您好，在完成本单元的学习后，请您完成以下练习题。本练习题满分100分，折合进形成性考核后满分为10分。
本套题为随机题，请按快捷键Ctrl+F在页面内查找，手机查找方法!一、选择填空题（每题10分，共5题）
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.
You’re right
I’m afraid
I don’t think so
2． — This project is too big for me to finish on time.
—________________.
Please do me a favor
That is a daydream
I’ll give you a hand
3．— We could let some of the staff work from home.________________?
— That’s a good idea.
Do you have any good ideas
What do you think of it
Is there anything else
4．— Is it possible for you to work out the plan tonight?
—__________
I’ll do that.
I think so.
I’d love to.
5．— Could you give us a speech on management functions some day this week?
—________________.
That’a good idea
No, I already have plans
I’d love to, but I’m busy this week
6．Supervisors should ______ their employees in two-way communication so that understanding takes place.
enable
engage
encourage
7．Even the best continually seek ways to ______ their skills.
sharp
sharpener
sharpen
8．______ CEOs spend planning, the more profitable their companies are.
The more time
The more
The less time
9．The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy’s restaurant.
these
those
which
10．It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies.
that
/
which
11．The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process.
imply
indicate
interrupt
12． AT&T found that employees with better planning and decision-making skills were ______ to be promoted into management jobs.
more likely
more like
more unlikely
13．______ his anger the employees called him Mr. Thunder, but they loved him.
Due to
In spite of
Because
14．______ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.
Not only
Do not only
Not only do
15．The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.
how to
on what to
on how to
16．二、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。
What kind of role is Melinda taking on for her job? 1
A. HR manager.
B. Project manager.
C. Project coordinator.
2. How long will Melinda be trained for her new role? 2
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? 3
A. Once a month.
B. Twice a month.
C. Once a week.
4. What kind of contract can Melinda sign with outside contractors? 4
A. Permanent worker contract.
B. Standard temporary-worker contract.
C. Standard industry contract.
5. Which one does NOT belong to Melinda’s responsibilities? 5
A. Formulate the industry standard of payment.
B. Manage and coordinate her project team.
C. Report the project progress to the board.
(1)
(2)
(3)
(4)
(5)
17．二、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 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.
操作提示：正确选T，错误选F。
Nokia lost the smartphone battle because its technology is not as good as that of Apple. 1
2. Nokia’s middle managers were frank to tell the truth, but the top ones didn’t listen to them. 2
3. Nokia’s top managers were too moody to hear anything good but harsh. 3
4. Middle managers in Nokia delivered results more than they promised earlier. 4
5. Nokia’s top managers should have had better conversation techniques to encourage internal coordination and truth. 5
(1)
(2)
(3)
(4)
(5)
