国家开放大学电大《管理英语4》形考作业参考答案

《管理英语4》形考作业参考答案 作业一 试题1 —Is it possible for you to work out the plan tonight? A. I, 11 do that. B. 1 think so. C. I* d love to. 试题2 —Could you give us a speech on management functions some day this week? A. That* a good i dea B. No, I already have plans C. T, d 1 ove to, but I* m busy this week 试题3 Even the best continually seek ways to their skills. A. sharp B. sharpener C. sharpen 试题4 The Human Resource Managing Department at Honda is given specific instructions employ the best possible workers. A. how to B. on what to C. on how to 试题5 The responsibilities in handbook that managers have to be concerned with efficiency and effectiveness in the work process. A. imply B. indicate C. interrupt 试题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 coirpany* 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 tel1ing 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 temperamentalw 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。 1. Nokia lost the smartphone battle because its technology is not as good as that of Apple.F 2. Nokia's middle managers were frank to tel1 the truth, but the top ones didn't listen to them. F 3. Nokia* s 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. Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth. T 作业二 试题1 一 identify the problems that have been occurring? —Well, as you know, the problems we had with Gary caused a lot of friction among the team. A. What would you B. Will you C. Are you able to 试题2 一How can you explain the latest situation? ,I know it is all my fault. A. Sorry B. Excuse me C. r m afraid 试题3 Every time 1 tried to say something, he would to something else. A. move off B. move on C. move over 试题4 Effective leaders distill complex thoughts and strategics into simple, memorable terms colleagues and customers can grasp and act upon. A. when B. that C. who 试题5 I think the primary factor is there* s been so much absence lately. A. contributing B. causing C. affecting 试题6 二、阅读理解：根据文章内容，完成选择题（共50分） Communication Failure The meaning of **communicationw 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. Ineffective communication can be disastrous. There is a famous story of a British Army Commander who sent the message "S