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国开电大《管理英语4》形成性考核1-8答案[复制链接]
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单元自测 1 试题及答案

题目顺序是随机的,使用查找功能(CtrlF进行搜索

[题目] Thisproject is too big for me to finish on time.________________.

[题目] AT&T foundthat employees with better planning and decision-making skills were ______to bepromoted into management jobs.

[题目]______ CEOs spendplanning, the more profitable their companies are.

[题目]______ his angerthe employees called him Mr. Thunder, but they loved him.

[题目]______ managersspend most of their time in face-to-face contact with others, but theyspendmuch of it obtaining and sharing information.

[题目— Could yougive us a speech on management functions some day this week?—________________.

[题目— I thinkthings have been a bit difficult for us the last couple of months.__________.We' ve been working hard, but still getting behind.

[题目— Is itpossible for you to work out the plan tonight?—__________

[题目— We couldlet some of the staff work from home. ________________?— That' s agood idea.

[题目]Even the bestcontinually seek ways to ______ their skills.

[题目]It is throughenthusiasm and quiet intensity ______ we transform creativity and visionintothe technologies.

[题目]Supervisors should______ their employees in two-way communication so that understandingtakesplace.

[题目]The demands andrequirements placed on the CEO of Sony are different from ______ on themanagerof your local Wendy' s restaurant.

[题目]The Human ResourceManaging Department at Honda is given specific instructions ______employ thebest possible workers.

[ ]Theresponsibilities in handbook ______ that managers have to be concerned withWorse,a culture of status inside Nokia made everyone want to hold onto vested powerfor fearof resources being allocated elsewhere if they delivered bad news orshowed that they werenot bold or ambitious enough to undertake challengingassignments.Beyond verbal pressure, top managers also applied pressure forfaster performance inpersonnel selection. This led middle managers to overpromise and under deliver. One middlemanager told us that you can get resourcesby promising something earlier, or promising a lot.It' s sales work.

While modest fear might be healthy formotivation, abusing it can be like overusing a drug,which risks generatingharmful side effects. To reduce this risk, leaders should coordinatewith thevaried emotions of the staff. Nokia' s top managers should have encouraged safedialogue,internal coordination and feedback to understand the true emotion inthe organization.操作提示:正确选 T错误选 F

1. Nokia lost the smartphone battle becauseits technology is not as good as that of Apple.

2. Nokia' s middle managers were frank totell the truth, but the top ones didn' t listen tothem.

3. Nokia' s top managers were too moody tohear anything good but harsh.

4. Middle managers in Nokia deliveredresults more than they promised earlier.

5. Nokia' s top managers should have hadbetter conversation techniques to encourage internalcoordination and truth.


操作提示:通过下拉选项框,选择答案。
[题目] 听力理解:听录音,选择最佳答案(共50分)。
1. What kind of role is Melinda taking onfor her job?
2. How long will Melinda be trained for hernew role?
3. How often should Melinda report to theboard on the progress of the project?
4. What kind of contract can Melinda signwith outside contractors?
5. Which one does NOT belong to Melinda'sresponsibilities?

单元自测 2 试题及答案

题目顺序是随机的,使用查找功能(CtrlF进行搜索

[题目— If you can't say what you' ve come to say at the meeting, what' s the point?—____________________,but I think you might need to change your approach somewhat.

[题目— Will you goon a picnic with us tomorrow?—____________________.

[题目—____________________identifythe problems that have been occurring?—Well, as you know,the problems we had with Gary caused a lot of friction among the team.

[题目—How can youexplain the latest situation?—____________________, I know it is all my fault.

[题目—How did yourmeeting go yesterday?— ____________________actually, it was really frustrating.

[题目]Effective leadersdistill complex thoughts and strategies into simple, memorable terms__________colleagues and customers can grasp and act upon.

[题目]Every time I triedto say something, he would ______ to something else.

[题目]He' s left now,but productivity hasn' t ______that much.

[题目]I think theprimary ______factor is there' s been so much absence lately.

[题目]If demand isrising but the firm __________ from communication failure, then stockswill falland there will be understaffing.

[题目 ]In today' senvironment, __________ people are often burned out, it' s important foremployeesto have a personal connection with you and the work you believe in.

[题目]What you need todo is to keep things short and sweet, just the ______.

[题目]When the messagefinally reached the Command Center, it __________ mutated to becomeSend threeand four-pence, we' re going to a dance.

[题目]Who was ______ themeeting

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 FAILURETO COMMUNICATEIt is the

thing. There are more ways than ever to communicatewith people,yet it sometimes seems like it is more difficult to connect and stay

with anyone.Should you

off an email Tap out a text Post aprivate message onFacebook Write on their Facebook wall Skype, poke, ping orconjure them up on a digitaltin can phoneAnd once you reachsomeone, you wonder Is he paying attention How do you know Evenwiththe techno-ease of

communication devices, conversations canstill betroublesome. Questions are asked and answered

of order. Instructions and directionsgohalf-read. Meetings are botched. Feelings are hurt.

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 alsogood communicators. Indeed, communication andleadership are inextricably tied.How can you galvanize, inspire or guide others if you don' tcommunicate in aclear, credible and authentic way Here are 5 essential communicationpractices of effective leaders1. Mind thesay-do gap. Trust is the bedrock of effective leadership – your behavior isyoursingle greatest mode of communication, and it must be congruent with what yousay. Ifyour actions don' t align with your words, you are storing up troublefor the future.2. Make the complex simple. Effective leaders distill complexthoughts and strategies intosimple, memorable terms that colleagues andcustomers can grasp and act upon. The most importantthing is to clarify whatyou want to say, look out for technical jargon and avoid businessspeak, whichadd complexity. Say what you mean in as few words as possible.3. Find your ownvoice. Use language that' s distinctly your own let your valuescome throughin your communication. Correct use of language and grammar are important,of course, but don' tbecome overly fixated on eloquence for eloquence' s sake concentrateon being distinct andreal. People want real, people respect real, people followreal.4. Be visible Visibility is about letting your key stakeholders get a feelfor who youare and what you care about. Don' t hide behind a computer and onlyinteract with peopleelectronically – see them face to face and voice to voice,and interact with them in a real,substantial way. In today' s environment, wherepeople are often burned out, it' s importantfor employees to have a personalconnection with you and the work you believe in. Show thepeople that work foryou that you' re engaged and that you care about them and their work.5. Listenwith your eyes as well as your ears. Effective communication is a two-wayprocess,and good leaders know how to ask good questions, and then listen withboth their eyes and theirears. Because you are in a position of authority,others may be reluctant to express theirreal opinions to you directly. You won't always get direct feedback, so you need to also beable to read between thelines and look for the non-verbal cues.

操作提示:正确选 T错误选 F

1. Communication and leadership don' talways go hand in hand.

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

3. Using technical jargon makes a leaderconvincing.

4. Communicating sincerely is always thebest.

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

二、阅读理解: 根据文章内容, 完成选择题 (共 50 分)。

COMMUNICATION FAILURE

The meaning of communication goes a lotdeeper than people often think. Communication isabout conceiving, sending,receiving, and interpreting messages as well as confirming receptionof thesemessages. A failure at any point in this chain can result in ineffectivecommunication.Ineffective communication can be disastrous. There is a famousstory of a British Army Commanderwho sent the message Send reinforcements, we're going to advance. back to his Command Center,

through a long chain of subordinates. Whenthe message finally reached the Command Center,it had mutated to become -- Sendthree and four-pence, we' re going to a dance. The reinforcementsnever arrived.Youcan demonstrate this same principle, albeit on a less dramatic scale, by tryingtoplay Chinese Whispers with more than 20 people. It is highly unlikely thesame message youstarted with will be the one you end with.In a business, thereare three main types of communication failure. Each has its own indicativesigns. The firsttype is known as allocative failure. This occurs when a firm is not gatheringenoughintelligence about its market or (most often) , the information is not reachingthe rightpoints. The firm will not be allocating resources in step with theshifts in demand. If demandis rising but the firm is suffering from allocativecommunication failure, then stocks willfall and there will be understaffing. Ifthe inverse happens, there will be a surplus of stocksand overstaffing. The secondtype is executive failure, where communication to trigger specificevents/actionsis either late, lacking or in error. The symptoms of this are a general lossofdirection in the company or departments, a loss of co-ordination and anincrease in complaintsfrom customers as things happen late or not at all. The finaltype is human failure. This occurs when the general culture of a business ortherelationships between particular individuals or departments do not fostereffectivecommunication. This leads to alienated staff, an increase in staffturnover, an increase inabsenteeism and general frustration among staff.Creativity, especially that which takes placeacross departmental boundaries, islikely to suffer hugely as team synergy slips.

操作提示:通过题目后的下拉选项框选择正确

1. Confirming reception of the sentmessages means.

2. In the famous British Army Commanderstory, which step probably did NOT go wrong in thecommunication chain

3. What is Chinese whispers

4. Allocative failure does NOT happen when.

5. According to the passage, which of thefollowing cases does NOT belong to human failure


单元自测 3 试题及答案

题目顺序是随机的,使用查找功能(CtrlF进行搜索

[题目] How do you getyour members to ______ as a team

[题目] I like to think______. I am always the one finding new ways to a situation or challenge.

[题目] In high school, Iam equally comfortable______as a member of a team and independently.

[ 题目 ] The team createsan environment ______ people are comfortable in communicating,advocatingpositions, and taking action.

[题目— Could Iborrow your iPad for a few hours?—_____________

[题目— I am sorryfor what I have said to you._____________

[题目— What areyour teammates like?—_____________

[题目— Will youhelp me arrange a meeting with Mr. Brown, please?—_____________

[题目—_____________ I' d liketo have this film developed.

[题目]I believe that Ihave a lot to contribute ______ a team environment, and am comfortablein bothleadership and player roles.

[题目]I have been verylucky to have had ______ managers during my career so far.

[题目]If I take the timeto talk with my manager at the beginning of a project, we ______ offto a greatstart on the same page.

[题目 ]Regular andconcrete feedback is important ______ who is not performing up to herpotential.

[题目]Team members are______ as unique people with irreplaceable experiences, points of view,andknowledge to contribute.

[题目]The majority ofthese team challenges ______ anywhere.

二、阅读理解: 根据文章内容, 完成选择题 (共 50 分)。

A TEAMWORK GAME

A team of about 35 employees had cometogether for a team building event. They were a young,bright and enthusiasticteam. However, one of their chief problems was the fact that theywouldn' tshare information or solutions with each other, and the team leader thoughtthey weretoo focused on themselves and not on the team. As a result, shebrought them all into thecafeteria. All of the tables and chairs had beenstored away, and fun decorations and hundredsof different colored balloons hadbeen placed around the room.In the center of the room was a big box of balloonsthat hadn' t been blown up yet. Theteam leader instructed everybody to pick aballoon, blow it up, and write their name on it,but they had to be careful notto burst the balloon.Although they were given a second chance if their first balloonpopped, they were out ofthe game the second time round. In the end, about 30team members wrote their names withouttheir balloons popping. They were thenasked to leave the room and, after five minutes, theteam leader brought themback in and asked them to find the balloon with their name on it amongstthehundreds of other balloons in the room. After 15 minutes of searching, no onehad foundtheir balloon, and the team were told that they were then going tomove on to the third roundof the activity.In this round, each team member wasinstructed to find any balloon with a name on it andthen give that balloon tothe person whose name was on it. Within two minutes, everybody hadtheir ownballoon. The team leader summarized the activity thus We are muchmore efficientwhen we are willing to share with each other and much better at problemsolving when we areworking together, not individually.Sometimes, members ofteams create obstacles by focusing solely on their own pursuits andgoals. Everymember of the team should ask themselves on a regular basis what they are doingandwhat they can do for the team.

操作提示:通过题目后的下拉选项框选择正确

1. This team building event was aimed at .

2. This event was held in .

3. About how many team members were out ofthe second round of the activity

4. Which statement below is correct

5. What was the event going to teach theseemployees

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 youimmediately picture your group off at a resortplaying games or hanging fromropes Traditionally, many organizations approach team buildingin this waybut, then, they wonder why that wonderful sense of teamwork that had beendisplayedat the retreat or the seminar fails to impact long term beliefs andactions back at work.I' m not averse to retreats, planning sessions, seminarsand team building activities — infact I lead them — but they have to form partof a much larger teamwork effort. You will notbuild teamwork by retreating as agroup for a couple of days each year, instead you need tothink of team buildingas something you do every single day. Form teams to solvereal work issues and to improve real work processes. Provide traininginsystematic methods so the team expends its energy on the project, not on tryingto workout how to work together as a team to approach the problem. Holddepartment meetings to review projects and progress, to obtain broad input, andtocoordinate shared work processes. If there is friction between team members,examine thework processes they mutually own the problem is notusually their personalities instead,it is often the fact that the team members haven' t agreedon how they will deliver a productor service, or the steps required to getsomething done. Build fun and shared occasions into the organization' s agenda hold potluck lunches,take the team to a sporting event, sponsor dinners at a localrestaurant, go hiking or go toan amusement park. Hold a monthly companymeeting, sponsor sports teams and encourage cheeringteam fans. Use icebreakers and teamwork exercises at meetings these help teammembers get toknow each other, share details about each others lives, and havea laugh together. Celebrate team successes publicly. There are many ways you could dothis, for instanceby buying everyone the same T-shirt or hat, putting team membernames in a draw for companymerchandise and gift certificates. The only thinglimiting you is your imagination.If you do the types of teamwork buildinglisted above, you' ll be amazed at the progressyou will make in creating ateamwork culture, a culture that enables individuals to contributemore thanthey ever thought possible — together.

操作提示:正确选 T错误选 F

1.      Team building event istraditionally related to playing games at resort.

2. The author claims that playing gamestogether is as important as form teams to solve realwork issues and to improvereal work processes for team building.

3. Retreat in the first paragraph meanswithdrawal of troops after a defeat.

4. Ice breaking motivates team memberscompete with each other.

5. A good teamwork culture enablesindividuals make more efforts together.


单元自测 4 试题及答案

题目顺序是随机的,使用查找功能(CtrlF进行搜索

[题目] Self-esteem needsmight include the ______ from a workplace.

[题目]______ clearlycommunicate with and actively listen to employees is essential to improvetheirperformance.

[题目]______ the job,employers don' t want to hire people who are difficult to get along with.

[题目— __________ You mightas well write a thanks-note.

[题目— Do you mindif I use vouchers to spend in a restaurant?— __________

[题目— Wow! Thisis a fantastic project! I' ve never known you' re so creative. __________

[题目— You' dbetter not push yourself too hard. You can ask the team and listen. __________

[题目—Can I getyou a couple of tea?—_________________________.

[题目]All the teammembers tried their best. We lost the game, _________.

[题目]An appreciatedgift and the gesture of providing it will ______ your coworker' s day.

[题目]Companies are______ interested in your soft skills ______ they are in your hard skills.

[题目 ]Fifty-five percent of the respondents said that praise and attention from theirsupervisorwould make them feel ______ the company cared about them and their well-being.

[题目]I think a big partof it is ______ we know how to have fun on the job.

[题目]Learning newthings has always been a great ______ for me.

[题目]The leader ______at creating opportunities to provide rewards, recognition and thanks

to his or her staff.

二、听力理解: 听录音, 判断正误 (共 50 分)。

请听录音: UNIT4TL. MP3

操作提示:正确选 T错误选 F

1. Human resources supported the proposalof giving the business intelligence a pay incentiveevery three months at thebeginning.

2,Brad from human resources supports Scott's idea.

3,Carlotta is the manager of HRD.

4. Men and women in the businessintelligence team who have been selected to get the prizewill receive the samerewarding things.

5. The prize-winner cannot choose the prizethat costs more than $500. 7. The prize-winnercan only have material awards andno day off.

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 passionateand enthusiastic, but there' s a line ofprofessionalism that must always bemaintained.According to a report from the technology website Venture Beat,PayPal CEO David Marcuswrote a critical letter to his employees blaming them fornot using PayPal products andencouraging them to leave if they didn' t have thepassion to use the products they work for.According to the website, part of theleaked letter readsIt' s been brought to my attention that when testing paying withmobile at Cafe 17 lastweek, some of you refused to install the PayPal app, andothers didn' t even remember theirPayPal passwords. That' s unacceptable to me,and the rest of my team, everyone at PayPal shoulduse our products whereavailable. 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 youcan' tremember your PayPal password, do yourself a favor, go and find somethingthat will connectwith 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,whenfaced with a situation where staff isn' t embracing what they make, you need toinvestigatethe root of the problem -- not threaten.When faced with internalproblems, good executives start by asking why. They reach outto their executiveteam first and then to the entire staff to find the root of a problem andhow tofix it. Sending out a one-sided note about the problem is not leading, it' sretreating.Leadership starts by listening. Good executives need to get out amongthe staff and ask questionsand listen without judgment or reaction. The factthat company employees are not embracingand using its products is a failure ofleadership that Marcus needs to address by self-reflection.At the end of theday, if his employees have to be forced to use the app, how can he expectconsumersto want to willingly pay to use it Marcus should have focusedon three questions:? Why are you not using the app?? What is it that wecan 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

1. A CEO only needs to be passionate andenthusiastic.

2. It is not professional that PayPal CEOblames his employees not to use PayPal or forgetPayPal passwords.

3A one-sided note refers to the root ofPayPal' s problem.

4. When faced with internal problems, goodexecutives find the root of a problem in theirexecutive team first. [5. Goodexecutives need to give feedback immediately when they are listening to thestaff.

二、阅读理解: 根据文章内容, 完成选择题 (共 50 分)。

HOW GOOGLE CONTINUES TO KEEP EMPLOYEESHAPPY

Working for Google is a dream of many, notjust because of what this company has achievedin the last 15 years, but becauseof its enviable work culture. With about 37, 000 employeesin 40 countries, youmight wonder how Google maintains a motivating work experience throughoutitsentire company.Working for Google comes with perks that most other organizationscan' t provide -- bowlingalleys, free haircuts, gym memberships, and shuttlesto and from work. The company' s secretto success is putting the same amount oftime and effort into keeping employees happy as itdoes into innovatingproducts.Back when the company was just a start-up, co-founders Larry Page andSergey Brin had thegoal of making Google a place the most talented peoplewanted to work at. Their idea was simplecreating a workculture that keeps employees happy will motivate them to do their best andwill keepthem loyal to the company.It' s less about the aspiration to be No. 1 in theworld, and more that we want our employeesand future ones to love it here,because that' s what' s going to make us successful, said KarenMay, the VicePresident of people development at Google.Google also makes its employees wantto work because managers provide tasks that areinspiring and challenging. Everyemployee at Google has the opportunity to spend 20% of hisor her working timeon a project they choose. This freedom takes employees out of their routineandaway from the mundane tasks that often make workers feel uninspired about theirjobs.Lastly, Google shows each employee just how important he or she is to thecompany. Each employee,regardless of her spot on the totem pole, has an influenceon how Google performs.If you value people, and care about them as wholepeople, one thing you do is giving thema voice, and you really listen, Maysaid.Google does just that by hosting employee forums every Friday, where theydiscuss the 20most-asked questions. Employees have access to all company information,adding a sense of trust,and employees and leaders work together to solveproblems.

操作提示:通过题目后的下拉选项框选择正确

1. How would you describe Google

2. Which one does NOT belong to the methodsthat Google motivate its employees

3. Who founded Google

4. If you are a normal employee of Google,what could you do EXCEPT

5. What is Google' s secret to success


单元自测 5 试题及答案

题目顺序是随机的,使用查找功能(CtrlF进行搜索

[题目— Do you knowwhere I can repair my motorcar?— ____________

[题目— Haven' tseen you for ages. What are you busy doing now?— ____________

[题目— I think Ihave made a great mistake. ____________

[题目—Over-the-top You mean…— ____________

[题目— Why didn' tyou come to my birthday party yesterday?— ____________

[题目]A child' scharacter is greatly influenced by his home ________.

[题目]At a rough________, we will take another four weeks to finish this plan.

[题目]Good work ________good pay.

[题目]Linda walked atthe head, ________ by her colleagues.

[题目]My leather shoescost me ________ the last pairs I bought.

[题目]Please ask thesolicitor what his ________ would be to take the case to court.

[题目]The workmen wantto ________ the number of working hours and to increase pay.

[题目]They have come tothe conclusion ________ this winter will be even colder than before.

[题目]Wendy suggeststhat we ________ tomorrow.

[题目]Without hisassistance, I ________ the research last month.

[二、 阅读理解: 根据文章内容, 判断正误 (共 50 分)。

PERFORMANCE MANAGEMENT AND PERFORMANCEAPPRAISAL

Performance management aims to acknowledgeemployee achievements, support their personaland professional development, andmotivate and empower them to perform their work effectively.Performancemanagement helps employees to develop their understanding, knowledge and skillssothat they can contribute to the achievement of the enterprise' s goals and gainpersonaland job satisfaction. It is a vital part of any quality human resourcesystem.Every enterprise wants and should expect high performance from eachemployee. The elements ofa competency-based performance management system will,if implemented well, enable highperformance which will define enterprise andpersonal success. Using performance managementprocesses, an enterprise can bebetter placed to meet competitive challenges. This is doneby:●identifyingthe critical positionsdetermining the most important competencies for those positionsprovidingthe education, training and feedback required by employeesholding eachperson accountable for their resultsThe key to the performance managementprocess is ‘performance appraisal' . Performanceappraisal is simply anevaluation of how well an employee performs his or her job comparedto a set ofpredetermined standards. It is a systematic process of feedback on an employee'swork performance, and agreement to future training plans, job goals and jobaspirations.To be effective, a performance appraisal needs to have a set ofagreed criteria that will bethe basis of feedback as well as of setting futuregoals. Units of competency provide a veryeffective tool for setting benchmarksor criteria for work performance. The performancecriteria within units ofcompetency can be used as measures to assess against in a performanceappraisalor review.

操作提示:正确选 T错误选 F

1.      Performance management is avery important part of any quality human resource system.

2.      [The aim of performance managementis to punish the unqualified employees.

3. An enterprise can be better placed tomeet competitive challenges by providing the education,training and feedbackrequired by employees, for example.

4[Every enterprise can expect high performancefrom each employee.

5. Performance management is also calledperformance appraisal.

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 makeyou feel angry, unappreciated, defeated, andhopeless. But it' s not the end ofthe world. Remember that the way you respond to this appraisalcan make all thedifference in the next one. Even if you believe that the review is inaccurateandthat your boss is completely wrong, you will benefit by reacting in a mature,adult manner.Here are some suggestionsStay calm. Relax.Breathe. Do not overreact and be objective. Especially, do not say thingsthatwill likely be regretted later. Besides, the person giving the performancereview mayor may not be the one who has written the bad review.WHAT TO DO WHENRECEIVING A BAD PERFORMANCE REVIEWIt' s best to listen attentively. And makecomments or remarks only when asked for them.Besides, during the performancereview, you will be given the chance to respond and may disagree.WHAT TO DOAFTER RECEIVING A BAD PERFORMANCE REVIEWDon' t be intimidated by the badperformance review and want to quit the job instead, learnfromit. Also, if the organization allows their employees to make a writtenstatement on theirown behalf, do make one. It is important for the worker to showwhy she does not agree withthe bed performance review forinstance, an employee may express their different understandingand, at the sametime, a willingness to comply with any constructive suggestions.WAYS TO IMPROVEA BAD PERFORMANCE REVIEWA way to improve a bad performance review is to set self-reviews,that is, establishperformance standards. Another way to improve a bad review isto learn more about what themanager, supervisor, or boss wants or expects fromhis/her employees. Learning what it wasthat caused a bad performance reviewhelps to improve professional growth and encourages aswell as motivates theworker 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

1. What should you do when you are given abad performance review

2. What should you do after you are given abad performance review

3. What should you do if you do not agreewith the bad performance review

4. How do you improve a bad performancereview

5. Why should we understand the cause of abad performance review


单元自测 6 试题及答案

题目顺序是随机的,使用查找功能(CtrlF进行搜索

[题目]_____the deepeningof China' s economic reforms, there is greater cooperation

[题目— Can I havethree days off next week, Mr. Smith _____. I can managewithout you.

[题目— Don' tworry, Mum. The doctor said it was only a common cold.

[题目— If you don't believe in yourself, no one else will. ___. Confidence isreallyimportant.

[题目— Which ofthese hats do you want _______ . Either will do.

[题目—I' m goingto Beijing for a few days. _______. I wish I could go with you.

[题目]All _____ glitters(闪闪发光) is not gold.

[题目]By the end of theyear, the sales plan for the next year______.

[题目]He ordered thatnothing ________ until the police arrived.

[题目]On hearing thenews of ______ the major exam again, the girl burst into tears.

[题目]Redundancy happenswhen employees need to _____ their workforce. And as a result,

[题目]She is veryadaptive and soon adapted ______ to the campus life.

[题目]There is no _____the fact that he is the best student in the class.

[题目]They depend oneach other to survive. In other words, they are ______ for survival.

[题目]To build thereservoir(水库), thousands of people have to be_______ .

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。

On May 27, 1995, our life was suddenlychanged. It happened a few minutes past three, whenmy husband, Chris, fell fromhis horse as it jumped over a fence. Chris was paralyzed (瘫痪) from thechest down,

[to breathe normally. As he was thrown fromhis horse,we entered into a life of disability with lots of unexpected challenges.We went from the havesto the have-nots. Or so we thought.Yet what we discoveredlater were all the gifts that came out of sharing difficulties.We came to learnthat something

[could happen in a disaster. All over the

world people cared for Chris so much thatletters and postcards poured in every day. By theend of the third week in amedical center in Virginia, about 35, 000 pieces of

[had been received and sorted. As

[we opened letter after letter. They gaveuscomfort and became a source of strength for us. We use them to encourageourselves. I wouldgo to the pile of letters marked with funny if we need alaugh, or to the disabled box to findadvice from people in wheelchairs or evenin bed living happily and

[Theseletters, we realized, had to beshared. And so here we offer one of them to you.

二、阅读理解: 根据文章内容, 判断正误 (共 50 分)。

JACK WELCH LEADING ORGANIZATIONAL CHANGE ATGE

When Jack Welch, the Chairman and CEO atGeneral Electric (GE) retired in 2001, he couldlook back at a very successfulcareer. He became CEO in 1981 at the age of 45. At that time,GE had a verycomplex organizational structure withconsiderably bureaucratic rules.One of hisfirst changes was to initiate a strategy formulation process with the guidelinethateach of the businesses should be number 1 or 2 in their respective areas. Ifthis wasnot the case, managers had the options of fixing the problem, sellingtheir particular business,or closing it. In an effort to streamline theorganization, Welch removed the sector leveland eliminated thousands ofsalaried and hourly employee positions.The restructuring was followed bychanging the organizational culture and the managerialstyles of GE' s managers.One such program was the Work-Out(群策群力) . Groups of managers wereassembled to share their views openly inthree-day sessions. At the beginning of the meetings,the superior presented thechallenges for his or her organizational unit. Then the superiorhad to leave,requesting the groups to find solutions to the problems. Facilitators (会议主持人) helpedthese discussions. On the last day, the superior was presented with proposedsolutions.He or she then had three choices to accept the proposal, not to accept it, orto collect moreinformation. This process put great pressure on the superior to make decisions.Anotherprogram to improve effectiveness and efficiency was Best Practices. The aim wastolearn from other companies how they obtained customer satisfaction, how theyrelated to theirsuppliers, and in what ways they developed new products. Thishelped the GE people to focuson the processes in their operations that wouldimprove the company' s performance.Jack Welch was personally involved indeveloping managers at GE' s training center inCrotonville. Leaders, Welchsuggested, are not only those who achieve results but also thosewho share thevalues of the company.

操作提示:正确选 T错误选 F

1.      Jack Welch retired at the ageof 65.

2. Jack Welch insisted that each of thebusinesses should be at least number 3 in their respectivearea.

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

4. The restructuring went before changingthe organizational culture and the managerial stylesof GE' s managers.

5[The Work Out lasted a week.

二、阅读理解: 根据文章内容, 完成选择题( 50 分)。

HOW TO ADAPT TO CHANGE IN THE WORKPLACE

If there' s one word that captures theessence of what is occurring in the world today,it' s change. Downsizing, reorganizing,and cutting costs, are now the norm for survival. Noindustry is exempt. Eventhe most conservative institutions are undergoing significant changejust tosurvive.Change management has always been an issue of debate amongst scholars how can employerscreatesuitable conditions for a successful change process And whatcan employees do to getthrough itTips for dealing with change in the workplace.Makeyourself aware that change happens it happens in personallife, it happens in yourprofessional life. You cannot live in the past, sodenying that change could occur only makesthings more complicated for you.Stay alertin the workplace know what is happening around you. When you come across cluesthathint change is on the way, acknowledge them!Maintain opencommunication channels Don' t lay back and expect things to pass you by smoothly.You needto get acquainted with the occurring changes. Seek more details from yourmanagementand peers to form an accurate understanding of the matter. Betransparent and honest aboutyour fears dealing with theunknown is often resented and daunting. Make the picture as clearas you can.Assessyourself Change is a time when one' s confidence about one' s skills andcapabilitiesgets shaky. Recognize your strengths and where you could bring theminto play. At the sametime, stay aware of your developmental areas and work onimproving those.Don' t be stiff It will make the change process much harder if you are rigid. Beflexibleenough to look at the different angles of the change and see where youcould apply your existingskills and knowledge, and what news skills you need toacquire.Stay optimistic Keep a positive attitude and don' t let yourself drown inuncertainty.Involve yourself in the new process; locate yourself properly inthe new scenario. Adjust!You can' t get to the top of Everest by jumping up themountain. You get to the mountaintopby taking incremental steps. Step by step,you get to the goal, says Robin Sharma, one of theworld' s most-sought-afterleadership and personal success experts.操作提示: 通过题目后的下拉选项框选择正确

1. Enterprises carry out downsizing,reorganizing and cutting costs in order to  .

2. No industry is exempt means  .

3. The following questions are oftendiscussed among scholars EXCEPT  .

4. How many suggestions does the author putforward

5. From the passage, we know that RobinSharma is  .


单元自测 7 试题及答案

题目顺序是随机的,使用查找功能(CtrlF进行搜索

[题目] ______ on thehilltop, you could enjoy the scenery of the city bathed in the sun.

[题目] ______ theimportance of English, we should put more effort into it and try to learnitwell.

[题目] After days ofinvestigation, the police were ____ reality.

[题目]_____ there issmoke, there is fire.

[题目— Have youalready paid What' s my share of the bill?— _________. Itwasn' t very much.

[题目— Sorry forbeing late. I should have called you earlier.__________. I' vejust arrived

[题目— Terriblysorry to interrupt, but may I use your dictionary?— Yes,______________.

[题目— The AutoShow in the City Stadium has been canceled. Oh, no _________

[题目— The tripought not to take more than an hour. ____________ . Itis at least two hours.

[题目]All the _____guests are seated in the front row.

[题目]An agreement wasreached on the _____ of mutual respect and mutual interest.

[题目]Compared ______English, Chinese is generally believed to be more difficult to learn.

[题目]The reason _____he was absent from class yesterday was that he was ill and hospitalized.

[题目]Their economy isexport ______.

[题目]What can we expect____him

[二、 听力理解: 听录音, 判断正误 (共 50 分)。

请听录音: UNIT7TL. MP3

操作提示:正确选 T错误选 F

1.      Two different corporatecultures are discussed in the dialog.

2.      [Melinda' s company also has acreative culture.

3. According to Jack, the important thingis to hire the right employees in the first place.

3.      [In a creative culture teamworkis not encouraged.

4.      [A creative culture is betterthan a collaborative culture.

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 isa good place to keep old and beautiful things. A museum may bea place to learnabout science. A museum can be a place

[art of Indians or animals.What is inside amuseum Some museums have old cars and airplanes. Many museums havepicturesand statues (雕像) . Others have rocks and old bones. One museum even has

[coal mineinside! Many cities have museums.Some very small

[have museums, too. Indianapolishas a

[museum. Children do not have to pay to getin. Children go to themuseum 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) . OnSaturday, Indianapolis children can

[talks about animals and trees. They seemovies.

二、阅读理解: 根据文章内容, 判断正误 (共 50 分)。

CREATE A POSITIVE WORKPLACE CULTURE

In competitive markets, leaders are underincreased pressure to maintain a positive workculture. A positive work culturecultivates greater employee satisfaction greater employeesatisfactioncontributes to higher performance higher performance impacts improved clientoutcomes improvedclient outcomes contribute to service excellence.Positive work cultures arebuilt over time and need constant attention. Such cultures aredependent onleadership vision and values.An effective leader sets the tone for the team,encourages a positive workplace cultureand is able to bring about culturalchange.Workplace culture is made up of the shared attitudes, beliefs,behaviors, values andexpectations that influence the way people work in theworkplace. It is the way we do thingsaround here.Some cultural aspects areunderstood by all and are obvious such as turning up for wokon time, whileothers may be unwritten rules that are not so obvious for example how personalissuesare resolved with work colleagues.Many factors that influence whether aworkplace has a positive outlook are within thecontrol of people who work in aworkplace. There are also factors out of their control, suchas slumps in globalprices or a change in demand and supply. The company can, however, controlhowthey respond to these factors.Those companies that do create positive workplaceenvironments develop a reputation intheir community as being ‘good to work for'and have a competitive edge. Not only are thesecompanies more able to attractand retain people, they tend to be more stable as they proactivelydeal withissues and adapt to change.Teams work best when they are clear about what isexpected of them. They are more ableto deal with difficult issues if they feelthe values of the organization are supportive ofthem.For a workplace culture tobe positive, the direction and actions of the business must beconsistent withthe core values of the people in the workplace. The people must trust eachotherand be able to openly express and exchange ideas.Working through these stepswill help with developing a positive business culture.

操作提示:正确选 T错误选 F

1.      A positive work culture willgive workers more satisfaction.

2.      [Positive cultures have a lotto do with leadership vision and values.

3. The direction and actions for thebusiness must differ from the core values of the employeesin order for aworkplace culture to be positive.

5.      [In competitive markets,leaders are under more and more pressure to keep a positive workculture.

6.      [Positive work culture can bebuilt in a short period of time.


单元自测 8 试题及答案

题目顺序是随机的,使用查找功能(CtrlF进行搜索

[题目] ______ we can' tcompete in terms of size I do believe we hold an advantage in termsofdedication to customer service.

[题目] This is the man______ last night.

[题目—____________________________Actually I prefer working on my own.

[题目— I' d like awake-up call at 7 00 a. m. , please! OK, ________________ .

[题目— Who shouldbe responsible for the accident?— The boss, not the workers. They just carried out the order

[题目— You have tobelieve in yourself. No one else will, if you don' t.____________________Confidence is really important.

[题目—It' s abouta successful businessman' s management experience, isn' t it?—____________

[题目—Scott I' d liketo have your opinions about my written report.________________ ButI have one suggestion.

[题目]He will write tome as soon as he ______ home.

[题目]How do we expectto compete with a company that has such a huge ______ and huge resources

[题目]please ______ yourhand if you have any question at all.

[题目]The key ______successful implementation is clearly communicating the strategy to thewholecompany.

[题目]We ________ withachievement.

[题目]We need ________communication skills listen carefully, think before you speak andmanage conflictsdiplomatically.

[题目]When people aresurrounded by ______ communication and encouragement, they can find thecourageto try, fail, redo, and try again.

[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。

This evening I met a friend at a local bar.She brought her laptop [Every difficult moment in our lives is accompanied byan opportunity for personal growthand [二、 阅读理解: 根据文章内容, 判断正误 (共 50 分)。

VISION AND EXECUTION TWO SIDESOF A SUCCESSFUL STRATEGY

A strategic plan is not the end goal of thestrategic planning process – it is the frameworkfor successfully implementing astrategy. Until a strategic plan is put into effect, it hasno real value.Thereare several keys to successful implementation. First, people directly involvedinexecuting the strategy must be included in the planning process. Strategicplanning is no longera top-down directive. Without the input and feedback ofthe people responsible for executingon the strategy, a seemingly solid strategyis likely to fall apart when implementation isattempted.The next key tosuccessful implementation is clearly communicating the strategy to thewholecompany. The communication should ensure that everyone in the company understandsandaccepts the strategy as the best path forward, and not simply theleadership' s latest idea.Without clear communication, employees lack a senseof ownership and clarity of purpose. Whena strategy is not understood orembraced, it usually results in misunderstanding and unevencommitments toimplementation.Another key to the successful execution of a strategic plan isthe clear and straightforwarddescription of the plan and its operations. Eventhe most brilliant strategy faces failureif it cannot be explained clearly andconcisely.

操作提示:正确选 T错误选 F

1.      The final goal of the strategicplanning process is a strategic plan.

2.      [A strategic plan is valuableif it is executed.

3.      [There are four keys tosuccessful implementation.

4. A good strategy is likely to fall apartif without the input and feedback of the peopleresponsible for executing on thestrategy.

4.      Leadership' s idea determinesall.

[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 theword encourage To create a culture in whichinnovation flourishes takes courage.Determined innovators are always courageous enough toestablish a culture inwhich innovation is greatly encouraged and rewarded. Here are threeways to dothat.Put innovation at the heart of strategy, and persist it in every message.Think of innovationstrategy as a pyramid big bets at thetop, a few projects in development in the middle, anda broad base of continuousimprovements, lasting contributions, and early-stage new ideas atthe bottom.Definejobs around innovation. Make it a job prerequisite. Consider 3M’ s move tobecomeone of the first companies to tell professionals that they could spend 15percent of theirtime on projects of their own choosing. Now many high-tech companiesknow that they can’ tget the best talent without providing this kind offlexibility. And some of those self-selected,self-organized projects might evenresult in a blockbuster product or line of business. For3M, it was the Post-itnote.Recognize innovation in every part of the company. To build a culture ofcreativity andinnovation, Gillette developed an innovation fair in which everyunit could show off its mostpromising new concepts. It shows that everyone hasa role to play in a culture of innovation.To go from idea to successfulinnovation requires a great deal of support and collaboration.When people aresurrounded by constant communication and encouragement, they can find thecourageto 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

1. What is necessary in creating innovationculture

2. How does 3M create its innovationculture

3. The word prerequisite in Make it a jobprerequisite means .

4. How does Gillette create its innovationculture

5. The formation from idea to innovation needs.


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