「最新」1389国开电大本科《管理英语4》历年期末考试(第三大题阅读判断题)题库


    [新]国开电科理英语4历年期末考试(第三题阅读判断题)题库
    2021年1月试题答案
    三阅读理解(题4分40分)
    2630题:请根短文容判断出语句否正确正确写T错误写F答案写答题纸
    Passage 2
    It's no secret that good leaders are also good communicatorsIndeed communication and leadership are inextricably tiedHow can you galvanize inspire or guide others if you don't communicate in a clearcredible and authentic wayHere are 5essential communication practices of effective leaders:
    1Mind the saydo gapTrust is the bedrock of effective leadership—your behavior is your single greatest mode of communication and it must be congruent with what you sayIf your actions don't align with your words you a restoring up trouble for the future
    2Make the complex simpleEffective leaders distill complex thoughts and strategies into simple memorable terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you want to say lookout for technical jargon and avoid business speak which add complexitySay what you mean in as few words as possible
    3Find your own voiceUse language that's distinctly your own let your values come through in your communicationCorrect 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 realPeople want real people respect real people follow real
    4Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care aboutDon’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 realsubstantial wayIn 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 inShow the people that work for you that you're engaged and that you care about them and their work5Listen with your eyes as well as your earsEffective communication is a twoway process and good leaders know how to ask good questions and then listen with both their eyes and their earsBecause you are in a position of authority others maybe reluctant to express their real opinions to you directlyYou won’t always get direct feedback so you need to also be able to read between the lines and look for the nonverbal cues
    26Communication and leadership don't always go hand in hand
    [答案]F
    27The saydo gap happens when people misunderstand their leader's intention
    [答案]F
    28Using technical jargon makes a leader convincing
    [答案]F
    29Communicating sincerely is always the best
    [答案]T
    30Observation is as important as communication when you want to know what people really think
    [答案]T
    2020年9月试题答案
    三阅读理解(题4分40分)
    2630题:请根短文容判断出语句否正确正确写T错误写F答案写答题纸
    Passage 2
    In competitive markets leaders are under increased pressure to maintain a positive work cultureA positive work culture cultivates greater employee satisfaction greater 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 attentionSuch cultures are dependent on leadership vision and values
    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 workplaceIt isthe way we do things around here
    Some cultural aspects are understood by all and are obvious such as turning up for wok on time while others maybeunwritten rulesthat 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 workplaceThere are also factors out of their control such as slumps in global prices or a change in demand and supplyThe company can howevercontrol how they respond to these factors
    Those companies that do create positive workplace environments develop a reputation in their community as beinggood to work for’and have a competitive edgeNot 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 themThey 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 workplaceThe 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
    26A positive work culture will give workers more satisfaction
    [答案]T
    27Positive cultures have a lot to do with leadership vision and values
    [答案]T
    28The 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
    29In competitive markets leaders are under more and more pressure to keep a positive work culture
    [答案]T
    30Positive work culture can be built in a short period of time
    [答案]F
    2020年7月试题答案
    三阅读理解(题4分40分)
    2630题:请根短文容判断出语句否正确正确写T错误写F答案写答题纸
    Passage 2
    When Jack Welch the Chairman and CEO at General Electric(GE) retired in 2001 he could look back at a very successful careerHe became CEOin1981at the age of 45At 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 1or2in the irrespective areasIf this was not the case managers had the options of fixing the problem selling their particular businessor closing itIn 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 GE's managersOne such program was the WorkOut(群策群力) Groups of managers were assembled to share their views openly in threeday sessionsAt the beginning of the meetings the superior presented the challenges for his or her organizational unitThen the superior had to leaverequesting the groups to find solutions to the problemsFacilitators(会议持) helped these discussionsOn the last day the superior was presented with proposed solutionsHe or she then had three choices:to accept the proposal not to accept it or to collect more informationThis process put great pressure on the superior to make decisions
    Another program to improve effectiveness and efficiency was Best PracticesThe 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 productsThis 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 CrotonvilleLeaders Welch suggested are not only those who achieve results but also those who share the values of the company
    26Jack Welch retired at the age of 65
    [答案]T
    27Jack Welch insisted that each of the businesses should beat least number 3in their respective area
    [答案]F
    28If the business could not meet Welch's change requirements its manager had 3choices
    [答案]T
    29The restructuring went before changing the organizational culture and the managerial styles of GE's managers
    [答案]T
    30The Work Outlasted a week
    [答案]F
    2020年1月试题答案
    三阅读理解(题4分40分)
    2630题:请根短文容判断出语句否正确正确写T错误写F答案写答题纸
    Passage 2
    It's no secret that good leaders are also good communicatorsIndeed communication and leadership are inextricably tiedHow can you galvanize inspire or guide others if you don't communicate in a clearcredible and authentic wayHere are 5essential communication practices of effective leaders:
    1Mind the saydo gapTrust is the bedrock of effective leadership—your behavior is your single greatest mode of communication and it must be congruent with what you sayIf your actions don't align with your words you a restoring up trouble for the future
    2Make the complex simpleEffective leaders distill complex thoughts and strategies into simple memorable terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you want to say lookout for technical jargon and avoid business speak which add complexitySay what you mean in as few words as possible
    3Find your own voiceUse language that's distinctly your own let your values come through in your communicationCorrect 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 realPeople want real people respect real people follow real
    4Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care aboutDon’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 realsubstantial wayIn 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 inShow the people that work for you that you're engaged and that you care about them and their work5Listen with your eyes as well as your earsEffective communication is a twoway process and good leaders know how to ask good questions and then listen with both their eyes and their earsBecause you are in a position of authority others maybe reluctant to express their real opinions to you directlyYou won’t always get direct feedback so you need to also be able to read between the lines and look for the nonverbal cues
    26Communication and leadership don't always go hand in hand
    [答案]F
    27The saydo gap happens when people misunderstand their leader's intention
    [答案]F
    28Using technical jargon makes a leader convincing
    [答案]F
    29Communicating sincerely is always the best
    [答案]T
    30Observation is as important as communication when you want to know what people really think
    [答案]T
    2019年7月试题答案
    三阅读理解(题4分40分)
    2630题:请根短文容判断出语句否正确正确写T错误写F答案写答题纸
    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
    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 companywide inertia that left it powerless to respond to Apple's game
    Based on the findings of an indepth 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 managers' 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 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 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 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 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
    [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 managers should have had better conversation techniques to encourage internal coordination and truth
    [答案]T
    2019年1月试题答案
    三阅读理解(题4分40分)
    2630题:请根短文容判断出语句否正确正确写T错误写F答案写答题纸
    Passage 2
    It's no secret that good leaders are also good communicatorsIndeed communication and leadership are inextricably tiedHow can you galvanize inspire or guide others if you don't communicate in a clear credible and authentic wayHere are 5 essential communication practices of effective leaders:
    (1) Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode of communication and it must be congruent with what you sayIf your actions don't align with your words you a restoring up trouble for the future
    (2) Make the complex simpleEffective 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 lookout for technical jargon and avoid business speak which add complexitySay what you mean in as few words as possible
    (3) Find your own voiceUse 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 and realPeople want real people respect real people follow real
    (4) Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care aboutDon’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 realsubstantial wayIn 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 inShow 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 earsEffective communication is a twoway process and good leaders know how to ask good questions and then listen with both their eyes and their earsBecause you are in a position of authority others maybe reluctant to express their real opinions to you directlyYou won't always get direct feedback so you need to also be able to read between the lines and look for the nonverbal cues
    26Communication and leadership don't always go hand in hand
    [答案]F
    27The saydo gap happens when people misunderstand their leader's intention
    [答案]F
    28Using technical jargon makes a leader convincing
    [答案]F
    29Communicating sincerely is always the best
    [答案]T
    30Observation is as important as communication when you want to know what people really think
    [答案]T
    2018年7月试题答案
    三阅读理解(题4分40分)
    2630题:请根短文容判断出语句否正确正确写T错误写F答案写答题纸
    Passage 2
    In competitive markets leaders are under increased pressure to maintain a positive work cultureA positive work culture cultivates greater employee satisfaction greater 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 attentionSuch cultures are dependent on leadership vision and values
    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 workplaceIt isthe way we do things around here
    Some cultural aspects are understood by all and are obvious such as turning up for wok on time while others maybeunwritten rulesthat 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 workplaceThere are also factors out of their control such as slumps in global prices or a change in demand and supplyThe company can howevercontrol how they respond to these factors
    Those companies that do create positive workplace environments develop a reputation in their community as beinggood to work for’ and have a competitive edgeNot 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 themThey 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 workplaceThe 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
    26A positive work culture will give workers more satisfaction
    [答案]T
    27Positive cultures have a lot to do with leadership vision and values
    [答案]T
    28The 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
    29In competitive markets leaders are under more and more pressure to keep a positive work culture
    [答案]T
    30Positive work culture can be built in a short period of time
    [答案]F
    2018年1月试题答案
    三阅读理解(题4分40分)
    2630题:请根短文容判断出语句否正确正确写T错误写F答案写答题纸
    Passage 2
    When Jack Welch the Chairman and CEO at General Electric(GE) retired in 2001 he could look back at a very successful careerHe became CEOin1981at the age of 45At 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 areasIf this was not the case managers had the options of fixing the problem selling their particular businessor closing itIn 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 GE's managersOne such program was the WorkOut(群策群力)
    Groups of managers were assembled to share their views openly in threeday sessionsAt the beginning of the meetings the superior presented the challenges for his or her organizational unitThen the superior had to leave requesting the groups to find solutions to the problemsFacilitators(会议持) helped these discussionsOn the last day the superior was presented with proposed solutionsHe or she then had three choices:to accept the proposal not to accept it or to collect more informationThis process put great pressure on the superior to make decisions
    Another program to improve effectiveness and efficiency was Best PracticesThe 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 productsThis 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 CrotonvilleLeaders Welch suggested are not only those who achieve results but also those who share the values of the company
    26Jack Welch retired at the age of 65
    [答案]T
    27Jack Welch insisted that each of the businesses should beat least number 3in their respective area
    [答案]F
    28If the business could not meet Welch's change requirements its manager had 3 choices
    [答案]T
    29The restructuring went before changing the organizational culture and the managerial styles of GE's managers
    [答案]T
    30The Work Outlasted a week
    [答案]F
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