2023年国家开放大学电大管理英语题库范文.docx

天道酬勤 国家开放大学电大管理英语题库 　 自测一 　一、选择填空题〔每题10分，共5题〕 　题目1 　— I think things have been a bit difficult for us the last couple of months. 　—__________. We've been working hard, but still getting behind. 　A. You're right 正确 　B. I'm afraid 　C. I don’t think so 反响 　你的答复正确 　解析：此题考核“表达同意他人看法〞的交际用语。常用的答语一般使用You're right/I agree with you/ Yes, I think so等句型表达。根据第一说话人传递的信息，所以答案是A。 　题目2 　— Is it possible for you to work out the plan tonight 　—__________ 　A. I'll do that. 不正确 　B. I think so. 　C. I'd love to. 　题目3 　The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers. 　A. how to 不正确 　B. on what to 　C. on how to 　题目4 　 AT&T found that employees with better planning and decision-making skills were ______ to be promoted into management jobs. 　A. more likely 正确 　B. more like 　C. more unlikely 　题目5 　______ CEOs spend planning, the more profitable their companies are. 　A. The more time 正确 　B. The more 　C. The less time 　Supervisors should ______ their employees in two-way communication so that understanding takes place. 　A. enable 　B. engage 　C. encourage 　二、听力理解：听录音，选择最正确答案〔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 答复不正确 　 A. HR manager. 　 B. Project manager. 　 C. Project coordinator. 　2. How long will Melinda be trained for her new role 答复不正确 　 A. One month. 　 B. Half a month. 　 C. One year. 　3. How often should Melinda report to the board on the progress of the project 答复正确 　 A. Once a month. 　 B. Twice a month. 　 C. Once a week. 　4. What kind of contract can Melinda sign with outside contractors 答复不正确 　 A. Permanent worker contract. 　 B. Standard temporary-worker contract. 　 C. Standard industry contract. 　5. Which one does NOT belong to Melinda's responsibilities 答复正确 　 A. Formulate the industry standard of payment. 　 B. Manage and coordinate her project team. 　 C. Report the project progress to the board. 　答案：1.C 2.B 3.A 4.B 5.A 　一、选择填空题〔每题10分，共5题〕 　题目1 　— Could you give us a speech on management functions some day this week 　—________________. 　A. That'a good idea 不正确 　B. No, I already have plans 　C. I'd love to, but I'm busy this week 　题目2 　— This project is too big for me to finish on time. 　—________________. 　A. Please do me a favor 不正确 　B. That is a daydream 　C. I'll give you a hand 　题目3 　It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies. 　A. that 正确 　B. / 　C. which 　题目4 　Even the best continually seek ways to ______ their skills. 　A. sharp 不正确 　B. sharpener 　C. sharpen 　题目5 　______ his anger the employees called him Mr. Thunder, but they loved him. 　A. Due to 正确 　B. In spite of 　C. Because 　— We could let some of the staff work from home.________________ 　— That's a good idea. 　A. Do you have any good ideas 　B. What do you think of it 　C. Is there anything else 　题目3 　The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process. 　A. imply 　B. indicate 　C. interrupt 　题目4 　______ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information. 　A. Not only 　B. Do not only 　C. Not only do 　题目5 　The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant. 　A. these 　B. those 　C. which 　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 ma