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最新国家开放大学电大《管理英语4》网络核心课形考网考作业及答案

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考试说明：2018年春期电大把《管理英语4》网络核心课纳入到“国开平台”进行考核，它共有八个单元自测。针对该门课程，给出了每个单元自测的二套标准题库，在考试中可多次抽取试题，直至与其中的一套答案相近即可。本文库还有其他网核及教学考一体化答案，敬请查看。

单元自测1

第一套

一、选择填空题(每题10分，共5题)

题目1

— This project is too big for me to finish on time.

选择一项：

C. I'll give you a hand

题目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.

选择一项：

A. You're right

题目3

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

题目4

The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.

选择一项：

C. on how to

题目5

The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process.

选择一项：

B. indicate

题目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, midd... 查看更多