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福建开放大学管理英语4作业与答案 管理英语4学校:福建开放大学 平台:国家开放大学 题目如下： 1. got behind
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2. lacked money
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3. got slack on their work
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4. didn't have enough work-hands
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5. did not connect with the German colleagues
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6. were of low efficiency in communication
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7. worked flexibly
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8. had to work in the office
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9. facial expression A. Non-Verbal Communication B. Verbal Communication
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10. tone A. Non-Verbal Communication B. Verbal Communication
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11. body movement A. Non-Verbal Communication B. Verbal Communication
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12. voice A. Non-Verbal Communication B. Verbal Communication
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13. gesture A. Non-Verbal Communication B. Verbal Communication
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14. touch A. Non-Verbal Communication B. Verbal Communication
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15. eye contact A. Non-Verbal Communication B. Verbal Communication
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16. space A. Non-Verbal Communication B. Verbal Communication
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17. posture A. Non-Verbal Communication B. Verbal Communication
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18. Alison doesn't feel good about the meeting yesterday.
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19. Alison and Sean attended the meeting together.
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20. Alison has a communication problem with Sean.
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21. Sean thinks Alison is not a good employee.
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22. Alison doesn't agree with Sean's suggestion dealing with John.
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23. You are very enthusiastic and we appreciate that, but ________ A. if you don't complete tasks, you won'tget promoted B. many times you don't follow through C. nothing is really getting done D. sometimes you can be a bit over-the-top.You are too loud, or you tell inappropriate jokes during office hours E. the legwork is really not my style
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24. You have a lot of good ideas and you start quite a few differentprojects, but ________ A. if you don't complete tasks, you won'tget promoted B. many times you don't follow through C. nothing is really getting done D. sometimes you can be a bit over-the-top.You are too loud, or you tell inappropriate jokes during office hours E. the legwork is really not my style
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25. All these ideas are just floating around but ________ A. if you don't complete tasks, you won'tget promoted B. many times you don't follow through C. nothing is really getting done D. sometimes you can be a bit over-the-top.You are too loud, or you tell inappropriate jokes during office hours E. the legwork is really not my style
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26. I come up with concepts and start them, but ________ A. if you don't complete tasks, you won'tget promoted B. many times you don't follow through C. nothing is really getting done D. sometimes you can be a bit over-the-top.You are too loud, or you tell inappropriate jokes during office hours E. the legwork is really not my style
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27. You have a lot of talent, but ________ A. if you don't complete tasks, you won'tget promoted B. many times you don't follow through C. nothing is really getting done D. sometimes you can be a bit over-the-top.You are too loud, or you tell inappropriate jokes during office hours E. the legwork is really not my style
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28. Some additional lessons might get you up to the demanded by the examiners.
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29. Doubtless, the next president will policies and take credit for helping this inevitable transformation.
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30. The art of these churches encompasses which demonstrate the relationbetween Eastern and Western Christian Art.
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31. Military and business leaders that embody this principal their teamand earn respect.
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32. They've earned that right over the years and set the for the rest ofus.
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33. Games both young and old to find creative solutions, practice newskills, and keep their brains active.
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34. To measure each job, CareerCast.com used four core :pay, outlook,work environment, and stress.
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35. The school is pushing the bounds of blended learning with a Flexmodel that is -based.
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36. Melinda _________ sees Smith. A. often B. sometimes C. rarely
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37. All the following are signs of change EXCEPT _________. A. production and safety B. growth and innovation C. outsourcing and relocation
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38. According to Koontz and Weihrich, the forces for change may comefrom _________. A. the employees B. the inside and outside C. the employers
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39. The private and the public sector should develop in a(n) _________way. A. separate B. cooperative and interdependent C. independent
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40. Which of the following statements is TRUE?_________ A. Change management enjoys greatpopularity in industrialized countries. B. Change management is unpopular inindustrialized countries. C. People know little about changemanagement in industrialized countries.
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41. — 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
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42. — This project is too big for me to finish ontime.—________________. A. Please do me a favor B. That is a daydream C. I'll give you a hand
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43. AT&T found that employees with better planning anddecision-making skills were ______ to be promoted into management jobs. A. more likely B. more like C. more unlikely
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44. The demands and requirements placed on the CEO of Sony are differentfrom ______ on the manager of your local Wendy's restaurant. A. these B. those C. which
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45. Even the best continually seek ways to ______ their skills. A. sharp B. sharpener C. sharpen
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46. 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 fallfrom the top of the smartphone pyramid with three factors:1) that Nokia wastechnically inferior to Apple, 2) that the company was complacent and 3) thatits leaders didn't see the disruptive iPhone coming. It has also been arguedthat it was none of the above. Nokia lost the smartphone battle because ofdivergent shared fears among the company's middle and top managers which led tocompany-wide inertia that left it powerless to respond to Apple's game. Basedon the findings of an in-depth investigation and 76 interviews with top andmiddle managers, engineers and external experts, the researchers discovered aculture of fear due to temperamental leaders and that frightened middlemanagers were scared of telling the truth. The fear that froze the companycame from two places. First, the company's top managers had a terrifyingreputation. Some members of Nokia's board and top management were described as“extremely temperamental” and they regularly shouted at people “at the top oftheir lungs”. It was very difficult to tell them things they didn't want tohear. Secondly, top managers were afraid of the external environment and notmeeting their quarterly targets, which also impacted how they treated middlemanagers. Top managers thus made middle managers afraid of disappointing them.Middle managers were told that they were not ambitious enough to meet topmanagers' goals. Fearing the reactions of top managers, middle managersremained silent or provided optimistic, filtered information. Thus, middlemanagers directly lied to top management. Worse, a culture of status insideNokia made everyone want to hold onto vested power for fear of resources beingallocated elsewhere if they delivered bad news or showed that they were notbold or ambitious enough to undertake challenging assignments. Beyond verbalpressure, top managers also applied pressure for faster performance inpersonnel selection. This led middle managers to over promise and underdeliver. One middle manager told us that “you can get resources by promisingsomething earlier, or promising a lot. It's sales work.” While modest fearmight be healthy for motivation, abusing it can be like overusing a drug, whichrisks generating harmful side effects. To reduce this risk, leaders shouldcoordinate with the varied emotions of the staff. Nokia's top managers shouldhave encouraged safe dialogue, internal coordination and feedback to understandthe true emotion in the organization. 操作提示：正确选T，错误选F。1. Nokia lost thesmartphone battle because its technology is not as good as that of Apple. 2.Nokia's middle managers were frank to tell the truth, but the top ones didn'tlisten to them. 3. Nokia's top managers were too moody to hear anything goodbut harsh. 4. Middle managers in Nokia delivered results more than theypromised earlier. 5. Nokia's top managers should have had better conversationtechniques to encourage internal coordination and truth.
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47. — Could you give us a speech on management functions some day thisweek?—________________. A. That's a good idea B. No, I already have plans C. I'd love to, but I'm busy this week
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48. — I think things have been a bit difficult for us the last couple ofmonths.—__________. We've been working hard, but still getting behind. A. You're right B. I'm afraid C. I don’t think so
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49. Supervisors should ______ their employees in two-way communicationso that understanding takes place. A. enable B. engage C. encourage
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50. ______ his anger the employees called him Mr. Thunder, but theyloved him. A. Due to B. In spite of C. Because
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51. 二、听力理解：听录音，选择最佳答案（共50分）。请听录音： unit1tl.mp3操作提示：通过下拉选项框，选择答案。 Whatkind of role is Melinda taking on for her job? A. HR manager. B. Projectmanager. C. Project coordinator.2. Howlong will Melinda be trained for her new role? A. One month. B. Half a month. C. One year.3. How often should Melindareport to the board on the progress of the project? A. Once a month. B. Twice a month. C. Once a week.4. What kind of contract canMelinda sign with outside contractors? A. Permanent worker contract. B.Standard temporary-worker contract. C.Standard industry contract.5. Which one does NOT belong to Melinda'sresponsibilities? A. Formulate theindustry standard of payment. B. Manageand coordinate her project team. C.Report the project progress to the board.
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52. The responsibilities in handbook ______ that managers have to be concernedwith efficiency and effectiveness in the work process. A. imply B. indicate C. interrupt
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53. ______ managers spend most of their time in face-to-face contactwith others, but they spend much of it obtaining and sharing information. A. Not only B. Do not only C. Not only do
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54. The Human Resource Managing Department at Honda is given specificinstructions ______ employ the best possible workers. A. how to B. on what to C. on how to
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55. — Will you go on a picnic with us tomorrow?—____________________. A. Yes, but I'll have English classes B. Sorry, I have an appointment with Dr.Brown C. I'm afraid I have no idea
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56. — If you can't say what you've come to say at the meeting, what'sthe point?—____________________,but I think you might need to change yourapproach somewhat. A. I am not sure B. I can see that C. I know that
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57. I think the primary ______factor is there's been so much absencelately. A. contributing B. causing C. affecting
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58. In today's environment, __________ people are often burned out, it'simportant for employees to have a personal connection with you and the work youbelieve in. A. where B. when C. while
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59. What you need to do is to keep things short and sweet, just the______. A. questions B. topics C. highlights
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60. 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 goodleaders are also good communicators. Indeed, communication and leadership areinextricably tied. How can you galvanize, inspire or guide others if you don'tcommunicate in a clear, credible and authentic way? Here are 5 essentialcommunication practices of effective leaders: 1. Mind the say-do gap. Trust isthe bedrock of effective leadership – your behavior is your single greatestmode of communication, and it must be congruent with what you say. If youractions don't align with your words, you are storing up trouble for the future. 2.Make the complex simple. Effective leaders distill complex thoughts andstrategies into simple, memorable terms that colleagues and customers can graspand 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. Saywhat you mean in as few words as possible. 3. Find your own voice. Uselanguage that's distinctly your own; let your values come through in yourcommunication. Correct use of language and grammar are important, of course,but don't become overly fixated on eloquence for eloquence's sake; concentrateon being distinct and real. People want real, people respect real, peoplefollow real. 4. Be visible Visibility is about letting your key stakeholdersget a feel for who you are and what you care about. Don't hide behind acomputer and only interact with people electronically – see them face to faceand voice to voice, and interact with them in a real, substantial way. Intoday's environment, where people are often burned out, it's important foremployees 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 aboutthem and their work. 5. Listen with your eyes as well as your ears. Effectivecommunication is a two-way process, and good leaders know how to ask goodquestions, and then listen with both their eyes and their ears. Because you arein a position of authority, others may be reluctant to express their realopinions to you directly. You won't always get direct feedback, so you need toalso be able to read between the lines and look for the non-verbal cues.操作提示：正确选T，错误选F。1.Communication and leadership don't always go hand in hand. 2. The say-do gaphappens when people misunderstand their leader's intention. 3. Using technicaljargon makes a leader convincing. 4. Communicating sincerely is always thebest. 5. Observation is as important as communication when you want to knowwhat people really think.
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61. Effective leaders distill complex thoughts and strategies intosimple, memorable terms __________ colleagues and customers can grasp and actupon. A. when B. that C. who
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62. If demand is rising but the firm __________ from communicationfailure, then stocks will fall and there will be understaffing. A. has been suffering B. is going to suffer C. is suffering
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63. 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 is about conceiving, sending,receiving, and interpreting messages as well as confirming reception of 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 Commander who sent the message “Send reinforcements,we're going to advance.” back to his Command Center, through a long chain ofsubordinates. When the message finally reached the Command Center, it had“mutated” to become -- “Send three and four-pence, we're going to a dance.” Thereinforcements never arrived. You can demonstrate this same principle, albeiton a less dramatic scale, by trying to play Chinese Whispers with more than 20people. It is highly unlikely the same message you started with will be the oneyou end with. In a business, there are three main types of communicationfailure. Each has its own indicative signs. •The first type is known asallocative failure. This occurs when a firm is not gathering enoughintelligence about its market or (most often), the information is not reachingthe right points. The firm will not be allocating resources in step with the shiftsin demand. If demand is rising but the firm is suffering from allocativecommunication failure, then stocks will fall and there will be understaffing.If the inverse happens, there will be a surplus of stocks and overstaffing. •Thesecond type is executive failure, where communication to trigger specificevents/actions is either late, lacking or in error. The symptoms of this are ageneral loss of direction in the company or departments, a loss ofco-ordination and an increase in complaints from customers as things happenlate or not at all. •The final type is human failure. This occurs when thegeneral culture of a business or the relationships between particularindividuals or departments do not foster effective communication. This leads toalienated staff, an increase in staff turnover, an increase in absenteeism andgeneral frustration among staff. Creativity, especially that which takes placeacross departmental boundaries, is likely to suffer hugely as team synergyslips.操作提示：通过题目后的下拉选项框选择正确答案。 Confirming reception of the sent messages means .A. the messages are sent to right receivers B. the messages are correctlyunderstood C. the messages are correctly understood by right receivers2. In thefamous British Army Commander story, which step probably did NOT go wrong inthe communication chain? A.Conceiving. B. Sending. C. Receiving.3.What is Chinese whispers? A. Who whispersin Chinese. B. A game to pass message around in a whisper. C. Chinese peoplewho don't normally talk very loudly.4. Allocative failure does NOT happen when. A. the right information goes to the right place B. a company gathers falseinformation C. the correct information is not received by the right departmentor person5. According to the passage, which of the following cases does NOTbelong to human failure? A. Decreasingcreativity across departments. B. Inadequate communication between departments.C. Increasing customer complaints.
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64. — What are your teammates like?—_____________ A. They are all warmhearted and helpful. B. They all like sports and games. C. They are all good friends.
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65. — Will you help me arrange a meeting with Mr. Brown,please?—_____________ A. No, no way. B. No, I can't. C. Sorry I can't. I have to finish myproject right now.
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66. If I take the time to talk with my manager at the beginning of aproject, we ______ off to a great start on the same page. A. can get B. have got C. get
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67. Team members are ______ as unique people with irreplaceableexperiences, points of view, and knowledge to contribute. A. treated B. viewed C. known
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68. The majority of these team challenges ______ anywhere. A. can deliver B. are delivered C. can be delivered
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69. 阅读理解：根据文章内容，判断正误（共50分）。Tipsfor Team Building When you think of team building, do you immediately pictureyour group off at a resort playing games or hanging from ropes? Traditionally,many organizations approach team building in this way but, then, they wonderwhy that wonderful sense of teamwork that had been displayed at the retreat orthe seminar fails to impact long term beliefs and actions back at work. I'mnot averse to retreats, planning sessions, seminars and team buildingactivities — in fact I lead them — but they have to form part of a much largerteamwork effort. You will not build teamwork by “retreating” as a group for acouple of days each year, instead you need to think of team building assomething you do every single day. • Form teams to solve real work issues andto improve real work processes. Provide training in systematic methods so theteam expends its energy on the project, not on trying to work out how to worktogether as a team to approach the problem. • Hold department meetings toreview projects and progress, to obtain broad input, and to coordinate sharedwork processes. If there is friction between team members, examine the workprocesses 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 theywill deliver a product or service, or the steps required to get something done. •Build fun and shared occasions into the organization's agenda — hold pot lucklunches, take the team to a sporting event, sponsor dinners at a localrestaurant, go hiking or go to an amusement park. Hold a monthly companymeeting, sponsor sports teams and encourage cheering team fans. • Use icebreakers and teamwork exercises at meetings — these help team members get toknow each other, share details about each others lives, and have a laughtogether. • Celebrate team successes publicly. There are many ways you coulddo this, for instance by buying everyone the same T-shirt or hat, putting teammember names in a draw for company merchandise and gift certificates. The onlything limiting you is your imagination. If you do the types of teamworkbuilding listed above, you'll be amazed at the progress you will make increating a teamwork culture, a culture that enables individuals to contributemore than they ever thought possible — together.操作提示：正确选T，错误选F。1.Team buildingevent is traditionally related to playing games at resort. 2. The author claimsthat playing games together is as important as form teams to solve real workissues and to improve real work processes for team building. 3. “Retreat” inthe first paragraph means withdrawal of troops after a defeat. 4. Ice breakingmotivates team members compete with each other. 5. A good teamwork cultureenables individuals make more efforts together.
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70. — Could I borrow your iPad for a few hours?—_____________ A. Yes, you can. B. Sure, here you are. Enjoy your time. C. It doesn't matter.
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71. — I am sorry for what I have said to you. —_____________ A. No problem. B. I'm sure about that. C. Don't think any more about it.
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72. I believe that I have a lot to contribute ______ a team environment,and am comfortable in both leadership and player roles. A. to B. with C. for
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73. The team creates an environment ______ people are comfortable incommunicating, advocating positions, and taking action. A. that B. which C. in which
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74. — You'd better not push yourself too hard. You can ask the team andlisten.— __________ A. You are right. B. No, we can't do that. C. I think it will kill our time.
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75. —Can I get you a couple of tea? —_________________________. A. That's very nice of you B. With pleasure C. You can, please
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76. Companies are ______ interested in your soft skills ______ they arein your hard skills. A. so… that… B. as…as… C. not…until…
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77. ______ clearly communicate with and actively listen to employees isessential to improve their performance. A. Be able to B. Being able C. Being able to
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78. The leader ______ at creating opportunities to provide rewards,recognition and thanks to his or her staff. A. exceeds B. excellent C. excels
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79. 二、阅读理解：根据文章内容，完成选择题（共50分）。How Google Continues to Keep Employees Happy Working for Google isa dream of many, not just because of what this company has achieved in the last15 years, but because of its enviable work culture. With about 37,000 employeesin 40 countries, you might wonder how Google maintains a motivating workexperience throughout its entire company. Working for Google comes with perksthat most other organizations can't provide -- bowling alleys, free haircuts,gym memberships, and shuttles to and from work. The company's secret to successis putting the same amount of time and effort into keeping employees happy asit does into innovating products. Back when the company was just a start-up,co-founders Larry Page and Sergey Brin had the goal of making Google a placethe most talented people wanted to work at. Their idea was simple:creating awork culture that keeps employees happy will motivate them to do their best andwill keep them loyal to the company. “It's less about the aspiration to be No.1 in the world, and more that we want our employees and future ones to love ithere, because that's what's going to make us successful,” said Karen May, theVice President of people development at Google. Google also makes itsemployees want to work because managers provide tasks that are inspiring andchallenging. Every employee at Google has the opportunity to spend 20% of hisor her working time on a project they choose. This freedom takes employees outof their routine and away from the mundane tasks that often make workers feeluninspired about their jobs. Lastly, Google shows each employee just howimportant he or she is to the company. Each employee, regardless of her spot onthe totem pole, has an influence on how Google performs. “If you value people,and care about them as whole people, one thing you do is giving them a voice,and you really listen,” May said. Google does just that by hosting employeeforums every Friday, where they discuss the 20 most-asked questions. Employeeshave access to all company information, adding a sense of trust, and employeesand leaders work together to solve problems.操作提示：通过题目后的下拉选项框选择正确答案。1. How wouldyou describe Google? A. Medium-sizedinternational company B. Large global enterprises C. Large American company2.Which one does NOT belong to the methods that Google motivate its employees? A. Promoting the employee who has moreinfluence on Google the higher job position. B. Shuttling the employees betweenhome and office. C. Offering entertaining equipment in workplace.3. Who foundedGoogle? A. Larry Page and Sergey Brin B.Karen May C. Sergey Brin4. If you are a normal employee of Google, what couldyou do EXCEPT? A. Know all informationof Google and discuss questions with your leaders. B. Only work for the projectyou choose. C. Play bowling with your colleagues and get away from mundaneerrands.5. What is Google's secret to success? A. Innovating hi-tech products. B. Paying high salary to the employeesand practicing strict management. C. Valuing the happiness of its employees asmuch as innovating good products.
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80. — __________ — You might aswell write a thanks-note. A. How do you like the rewards? B. What do you do with the rewards? C. Could you suggest some ways of therewards?
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81. — Wow! This is a fantastic project! I've never known you're socreative.— __________ A. Don't mention it. B. Great, I dare to say I am a talent. C. Thanks for your compliments.
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82. I think a big part of it is ______ we know how to have fun on thejob. A. that B. which C. why
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83. Self-esteem needs might include the ______ from a workplace. A. rewards B. rewarded C. rewarded
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84. All the team members tried their best. We lost the game, _________. A. however B. therefore C. since
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85. 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”。 Humanresources supported the proposal of giving the business intelligence a payincentive every three months at the beginning. 2. Brad from human resourcessupports Scott's idea. 3. Carlotta is the manager of HRD. 4. Men and women inthe business intelligence team who have been selected to get the prize willreceive the same rewarding things. 5. The prize-winner cannot choose the prizethat costs more than $500. 7. The prize-winner can only have material awardsand no day off.
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86. Fifty-five per cent of the respondents said that praise andattention from their supervisor would make them feel ______ the company caredabout them and their well-being. A. as if B. even if C. like
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87. An appreciated gift and the gesture of providing it will ______ yourcoworker's day. A. look up B. light up C. lift to
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88. Learning new things has always been a great ______ for me. A. motivator B. motivate C. motivation
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89. 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'simportant for a CEO to be passionate and enthusiastic, but there's a line ofprofessionalism that must always be maintained. According to a report from thetechnology website Venture Beat, PayPal CEO David Marcus wrote a criticalletter to his employees blaming them for not using PayPal products andencouraging them to leave if they didn't have the passion to use the products theywork for. According to the website, part of the leaked letter reads: “It'sbeen brought to my attention that when testing paying with mobile at Cafe 17last week, some of you refused to install the PayPal app, and others didn'teven remember their PayPal passwords. That's unacceptable to me, and the restof my team, everyone at PayPal should use our products where available. That'sthe only way we can make them better, and better.” “In closing, if you are oneof the folks who refused to install the PayPal app or if you can't rememberyour PayPal password, do yourself a favor, go and find something that willconnect with your heart and mind elsewhere.” While not obvious at first, theletter reveals a problem of morale and culture at PayPal. As an executive, youcertainly want your employees to use and promote your products. However, whenfaced with a situation where staff isn't embracing what they make, you need toinvestigate the root of the problem -- not threaten.When faced with internalproblems, good executives start by asking “why”. They reach out to theirexecutive team first and then to the entire staff to find the root of a problemand how to fix it. Sending out a one-sided note about the problem is notleading, it's retreating. Leadership starts by listening. Good executives needto get out among the staff and ask questions and listen without judgment orreaction. The fact that company employees are not embracing and using itsproducts is a failure of leadership that Marcus needs to address byself-reflection. At the end of the day, if his employees have to be forced touse the app, how can he expect consumers to want to willingly pay to use it?Marcus should have focused on three questions: • Why are you not using theapp? • What is it that we can do to ensure you use our app? • What do youneed from me?操作提示：正确选T，错误选F。 A CEO only needs to be passionate andenthusiastic. 2. It is not professional that PayPal CEO blames his employeesnot to use PayPal or forget PayPal passwords. 3. “A one-sided note” refers tothe root of PayPal's problem. 4. When faced with internal problems, goodexecutives find the root of a problem in their executive team first. 5. Goodexecutives need to give feedback immediately when they are listening to thestaff.
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90. — Do you mind if I use vouchers to spend in a restaurant? —__________ A. Yes, please. B. Not at all. Go ahead. C. No, thank you.
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91. — I think I have made a great mistake.— ____________ A. I don't think so. You really made anerror. B. I don't think so. It's really terrible. C. I don't think so. It's not your fault.
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92. — Why didn't you come to my birthday party yesterday? — ____________ A. Excuse me, my friend sent me a flower. B. Sorry, but my wife had a car accident. C. Fine, I never go to birthday parties.
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93. A child's character is greatly influenced by his home ________. A. case B. environment C. situation
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94. My leather shoes cost me ________ the last pairs I bought. A. three times as B. three time as C. three times as much as
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95. Please ask the solicitor what his ________ would be to take the caseto court. A. fare B. fee C. salary
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96. 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 acknowledge employee achievements,support their personal and professional development, and motivate and empowerthem to perform their work effectively. Performance management helps employeesto develop their understanding, knowledge and skills so that they cancontribute to the achievement of the enterprise's goals and gain personal andjob satisfaction. It is a vital part of any quality human resource system. Everyenterprise wants and should expect high performance from each employee.Theelements of a competency-based performance management system will, ifimplemented well, enable high performance which will define enterprise andpersonal success. Using performance management processes, an enterprise can bebetter placed to meet competitive challenges. This is done by: ●identifyingthe critical positions ●determining the most important competencies for thosepositions ●providing the education, training and feedback required byemployees ●holding each person accountable for their results The key to theperformance management process is ‘performance appraisal'. Performanceappraisal is simply an evaluation of how well an employee performs his or herjob compared to a set of predetermined standards. It is a systematic process offeedback on an employee's work performance, and agreement to future trainingplans, job goals and job aspirations. To be effective, a performance appraisalneeds to have a set of agreed criteria that will be the basis of feedback aswell as of setting future goals. Units of competency provide a very effectivetool for setting benchmarks or criteria for work performance. The performancecriteria within units of competency can be used as measures to assess againstin a performance appraisal or review. 操作提示：正确选T，错误选F。 Performance management isa very important part of any quality human resource system. 2. The aim ofperformance management is to punish the unqualified employees. 3. An enterprisecan be better placed to meet competitive challenges by providing the education,training and feedback required by employees, for example. 4. Every enterprisecan expect high performance from each employee. 5. “Performance management” isalso called “performance appraisal”.
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97. — Do you know where I can repair my motorcar? — ____________ A. It's cheap to repair a motorcar. B. Around the street corner. C. You drive too fast to damage it.
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98. At a rough ________, we will take another four weeks to finish thisplan. A. estimate B. value C. account
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99. Wendy suggests that we ________ tomorrow. A. shall go B. should go C. will go
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100.Linda walked at the head, ________ by hercolleagues. A. followed B. following C. to follow
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101.Good work ________ good pay. A. deserves B. requests C. deserts
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102.— Over-the-top? You mean…— ____________ A. Well, sometimes your co-workers feelthat you are too loud. B. No, I don't. C. Thanks a lot.
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103.— Haven't seen you for ages. What are you busydoing now?— ____________ A. Yes ,long time no see. B. Yeah, thanks for coming. C. I am working part time in a bookstore.
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104.二、阅读理解：根据文章内容，完成选择题（共50分）。How to Handle a BadPerformance Review Getting a bad performance review can make you feel angry,unappreciated, defeated, and hopeless. But it's not the end of the world.Remember that the way you respond to this appraisal can make all the differencein the next one. Even if you believe that the review is inaccurate and thatyour boss is completely wrong, you will benefit by reacting in a mature, adultmanner. Here are some suggestions: Stay calm. Relax. Breathe. Do not overreactand be objective. Especially, do not say things that will likely be regrettedlater. Besides, the person giving the performance review may or may not be theone who has written the bad review. What to Do When Receiving a BadPerformance Review It's best to listen attentively. And make comments orremarks only when asked for them. Besides, during the performance review, youwill be given the chance to respond and may disagree. What to Do AfterReceiving a Bad Performance Review Don't be intimidated by the bad performancereview and want to quit the job; instead, learn from it. Also, if theorganization allows their employees to make a written statement on their ownbehalf, do make one. It is important for the worker to show why she does notagree with the bed performance review; for instance, an employee may expresstheir different understanding and, at the same time, a willingness to complywith any constructive suggestions. Ways to Improve a Bad Performance Review Away to improve a bad performance review is to set self-reviews, that is,establish performance standards. Another way to improve a bad review is tolearn more about what the manager, supervisor, or boss wants or expects fromhis/her employees. Learning what it was that caused a bad performance reviewhelps to improve professional growth and encourages as well 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答案。1.What should you do when you are given a bad performance review? A. Argue with your boss. B. Make immediateremarks. C. Stay calm and listen carefully.2. What should you do after you aregiven a bad performance review? A. Quityour job immediately. B. Insist on making comments. C. Learn from the review.3.What should you do if you do not agree with the bad performance review? A. Tell the boss directly that you do notagree with the review. B. Make a written statement on your own behalf if it isallowed. C. Do not express your different understanding in a writtenstatement.4. How do you improve a bad performance review? A. Understand the established performancestandards. B. Learn more about what the employee wants or expects. C. Learnwhat the person who gives the review may think.5. Why should we understand thecause of a bad performance review? A.Because it helps the employee to get promoted immediately. B. Because itencourages and motivates the worker to do better. C. Because it prevents theemployee from professional growth.
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105.Without his assistance, I ________ the researchlast month. A. would not have completed B. could not finish C. should not finish
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106.— Can I have three days off next week, Mr. Smith?—_____. I can manage without you. A. I'm afraid not B. Of course C. It depends
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107.— Don't worry, Mum. The doctor said it was only acommon cold.— ________ ! I'll tell Dad there's nothing serious. A. What a relief B. How surprising C. I'm so sorry
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108.All _____ glitters (闪闪发光) is not gold. A. that B. which C. what
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109.To build the reservoir（水库）， thousands of peoplehave to be_______ . A. relocated B. repeated C. reopened
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110.He ordered that nothing ________ until the policearrived. A. was touched B. should be touched C. had been touched
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111.二、阅读理解：根据文章内容，判断正误（共50分）。Jack Welch LeadingOrganizational Change at GE When Jack Welch, the Chairman and CEO at GeneralElectric (GE) retired in 2001, he could look back at a very successful career.He became CEO in 1981 at the age of 45. At that time, GE had a very complexorganizational structure with considerably bureaucratic rules. One of hisfirst changes was to initiate a strategy formulation process with the guidelinethat each of the businesses should be number 1 or 2 in their respective areas.If this was not the case, managers had the options of fixing the problem,selling their particular business, or closing it. In an effort to streamlinethe organization, Welch removed the sector level and eliminated thousands ofsalaried and hourly employee positions. The restructuring was followed bychanging the organizational 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 toshare their views openly in three-day sessions. At the beginning of themeetings, the superior presented the challenges for his or her organizationalunit. Then the superior had to leave, requesting the groups to find solutionsto the problems. Facilitators (会议主持人) helped these discussions. On the lastday, the superior was presented with proposed solutions. He or she then hadthree choices:to accept the proposal, not to accept it, or to collect moreinformation. 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 customersatisfaction, how they related to their suppliers, and in what ways theydeveloped new products. This helped the GE people to focus on the processes intheir operations that would improve the company's performance. Jack Welch waspersonally involved in developing managers at GE's training center inCrotonville. Leaders, Welch suggested, are not only those who achieve resultsbut also those who share the values of the company. 操作提示：正确选T，错误选F。 Jack Welchretired at the age of 65. 2. Jack Welch insisted that each of the businessesshould be at least number 3 in their respective area. 3. If the business couldnot meet Welch's change requirements, its manager had 3choices. 4. Therestructuring went before changing the organizational culture and themanagerial styles of GE's managers. 5. The Work Out lasted a week.
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112.—I'm going to Beijing for a few days. — _______. Iwish I could go with you. A. It doesn't matter B. Forget it C. I really envy you
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113.— Which of these hats do you want? — _______ .Either will do. A. I don't mind B. No problem C. Go ahead
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114.There is no _____ the fact that he is the beststudent in the class. A. deny B. denies C. denying
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115.On hearing the news of ______ the major exam again,the girl burst into tears. A. her having failed B. she failed C. her being failed
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116.二、阅读理解：根据文章内容，完成选择题（共50分）。How to Adapt to Change inthe Workplace If there's one word that captures the essence of what isoccurring in the world today, it's “change.” Downsizing, reorganizing, andcutting costs, are now the norm for survival. No industry is exempt. Even themost conservative institutions are undergoing significant change just tosurvive. Change management has always been an issue of debate amongst scholars:howcan employers create suitable conditions for a successful change process? Andwhat can employees do to get through it? Tips for dealing with change in theworkplace. ●Make yourself aware that change happens:it happens in personallife, it happens in your professional life. You cannot live in the past, sodenying that change could occur only makes things more complicated for you. ●Stayalert in the workplace:know what is happening around you. When you come acrossclues that hint change is on the way, acknowledge them! ●Maintain opencommunication channels:Don't lay back and expect things to pass you bysmoothly. You need to get acquainted with the occurring changes. Seek moredetails from your management and peers to form an accurate understanding of thematter. Be transparent and honest about your fears:dealing with the unknown isoften resented and daunting. Make the picture as clear as you can. ●Assessyourself:Change is a time when one's confidence about one's skills andcapabilities gets shaky. Recognize your strengths and where you could bringthem into play. At the same time, stay aware of your developmental areas andwork on improving those. ●Don't be stiff:It will make the change process muchharder if you are rigid. Be flexible enough to look at the different angles ofthe change and see where you could apply your “existing” skills and knowledge,and what news skills you need to acquire. ●Stay optimistic:Keep a positiveattitude and don't let yourself drown in uncertainty. Involve yourself in thenew process; locate yourself properly in the new scenario. Adjust! “You can'tget to the top of Everest by jumping up the mountain. You get to themountaintop by taking incremental steps. Step by step, you get to the goal”,says Robin Sharma, one of the world's most-sought-after leadership and personalsuccess experts. 操作提示：通过题目后的下拉选项框选择正确答案。1. Enterprises carry out downsizing,reorganizing and cutting costs in order to . A. cut down on the number ofworkers B. reshuffle the organization C. survive2. “No industry is exempt”means . A. No industry is an exception B. No industry is an example C. Notevery industry can be exempted3. The following questions are often discussedamong scholars EXCEPT . A. How can bosses create favorable conditions forchange B. How can productivity be increased C. What can workers do to getthrough change4. How many suggestions does the author put forward? A. 4 B. 5 C. 65. From the passage, we knowthat Robin Sharma is . A. an expert on leadership, and personal success B. agreat leader C. someone who likes to play the game of Hide and Seek
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117._____the deepening of China's economic reforms,there is greater cooperation and interdependence between the private and thepublic sector. A. With B. As well as C. For the sake of
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118.They depend on each other to survive. In other words,they are ______ for survival. A. interwoven B. interdependent C. international
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119.— Terribly sorry to interrupt, but may I use yourdictionary?— Yes,______________. A. of course B. it doesn’t matter C. no hurry
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120.— Have you already paid? What's my share of thebill？— _________. It wasn't very much. A. It's my share B. None of your business C. Don't worry about it
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121.______ the importance of English, we should putmore effort into it and try to learn it well. A. Given B. Giving C. Gave
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122.______ on the hilltop, you could enjoy the sceneryof the city bathed in the sun. A. Standing B. Stand C. Stood
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123.An agreement was reached on the _____ of mutualrespect and mutual interest. A. basic B. base C. basis
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124.二、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? Amuseum is a good place to keep old and beautiful things. A museum may be aplace to learn about 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 have picturesand statues （雕像）. Others have rocks and old bones. One museum even has coal mine inside! Many cities have museums.Some very small have museums, too.Indianapolis has a museum. Children donot have to pay to get in. Children go to the museum often. They like to lookat the dinosaur bones. They see a white bear ten feet tall. They go inside anold log cabin （小木屋）. On Saturday, Indianapolis children can talks about animals and trees. They seemovies.
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125.— The Auto Show in the City Stadium has beencanceled.— Oh, no！_________ A. What a pity! B. It doesn't matter! C. It's not interesting at all!
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126.Their economy is export ______. A. oriented B. orientating C. orientation
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127.Compared ______ English, Chinese is generallybelieved to be more difficult to learn. A. with B. from C. against
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128.After days of investigation, the police were ____reality. A. looking into B. approaching C. finding
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129.— Sorry for being late. I should have called youearlier. —__________. I've just arrived A. That's no trouble B. You are welcome C. That's all right
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130.The reason _____ he was absent from class yesterdaywas that he was ill and hospitalized. A. for B. why C. that
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131.二、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.Twodifferent corporate cultures are discussed in the dialog. 2. Melinda's companyalso has a creative culture. 3. According to Jack, the important thing is tohire the right employees in the first place. 4. In a creative culture teamworkis not encouraged. 5. A creative culture is better than a collaborativeculture.
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132.—It's about a successful businessman's managementexperience, isn't it?— ____________ A. My pleasure! B. That's right! C. It's up to you!
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133.—Scott，I'd like to have your opinions about mywritten report. —________________ But I have one suggestion. A. That's a good idea. B. You are too modest. C. It looks fine to me.
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134.We ________ with achievement. A. done B. are obsessed C. catch up
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135.please ______ your hand if you have any question atall. A. raise B. rise C. arise
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136.We need ________ communication skills:listencarefully, think before you speak and manage conflicts diplomatically. A. outstanding B. plain C. general
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137.二、阅读理解：根据文章内容，完成选择题（共50分）。How Do You Create aCulture of Innovation? Have you noticed the courage buried in the wordencourage? To create a culture in which innovation flourishes takes courage.Determined innovators are always courageous enough to establish a culture inwhich innovation is greatly encouraged and rewarded. Here are three ways to dothat. Put innovation at the heart of strategy, and persist it in everymessage. Think of innovation strategy as a pyramid:big bets at the top, a fewprojects in development in the middle, and a broad base of continuousimprovements, lasting contributions, and early-stage new ideas at the bottom. Definejobs around innovation. Make it a job prerequisite. Consider 3M’s move tobecome one of the first companies to tell professionals that they could spend15 percent of their time on projects of their own choosing. Now many high-techcompanies know that they can’t get the best talent without providing this kindof flexibility. And some of those self-selected, self-organized projects mighteven result in a blockbuster product or line of business. For 3M, it was thePost-it note. Recognize innovation in every part of the company. To build aculture of creativity and innovation, Gillette developed an innovation fair inwhich every unit could show off its most promising new concepts. It shows thateveryone has a role to play in a culture of innovation. To go from idea tosuccessful innovation requires a great deal of support and collaboration. Whenpeople are surrounded by constant communication and encouragement, they canfind the courage to 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答案。1.What is necessary in creating innovation culture? A.communication B.courage C.immitation2. Howdoes 3M create its innovation culture? A. Put innovation at the heart of strategy, and persist it in everymessage. B. define jobs around innovation. C. Recognize innovation in everypart of the company.3. The word prerequisite in “Make it a job prerequisite”means . A. required as a prior condition B. going after C. prior to request4.How does Gillette create its innovation culture? A. Put innovation at the heart of strategy,and persist it in every message. B. define jobs around innovation. C. Recognizeinnovation in every part of the company.5. The formation from idea toinnovation needs . A. discussion and revise B. failure and courage C. supportand cooperation
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138.— I'd like a wake-up call at 7:00 a.m., please!—OK,________________ . A. You will certainly make it. B. I'll make sure you get one. C. just do what you like.
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139.— You have to believe in yourself. No one elsewill, if you don't. — ____________________Confidence is really important. A. It's not my cup of tea. B. I don't think so. C. I couldn't agree more.
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140.— Who should be responsible for the accident? — Theboss, not the workers. They just carried out the order ______. A. as are told B. as told C. as they told
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141.______ we can't compete in terms of size I dobelieve we hold an advantage in terms of dedication to customer service. A. Therefore B. But C. Although
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142.二、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 Imet a friend at a local bar. She brought her laptop so she could show me some of her latestdigital art designs. As we looked through her artwork, the laptop suddenlystarted making an unhealthy noise, then the screen twinkled on and off and thencut off . And as we both stared at oneanother surprisingly, the terrible smell of fried computer circuits appeared. Igrabbed the laptop off the bar to inspect it and the problem instantly aroseitself. The bottom of the laptop was completely wet and empty, spilt waterglass rested against the side of her purse just behind where the laptop wassitting. While we were chatting and shifting the laptop's 17 inch screen , we somehow spilt a glass of water that thewaiter had inadvertently (无意地) placed behind the screen, which was out of ourview. When life throws id some troubles like this, it typically doesn't makeany sense to us, and our natural emotional reaction might get extremely at the top of our lungs. But how does thishelp our dilemma? Obviously, it doesn't. The smartest and hardest thing we cando in these kinds of situations is to be more tempered in our reaction. You'dbe much wiser and more disciplined than scream extremely. You should rememberthat emotional rage only makes matters worse. And please remember that once ithappens, that will give us an opportunity to grow stronger. Every difficultmoment in our lives is accompanied by an opportunity for personal growthand . But in order to attain this growthand creativity，we must first learn to control our emotions,and we mustrecognize that difficulties pass like everything in our life.
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143.This is the man ______ last night. A. whom I saw him B. whom I saw C. what I saw
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144.二、阅读理解：根据文章内容，判断正误（共50分）。Vision and Execution:TwoSides of a Successful Strategy A strategic plan is not the end goal of thestrategic planning process – it is the framework for successfully implementinga strategy. Until a strategic plan is put into effect, it has no real value. Thereare several keys to successful implementation. First, people directly involvedin executing the strategy must be included in the planning process. Strategicplanning is no longer a top-down directive. Without the input and feedback ofthe people responsible for executing on the strategy, a seemingly solidstrategy is likely to fall apart when implementation is attempted. The nextkey to successful implementation is clearly communicating the strategy to thewhole company. The communication should ensure that everyone in the companyunderstands and accepts the strategy as the best path forward, and not simplythe leadership's latest idea. Without clear communication, employees lack asense of ownership and clarity of purpose. When a strategy is not understood orembraced, it usually results in misunderstanding and uneven commitments toimplementation. Another key to the successful execution of a strategic plan isthe clear and straightforward description of the plan and its operations. Eventhe most brilliant strategy faces failure if it cannot be explained clearly andconcisely. 操作提示：正确选T，错误选F。1.The final goal of the strategic planning process isa strategic plan. 2. A strategic plan is valuable if it is executed. 3. Thereare four keys to successful implementation. 4. A good strategy is likely tofall apart if without the input and feedback of the people responsible forexecuting on the strategy. 5. Leadership's idea determines all.
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145.Communication and leadership don't always go handin hand.
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146.The say-do gap happens when people misunderstandtheir leader's intention.
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147.Using technical jargon makes a leader convincing.
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148.Communicating sincerely is always the best.
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149.Observation is as important as communication whenyou want to know what people really think.
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150.What kind of company is Google?_________ A. A medium-sized international company. B. A large global enterprise. C. A large American company.
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151.How does Google motivate its employees?_________ A. Providing a friendly work culture in thecompany. B. TPromoting the employees to higher jobpositions. C. Offering entertaining equipment in theemployees' office.
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152.Who founded Google?_________ A. Larry Page and Sergey Brin. B. Karen May. C. Sergey Brin.
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153.Google employees have the freedom to _________. A. use the totem pole with their colleagues B. spend certain time on their chosenprojects C. play bowling with their colleagues atwork
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154.What is Google's secret to success?_________ A. Encouraging among employees theaspiration to be No. 1 in the world. B. Paying high salary to the employees andpracticing strict management. C. Valuing the happiness of its employeesas much as innovating good products.
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155.What should you do when you are given a badperformance review?_________ A. Argue with your boss. B. Make immediate remarks. C. Stay calm and listen carefully.
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156.What should you do after you are given a bad performancereview?_________ A. Quit your job immediately. B. Insist on making comments. C. Learn from the review.
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157.What should you do if you do not agree with the badperformance review?_________ A. Tell the boss directly that you do notagree with the review. B. Make a written statement on your ownbehalf if it is allowed. C. Do not express your differentunderstanding in a written statement.
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158.How do you improve a bad performancereview?_________ A. Understand the established performancestandards. B. Learn more about what the employee wantsor expects. C. Learn what the person who gives thereview may think.
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159.Why should we understand the cause of a badperformance review?_________ A. Because it helps the employee to getpromoted immediately. B. Because it encourages and motivates theworker to do better. C. Because it prevents the employee fromprofessional growth.
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