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1、國(guó)開(kāi)電大本科管理英語(yǔ)4歷年期末考試(第三大題閱讀判斷題)題庫(kù)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(yǔ)句是否正確，正確的寫(xiě)“T”，錯(cuò)誤的寫(xiě)“F”，并將答案寫(xiě)在答題紙上。Passage 2 Its 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 dont commu
2、nicate in a clear，credible and authentic way?Here are 5essential communication practices of effective leaders： 1.Mind the say-do gap.Trust is the bedrock of effective leadershipyour behavior is your single greatest mode of communication， and it must be congruent with what you say.If your actions don
3、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 colleagues and customers can grasp and act upon.The most important thing is to clarify what you want to say， looko
4、ut 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 thats distinctly your own； let your values come through in your communication.Correct use of language and grammar are important， of course， but don
5、t become overly fixated on eloquence for eloquences 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.Dont hide behind a computer an
6、d only interact with people electronicallysee them face to face and voice to voice， and interact with them in a real，substantial way.In todays environment， where people are often burned out， its important for employees to have a personal connection with you and the work you believe in.Show the peopl
7、e that work for you that youre 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 posi
8、tion of authority， others maybe reluctant to express their real opinions to you directly.You wont 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 dont always go hand in hand. 答案F 27.The say-do gap hap
9、pens when people misunderstand their leaders 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 2020年9月試題及答案 三、閱讀理解(每小題4分，共40分)
10、26-30題：請(qǐng)根據(jù)短文內(nèi)容判斷給出的語(yǔ)句是否正確，正確的寫(xiě)“T”，錯(cuò)誤的寫(xiě)“F”，并將答案寫(xiě)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 pe
11、rformance impacts improved client outcomes； improved client outcomes contribute to service excellence. Positive work cultures are built overtime and need constant attention.Such cultures are dependent on leadership vision and values. An effective leader sets the tone for the team， encourages a posit
12、ive 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 cultural aspects are understood by all
13、and are obvious such as turning up for wok on time， while others maybe“unwritten rules”that are 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 within the control of people who work in a work
14、place.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 develop a reputation in their community as beinggood
15、to work forand 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 is expected of them.They are more able to deal with difficu
16、lt issues if they feel the values of the organization are 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 people must trust each other and be able to openly express and ex
17、change 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 and values. 答案T 28.The direction and actions for the business must differ
18、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 work culture can be built in a short period of time. 答案F 2020年7月試題及答案 三、閱讀理解(每小題4分，共40分) 26-
19、30題：請(qǐng)根據(jù)短文內(nèi)容判斷給出的語(yǔ)句是否正確，正確的寫(xiě)“T”，錯(cuò)誤的寫(xiě)“F”，并將答案寫(xiě)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 CEOin1981at the age of 45.At that time， GE had a very complex organizational structure with considerably
20、 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 1or2in the irrespective areas.If this was not the case， managers had the options of fixing the problem， selling their particular business，or cl
21、osing 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 organizational culture and the managerial styles of GEs managers.One such program was the Work-Out(群
22、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.Then the superior had to leave，requesting the groups to find solutions to the problems.Facilitators(會(huì)議主
23、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 more information.This process put great pressure on the superior to make decisions. Another program to improve eff
24、ectiveness 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 they developed new products.This helped the GE people to focus on the processes in their operations that would improve
25、 the companys performance. Jack Welch was personally involved in developing managers at GEs training center in Crotonville.Leaders， Welch suggested， are not only those who achieve 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 in
26、sisted that each of the businesses should beat least number 3in their respective area. 答案F 28.If the business could not meet Welchs change requirements， its manager had 3choices. 答案T 29.The restructuring went before changing the organizational culture and the managerial styles of GEs managers. 答案T 3
27、0.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(yǔ)句是否正確，正確的寫(xiě)“T”，錯(cuò)誤的寫(xiě)“F”，并將答案寫(xiě)在答題紙上。Passage 2 Its 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
28、 dont communicate in a clear，credible and authentic way?Here are 5essential communication practices of effective leaders： 1.Mind the say-do gap.Trust is the bedrock of effective leadershipyour behavior is your single greatest mode of communication， and it must be congruent with what you say.If your
29、actions dont 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 colleagues and customers can grasp and act upon.The most important thing is to clarify what you want to
30、 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 thats distinctly your own； let your values come through in your communication.Correct use of language and grammar are important， of cour
31、se， but dont become overly fixated on eloquence for eloquences 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.Dont hide behind a
32、computer and only interact with people electronicallysee them face to face and voice to voice， and interact with them in a real，substantial way.In todays environment， where people are often burned out， its important for employees to have a personal connection with you and the work you believe in.Sho
33、w the people that work for you that youre 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 ar
34、e in a position of authority， others maybe reluctant to express their real opinions to you directly.You wont 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 dont always go hand in hand. 答案F 27.The say
35、-do gap happens when people misunderstand their leaders 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
36、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(yǔ)句是否正確，正確的寫(xiě)“T”，錯(cuò)誤的寫(xiě)“F”，并將答案寫(xiě)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 didnt see t
37、he disruptive iPhone coming. 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 companys middle and top managers which led to company-wide inertia that left it powerless to respond to Apples game. Based on the findings
38、 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
39、places. First, the companys top managers had a terrifying reputation. Some members of Nokias 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 didnt want to hear. Secon
40、dly, 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 mana
41、gers 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 all
42、ocated 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
43、. One middle manager told us that “you can get resources by promising something earlier, or promising a lot. Its 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
44、coordinate with the varied emotions of the staff. Nokias 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. 答案F 27. Nok
45、ias middle managers were frank to tell the truth, but the top ones didnt listen to them. 答案F 28. Nokias 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. Nokias top managers should have had better
46、conversation techniques to encourage internal coordination and truth. 答案T 2019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(yǔ)句是否正確，正確的寫(xiě)“T”，錯(cuò)誤的寫(xiě)“F”，并將答案寫(xiě)在答題紙上。Passage 2 Its no secret that good leaders are also good communicators.Indeed， communication and leadership are inextricably tied.How can you
47、galvanize， inspire or guide others if you dont 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 greatest mode of communication， and i
48、t must be congruent with what you say.If your actions dont 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 colleagues and customers can grasp and act upon， The mo
49、st 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 thats distinctly your own； let your values come through in your communication， Correc
50、t use of language and grammar are important， of course， but dont become overly fixated on eloquence for eloquences 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 w
51、ho you are and what you care about.Dont hide behind a computer and only interact with people electronicallysee them face to face and voice to voice， and interact with them in a real，substantial way.In todays environment， where people are often burned out， its important for employees to have a person
52、al connection with you and the work you believe in.Show the people that work for you that youre 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
53、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 wont 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 a
54、nd leadership dont always go hand in hand. 答案F 27.The say-do gap happens when people misunderstand their leaders 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
55、 know what people really think. 答案T 2018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(yǔ)句是否正確，正確的寫(xiě)“T”，錯(cuò)誤的寫(xiě)“F”，并將答案寫(xiě)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； greate
56、r employee satisfaction contributes to higher performance； higher performance impacts improved client outcomes； improved client outcomes contribute to service excellence. Positive work cultures are built overtime and need constant attention.Such cultures are dependent on leadership vision and values
57、. An effective leader sets the tone 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
58、do things around here”. Some cultural aspects are understood by all and are obvious such as turning up for wok on time， while others maybe“unwritten rules”that are not so obvious for example how personal issues are resolved with work colleagues. Many factors that influence whether a workplace has a
59、positive outlook are within 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 workplac
60、e environments develop a reputation in their community as beinggood 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 a
61、bout what is expected of them.They are more able to deal with difficult issues if they feel the values of the organization are 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.
62、The 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 and v
63、alues， 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 work culture can be bui
64、lt in a short period of time. 答案F 2018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(yǔ)句是否正確，正確的寫(xiě)“T”，錯(cuò)誤的寫(xiě)“F”，并將答案寫(xiě)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 CEOin1981at the age of 45.At that t
65、ime， 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 case， managers had the o
66、ptions 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 organizational culture and the managerial styles of GEs managers.One suc
國(guó)開(kāi)電大本科《管理英語(yǔ)4》歷年期末考試(第三大題閱讀判斷題)題庫(kù)試題及答案
