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1、国家开放大学学位英语考试复习-管理英语4阅读练习及参考答案（学位）-正文内容开始- PAGE PAGE1 管理英语（4）练习（学位） Passage 1 Its no secret that good leaders are also good communicators. Indeed, communication and leadership are inextricably tied. How can you inspire or guide others if you dont communicate in a clear, credible and authentic way? He
2、re are five 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 are storing
3、 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 avoid bus
4、iness 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 is important, of course, but dont become overly fixated on eloquenc
5、e 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 people elec
6、tronically 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 who work for you that your
7、e engaged and 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 authority, others may b
8、e reluctant to express their real opinions to you directly. You wont always get direct feedback, so you also need to be able to read between the lines and look for the non-verbal cues. According to the passage, _ are good leaders. A. sincere communicatorsB. ineffective communicators C. invisible lea
9、dersD. eloquent speakers 2. Effective communication is based on the following EXCEPT that _. A. your action must agree with your words B. language and grammar must be used correctly C. you interact with people face to face D. you always want to get direct feedback According to the passage，the incorr
10、ect statement is that _. A. communication and leadership are closely related B. good communicators avoid using complicated terms C. it is visible when leaders only interact with people electronically D. leaders sometimes can get indirect feedback through non-verbal communication 4. The underlined wo
11、rd “reluctant” in the last paragraph means _. A. willingB. unwilling C. eagerD. bold 5. The passage is mainly about _. A. how to inspire others B. how to keep good relationships with others C. how to communicate with others D. how to make non-verbal communication Passage 2 Its important for a CEO to
12、 be passionate and enthusiastic, but theres a line of professionalism that must always be maintained. According to a report from the technology website VentureBeat, PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to lea
13、ve if they didnt have the passion to use the products they work for. According to the website, part of the leaked letter reads: “Its been brought to my attention that when testing paying with mobile at Cafe 17 last week, some of you refused to install the PayPal app, and others didnt even remember t
14、heir PayPal passwords. Thats unacceptable to me, and the rest of my team; everyone at PayPal should use our products when available. Thats the only way we can make them better, and better.” “In closing, if you are one of the folks who refused to install the PayPal app or if you cant remember your Pa
15、yPal password, do yourself a favor, go and find something that will connect with your heart and mind elsewhere.” While not obvious at first, the letter reveals a problem of morale and culture at PayPal. As an executive, you certainly want your employees to use and promote your products. However, whe
16、n faced with a situation where staff arent embracing what they make, you need to investigate the root of the problem not threaten. When faced with internal problems, good executives start by asking “why”. They reach out to their executive team first and then to the entire staff to find the root of a
17、 problem and how to fix it. Sending out a one-sided note about the problem is not leading; its retreating. Leadership starts by listening. Good executives need to get out among the staff and ask questions and listen without judgment or reaction. The fact that company employees are not embracing and
18、using its products is a failure of leadership that Marcus needs to address by self-reflection. At the end of the day, if his employees have to be forced to use the app, how can he expect consumers to want to willingly pay to use it? Marcus should have focused on three questions: ? Why are you not us
19、ing the app? ? What is it that we can do to ensure you use our app? ? What do you need from me? 1. PayPal CEO wrote a critical letter to blame his employees for their not _. A. buying their productsB. having the passion for their work C. installing the app D. promoting their products 2. The CEO enco
20、uraged those who didnt use Paypal products to _. A. quit their jobsB. do him a favor C. install the PayPal appD. investigate the problem 3. The critical letter shows that _. A. the executive threatened his employees B. the executive investigated the problem C. the employees were not passionate for t
21、heir work D. the employees needed self-reflection 4. The author thinks the CEO needs to _. A. ask his employees for self-reflection B. force his employees to use the app C. listen to his employees with judgment D. get some information from his employees by asking them questions 5. The best title for
22、 this passage is _. A. How to Promote Products B. The Right Way to Motivate Employees C. Good Leadership for PayPal D. Morale and Culture of PayPal Passage 3 Performance management aims to acknowledge the employees achievements, support their personal and professional development, and motivate and e
23、mpower them to perform their work effectively. Performance management helps employees to develop their understanding, knowledge and skills so that they can contribute to the achievement of the enterprises goals and gain personal and job satisfaction. It is a vital part of any quality human resource
24、system. Every enterprise wants and should expect high performance from each employee. The elements of a competency-based performance management system will, if implemented well, enable high performance which will define enterprise and personal success. Using performance management processes, an ente
25、rprise can be better placed to meet competitive challenges. This is done by: ? identifying the critical positions; ? determining the most important competencies for these positions; ? providing the education, training and feedback required by employees; ? holding each person accountable for their re
26、sults. The key to the performance management process is “performance appraisal”. Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards. It is a systematic process of feedback on an employees work performance, and ag
27、reement to future training plans, job goals and job aspirations. To be effective, a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals. Units of competency provide a very effective tool for setting benchmarks or criteria
28、 for work performance. The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review. 1. The aim of _ is to recognize the employees achievements, support their personal and professional development, and encourage them to perform th
29、eir work effectively. A. performance criteriaB. performance management C. performance appraisalD. performance review 2. Every enterprise should expect each employee to _. A. give high performanceB. gain job satisfaction C. make personal successD. meet competitive challenges 3. Appraisal is NOT simil
30、ar in meaning to _. A. evaluationB. review C. assessmentD. competency 4. The key to the performance management process is _. A. performance criteriaB. performance appraisal C. future goalsD. units of competency 5. The _ can be used as measures to assess against in a performance appraisal or review.
31、A. predetermined standards B. performance appraisal C. performance criteriaD. work performance Passage 4 If theres one word that captures the essence of what is occurring in the world today, its “change”. Downsizing, reorganizing, and cutting costs, are now the norm for survival. No industry is exem
32、pt. Even the most conservative institutions are undergoing significant changes just to survive. Change management has always been an issue of debate amongst scholars: how can employers create suitable conditions for a successful change process? And what can employees do to get through it? Tips for d
33、ealing with change in the workplace: ? Make yourself aware that change happens: it happens in personal life; it happens in your professional life. You cannot live in the past, so denying that change could occur only makes things more complicated for you. ? Stay alert in the workplace: know what is h
34、appening around you. When you come across clues that hint change is on the way, acknowledge them! ? Maintain open communication channels. Dont lie back and expect things to pass you by smoothly. You need to get acquainted with the occurring changes. Seek more details from your management and peers t
35、o form an accurate understanding of the matter. Be transparent and honest about your fears: dealing with the unknown is often resented and daunting. Make the picture as clear as you can. ? Assess yourself. Change is a time when ones confidence about ones skills and capabilities gets shaky. Recognize
36、 your strengths and where you could bring them into play. At the same time, stay aware of your developmental areas and work on improving those. ? Dont be stiff. It will make the change process much harder if you are rigid. Be flexible enough to look at the different angles of the change and see wher
37、e you could apply your “existing” skills and knowledge, and what new skills you need to acquire. ? Stay optimistic. Keep a positive attitude and dont let yourself drown in uncertainty. Involve yourself in the new process; locate yourself properly in the new scenario. Adjust! “You cant get to the top
38、 of Everest by jumping up the mountain. You get to the mountaintop by taking incremental steps. Step by step, you get to the goal,” says Robin Sharma, one of the worlds most sought-after leadership and personal success experts. 1. In order to survive in a new situation, _ is NOT suitable for every i
39、ndustry. A. downsizingB. reorganizing C. cutting costsD. keeping conservative 2. When change occurs, employees should NOT_. A. make themselves aware ofitB. take a stiff attitude C. get acquainted with itD. bring their strengths into play 3. If you _, it will be unhelpful for you to manage the change
40、 process. A. keep a positive attitude B. stay optimistic C. lie back or are drowned in uncertainty D. stay aware of your developmental areas 4.The underlined word “incremental” in the last paragraph means _. A. increasingB. decreasing C. permanentD. elemental 5. The best title for the passage is _.
41、A. How to Manage Change in Life B. How to Get to the Goal C. How to Be Successful Experts D. How to Adapt to Change in the Workplace Passage 5 Just as individuals have personalities, so, too, do organizations. Individuals have relatively enduring and stable traits that help us predict their attitude
42、s and behaviors. Organizations, like people, can be characterized as, for example, rigid, friendly, warm, innovative, or conservative. These traits, in turn, can be used to predict attitudes and behaviors of the people within these organizations. The culture of any organization, although it may be h
43、ard to measure precisely, nevertheless exists and is generally recognized by its employees. Organizations have cultures that govern how members behave. Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations. It is a se
44、t of key characteristics that the organization values. There are seven primary characteristics that capture the essence of an organizations culture. They are: innovation and risk taking, attention to details, outcome orientation, people orientation, team orientation, aggressiveness and stability. Ap
45、praising the organization on these seven characteristics gives a composite picture of the organizations culture. This picture becomes the basis for feelings of shared understanding that members have about the organization, how things are done in it, and the way members are supposed to behave. Cultur
46、e performs a number of functions within an organization. First, it creates distinctions between one organization and others. Second, it conveys a sense of identity for organization members. Third, culture facilitates the generation of commitment to something larger than ones individual self interest. Fourth, it enhances the stability of the social system. Finally, culture serves as a sense-making and control mechanism that guides and shapes the a