管理英语4形考任务1答案-电大国家开放大学在线

管理英语4形考任务1答案-电大国家开放大学在线
如需代学，代做国开在线

试题 1
错误
得分 0.00/10.00 分
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试题正文
— I think things have been a bit difficult for us the last couple of months.

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

选择一项：

A.
You're right

B.
I'm afraid

C.
I don’t think so

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你的回答不正确

解析：本题考核“表达同意他人看法”的交际用语。常用的答语一般使用You're right/I agree with you/ Yes, I think so等句型表达。根据第一说话人传递的信息，所以答案是A。

试题 2
正确
得分 10.00/10.00 分
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— Could you give us a speech on management functions some day this week?
—________________.

选择一项：

A.
That'a good idea

B.
No, I already have plans

C.
I'd love to, but I'm busy this week

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你的回答正确

解析：本题考核“拒绝他人”的交际用语。拒绝他人的答语通常有“I'm afraid…/No, …/I'd love to, but…”，所以答案是C。

试题 3
正确
得分 10.00/10.00 分
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试题正文
AT&T found that employees with better planning and decision-making skills were __ to be promoted into management jobs.

选择一项：

A.
more likely

B.
more like

C.
more unlikely

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你的回答正确

译文： AT＆T发现，具有较好规划和决策能力的员工更有可能晋升到管理层中。
解析：be likely to do sth为固定搭配，likely为形容词，意为“很可能的，可能要发生的”，unlikely为likely的反义词，比较级more用于修饰形容词。根据语境，需选择“更有可能”的含义，所以答案是A。

试题 4
正确
得分 10.00/10.00 分
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试题正文
Even the best continually seek ways to __ their skills.

选择一项：

A.
sharp

B.
sharpener

C.
sharpen

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你的回答正确

译文：即便是佼佼者也不断寻求方法来提高他们的技能。
解析：三个选项中，sharp为形容词，意为“锋利的；尖的”；sharpener为名词，“磨具，削具”；sharpen为动词，“使变尖，使锋利；改善，提高”。从句子结构seek… to do something分析，需选择动词原形。所以答案是C。

试题 5
正确
得分 10.00/10.00 分
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试题正文
The Human Resource Managing Department at Honda is given specific instructions __ employ the best possible workers.

选择一项：

A.
how to

B.
on what to

C.
on how to

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你的回答正确

译文：本田公司的人力资源管理部门被给予如何聘用潜在的最好员工的具体指示。
解析：此句为instruction引导的结构，后接on how to do…，所以答案是C。

试题 6
正确
得分 50.00/50.00 分
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试题正文
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.回答
   F

1. Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them.回答
   F

1. Nokia's top managers were too moody to hear anything good but harsh.回答
   T

1. Middle managers in Nokia delivered results more than they promised earlier.回答
   F

1. Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth.回答
   T

反馈
答案：1. F 2. F 3. T 4. F 5. T

解析：

1.这是一道细节题。一般对于细节题，我们需要查找信息所对应的句子或者句群。此题信息对应文章第二段的第二句话，即“智能手机大战失败的原因是公司内部散发着的恐惧”，所以选F。

1. 这是一道细节题。此题信息对应文章第三段的最后一句话，即“frightened middle managers were scared of telling the truth”，所以选F。
2. 这是一道归纳总结题。此题对应文章第四、五、六段的内容，文章中提到“高层名声糟糕，大声吼叫下属；中层保持沉默或提供虚假信息”，所以选T。
3. 这是一道细节题。文章第七段已经告知读者“This led middle managers to over promise and under deliver.”，所以选F。
4. 这是一道细节题。文章最后一段的最后一句话已经告知读者高层应该建立良好的沟通方式，所以选T。