispers? B. A game to pass message around in a whisper. 3.Allocative failure does NOT happen when . A. the right information goes to the right plac

29、e 5. According to the passage, which of the following cases does NOT belong to human failure?回答 C. Increasing customer complaints. 第三套 一、选择填空题（每题10分，共5题） 题目1 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

30、. I can see that 题目2How did your meeting go yesterday? _actually, it was really frustrating. 选择一项： A. Not so good 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4Every time I tried to say something, he

31、would _ to something else. 选择一项： B. move on 题目5In todays environment, _ people are often burned out, its important for employees to have a personal connection with you and the work you believe in. 选择一项： A. where 题目6 二、阅读理解：依据文章内容，推断正误（共50分）。Habits of Highly Effective Communicators Its no secret that

32、 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 authentic way? Here are 5 essential communication practices of effective leaders: 1. Mind the say-do

33、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 are storing up trouble for the future. 2. Make the complex simple. Effective leaders distill comp

34、lex 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 avoid business speak, which add complexity. Say what you mean in as few words as possible. 3.

35、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 on eloquence for eloquences sake; concentrate on being distinct and real. People want real, pe

36、ople 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 people electronically see them face to face and voice to voice, and interact with them in a re

37、al, 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 you that youre engaged and that you care about them and their work. 5. Listen with your eyes as

38、 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 authority, others may be reluctant to express their real opinions to you directly. You wont always

39、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.(F) 2. The say-do gap happens when people misunderstand their leaders intention.(F) 3. Using technical jargon makes

40、a leader convincing.(F) 4. Communicating sincerely is always the best.(T) 5. Observation is as important as communication when you want to know what people really think.(T) 形考任务3 一、选择填空题（每题10分，共5题） 题目1 What are your teammates like? _ 选择一项： A. They are all warmhearted and helpful. 题目2 Could I borrow

41、your iPad for a few hours? _ 选择一项： B. 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4I believe that I have a lot to contribute _ a team environment, and am comfortable in both lead

42、ership and player roles. 选择一项： A. to 题目5The majority of these team challenges _ anywhere. 选择一项： C. can be delivered 题目6阅读理解：依据文章内容，推断正误（共50分）。Tips for Team Building When you think of team building, do you immediately picture your group off at a resort playing games or hanging from ropes? Traditional

43、ly, many organizations approach team building in this way but, then, they wonder why that 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 buil

44、ding 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 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 issue

45、s and to improve real work processes. Provide training in systematic methods so the team 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 coordi

46、nate shared work processes. If there is friction between team members, examine the work 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 t

47、o get something done. Build fun and shared occasions into the organizations 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 company meeting, sponsor sports teams and encourage cheering team f

48、ans. Use ice breakers and teamwork exercises at meetings these help team members get to 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. The only thing limiting you is your imagination. If you do the types of teamwork