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2019年最新国家开放大学电大《管理英语4》和《成本管理》

汇编网络核心课形考网考作业及答案

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：2019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, 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. F 2. Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them. F 3. Nokia's top managers were too moody to hear anything good but harsh. T 4. Middle managers in Nokia delivered results more than they promised earlier. F

5. Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth. T 第二套

一、选择填空题（每题10分，共5题）

— Could you give us a speech on management functions some day this week? 选择一项：

C. I'd love to, but I'm busy this week 题目2

— We could let some of the staff work from home.________________? — That's a good idea. 选择一项：

B. What do you think of it 题目3

______ his anger the employees called him Mr. Thunder, but they loved him. 选择一项： A. Due to 题目4

It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies. 选择一项： A. that 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、听力理解：听录音，选择最佳答案（共50分）。 操作提示：通过下拉选项框，选择答案。

1. What kind of role is Melinda taking on for her job? C. Project coordinator.

2. How long will Melinda be trained for her new role? B. Half a month.

3. How often should Melinda report to the board on the progress of the project? A. Once a month.

4. What kind of contract can Melinda sign with outside contractors? B. Standard temporary-worker contract.

5. Which one does NOT belong to Melinda's responsibilities? A. Formulate the industry standard of payment. 单元自测2 第一套

一、选择填空题（每题10分，共5题） 题目1

—____________________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. 选择一项：

C. Are you able to 题目2

— 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. 选择一项：

B. I can see that 题目3

When the message finally reached the Command Center, it __________ “mutated” to become —“Send three and four-pence, we're going to a dance.” 选择一项： B. had 题目4

Every time I tried to say something, he would ______ to something else. 选择一项： B. move on 题目5

If demand is rising but the firm __________ from communication failure, then stocks will fall and there will be understaffing. 选择一项： C. is suffering 题目6

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 also good communicators. Indeed, communication and leadership are inextricably tied. How can you galvanize, inspire or guide others if you don't communicate in a clear, credible and authentic way? Here are 5 essential communication practices of effective leaders: 1. Mind the say-do gap. Trust is the bedrock of effective leadership – your behavior is your single greatest mode of communication, and it must be congruent with what you say. If your actions don't align with your words, you are storing up trouble for the future.

2. Make the complex simple. Effective leaders distill complex thoughts and strategies into simple, memorable terms that colleagues and customers can grasp and act upon. The most important thing is to clarify what you want to say, look out for technical jargon and avoid business speak, which add complexity. Say what you mean in as few words as possible.

3. Find your own voice. Use language that's distinctly your own; let your values come through in your communication. Correct use of language and grammar are important, of course, but don't become overly fixated on eloquence for eloquence's sake; concentrate on being distinct and real. People want real, people respect real, people follow real.

4. Be visible Visibility is about letting your key stakeholders get a feel for who you are and