《1389國(guó)開電大本科《管理英語4》歷年期末考試(第三大題閱讀判斷題)題庫(kù)(分學(xué)期版)》由會(huì)員分享，可在線閱讀，更多相關(guān)《1389國(guó)開電大本科《管理英語4》歷年期末考試(第三大題閱讀判斷題)題庫(kù)(分學(xué)期版)（9頁(yè)珍藏版）》請(qǐng)?jiān)谘b配圖網(wǎng)上搜索。
1、1389國(guó)開電大本科《管理英語4》歷年期末考試（第三大題閱讀判斷題）題庫(kù)
（分學(xué)期版）
2021年7月試題及答案
26-30題：請(qǐng)根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T”，錯(cuò)誤的寫“F”，并將答案寫在
答題紙上。
Passage 2
When you think of team building, do you immediately picture your group off at a resort
playing games or hanging from ropes? Traditional ly, many organizations approach tea
2、m building
in this way but, then, they wonder why that wonderful sense of teamwork that has 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 lea
3、d 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
4、 processes. Provide training
in systematic methods so the team expends its energy on the project, not on trying to workout
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 proces
5、ses. Tf 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 don
6、e.
? Build fun and shared occasions into the organization* s agenda-hold potluck lunches,
take the team to a sporting event, sponsor dinner sat 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
7、icebreakers and teamwork exercises at meetings-these help team members get to know
each other, share details about each other* s 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, p
8、utting 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'11 be amazed at the progress
you will make in creating a teamwork culture, a culture that enables individua
9、ls to contribute
more than they ever thought possible-together.
26. Team building event is traditionally related to playing games at resort.
［答案］T
27. The author claims that playing games together is as important as forming teams to solve
real work issues and to improve real work processes for
10、team building.
［答案］F
28. “Retreat" in the first paragraph means withdrawal of troops after a defeat.
［答案］F
29. Ice breaking motivates team members to compete with each other.
［答案］F
30. A good teamwork culture enables individuals to make more efforts together.
［答案］T
2021年1月試題及答案
26-30題：請(qǐng)根據(jù)短
11、文內(nèi)容判斷給出的語句是否正確，正確的寫“T” ,錯(cuò)誤的寫“F”，并將答案寫在
答題紙上。
Passage 2
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 a
12、re 5essential 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 a restoring u
13、p trouble for the future.
2. Make the complex simple. Effective leaders disti11 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, lookout for technical jargon and avoid bu
14、siness 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 o
15、n 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 what you care about. Don't hide behind a computer and only interact w
16、ith people
electronically—see them face to face and voice to voice, and interact with them in a real,
substantial way. Tn today5 s environment, where people are often burned out, it's important for
employees to have a personal connection with you and the work you believe in. Show the people
that
17、 work for you that you're engaged and that you care about them and their work. 5.Listen
with your eyes as well as your ears. Effective communication is a two-way process, and good
leaders know how to ask good questions, and then listen with both their eyes and their
ears. Because you are in a pos
18、ition of authority, others maybe reluctant to express their real
opinions to you directly.You won，t always get direct feedback, so you need to also be able
to read between the lines and look for the non-verbal cues.
26. Communication and leadership don't always go hand i n hand.
［答案］F
27. The s
19、ay-do gap happens when people misunderstand their leader* s intention.
［答案］F
28. Using technical jargon makes a leader convincing.
［答案］F
29. Communicating sincerely is always the best.
［答案］T
30. Observation is as important as communication when you want to know what people real ly think.
［答案］
20、T
2020年9月試題及答案
26-30題：請(qǐng)根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T”，錯(cuò)誤的寫“F” ,并將答案寫在
答題紙上。
Passage 2
In competitive markets, leaders are under increased pressure to maintain a positive work
culture. A positive work culture cultivates greater employee satisfaction； greater employee
satisfaction contributes to hig
21、her performance； higher performance impacts improved client
outcomes； improved client outcomes contribute to service excellence.
Positive work cultures arc built overtime and need constant attention. Such cultures are
dependent on leadership vision and values.
An effective leader sets the tone
22、for the team, encourages a positive workplace culture
an disable to bring about cultural change.
Workplace culture is made up of the shared attitudes, beliefs, behaviors, values and
expectations that influence the way people work in the workplace. It is “the way we do things
around here".
Some
23、cultural aspects are understood by all and are obvious such as turning up for wok
on time, while others maybe "unwritten rules" that arc not so obvious for example how personal
issues are resolved with work colleagues.
Many factors that influence whether a workplace has a positive outlook are wit
24、hin the
control of people who work in a workplace. There are also factors out of their control, such
as slumps in global prices or a change in demand and supply. The company can, however, control
how they respond to these factors.
Those companies that do create positive workplace environments de
25、velop a reputation in
their community as being 'good to work for' and have a competitive edge. Not only are these
companies more able to attract and retain people, they tend to be more stable as they proactively
deal with issues and adapt to change.
Teams work best when they are clear about what
26、 is expected of them. They are more able to
deal with difficult issues if they feel the values of the organization arc supportive of them.
For a workplace culture to be positive, the direction and actions of the business must
be consistent with the core values of the people in the workplace. The
27、people must trust each
other and be able to openly express and exchange ideas.
Working through these steps will help with developing a positive business culture.
26. A positive work culture will give workers more satisfaction.
［答案］T
27. Positive cultures have a lot to do with leadership vision
28、and values.
［答案］T
28. The direction and actions for the business must differ from the core values of the employees
in order for a workplace culture to be positive.
［答案］F
29. In competitive markets, leaders are under more and more pressure to keep a positive work
culture.
［答案］T
30. Positive w
29、ork culture can be built in a short period of time.
［答案］F
2020年7月試題及答案
26-30題：請(qǐng)根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T” ,錯(cuò)誤的寫“F”，并將答案寫在
答題紙上。
Passage 2
When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he could
look back at a very successful career. He became CE0inl981at the ag
30、e of 45.At that time, GE
had a very complex organizational structure with considerably bureaucratic rules.
One of his first changes was to initiate a strategy formulation process with the guideline
that each of the businesses should be number lor2in the irrespective areas. If this was not
the ca
31、se, managers had the options of fixing the problem, selling their particular business,
or closing it. In an effort to streamline the organization, Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.
The restructuring was followed by changing the organ
32、izational culture and the managerial
styles of GE's managers. One such program was the Work-Out （群策群力）.Groups of managers were
assembled to share their views openly in three 一 day sessions. At the beginning of the meetings,
the superior presented the challenges for his or her organizational unit.
33、 Then the superior
had to leave, requesting the groups to find solutions to the problems. Facilitators（會(huì)議主
持人）helped these discussions. On the last day, the superior was presented with proposed
solutions. He or she then had three choices： to accept the proposal, not to accept it, or to
collect m
34、ore information. This process put great pressure on the superior to make decisions.
Another program to improve effectiveness and efficiency was Best Practices. The aim was
to learn from other companies how they obtained customer satisfaction, how they related to
their suppliers, and in what ways
35、they developed new products.This helped the GE people to
focus on the processes in their operations that would improve the company，s performance.
Jack Welch was personally involved in developing managers at GE, s training center in
Crotonville. Leaders, Welch suggested, are not only those who ach
36、ieve results but also those
who share the values of the company.
26. Jack Welch retired at the age of 65.
［答案］T
27. Jack Welch insisted that each of the businesses should beat least number 3in their respective
area.
［答案］F
28. Tf the business could not meet Welch* s change requirements, its ma
37、nager had 3choices.
［答案］T
29. The restructuring went before changing the organizational culture and the managerial styles
of GE's managers.
［答案］T
30. The Work Outlasted a week.
［答案］F
2020年1月試題及答案
三、閱讀理解（每小題4分，共40分）
26-30題：請(qǐng)根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T”，錯(cuò)誤的寫“F”，并將答案寫在
答題紙上。
Passage 2
It's no
38、secret that good leaders are al so 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 5essential communication practices
of effective leaders：
1.
39、 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. Tf your actions
don，t align with your words, you a restoring up trouble for the future.
2. Make the complex simple. Effective
40、 leaders distill complex thoughts and strategies into
simple, memorable terms that col leagues and customers can grasp and act upon. The most important
thing is to clarify what you want to say, lookout for technical jargon and avoid business speak,
which add complexity. Say what you mean in as fe
41、w 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
42、 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 what you care about. Don* t hide behind a computer and only interact with people
electronically—see them face to face and voice to
43、voice, and interact with them in a real,
substantial way. In today* s environment, where people are often burned out, it's important for
employees to have a personal connection with you and the work you believe in. Show the people
that work for you that you* re engaged and that you care about the
44、m and their work. 5. Listen
with your eyes as well as your ears. Effective communication is a two-way process, and good
leaders know how to ask good questions, and then listen with both their eyes and their
ears. Because you are in a position of authority, others maybe reluctant to express their
45、real
opinions to you directly. You won't always get direct feedback, so you need to also be able
to read between the lines and look for the non-verbal cues.
26. Communication and leadership don，t always go hand in hand.
［答案］F
27. The say-do gap happens when people misunderstand their leader* s
46、intention.
［答案］F
28. Using technical jargon makes a leader convincing.
［答案］F
29. Communicating sincerely is always the best.
［答案］T
30. Observation is as important as communication when you want to know what people really think.
［答案］T
2019年7月試題及答案
三、閱讀理解(每小題4分，共40分)
26-30題：請(qǐng)根據(jù)短文內(nèi)容判斷給出的語句是否正
47、確，正確的寫“T”，錯(cuò)誤的寫“F”，并將答案寫在
答題紙上。
Passage 2
Nokia executives attempted to explain its fall from the top of the smart phone 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
48、.
It has also been argued that it was none of the above. Nokia lost the smart phone 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 inv
49、estigation 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, t
50、he company's top managers
had a terrifying reputation. Some members of Nokia's board and top management were described
as aextremely temperamental v 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
51、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*
52、 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 allo
53、cated 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 deliv
54、er. 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 s
55、hould 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.
26. Nokia lost the smart phone battle because its technology is not as good as that of Apple.
56、［答案］F
27. Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to
them.
［答案］F
28. Nokia's top managers were too moody to hear anything good but harsh.
［答案］T
29. Middle managers in Nokia delivered results more than they promised earlier.
［答案］F
30. Nokia，s top m
57、anagers should have had better conversation techniques to encourage internal
coordination and truth.
［答案］T
2019年1月試題及答案
26-30題：請(qǐng)根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T” ,錯(cuò)誤的寫“F”，并將答案寫在
答題紙上。
Passage 2
It's no secret that good leaders are also good communicators. Indeed, communication and
leadership are ine
58、xtricably 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 一 your behavior is
your single
59、greatest mode of communication, and it must be congruent with what you say. If your
actions don't align with your words, you a restoring up trouble for the future.
(2) Make the complex simple. Effective leaders distill complex thoughts and strategies into
simple, memorable terms that col leagues
60、and customers can grasp and act upon, The most important
thing is to clarify what you want to say, lookout 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 you
61、r 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. Visibil
62、ity is about letting your key stakeholders get a feel for who you
are and what you care about. Don't hide behind a computer and only interact with people
electronically-see them face to face and voice to voice, and interact with them in a real,
substantial way. In today1 s environment, where peop
63、le are often burned out, it's important for
employees to have a personal connection with you and the work you believe in. Show the people
that work for you that you're engaged and that you care about them and their work.
(5) Listen with your eyes as well as your ears. Effective communication is
64、a two-way process,
and good leaders know how to ask good questions, and then listen with both their eyes and their
ears. Because you are in a position of authority, others maybe reluctant to express their real
opinions to you directly.You won，t always get direct feedback, so you need to also be a
65、ble
to read between the lines and look for the non-verbal cues.
26. Communication and leadership don't always go hand in hand.
［答案］F
27. The say-do gap happens when people misunderstand their leader's intention.
［答案］F
28. Using technical jargon makes a leader convincing.
［答案］F
29. Communicat
66、ing sincerely is always the best.
［答案］T
30. Observation is as important as communication when you want to know what people really think.
［答案］T
2018年7月試題及答案
26-30題：請(qǐng)根據(jù)短文內(nèi)容判斷給出的語句是否正確，正確的寫“T” ,錯(cuò)誤的寫“F”，并將答案寫在
答題紙上。
Passage 2
In competitive markets, leaders are under increased pressure to maintain a positive work
culture. A positive work culture cultivates greater employee satisfaction； greater employee
satisfaction contributes to higher performance； higher performance impacts improved cli
1389國(guó)開電大本科《管理英語4》歷年期末考試(第三大題閱讀判斷題)題庫(kù)(分學(xué)期版)
