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1、电大管理英语4形考任务（单元自测1-8）参考答案单元自测1一、选择填空题（每题10分，共5题）1、 Could you give us a speech on management functions some day this week?_.A. Thata good ideaB. No, I already have plansC. Id love to, but Im busy this week2、 This project is too big for me to finish on time._.A. Please do me a favorB. That is a daydrea
2、mC. Ill give you a hand3、_ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.A. Not onlyB. Do not onlyC. Not only do4、AT&T found that employees with better planning and decision-making skills were _ to be promoted into
3、management jobs.A. more likelyB. more likeC. more unlikely5、The Human Resource Managing Department at Honda is given specific instructions _ employ the best possible workers.A. how toB. on what toC. on how to6、 Is it possible for you to work out the plan tonight?_A. Ill do that.B. I think so.C. Id l
4、ove to.7、 We could let some of the staff work from home._? Thats a good idea.A. Do you have any good ideasB. What do you think of itC. Is there anything else8、The responsibilities in handbook _ that managers have to be concerned with efficiency and effectiveness in the work process.A. implyB. indica
5、teC. interrupt9、_ CEOs spend planning, the more profitable their companies are.A. The more timeB. The moreC. The less time10、Even the best continually seek ways to _ their skills.A. sharpB. sharpenerC. sharpen11、 I think things have been a bit difficult for us the last couple of months._. Weve been
6、working hard, but still getting behind.A. Youre rightB. Im afraidC. I dont think so12、Supervisors should_their employees in two-way communication so that understanding takes place.A. enableB. engageC. encourage13、The demands and requirements placed on the CEO of Sony are different from _ on the mana
7、ger of your local Wendys restaurant.A. theseB. thoseC. which14、_ his anger the employees called him Mr. Thunder, but they loved him.A. Due toB. In spite ofC. Because15、It is through enthusiasm and quiet intensity _ we transform creativity and vision into the technologies.A. thatB. /C. which二、阅读理解：根据
8、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 didnt see the disruptive iPhone coming.It has also be
9、en 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 respond to Apples game.Based on the findings of an in-depth investigation and 76 intervie
10、ws 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.The fear that froze the company came from two places. First, the companys top managers had a
11、 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 tell them things they didnt want to hear. Secondly, top managers were afraid of the external
12、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 manager
13、s, 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 sh
14、owed 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 res
15、ources 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 effects. To reduce this risk, leaders should coordinate with the varied emotions of the staff. No
16、kias 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. Nokias middle managers were frank to tell the
17、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 coordi
18、nation and truth.（T）二、听力理解：听录音，选择最佳答案（共50分）。1. What kind of role is Melinda taking on for her job? A. HR manager. B. Project manager.C. Project coordinator.2. How long will Melinda be trained for her new role? A. One month.B. Half a month. C. One year.3. How often should Melinda report to the board
19、on the progress of the project? A. Once a month. B. Twice a month. C. Once a week.4. What kind of contract can Melinda sign with outside contractors? A. Permanent worker contract. B. Standard temporary-worker contract. C. Standard industry contract.5. Which one does NOT belong to Melindas responsibi
20、lities? A. Formulate the industry standard of payment. B. Manage and coordinate her project team. C. Report the project progress to the board.单元自测2一、选择填空题（每题10分，共5题）1、How can you explain the latest situation?_,I know it is all my fault.A. SorryB. Excuse meC. Im afraid2、_identify the problems that ha
21、ve been occurring?Well, as you know, the problems we had with Gary caused a lot of friction among the team.A. What would youB. Will youC. Are you able to3、Who was _ the meeting？A. chairingB. leadingC. charging4、If demand is rising but the firm _ from communication failure, then stocks will fall and
22、there will be understaffing.A. has been sufferingB. is going to sufferC. is suffering5、I think the primary _factor is theres been so much absence lately. A. contributingB. causingC. affecting6、How did your meeting go yesterday? _actually, it was really frustrating.A. Not so goodB. Very goodC. Nothin
23、g special7、 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.A. I am not sureB. I can see thatC. I know that8、Hes left now, but productivity hasnt _that much.A. carried onB. caught upC. picked up9、Every time I tried
24、to say something, he would _ to something else.A. move offB. move onC. move over10、Creativity, especially _ which takes place across departmental boundaries, is likely to suffer hugely as team synergy slips. A. thatB. thoseC. /11、 Will you go on a picnic with us tomorrow?_.A. Yes, but Ill have Engli
25、sh classesB. Sorry, I have an appointment with Dr. BrownC. Im afraid I have no idea12、What you need to do is to keep things short and sweet, just the _.A. questionsB. topicsC. highlights13、In todays environment, _ people are often burned out, its important for employees to have a personal connection
26、 with you and the work you believe in.A. whereB. whenC. while14、When the message finally reached the Command Center, it _ “mutated” to become “Send three and four-pence, were going to a dance.”A. wasB. hadC. have15、Effective leaders distill complex thoughts and strategies into simple, memorable term
27、s _ colleagues and customers can grasp and act upon.A. whenB. thatC. who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 ot
28、hers 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 gap. Trust is the bedrock of effective leadership your behavior is your single greatest mode of communication, and it must be congruent with what
29、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 complex thoughts and strategies into simple, memorable terms that colleagues and customers can grasp and act upon. The most important thing is to clari
30、fy 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. Find your own voice. Use language thats distinctly your own; let your values come through in your communication. Correct use of language and grammar
31、 are important, of course, but dont become overly fixated 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 a
32、bout. 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 real, substantial way. In todays environment, where people are often burned out, its important for employees to have a personal connection with you and
33、 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 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 eye
34、s 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 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 leader
35、ship 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 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
36、 really think.（T）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（weirdest）thing. There are more ways than ever to communicate with people, yet it sometimes seems like it is more difficult to connect and stay（connected） with anyone.Should you（shoot）off an email? T
37、ap 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 reach someone, you wonder: Is he paying attention? How do you know? Even with the techno-ease of（countless）communication devices, conversation
38、s can still be troublesome. Questions are asked and answered（out）of order. Instructions and directions go half-read. Meetings are botched. Feelings are hurt.二、阅读理解：根据文章内容，完成选择题（共50分）。Communication FailureThe meaning of “communication” goes a lot deeper than people often think. Communication is about
39、 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 mes
40、sage “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” to become - “Send three and four-pence, were going to a dance.” The reinforcements never arrived.You can demonstr
41、ate 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 the one you end with.In a business, there are three main types of communication failure. Each has its own indicative
42、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 right points. The firm will not be allocating resources in step with the shifts in demand. If demand is rising but t
43、he 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 overstaffing.The second type is executive failure, where communication to trigger specific events/actions is either late, l
44、acking 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 happen late or not at all.The final type is human failure. This occurs when the general culture of a business or the
45、relationships between particular individuals or departments do not foster effective communication. This leads to alienated staff, an increase in staff turnover, an increase in absenteeism and general frustration among staff. Creativity, especially that which takes place across departmental boundarie
46、s, 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（）. A. the messages are sent to right receivers B. the messages are correctly understood C. the messages are correctly understood by right receivers2. In the famous British Ar
47、my Commander story, which step probably did NOT go wrong in the communication chain?A. Conceiving. B. Sending. C. Receiving.3. What is Chinese whispers? A. Who whispers in Chinese. B. A game to pass message around in a whisper. C. Chinese people who dont normally talk very loudly.4. Allocative failure does NOT happen when（）. A