國家開放大學電大管理英語題庫模板

國家開放大學電大管理英語題庫模板 自測一一、選擇填空題（每題10分，共5題）題目1 I think things have been a bit difficult for us the last couple of months._. Weve been working hard, but still getting behind.A. Youre right 正確B. Im afraidC. I dont think so反饋你的回答正確解析：本題考核“表達同意他人看法”的交際用語。常用的答語一般使用Youre right/I agree with you/ Yes, I think so等句型表達。根據(jù)第一說話人傳遞的信息，所以答案是A。題目2 Is it possible for you to work out the plan tonight?_A. Ill do that. 不正確B. I think so.C. Id love to.題目3The Human Resource Managing Department at Honda is given specific instructions _ employ the best possible workers.A. how to 不正確B. on what toC. on how to題目4 AT&T found that employees with better planning and decision-making skills were _ to be promoted into management jobs.A. more likely 正確B. more likeC. more unlikely題目5_ CEOs spend planning, the more profitable their companies are.A. The more time 正確B. The moreC. The less timeSupervisors should _ their employees in two-way communication so that understanding takes place.A. enableB. engageC. encourage二、聽力理解：聽錄音，選擇最佳答案（共50分）。操作提示：通過下拉選項框，選擇答案。1. What kind of role is Melinda taking on for her job? 回答不正確 A. HR manager. B. Project manager. C. Project coordinator.2. How long will Melinda be trained for her new role? 回答不正確 A. One month. B. Half a month. C. One year.3. How often should Melinda report to the board on the progress of the project? 回答正確 A. Once a month. B. Twice a month. C. Once a week.4. What kind of contract can Melinda sign with outside contractors? 回答不正確 A. Permanent worker contract. B. Standard temporary-worker contract. C. Standard industry contract.5. Which one does NOT belong to Melindas responsibilities? 回答正確 A. Formulate the industry standard of payment. B. Manage and coordinate her project team. C. Report the project progress to the board.答案：1.C 2.B 3.A 4.B 5.A一、選擇填空題（每題10分，共5題）題目1 Could you give us a speech on management functions some day this week?_.A. Thata good idea 不正確B. No, I already have plansC. Id love to, but Im busy this week題目2 This project is too big for me to finish on time._.A. Please do me a favor 不正確B. That is a daydreamC. Ill give you a hand題目3It is through enthusiasm and quiet intensity _ we transform creativity and vision into the technologies.A. that 正確B. /C. which題目4Even the best continually seek ways to _ their skills.A. sharp 不正確B. sharpenerC. sharpen題目5_ his anger the employees called him Mr. Thunder, but they loved him.A. Due to 正確B. In spite ofC. Because 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 else題目3The responsibilities in handbook _ that managers have to be concerned with efficiency and effectiveness in the work process.A. implyB. indicateC. interrupt題目4_ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.A. Not onlyB. Do not onlyC. Not only do題目5The demands and requirements placed on the CEO of Sony are different from _ on the manager of your local Wendys restaurant.A. theseB. thoseC. which二、閱讀理解：根據(jù)文章內(nèi)容，判斷正誤（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 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 respond 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.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 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, 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. 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 dialogue, internal coordination and feedback to understand the true emotion in the organization.操作提示：正確選T，錯誤選F。1. Nokia lost the smartphone battle because its technology is not as good as that of Apple.回答正確