标题: 新疆开放大学2025年春学期《管理英语4》单元自测【标准答案】 [打印本页] 作者: m98505612 时间: 5 小时前 标题: 新疆开放大学2025年春学期《管理英语4》单元自测【标准答案】 单元自测1（10分）
试卷总分:100 得分:100
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一、选择填空题（每题10分，共5题）
1.— We could let some of the staff work from home.________________?
— That's a good idea.
A.Do you have any good ideas
B.What do you think of it
C.Is there anything else
2.— 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.
3.Even the best continually seek ways to ______ their skills.
A.sharp
B.sharpener
C.sharpen
4.______ 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
5.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
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.—____________________identify the problems that have been occurring?
—Well, as you know, the problems we had with Gary caused a lot of friction among the team.
A.What would you
B.Will you
C.Are you able to
3.If demand is rising but the firm __________ from? communication failure, then stocks will fall and there will be understaffing.
A.has been suffering
B.is going to suffer
C.is suffering
4.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
5.I think the primary ______factor is there's been so much absence lately.?
A.contributing
B.causing
C.affecting
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 We Have Here: A Failure to Communicate
It is the? 1 ?thing. There are more ways than ever to communicate with people, yet it sometimes seems like it is more difficult to connect — and stay? 2 — with anyone.
Should you? 3 off an email? Tap out a text? Post a private message on Facebook? Write on their Facebook wall? Skype, poke, ping or conjure them up on a digital tin can phone?
And once you reach someone, you wonder: Is he paying attention? How do you know? Even with the techno-ease of? 4 communication devices, conversations can still be troublesome. Questions are asked and answered? 5 of order. Instructions and directions go half-read. Meetings are botched. Feelings are hurt.
(1).__1__
A.weirder
B.weirdest
C.weird
(2).__2__
A.connecting
B.connected
C.to connect
(3).__3__
A.shoot
B.mail
C.give
(4).__4__
A.uncountable
B.countable
C.countless
(5).__5__
A.out
B.away
C.within
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.— Will you help me arrange a meeting with Mr. Brown, please?
—_____________
A.No, no way.
B.No, I can't.
C.Sorry I can't. I have to finish my project right now.
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.If I take the time to talk with my manager at the beginning of a project, we ______ off to a great start on the same page.
A.can get
B.have got
C.get
4.?How do you get your members to ______ as a team?
A.pull apart
B.pull up
C.pull together
5.Team members are ______ as unique people with irreplaceable experiences, points of view, and knowledge to contribute.
A.treated
B.viewed
C.known
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