1389國開電大本科《管理英語4》歷年期末考試(第三大題閱讀判斷題)題庫(分學(xué)期版)

1389國開電大本科管理英語4歷年期末考試（第三大題閱讀判斷題）題庫（分學(xué)期版）2021年7月試題及答案26-30題：請根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T”，錯誤的寫“F”，并將答案寫在答題紙上。Passage 2When you think of team building, do you immediately picture your group off at a resortplaying games or hanging from ropes? Traditional ly, many organizations approach team buildingin this way but, then, they wonder why that wonderful sense of teamwork that has been displayedat the retreat or the seminar fails to impact long-term beliefs and actions back at work.I* m not averse to retreats, planning sessions, seminars and team building activitiesinfact I lead them-but they have to form part of a much larger teamwork effort. You will not buildteamwork by "retreating" as a group for a couple of days each year, instead you need to thinkof team building as something you do every single day.Form teams to solve real work issues and to improve real work processes. Provide trainingin systematic methods so the team expends its energy on the project, not on trying to workouthow to work together as a team to approach the problem.Hold department meetings to review projects and progress, to obtain broad input, and tocoordinate shared work processes. Tf there is friction between team members, examine the workprocesses they mutually own-the problem is not usually their personalities； instead, it isoften the fact that the team members haven't agreed on how they will deliver a product or service,or the steps required to get something done. Build fun and shared occasions into the organization* s agenda-hold potluck lunches,take the team to a sporting event, sponsor dinner sat a local restaurant, go hiking or go toan amusement park. Hold a monthly company meeting, sponsor sports teams and encourage cheeringteam fans. Use icebreakers and teamwork exercises at meetings-these help team members get to knoweach other, share details about each other* s lives, and have a laugh together. Celebrate team successes publicly. There are many ways you could do this, for instanceby buying everyone the same T-shirt or hat, putting team member names in a draw for companymerchandise and gift certificates. The only thing limiting you is your imagination.If you do the types of teamwork building listed above, you'11 be amazed at the progressyou will make in creating a teamwork culture, a culture that enables individuals to contributemore than they ever thought possible-together.26. Team building event is traditionally related to playing games at resort.答案T27. The author claims that playing games together is as important as forming teams to solvereal work issues and to improve real work processes for team building.答案F28. “Retreat" in the first paragraph means withdrawal of troops after a defeat.答案F29. Ice breaking motivates team members to compete with each other.答案F30. A good teamwork culture enables individuals to make more efforts together.答案T2021年1月試題及答案26-30題：請根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T” ,錯誤的寫“F”，并將答案寫在答題紙上。Passage 2It's no secret that good leaders are also good communicators. Indeed, communication andleadership are inextricably tied. How can you galvanize, inspire or guide others if you don'tcommunicate in a clear, credible and authentic way? Here are 5essential communication practicesof effective leaders：1. Mind the say-do gap. Trust is the bedrock of effective leadershipyour behavior is yoursingle greatest mode of communication, and it must be congruent with what you say. If your actionsdon't align with your words, you a restoring up trouble for the future.2. Make the complex simple. Effective leaders disti11 complex thoughts and strategies intosimple, memorable terms that colleagues and customers can grasp and act upon. The most importantthing is to clarify what you want to say, lookout 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 that* s distinctly your own； let your values come throughin your communication. Correct use of language and grammar are important, of course, but don'tbecome overly fixated on eloquence for eloquence's sake； concentrate on being distinct andreal.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 areand what you care about. Don't hide behind a computer and only interact with peopleelectronicallysee them face to face and voice to voice, and interact with them in a real,substantial way. Tn today5 s environment, where people are often burned out, it's important foremployees to have a personal connection with you and the work you believe in. Show the peoplethat work for you that you're engaged and that you care about them and their work. 5.Listenwith your eyes as well as your ears. Effective communication is a two-way process, and goodleaders know how to ask good questions, and then listen with both their eyes and theirears. Because you are in a position of authority, others maybe reluctant to express their realopinions to you directly.You won，t always get direct feedback, so you need to also be ableto read between the lines and look for the non-verbal cues.26. Communication and leadership don't always go hand i n hand.答案F27. The say-do gap happens when people misunderstand their leader* s intention.答案F28. Using technical jargon makes a leader convincing.答案F29. Communicating sincerely is always the best.答案T30. Observation is as important as communication when you want to know what people real ly think.答案T2020年9月試題及答案26-30題：請根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T”，錯誤的寫“F” ,并將答案寫在答題紙上。Passage 2In competitive markets, leaders are under increased pressure to maintain a positive workculture. A positive work culture cultivates greater employee satisfaction； greater employeesatisfaction contributes to higher performance； higher performance impacts improved clientoutcomes； improved client outcomes contribute to service excellence.Positive work cultures arc built overtime and need constant attention. Such cultures aredependent on leadership vision and values.An effective leader sets the tone for the team, encourages a positive workplace culturean disable to bring about cultural change.Workplace culture is made up of the shared attitudes, beliefs, behaviors, values andexpectations that influence the way people work in the workplace. It is “the way we do thingsaround here".Some cultural aspects are understood by all and are obvious such as turning up for wokon time, while others maybe "unwritten rules" that arc not so obvious for example how personalissues are resolved with work colleagues.Many factors that influence whether a workplace has a positive outlook are within thecontrol of people who work in a workplace. There are also factors out of their control, suchas slumps in global prices or a change in demand and supply. The company can, however, controlhow they respond to these factors.Those companies that do create positive workplace environments develop a reputation intheir community as being 'good to work for' and have a competitive edge. Not only are thesecompanies more able to attract and retain people, they tend to be more stable as they proactivelydeal with issues and adapt to change.Teams work best when they are clear about what is expected of them. They are more able todeal with difficult issues if they feel the values of the organization arc supportive of them.For a workplace culture to be positive, the direction and actions of the business mustbe consistent with the core values of the people in the workplace. The people must trust eachother and be able to openly express and exchange ideas.Working through these steps will help with developing a positive business culture.26. A positive work culture will give workers more satisfaction.答案T27. Positive cultures have a lot to do with leadership vision and values.答案T28. The direction and actions for the business must differ from the core values of the employeesin order for a workplace culture to be positive.答案F29. In competitive markets, leaders are under more and more pressure to keep a positive workculture.答案T30. Positive work culture can be built in a short period of time.答案F2020年7月試題及答案26-30題：請根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T” ,錯誤的寫“F”，并將答案寫在答題紙上。Passage 2When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he couldlook back at a very successful career. He became CE0inl981at the age of 45.At that time, GEhad a very complex organizational structure with considerably bureaucratic rules.One of his first changes was to initiate a strategy formulation process with the guidelinethat each of the businesses should be number lor2in the irrespective areas. If this was notthe case, managers had the options of fixing the problem, selling their particular business,or closing it. In an effort to streamline the organization, Welch removed the sector level andeliminated thousands of salaried and hourly employee positions.The restructuring was followed by changing the organizational culture and the managerialstyles of GE's managers. One such program was the Work-Out （群策群力）.Groups of managers wereassembled to share their views openly in three 一 day sessions. At the beginning of the meetings,the superior presented the challenges for his or her organizational unit. Then the superiorhad to leave, requesting the groups to find solutions to the problems. Facilitators（會議主持人）helped these discussions. On the last day, the superior was presented with proposedsolutions. He or she then had three choices： to accept the proposal, not to accept it, or tocollect more information. This process put great pressure on the superior to make decisions.Another program to improve effectiveness and efficiency was Best Practices. The aim wasto learn from other companies how they obtained customer satisfaction, how they related totheir suppliers, and in what ways they developed new products.This helped the GE people tofocus on the processes in their operations that would improve the company，s performance.Jack Welch was personally involved in developing managers at GE, s training center inCrotonville. Leaders, Welch suggested, are not only those who achieve results but also thosewho share the values of the company.26. Jack Welch retired at the age of 65.答案T27. Jack Welch insisted that each of the businesses should beat least number 3in their respectivearea.答案F28. Tf the business could not meet Welch* s change requirements, its manager had 3choices.答案T29. The restructuring went before changing the organizational culture and the managerial stylesof GE's managers.答案T30. The Work Outlasted a week.答案F2020年1月試題及答案三、閱讀理解（每小題4分，共40分）26-30題：請根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T”，錯誤的寫“F”，并將答案寫在答題紙上。Passage 2It's no secret that good leaders are al so good communicators. Indeed, communication andleadership are inextricably tied. How can you galvanize, inspire or guide others if you don* tcommunicate in a clear, credible and authentic way? Here are 5essential communication practicesof effective leaders：1. Mind the say-do gap. Trust is the bedrock of effective leadershipyour behavior is yoursingle greatest mode of communication, and it must be congruent with what you say. Tf your actionsdon，t align with your words, you a restoring up trouble for the future.2. Make the complex simple. Effective leaders distill complex thoughts and strategies intosimple, memorable terms that col leagues and customers can grasp and act upon. The most importantthing is to clarify what you want to say, lookout 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 that* s distinctly your own； let your values come throughin your communication. Correct use of language and grammar are important, of course, but don'tbecome overly fixated on eloquence for eloquence's sake； concentrate on being distinct andreal. 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 areand what you care about. Don* t hide behind a computer and only interact with peopleelectronicallysee them face to face and voice to voice, and interact with them in a real,substantial way. In today* s environment, where people are often burned out, it's important foremployees to have a personal connection with you and the work you believe in. Show the peoplethat work for you that you* re engaged and that you care about them and their work. 5. Listenwith your eyes as well as your ears. Effective communication is a two-way process, and goodleaders know how to ask good questions, and then listen with both their eyes and theirears. Because you are in a position of authority, others maybe reluctant to express their realopinions to you directly. You won't always get direct feedback, so you need to also be ableto read between the lines and look for the non-verbal cues.26. Communication and leadership don，t always go hand in hand.答案F27. The say-do gap happens when people misunderstand their leader* s intention.答案F28. Using technical jargon makes a leader convincing.答案F29. Communicating sincerely is always the best.答案T30. Observation is as important as communication when you want to know what people really think.答案T2019年7月試題及答案三、閱讀理解(每小題4分，共40分)26-30題：請根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T”，錯誤的寫“F”，并將答案寫在答題紙上。Passage 2Nokia executives attempted to explain its fall from the top of the smart phone pyramidwith three factors: 1) that Nokia was technically inferior to Apple, 2) that the companywas 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 smart phone battlebecause of divergent shared fears among the company* s middle and top managers which led tocompany-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 middlemanagers, engineers and external experts, the researchers discovered a culture of fear dueto 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 company's top managershad a terrifying reputation. Some members of Nokia's board and top management were describedas aextremely temperamental v 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 managerswere afraid of the external environment and not meeting their quarterly targets, which alsoimpacted how they treated middle managers.Top managers thus made middle managers afraid of disappointing them. Middle managers weretold that they were not ambitious enough to meet top managers* goals.Fearing the reactions of top managers, middle managers remained silent or providedoptimistic, 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 forfear of resources being allocated elsewhere if they delivered bad news or showed that theywere not bold or ambitious enough to undertake challenging assignments.Beyond verbal pressure, top managers also applied pressure for faster performance inpersonnel selection. This led middle managers to over promise and under deliver. One middlemanager told us that “you can get resources by promising something earlier, or promising alot. 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 coordinatewith 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.26. Nokia lost the smart phone battle because its technology is not as good as that of Apple.答案F27. Nokia's middle managers were frank to tell the truth, but the top ones didn't listen tothem.答案F28. Nokia's top managers were too moody to hear anything good but harsh.答案T29. Middle managers in Nokia delivered results more than they promised earlier.答案F30. Nokia，s top managers should have had better conversation techniques to encourage internalcoordination and truth.答案T2019年1月試題及答案26-30題：請根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T” ,錯誤的寫“F”，并將答案寫在答題紙上。Passage 2It's no secret that good leaders are also good communicators. Indeed, communication andleadership are inextricably tied. How can you galvanize, inspire or guide others if you don'tcommunicate in a clear, credible and authentic way? Here are 5 essential communication practicesof effective leaders：(1) Mind the say-do gap. Trust is the bedrock of effective leadership 一 your behavior isyour single greatest mode of communication, and it must be congruent with what you say. If youractions don't align with your words, you a restoring up trouble for the future.(2) Make the complex simple. Effective leaders distill complex thoughts and strategies intosimple, memorable terms that col leagues and customers can grasp and act upon, The most importantthing is to clarify what you want to say, lookout 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 that* s distinctly your own； let your values come throughin your communication, Correct use of language and grammar are important, of course, but don'tbecome overly fixated on eloquence for eloquence's sake； concentrate on being distinct andreal. People want real, people respect real, people follow real.(4) Be visible. Visibility is about letting your key stakeholders get a feel for who youare and what you care about. Don't hide behind a computer and only interact with peopleelectronically-see them face to face and voice to voice, and interact with them in a real,substantial way. In today1 s environment, where people are often burned out, it's important foremployees to have a personal connection with you and the work you believe in. Show the peoplethat work for you that you're 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 eyes and theirears. Because you are in a position of authority, others maybe reluctant to express their realopinions to you directly.You won，t always get direct feedback, so you need to also be ableto read between the lines and look for the non-verbal cues.26. Communication and leadership don't always go hand in hand.答案F27. The say-do gap happens when people misunderstand their leader's intention.答案F28. Using technical jargon makes a leader convincing.答案F29. Communicating sincerely is always the best.答案T30. Observation is as important as communication when you want to know what people really think.答案T2018年7月試題及答案26-30題：請根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T” ,錯誤的寫“F”，并將答案寫在答題紙上。Passage 2In competitive markets, leaders are under increased pressure to maintain a positive workculture. A positive work culture cultivates greater employee satisfaction； greater employeesatisfaction contributes to higher performance； higher performance impacts improved cli