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國家開放大學(xué)電大《管理英語》-期末試題及答案一、交際用語(共計M分,每小IE2分)C:]&擇正琥的語句完成下列對話,拝將答案序號寫在答題紙上?!狪sitpossibleforyoutoworkouttheplantonight?Plldothat.1thinkso.CI'dlove—Howdidyourmeetinggoyesterday?— actually*itwasreallyfrustrating,NotsogoodVerygoodNothingspecial—Ithinkthingshavebeenabitdifficultforusthelastcoupleofmonths.We^vebeenworkinghard*butstillgettingbehind.You'reBI'mafraidC.1don'tthinkso.WillyouhelpmearrangeRmeetingwithMr.Brown,please?Ncnoway.No.Ican11.SorryIcan't.Ihavetofinishmyprojectrightnow.—You'dbetternotpushyourselfloohard.Youcanasktheteamandlisten.Youareright.No,wecan^tdothat.Ithinkitwillkillourtime.二、伺匯與結(jié)構(gòu)(共計30分,每小題2分)6—20題:閱讀下面的句子,從A、B、C三個選項中選出一個能填入空白處的正確選項.并將答案序號寫在答a?±.Theteamcreatesanenvironmentadvocatingpositions?andtakingaction.thatC,inwhich
peoplearccomfonableincommunicating*whichIfItakethetimetotalkwithmymanageratthebeginningofaproject,offtoagreatstartonthesamepage.cangetC.getTheyhavecometotheconclusionthatC.whichOnhearingthenewsofherhavingfailedshefailedherbeingfailed
B.havegotthiswinterwillbeevencolderthanbefore.B.forthemajorexamagain*thegirlburstintotears.Thehospitalized.forC.that
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astoldthelastpairsIbought.B threetimeWithouthumanresources,noorganizationbusinessandmakeprofits.
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courageB.requestsAtavalueC.accountwewilltakeanotherfourweekstofinishthisplan.B.estimateTobuildthereservoir(水庫),thousandsofpeoplehavetobe ?relocatedC.reopened
B.repeatedWcneed communicationskills:listencarefully,thinkbeforeyouspeakandmanageconflictsdiplomatically.outstandingC.general
B.plain三■閱讀理解(共40分,每小H4分)21-25題:闡讀短文,從A、H、C三個選項中選出一個正確答案,并將答案序號寫在答籠紙上。Mthere'sonewordthatcapturestheessenceofwhatisoccurringintheworldtoday*it'"change. Downsizing*reorganizing,andcuttingcosts*arenowthenormforsurvival.N<industryisexempi.EventhemoMconservativeinstitutionsareundergoingsignificanchangejustiosurvive.Changemanagementha*alwaysbeenanissueo(debateamongstscholars:howcaremployerscreatesuitableconditionsforasuccessfulchangeprocess?Andwhatcaremployeesdotogetthroughit?Tipsfordealingvtithchangeinlheuorkplace.Makeyourselfawarethatchangehappens:ithappensinpersona)life,ithappensinprofessionallife.Youcannotliveinthepast,sodenyingthatchangecouldoccuronlymakesthingsmorecomplicatedforyou.Stayalertintheworkplacesknowwhatishappeningaroundyou.Whenyoucomeacrosscluesthathintchangeisontheway?acknowledgethem!Maintainopencommunicationchannels:Don'tlaybackandexpectthingstopassyoubysmoothly.Youneedtogetacquaintedwiththeoccurringchanges.Seekmoredetailsfromyourmnnngefnentandpeersloformanaccurateunderstandingofthematter.Betransparentandhonestaboutyourfe/irs:dealingwiththeunknownisoftenresentedanddaunting.Makethepictureasa、youcan.Assessyourself:Changeisatimewhenone'sconfidenceabout□ne,sskillsandcapabilitiesgetsshaky.Recognizeyourstrengthsandwhereyoucouldbringthemintoplay.Atthesametime,stayawareofyourdevelopmentalareasandworkonimprovingthose.Don'tbestiff:Ilwillmakethechangeprocess muchharderifyouarerigid.Beflexibleenoughtolookatthedifferentanglesofthechangeandseewhereyoucouldapplyyour"existing"skillsandknowledge*andwhatnewsskillsyouneedtoacquire.Stayoptimistic:Keepapositiveattitudeanddon'tletyourselfdrowninuncertainty.InvolveyourselfinthenewproceMilocateyourselfproperlyinthenewscenario.Adjust?“Youcan?tgettothetopofEverestbyjumpingupthemountain.Yougettothemountaintopbytakingincrementalsteps.Stepbystep, yougettothegoaf*,saysRobinSharma,oneoftheworld'smost-sought-afterleadershipandpersonalsuccessexperts.Enterprisescarryoutdownsizing,reorganizingandcuningcostsinto .cutdownonthenumberofworkersreshuffletheorganizationsurvive“Noindustryisexempt"means ?NoindustryisanexceptionNoindustryisanexampleNoteveryindustrycanbeexemptedThefollowingquestionsareoftendiscussedamongscholarsEXCEPT ?HowcanbossescreatefavorableconditionsforchangeHowcanproductivitybeincreasedWhatcanworkersdotogetthroughchangeHowmanysuggestionsdoestheauthorputforward?4C.6
B.5Fromthepassage,weknowthatRobinSharmais .anexpertonleadership?andpersonalsuccessagreatleadersomeonewholikestoplaythegameofHideandSeek26—30題:請根據(jù)短文內(nèi)容判斷給岀的語句是否正確,正確的寫“T?,錯誤的寫“F”,并將答案寫在答題紙上。Nokiaexecutivesattemptedtoexplainitsfallfromthetopofthesmartphonepyramidwiththreefactors:1)thatNokiawastechnicallyinferiortoApple,2)thatthecompanywascomplacentand3)thatitsleadersdidn'tseethedisruptiveiPhonecoming.Ithasalsobeenarguedthatitwasnoneoltheabove.Nokialostthesmartphonebattlebecauseofdivergentshared(earsamongthecompany^middleandtopmanagerswhichledtocompany-wideinertiathatlekitpowerlesstorespondtoApple'sgame.Basedonthefindingsofanin-depthinvestigationand76interviewswithtopandmiddlemanagers,engineersandexternalexperts,theresearchersdiscoveredacultureoffearduetotemperamenlalleadersandthatfrightenedmiddlemanagerswerescaredoftellingthetruth.Thefearthatfrozethecompanycamefromtwoplaces.First,thecompany'stopmanagershadaterrifyingreputation.SomemembersofNokia*sboardandtopmanagementweredescribedas"extremelytemperamental”andtheyregularlyshoutedatpeople uatthetopoftheirlungs".Itwasverydifficulttotellthemthingstheydidn'twanttohear.Secondly?topmanagerswereafraidoftheexternalenvironmentandnotmeetingtheirquarterlytargets,whichalsoimpactedhowtheytreatedmiddlemanagers.Topmanagersthusmademiddlemanagersafraidofdisappointingthem.Middlemanagersweretoldthattheywerenotambitiousenoughtomeettopmanagersgcwls.Fearingthereactionsoflopmanagers,middlemanagersremainedsilentorprovidedoptimistic,filteredinformation.Thus,middlemanagersdirectlyliedtotopmanagement.Worse,acultureofstatusinsideNokiamadeeveryonewanttoholdontovestedpowerforfearofresourcesbeingallocatedelsewhereiftheydeliveredbadnewsorshowedthattheywerenotboldorambitiousenoughtoundertakechallengingassignments.Beyondverbalpressure,topmanagersalsoappliedpressure(orfasterperformanceinpersonnelselection.Thisledmiddlemanagerstooverpromiseandunderdeliver.Onemiddlemanagertoldusthat“youcangetresourcesbypromisingsomethingearlier>orpromisingalot.hfssaleswork.”Whilemodestfearmightbehealthyformotivation,abusingitcanbelikeoverusingadrug,whichrisksgeneratingharmfulsideeffects.TQreducethisrisk,leadersshouldcoordinatewiththevariedemotionsofthestaff.Nokia'stopmanagersshouldhaveencouragedsafedialogue,internalcoordinationandfeedbacktounderstandthetrueemotionintheorganization.NokialostthesmartphonebattlebecauseitstechnologyisnotasgoodasthatofApplNokia'smiddlemanagerswerefranktotellthetruth,butthetoponesdidn'ilistentNokia'stopmanagersweretoomoodytohearanythinggoodbutharsh.MiddlemanagersinNokiadeliveredresultsmorethantheypromisedearlier.Nokia'stopmanagersshouldhavehadencourageinternalcoordinationandtruth.四■寫作(20分)31:根據(jù)要求寫作文。Write取least100wordsaboutaneventbasedonthefollowinginformation.Youmayneedthe5Wsand1Helements.Titanic31May1911Titanic31May1911ShewaslaunchedThelargestshipafloatjwithagrosstonnagetons10April1912maidenvoyagefromSouthamptontoNewYorkatl40p.m.onSunday14hitaniceerg2227passengersandcrewonboardApril1912badlydamagedat220a.m.onMonday15April1912sank1522weredrownd705escapedAtdawnSomeofthe TheCunardlinerCarpathiaheardthewirelesssurvivorswerepickedup□n15April1912distresscalls試題答案及評分標(biāo)準(zhǔn)一、交際用語(共計3分,每小題2分)1一5題:選擇正確的語句完成下列對話,并狷答案序號寫在答題紙上。1.B 2.A 3.A 4.C 5.A二.詞匯與結(jié)構(gòu)(共計30分,毎小題2分)6-20?;閱讀下面的句子,從A、B、C三個選項中選出一個能填入空白處的正確選項,并將答案序號寫在答題紙上。6.C7.A8.A9.A10.B11.B12.B13.C14.A15.B16.C17.A18.B19.A20.A三、閱讀理解(共40分,每小題4分)21-25題:閱讀短文.從三個選項中選出一個正確答案,并將答案序號寫在答聽紙上。21.C 22.A 23.B 24.C 25.A26-30題:謫根據(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。26.F區(qū)、寫作(20分
27.F 28.T 29.F 30.T31.Writeat100wordsaboutaneventbasedonthefollowinginformation.Youmayneedthe5Wsand1Helements.TitanicTitanic31May1911ShewaslaunchedThelargestshipafloat;withagrosstonnageof46.328tons10April1912maidenvoyagefromSouthamptontoNewYorkat11:40Sunday14Aprilbadlydamaged1912p.m,on hitanicebergj2227passengersandcrewonboardat2at2:20a.onMonday15April1912-1sank1522weredrowned;705escaped—■1Atdawnon15April1912SomeofthesurvivorswerepickedupTheCunardlinerCarpatbiaheardthewirelessdistresscalls參考答案:Titanicwaslaunchedon31May1911andsailedonhervoyagefromSouthamptontoNewYork,(viaCherbourgandQueenstown.)on10April1912.Withagrosstonnageof46.328tons,shewasthelargestshipafloat;(882feetlong*92feetwide,8decksrisingTOtheheightofan11-storey
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