2019年最新國(guó)家開(kāi)放大學(xué)電大《管理英語(yǔ)4》和《人文英語(yǔ)2》匯編網(wǎng)絡(luò)核心課形考網(wǎng)考作業(yè)附全答案

1、2019 2019 年最新國(guó)家開(kāi)放大學(xué)電大《管理英語(yǔ) 最新國(guó)家開(kāi)放大學(xué)電大《管理英語(yǔ) 4》和《人 《人文英語(yǔ) 文英語(yǔ) 2》匯編 匯編網(wǎng)絡(luò)核心課形考網(wǎng)考作業(yè) 網(wǎng)絡(luò)核心課形考網(wǎng)考作業(yè)附全 附全答案 答案2019 2019 年最新國(guó)家開(kāi)放大學(xué)電大《管理英語(yǔ) 最新國(guó)家開(kāi)放大學(xué)電大《管理英語(yǔ) 4》網(wǎng)絡(luò)核心課形考網(wǎng)考作業(yè) 》網(wǎng)絡(luò)核心課形考網(wǎng)考作業(yè)附全 附全答案100% 100%通過(guò) 通過(guò)考試說(shuō)明： 考試說(shuō)明：2019 年春期電大把《管理英語(yǔ) 4》網(wǎng)

2、絡(luò)核心課納入到“國(guó)開(kāi)平臺(tái)”進(jìn)行考核，它共有八個(gè)單元自測(cè) 八個(gè)單元自測(cè)。針對(duì)該門(mén)課程，給出了每個(gè)單元自測(cè)的二套標(biāo)準(zhǔn)題庫(kù)，在考試中可多次抽取試題，直至與其中的一套答案相近即可。本文庫(kù)還有其他網(wǎng)核 網(wǎng)核及教學(xué)考一體化答案 學(xué)考一體化答案，敬請(qǐng)查看。單元自測(cè) 單元自測(cè) 1第一套 第一套 一、選擇填空題（每題 一、選擇填空題（每題 10 10 分，共 分，共 5 題） 題）題目 1— This project is

3、too big for me to finish on time.選擇一項(xiàng)：C. C. I'll I'll give give you you a hand hand 題目 2— I think things have been a bit difficult for us the last couple of months.—__________. We've been working hard, but st

4、ill getting behind.選擇一項(xiàng)：A. A. You're You're right right 題目 3AT&T found that employees with better planning and decision-making skills were ______ to be promoted into management jobs.選擇一項(xiàng)：A. A. more more likel

5、y likely 題目 4The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.選擇一項(xiàng)：goals.Fearing the reactions of top managers, middle managers remained silent or pro

6、vided 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 reso

7、urces being allocated elsewhere if they delivered bad news or showed that they were not bold or ambitious enough to undertake challenging assignments.Beyond verbal pressure, top managers also applied pressure for

8、 faster performance in personnel selection. This led middle managers to over promise and under deliver. One middle manager told us that “you can get resources by promising something earlier, or promising a lot. It's

9、sales work.”While modest fear might be healthy for motivation, abusing it can be like overusing a drug, which risks generating harmful side effects. To reduce this risk, leaders should coordinate with the varied emotions

10、 of the staff. Nokia's top managers should have encouraged safe dialogue, internal coordination and feedback to understand the true emotion in the organization.操作提示：正確選 T，錯(cuò)誤選 F。1. Nokia lost the smartphone battle be

11、cause its technology is not as good as that of Apple. F2. Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them. F3. Nokia's top managers were too moody t

12、o hear anything good but harsh. T4. Middle managers in Nokia delivered results more than they promised earlier. F5. Nokia's top managers should have had better conversation techniques to encourage interna