最新国家开放大学电大《管理英语4（闭卷）-004》网络机考题库【资料答案】

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序号：1，题目类型：交际用语（单选题）

题目： - I have at least half an hour exercise in speaking English every day. - Terrific! _____________________！

选项：

A. Good luck

B. Keep it up

C. Cheer up

答案：

B. Keep it up

序号：2，题目类型：交际用语（单选题）

题目： - How was your job interview last Monday? - _____________________. She seemed interested in my working experience, but she didn't ask for references.

选项：

A. Perfect

B. I'm not sure

C. That's right

答案：

B. I'm not sure

序号：3，题目类型：交际用语（单选题）

题目： - Will you go on a picnic with us tomorrow？ -_____________________.

选项：

A. Yes, but I'll have English classes

B. Sorry, I have an appointment with Dr. Brown

C. I'm afraid I have no idea

答案：

B. Sorry, I have an appointment with Dr. Brown

序号：4，题目类型：交际用语（单选题）

题目： - Over-the-top? You mean... -_____________________.

选项：

A. Well, sometimes your co-workers feel that you are too loud

B. No, I don't

C. Thanks a lot

答案：

序号：5，题目类型：交际用语（单选题）

题目： - It's about a successful businessman's management experience, isn't it? - _____________________!

选项：

A. My pleasure

B. That's right

C. It's up to you

答案：

序号：6，题目类型：词汇与结构（单选题）

题目： Team members are ______ as unique people with irreplaceable experiences, points of view, and knowledge to contribute.

选项：

A. concerned

B. viewed

C. known

答案：

序号：7，题目类型：词汇与结构（单选题）

题目： With the _____ of China's economic reforms, there is greater cooperation and interdependence between the private and the public sector.

选项：

A. deepening

B. strengthening

C. broadening

答案：

序号：8，题目类型：词汇与结构（单选题）

题目： We need ________ communication skills: listen carefully, think before you speak and manage conflicts diplomatically.

选项：

A. outstanding

B. plain

C. general

答案：

序号：9，题目类型：词汇与结构（单选题）

题目： ________ foster a creative culture, it is important to find the right employees during the recruitment process and bring them into the company.

选项：

A. With the purpose of

B. In order that

C. In order to

答案：

序号：10，题目类型：词汇与结构（单选题）

题目： While modest fear might be healthy for motivation, ______ it can be like overusing a drug, which risks generating harmful side effects.

选项：

A. abuse

B. abused

C. abusing

答案：

序号：11，题目类型：词汇与结构（单选题）

题目： All _____ glitters are not gold.

选项：

A. that

B. which

C. what

答案：

序号：12，题目类型：词汇与结构（单选题）

题目： We've asked the stand designers we used before to ____ up with some designs for us.

选项：

A. come

B. hurry

C. get

答案：

序号：13，题目类型：词汇与结构（单选题）

题目： Learning new things has always been a great ______ for me.

选项：

A. motivator

B. movement

C. motor

答案：

序号：14，题目类型：词汇与结构（单选题）

题目： Self-esteem needs might include the ______ from a workplace.

选项：

A. rewards

B. rewarded

C. rewarding

答案：

序号：15，题目类型：词汇与结构（单选题）

题目： As I see it, you should manage—coordinate—the project and ______ the teams needed to complete it successfully.

选项：

A. bring together

B. bring in

C. bring on

答案：

序号：16，题目类型：词汇与结构（单选题）

题目： ________ 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?

选项：

A. At the end of

B. By the end of

C. In the end of

答案：

序号：17，题目类型：词汇与结构（单选题）

题目： Along the dusty road ______ a group of tourists.

选项：

A. to come

B. coming

C. came

答案：

序号：18，题目类型：词汇与结构（单选题）

题目： Every employee at Google has the opportunity to _________ 20% of his or her working time on a project they choose.

选项：

A. waste

B. use

C. spend

答案：

序号：19，题目类型：词汇与结构（单选题）

题目： When the message finally reached the Command Center, it __________ “mutated” to become —“Send three and four-pence, we're going to a dance.”

选项：

A. has

B. had

C. have

答案：

序号：20，题目类型：词汇与结构（单选题）

题目： The total budget has been______ for this project.

选项：

A. allocate

B. allocates

C. allocated

答案：

序号：21，题目类型：单选题

题目： How to Handle a Bad Performance Review Getting a bad performance review can make you feel angry, unappreciated, defeated, and hopeless. But it's not the end of the world. Remember that the way you respond to this appraisal can make all the difference in the next one. Even if you believe that the review is inaccurate and that your boss is completely wrong, you will benefit by reacting in a mature, adult manner. Here are some suggestions: Stay calm. Relax. Breathe. Do not overreact and be objective. Especially, do not say things that will likely be regretted later. Besides, the person giving the performance review may or may not be the one who has written the bad review. * What to Do When Receiving a Bad Performance Review It's best to listen attentively. And make comments or remarks only when asked for them. Besides, during the performance review, you will be given the chance to respond and may disagree. * What to Do After Receiving a Bad Performance Review Don't be intimidated by the bad performance review and want to quit the job; instead, learn from it. Also, if the organization allows their employees to make a written statement on their own behalf, do make one. It is important for the worker to show why she does not agree with the bad performance review; for instance, an employee may express their different understanding and, at the same time, a willingness to comply with any constructive suggestions. * Ways to Improve a Bad Performance Review A way to improve a bad performance review is to set self-reviews, that is, establish performance standards. Another way to improve a bad review is to learn more about what the manager, supervisor, or boss wants or expects from his/her employees. Learning what it was that caused a bad performance review helps to improve professional growth and encourages as well as motivates the worker to do better in order to receive a good review next time. @@@What should you do when you are given a bad performance review?

选项：

A. Argue with your boss.

B. Make immediate remarks.

C. Stay calm and listen carefully.

答案：

序号：22，题目类型：单选题

选项：

A. Quit your job immediately.

B. Insist on making comments.

C. Learn from the review.

答案：

序号：23，题目类型：单选题

选项：

A. Tell the boss directly that you do not agree with the review.

B. Make a written statement on your own behalf if it is allowed.

C. Do not express your different understanding in a written statement.

答案：

序号：24，题目类型：单选题

选项：

A. Understand the established performance standards.

B. Learn more about what the employee wants or expects.

C. Learn what the person who gives the review may think.

答案：

序号：25，题目类型：单选题

题目： How to Handle a Bad Performance Review Getting a bad performance review can make you feel angry, unappreciated, defeated, and hopeless. But it's not the end of the world. Remember that the way you respond to this appraisal can make all the difference in the next one. Even if you believe that the review is inaccurate and that your boss is completely wrong, you will benefit by reacting in a mature, adult manner. Here are some suggestions: Stay calm. Relax. Breathe. Do not overreact and be objective. Especially, do not say things that will likely be regretted later. Besides, the person giving the performance review may or may not be the one who has written the bad review. * What to Do When Receiving a Bad Performance Review It's best to listen attentively. And make comments or remarks only when asked for them. Besides, during the performance review, you will be given the chance to respond and may disagree. * What to Do After Receiving a Bad Performance Review Don't be intimidated by the bad performance review and want to quit the job; instead, learn from it. Also, if the organization allows their employees to make a written statement on their own behalf, do make one. It is important for the worker to show why she does not agree with the bad performance review; for instance, an employee may express their different understanding and, at the same time, a willingness to comply with any constructive suggestions. * Ways to Improve a Bad Performance Review A way to improve a bad performance review is to set self-reviews, that is, establish performance standards. Another way to improve a bad review is to learn more about what the manager, supervisor, or boss wants or expects from his/her employees. Learning what it was that caused a bad performance review helps to improve professional growth and encourages as well as motivates the worker to do better in order to receive a good review next time. @@@Why should we understand the cause of a bad performance review?

选项：

A. Because it helps the employee to get promoted immediately.

B. Because it encourages and motivates the worker to do better.

C. Because it prevents the employee from professional growth.

答案：

序号：26，题目类型：判断题

题目： 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 didn't 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 company's middle and top managers which led to company-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 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 company's top managers had a terrifying reputation. Some members of Nokia's 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 didn't 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. 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 coordinate with 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. @@@Nokia lost the smartphone battle because its technology is not as good as that of Apple.

选项：

A. T

B. F

答案：

序号：27，题目类型：判断题

题目： 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 didn't 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 company's middle and top managers which led to company-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 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 company's top managers had a terrifying reputation. Some members of Nokia's 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 didn't 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. 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 coordinate with 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. @@@Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them.

选项：

A. T

B. F

答案：

序号：28，题目类型：判断题

题目： 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 didn't 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 company's middle and top managers which led to company-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 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 company's top managers had a terrifying reputation. Some members of Nokia's 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 didn't 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. 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 coordinate with 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. @@@Nokia's top managers were too moody to hear anything unpleasant.

选项：

A. T

B. F

答案：

序号：29，题目类型：判断题

题目： 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 didn't 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 company's middle and top managers which led to company-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 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 company's top managers had a terrifying reputation. Some members of Nokia's 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 didn't 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. 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 coordinate with 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. @@@Middle managers in Nokia delivered results more than they promised earlier.

选项：

A. T

B. F

答案：

序号：30，题目类型：判断题

题目： 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 didn't 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 company's middle and top managers which led to company-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 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 company's top managers had a terrifying reputation. Some members of Nokia's 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 didn't 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. 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 coordinate with 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. @@@Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth.

选项：

A. T

B. F

答案：

序号：31，题目类型：写作（问答题）

题目： Write a composition of at least 100 words about an unforgettable traveling in your memory. Your writing should include the 5Ws and 1H elements. (5Ws and 1H elements: Who, What, When, Where, Why, and How)

选项：

答案：