国家开放大学刷课代做代刷形考答案- 管理英语4student.ouchn.cn 软件脚本

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国家开放大学刷课代做代刷形考答案- 管理英语4student.ouchn.cn 软件脚本
一、选择填空题(每题10分,共5题)

题目1
正确
获得10.00分中的10.00分
未标记标记题目
题干
— We could let some of the staff work from home.________________?
— That's a good idea.

选择一项:
A. Do you have any good ideas
B. What do you think of it
C. Is there anything else
反馈
你的回答正确

解析:本题考核“表达意见建议”的交际用语。A是询问有什么好建议, B是询问对所提建议的看法, C是询问是否还有要说明、补充的。根据答语,确定这里是询问看法,所以答案是B。

题目2
不正确
获得10.00分中的0.00分
未标记标记题目
题干
— 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
反馈
你的回答不正确

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。

题目3
正确
获得10.00分中的10.00分
未标记标记题目
题干
The responsibilities in handbook __ that managers have to be concerned with efficiency and effectiveness in the work process.

选择一项:
A. imply
B. indicate
C. interrupt
反馈
你的回答正确

译文:手册中的职责表明,管理者必须关注工作过程的效率和效力。
解析:imply意为“暗指,暗示”;indicate“表明;标示”;interrupt“打断;短暂中止”。根据句意,应选择词义表达“说明;解释”的动词,所以答案是B。

题目4
正确
获得10.00分中的10.00分
未标记标记题目
题干
Supervisors should __ their employees in two-way communication so that understanding takes place.

选择一项:
A. enable
B. engage
C. encourage
反馈
你的回答正确

译文:管理者应该与员工进行双向沟通,以增进相互理解。
解析:短语engage somebody in conversation为固定搭配,意为“与某人攀谈”,所以答案是B。

题目5
正确
获得10.00分中的10.00分
未标记标记题目
题干
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
反馈
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。

题目6
未回答
满分50.00
未标记标记题目
题干
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
  2. Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them.回答
  3. Nokia's top managers were too moody to hear anything good but harsh.回答
  4. Middle managers in Nokia delivered results more than they promised earlier.回答
  5. Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth.回答

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。
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