单元自测1（10分）

试卷总分:100  得分:100

一、选择填空题（每题10分，共5题）

1.— Is it possible for you to work out the plan tonight?

—__________

A.I'll do that.

B.I think so.

C.I'd love to.

2.— I think things have been a bit difficult for us the last couple of months.

—__________. We've been working hard, but still getting behind.

A.You're right

B.I'm afraid

C.?I don’t think so

3.______ 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 only

B.Do not only

C.Not only do

4.The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant.

A.these

B.those

C.which

5.Even the best continually seek ways to ______ their skills.

A.sharp

B.sharpener

C.sharpen

6.二、阅读理解：根据文章内容，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 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.

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.   (1)    

2.  Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them.   (2)    

3.  Nokia's top managers were too moody to hear anything good but harsh.   (3)    

4.  Middle managers in Nokia delivered results more than they promised earlier.   (4)    

5.  Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth.   (5)

(1).cloze Subject

A.T

B.F

(2).cloze Subject

A.T

B.F

(3).cloze Subject

A.T

B.F

(4).cloze Subject

A.T

B.F

(5).cloze Subject

A.T

B.F

单元自测2（10分）

试卷总分:100  得分:100

一、选择填空题（每题10分，共5题）

1.—How did your meeting go yesterday?

— ____________________actually, it was really frustrating.

A.Not so good

B.Very good

C.Nothing special

2.—How can you explain the latest situation?

—____________________,I know it is all my fault.

A.Sorry

B.Excuse me

C.I'm afraid

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

A.was

B.had

C.have

4.What you need to do is to keep things short and sweet, just the ______.

A.questions

B.topics

C.highlights

5.In today's environment, __________ people are often burned out, it's important for employees to have a personal connection with you and the work you believe in.

A.where

B.when

C.while

6.二、阅读理解：根据文章内容，判断正误（共50分）。

Habits of Highly Effective Communicators

　　It's no secret that good leaders are also good communicators. Indeed, communication and leadership are inextricably tied. How can you galvanize, inspire or guide others if you don't 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 you say. If your actions don't 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 clarify 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 that's distinctly your own; let your values come through in your communication. Correct use of language and grammar are important, of course, but don't become overly fixated on eloquence for eloquence's 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 about. Don't 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 today's environment, where people are often burned out, it's important for employees to have a personal connection with you and the work you believe in. Show the people that 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 their ears. Because you are in a position of authority, others may be reluctant to express their real opinions to you directly. You won't 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 leadership don't always go hand in hand. 1  

2. The say-do gap happens when people misunderstand their leader's intention. 2  

3. Using technical jargon makes a leader convincing. 3  

4. Communicating sincerely is always the best. 4  

5. Observation is as important as communication when you want to know what people really think. 5

(1).cloze Subject

A.T

B.F

(2).cloze Subject

A.T

B.F

(3).cloze Subject

A.T

B.F

(4).cloze Subject

A.T

B.F

(5).cloze Subject

A.T

B.F

单元自测3（10分）

试卷总分:100  得分:100

一、选择填空题（每题10分，共5题）

1.—_____________ 

 — I'd like to have this film developed.

A.What's it

B.May I help you

C.What do you want

2.— Could I borrow your iPad for a few hours

—_____________

A.Yes, you can.

B.Sure, here you are. Enjoy your time.

C.It doesn't matter.

3.I have been very lucky to have had ______ managers during my career so far.

A.terrific

B.terrible

C.terrifying

4.In high school, I am equally comfortable______as a member of a team and independently.

A.to work

B.working

C.work

5.Regular and concrete feedback is important ______ who is not performing up to her potential.

A.when to deal with a worker

B.when dealing with a worker

C.when dealt with a worker

6.阅读理解：根据文章内容，判断正误（共50分）。

Tips for Team Building

　　When you think of team building, do you immediately picture your group off at a resort playing games or hanging from ropes Traditionally, many organizations approach team building in this way but, then, they wonder why that wonderful sense of teamwork that had been displayed at 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 activities — in fact I lead them — but they have to form part of a much larger teamwork effort. You will not build teamwork by “retreating” as a group for a couple of days each year, instead you need to think of team building as something you do every single day.

　　 Form teams to solve real work issues and to improve real work processes. Provide training in systematic methods so the team expends its energy on the project, not on trying to work out how to work together as a team to approach the problem.

　　 Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes. If there is friction between team members, examine the work processes they mutually own — the problem is not usually their personalities; instead, it is often 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 pot luck lunches, take the team to a sporting event, sponsor dinners at a local restaurant, go hiking or go to an amusement park. Hold a monthly company meeting, sponsor sports teams and encourage cheering team fans.

　　 Use ice breakers and teamwork exercises at meetings — these help team members get to know each other, share details about each others lives, and have a laugh together.

　　 Celebrate team successes publicly. There are many ways you could do this, for instance by buying everyone the same T-shirt or hat, putting team member names in a draw for company merchandise and gift certificates. The only thing limiting you is your imagination.

　　If you do the types of teamwork building listed above, you'll be amazed at the progress you will make in creating a teamwork culture, a culture that enables individuals to contribute more than they ever thought possible — together.

操作提示：正确选T，错误选F。

1.Team building event is traditionally related to playing games at resort. 1  

2. The author claims that playing games together is as important as form teams to solve real work issues and to improve real work processes for team building. 2  

3. “Retreat” in the first paragraph means withdrawal of troops after a defeat. 3  

4. Ice breaking motivates team members compete with each other. 4  

5. A good teamwork culture enables individuals make more efforts together. 5

(1).cloze Subject

A.T

B.F

(2).cloze Subject

A.T

B.F

(3).cloze Subject

A.T

B.F

(4).cloze Subject

A.T

B.F

(5).cloze Subject

A.T

B.F

单元自测4（10分）

试卷总分:100  得分:100

一、选择填空题（每题10分，共5题）

1.— You'd better not push yourself too hard. You can ask the team and listen.

— __________

A.You are right.

B.No, we can't do that.

C.I think it will kill our time.

2.— __________ 

 — You might as well write a thanks-note.

A.How do you like the rewards

B.What do you do with the rewards

C.Could you suggest some ways of the rewards

3.Fifty-five per cent of the respondents said that praise and attention from their supervisor would make them feel ______ the company cared about them and their well-being.

A.as if

B.even if

C.like

4.I think a big part of it is ______ we know how to have fun on the job.

A.that

B.which

C.why

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

A.rewards

B.rewarded

C.rewarded

6.二、阅读理解：根据文章内容，判断正误（共50分）。

 The Right Way to Motivate Employees

　　It's important for a CEO to be passionate and enthusiastic, but there's a line of professionalism that must always be maintained.

　　According to a report from the technology website Venture Beat, PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn't have the passion to use the products they work for.

　　According to the website, part of the leaked letter reads:

　　“It's been brought to my attention that when testing paying with mobile at Cafe 17 last week, some of you refused to install the PayPal app, and others didn't even remember their PayPal passwords. That's unacceptable to me, and the rest of my team, everyone at PayPal should use our products where available. That's the only way we can make them better, and better.”

　　“In closing, if you are one of the folks who refused to install the PayPal app or if you can't remember your PayPal password, do yourself a favor, go and find something that will connect with your heart and mind elsewhere.”

　　While not obvious at first, the letter reveals a problem of morale and culture at PayPal. As an executive, you certainly want your employees to use and promote your products. However, when faced with a situation where staff isn't embracing what they make, you need to investigate the root of the problem -- not threaten.

When faced with internal problems, good executives start by asking “why”. They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it. Sending out a one-sided note about the problem is not leading, it's retreating.

　　Leadership starts by listening. Good executives need to get out among the staff and ask questions and listen without judgment or reaction. The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection. At the end of 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 Marcus should have focused on three questions:

　　 Why are you not using the app

　　 What is it that we can do to ensure you use our app

　　 What do you need from me

操作提示：正确选T，错误选F。

 A CEO only needs to be passionate and enthusiastic.   1    

2. It is not professional that PayPal CEO blames his employees not to use PayPal or forget PayPal passwords.   2    

3. “A one-sided note” refers to the root of PayPal's problem.   3    

4. When faced with internal problems, good executives find the root of a problem in their executive team first.   4    

5. Good executives need to give feedback immediately when they are listening to the staff.   5

(1).__1__

A.T

B.F

(2).__2__

A.T

B.F

(3).__3__

A.T

B.F

(4).__4__

A.T

B.F

(5).__5__

A.T

B.F

单元自测5（10分）

试卷总分:100  得分:100

一、选择填空题（每题10分，共5题）

1.— Do you know where I can repair my motorcar?

 — ____________

A.It's cheap to repair a motorcar.

B.Around the street corner.

C.You drive too fast to damage it.

2.— Haven't seen you for ages. What are you busy doing now?

— ____________

A.Yes ,long time no see.

B.Yeah, thanks for coming.

C.I am working part time in a bookstore.

3.Wendy suggests that we ________ tomorrow.

A.shall go

B.should go

C.will go

4.Linda walked at the head, ________ by her colleagues.

A.followed

B.following

C.to follow

5.The workmen want to ________ the number of working hours and to increase pay.

A.delete

B.decrease

C.depress

6.二、阅读理解：根据文章内容，完成选择题（共50分）。

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 bed 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. 

操作提示：通过题目后的下拉选项框选择正确答案。

1. What should you do when you are given a bad performance review? 1  

  A. Argue with your boss.

  B. Make immediate remarks.

  C. Stay calm and listen carefully.

2. What should you do after you are given a bad performance review? 2  

  A. Quit your job immediately.

  B. Insist on making comments.

  C. Learn from the review.

3. What should you do if you do not agree with the bad performance review? 3  

  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.

4. How do you improve a bad performance review? 4  

  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.

5. Why should we understand the cause of a bad performance review? 5  

  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.

(1).cloze Subject

A.A

B.B

C.C

(2).cloze Subject

A.A

B.B

C.C

(3).cloze Subject

A.A

B.B

C.C

(4).cloze Subject

A.A

B.B

C.C

(5).cloze Subject

A.A

B.B

C.C

单元自测6（10分）

试卷总分:100  得分:100

一、选择填空题（每题10分，共5题）

1.— Can I have three days off next week, Mr. Smith

— _____. I can manage without you.

A.I'm afraid not

B.Of course

C.It depends

2.—I'm going to Beijing for a few days.

 — _______. I wish I could go with you.

A.It doesn't matter

B.Forget it

C.I really envy you

3.To build the reservoir（水库）， thousands of people have to be_______ .

A.relocated

B.repeated

C.reopened

4.On hearing the news of ______ the major exam again, the girl burst into tears.

A.her having failed

B.she failed

C.her being failed

5.Redundancy happens when employees need to _____ their workforce. And as a result, someone gets dismissed from work.

A.reform

B.reproduce

C.reduce

6.二、阅读理解：根据文章内容，判断正误（共50分）。

 Jack Welch Leading Organizational Change at GE

 　　When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he could look back at a very successful career. He became CEO in 1981 at the age of 45. At that time, GE had a very complex organizational structure with considerably bureaucratic rules.

 　　One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas. If this was not the 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 and eliminated thousands of salaried and hourly employee positions.

 　　The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers. One such program was the Work-Out（群策群力）.Groups of managers were assembled to share their views openly in three-day sessions. At the beginning of the meetings, the superior presented the challenges for his or her organizational unit. Then the superior had to leave, requesting the groups to find solutions to the problems. Facilitators (会议主持人) helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect 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 was to learn from other companies how they obtained customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This helped the GE people to focus 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 in Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company.

 操作提示：正确选T，错误选F。

  Jack Welch retired at the age of 65.   1    

 2.Jack Welch insisted that each of the businesses should be at least number 3 in their respective area.   2    

 3. If the business could not meet Welch's change requirements, its manager had 3choices.   3    

 4.The restructuring went before changing the organizational culture and the managerial styles of GE's managers.   4    

 5.The Work Out lasted a week.   5

(1).__1__

A.T

B.F

(2).__2__

A.T

B.F

(3).__3__

A.T

B.F

(4).__4__

A.T

B.F

(5).__5__

A.T

B.F

单元自测7（10分）

试卷总分:100  得分:100

一、选择填空题（每题10分，共5题）

1.— Terribly sorry to interrupt, but may I use your dictionary

— Yes,______________.

A.of course

B.it doesn’t matter

C.no hurry

2.— The Auto Show in the City Stadium has been canceled.

— Oh, no！_________

A.What a pity!

B.It doesn't matter!

C.It's not interesting at all!

3.The reason _____ he was absent from class yesterday was that he was ill and hospitalized.

A.for

B.why

C.that

4._____ there is smoke, there is fire.

A.If

B.When

C.Where

5.Their economy is export ______.

A.oriented

B.orientating

C.orientation

6.二、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 is museum A museum is a good place to keep old and beautiful things. A museum may be a place to learn about science. A museum can be a place   1    art of Indians or animals. What is inside a museum Some museums have old cars and airplanes. Many museums have pictures and statues （雕像）. Others have rocks and old bones. One museum even has   2    coal mine inside! Many cities have museums. Some very small   3    have museums, too. Indianapolis has a   4    museum. Children do not have to pay to get in. Children go to the museum often. They like to look at the dinosaur bones. They see a white bear ten feet tall. They go inside an old log cabin （小木屋）. On Saturday, Indianapolis children can   5    talks about animals and trees. They see movies.

(1).__1__

A.for

B.on

C.about

(2).__2__

A.the

B.a

C.an

(3).__3__

A.towns

B.homes

C.countries

(4).__4__

A.child's

B.child

C.children's

(5).__5__

A.listen

B.to hear

C.hear

单元自测8（10分）

试卷总分:100  得分:100

一、选择填空题（每题10分，共5题）

1.—It's about a successful businessman's management experience, isn't it

— ____________

A.My pleasure!

B.That's right!

C.It's up to you!

2.— You have to believe in yourself. No one else will, if you don't. 

— ____________________Confidence is really important.

A.It's not my cup of tea.

B.I don't think so.

C.I couldn't agree more.

3.This is the man ______ last night.

A.whom I saw him

B.whom I saw

C.what I saw

4.When people are surrounded by ______ communication and encouragement, they can find the courage to try, fail, redo, and try again.

A.complicated

B.constant

C.corporate

5.We ________ with achievement.

A.done 

B.are obsessed

C.catch up

6.二、阅读理解：根据文章内容，完成选择题（共50分）。

How Do You Create a Culture of Innovation

　　Have you noticed the courage buried in the word encourage To create a culture in which innovation flourishes takes courage. Determined innovators are always courageous enough to establish a culture in which innovation is greatly encouraged and rewarded. Here are three ways to do that.

　　Put innovation at the heart of strategy, and persist it in every message. Think of innovation strategy as a pyramid: big bets at the top, a few projects in development in the middle, and a broad base of continuous improvements, lasting contributions, and early-stage new ideas at the bottom. 

　　Define jobs around innovation. Make it a job prerequisite. Consider 3M’s move to become one of the first companies to tell professionals that they could spend 15 percent of their time on projects of their own choosing. Now many high-tech companies know that they can’t get the best talent without providing this kind of flexibility. And some of those self-selected, self-organized projects might even result in a blockbuster product or line of business. For 3M, it was the Post-it note.

　　Recognize innovation in every part of the company. To build a culture of creativity and innovation, Gillette developed an innovation fair in which every unit could show off its most promising new concepts. It shows that everyone has a role to play in a culture of innovation.

　　To go from idea to successful innovation requires a great deal of support and collaboration. When people are surrounded by constant communication and encouragement, they can find the courage to try, fail, redo, and try again.

操作提示：通过题目后的下拉选项框选择正确答案。

1. What is necessary in creating innovation culture 1  

  A.communication

  B.courage

  C.immitation

2. How does 3M create its innovation culture 2  

  A. Put innovation at the heart of strategy, and persist it in every message.

  B. define jobs around innovation.

  C. Recognize innovation in every part of the company.

3. The word prerequisite in “Make it a job prerequisite” means  3  .

  A. required as a prior condition

  B. going after

  C. prior to request

4. How does Gillette create its innovation culture 4  

  A. Put innovation at the heart of strategy, and persist it in every message.

  B. define jobs around innovation.

  C. Recognize innovation in every part of the company.

5. The formation from idea to innovation needs  5  .

  A. discussion and revise

  B. failure and courage

  C. support and cooperation

(1).cloze Subject

A.A

B.B

C.C

(2).cloze Subject

A.A

B.B

C.C

(3).cloze Subject

A.A

B.B

C.C

(4).cloze Subject

A.A

B.B

C.C

(5).cloze Subject

A.A

B.B

C.C