山西开放大学管理英语4作业答案

管理英语4

学校: 山西开放大学

平台: 国家开放大学

题目如下：

1. 1. facial expression

A. Non-Verbal Communication

B. Verbal Communication

答案: Non-Verbal Communication

2. 2. tone

A. Non-Verbal Communication

B. Verbal Communication

答案: Verbal Communication

3. 3. body movement

A. Non-Verbal Communication

B. Verbal Communication

答案: Non-Verbal Communication

4. 4. voice

A. Non-Verbal Communication

B. Verbal Communication

答案: Verbal Communication

5. 5. gesture

A. Non-Verbal Communication

B. Verbal Communication

答案: Non-Verbal Communication

6. 6. touch

A. Non-Verbal Communication

B. Verbal Communication

答案: Non-Verbal Communication

7. 7. eye contact

A. Non-Verbal Communication

B. Verbal Communication

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8. 8. space

A. Non-Verbal Communication

B. Verbal Communication

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9. 9. posture

A. Non-Verbal Communication

B. Verbal Communication

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10. 1. Communication and leadership don't always go hand in hand.

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11. 2. The say-do gap happens when people misunderstand their leader's intention.

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12. 3. Using technical jargon makes a leader convincing.

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13. 4. Communicating sincerely is always the best.

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14. 5. Observation is as important as communication when you want to know what people really think.

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15. 1. What should you do when you are given a bad performance review?_________

A. Argue with your boss.

B. Make immediate remarks.

C. Stay calm and listen carefully.

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16. 2. What should you do after you are given a bad performance review?_________

A. Quit your job immediately.

B. Insist on making comments.

C. Learn from the review.

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17. 3. What should you do if you do not agree with the bad performance review?_________

A. Tell the boss directly that you do not agree with the review.

B. Make a written statement on your own behalf if it is allowed.

C. Do not express your different understanding in a written statement.

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18. 4. How do you improve a bad performance review?_________

A. Understand the established performance standards.

B. Learn more about what the employee wants or expects.

C. Learn what the person who gives the review may think.

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19. 5. Why should we understand the cause of a bad performance review?_________

A. Because it helps the employee to get promoted immediately.

B. Because it encourages and motivates the worker to do better.

C. Because it prevents the employee from professional growth.

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20. 1. —Scott，I'd like to have your opinions about my written 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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21. 2. — You have to believe in yourself. No one else will, 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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22. 3. please ______ your hand if you have any question at all.

A. raise

B. rise

C. arise

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23. 4. ______ we can't compete in terms of size I do believe we hold an advantage in terms of dedication to customer service.

A. Therefore

B. But

C. Although

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24. 5. When people are surrounded by ______ communication and encouragement, they can find the courage to try, fail, redo, and try again.

A. complicated

B. constant

C. corporate

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25. 6. 二、阅读理解：根据文章内容，判断正误（共50分）。 Vision and Execution: Two Sides of a Successful Strategy 　　A strategic plan is not the end goal of the strategic planning process – it is the framework for successfully implementing a strategy. Until a strategic plan is put into effect, it has no real value. 　　There are several keys to successful implementation. First, people directly involved in executing the strategy must be included in the planning process. Strategic planning is no longer a top-down directive. Without the input and feedback of the people responsible for executing on the strategy, a seemingly solid strategy is likely to fall apart when implementation is attempted. 　　The next key to successful implementation is clearly communicating the strategy to the whole company. The communication should ensure that everyone in the company understands and accepts the strategy as the best path forward, and not simply the leadership's latest idea. Without clear communication, employees lack a sense of ownership and clarity of purpose. When a strategy is not understood or embraced, it usually results in misunderstanding and uneven commitments to implementation. 　　Another key to the successful execution of a strategic plan is the clear and straightforward description of the plan and its operations. Even the most brilliant strategy faces failure if it cannot be explained clearly and concisely. 操作提示：正确选T，错误选F。 1.The final goal of the strategic planning process is a strategic plan. 2. A strategic plan is valuable if it is executed. 3. There are four keys to successful implementation. 4. A good strategy is likely to fall apart if without the input and feedback of the people responsible for executing on the strategy. 5. Leadership's idea determines all.

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26. 7. — 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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27. 8. We ________ with achievement.

A. done

B. are obsessed

C. catch up

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28. 9. — Who should be responsible for the accident? — The boss, not the workers. They just carried out the order ______.

A. as are told

B. as told

C. as they told

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29. 1. — 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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30. 2. — Is it possible for you to work out the plan tonight? —__________

A. I'll do that.

B. I think so.

C. I'd love to.

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31. 3. Supervisors should ______ their employees in two-way communication so that understanding takes place.

A. enable

B. engage

C. encourage

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32. 4. It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies.

A. that

B. /

C. which

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33. 5. The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant.

A. these

B. those

C. which

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34. 6. 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。 1. Nokia lost the smartphone 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't listen to them. 3. Nokia's top managers were too moody to hear anything good but harsh. 4. Middle managers in Nokia delivered results more than they promised earlier. 5. Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth.

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35. 1. —____________________identify the problems that have been occurring? —Well, as you know, the problems we had with Gary caused a lot of friction among the team.

A. What would you

B. Will you

C. Are you able to

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36. 2. —How did your meeting go yesterday? — ____________________actually, it was really frustrating.

A. Not so good

B. Very good

C. Nothing special

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37. 3. Creativity, especially __________ which takes place across departmental boundaries, is likely to suffer hugely as team synergy slips.

A. that

B. those

C. /

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38. 4. He's left now, but productivity hasn't ______that much.

A. carried on

B. caught up

C. picked up

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39. 5. I think the primary ______factor is there's been so much absence lately.

A. contributing

B. causing

C. affecting

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40. 6. 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 good leaders are also good communicators. Indeed, communication and leadership are inextricably tied. How can you galvanize, inspire or guide others if you don't communicate in a clear, credible and authentic way? Here are 5 essential communication practices of effective leaders: 　　1. Mind the say-do gap. Trust is the bedrock of effective leadership – your behavior is your single greatest mode of communication, and it must be congruent with what you say. If your actions don't align with your words, you are storing up trouble for the future. 　　2. Make the complex simple. Effective 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, look out for technical jargon and avoid business speak, which add complexity. Say what you mean in as few words as possible. 　　3. Find your own voice. Use 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 real. People want real, people respect real, people follow real. 　　4. Be visible Visibility is about letting your key stakeholders get a feel for who you are and what you care about. Don'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 real, substantial way. In 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 in. Show 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 ears. Effective communication is a two-way process, and good leaders know how to ask good questions, and then listen with both their eyes and their ears. Because you are in a position of authority, others may be reluctant to express their real opinions to you directly. You won't always get direct feedback, so you need to also 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 gap happens when people misunderstand their leader's intention. 3. Using technical jargon makes a leader convincing. 4. Communicating sincerely is always the best. 5. Observation is as important as communication when you want to know what people really think.

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41. 1. — 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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42. 2. —_____________ — I'd like to have this film developed.

A. What's it?

B. May I help you?

C. What do you want?

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43. 3. I like to think ______. I am always the one finding new ways to a situation or challenge.

A. inside of the box

B. of the box

C. outside of the box

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44. 4. The majority of these team challenges ______ anywhere.

A. can deliver

B. are delivered

C. can be delivered

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45. 5. I have been very lucky to have had ______ managers during my career so far.

A. terrific

B. terrible

C. terrifying

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46. 6. 二、阅读理解：根据文章内容，完成选择题（共50分）。 A Teamwork Game 　　A team of about 35 employees had come together for a team building event. They were a young, bright and enthusiastic team. However, one of their chief problems was the fact that they wouldn't share information or solutions with each other, and the team leader thought they were too focused on themselves and not on the team. As a result, she brought them all into the cafeteria. All of the tables and chairs had been stored away, and fun decorations and hundreds of different colored balloons had been placed around the room. 　　In the center of the room was a big box of balloons that hadn't been blown up yet. The team leader instructed everybody to pick a balloon, blow it up, and write their name on it, but they had to be careful not to burst the balloon. 　　Although they were given a second chance if their first balloon popped, they were out of the game the second time round. In the end, about 30 team members wrote their names without their balloons popping. They were then asked to leave the room and, after five minutes, the team leader brought them back in and asked them to find the balloon with their name on it amongst the hundreds of other balloons in the room. After 15 minutes of searching, no one had found their balloon, and the team were told that they were then going to move on to the third round of the activity. 　　In this round, each team member was instructed to find any balloon with a name on it and then give that balloon to the person whose name was on it. Within two minutes, everybody had their own balloon. The team leader summarized the activity thus: “We are much more efficient when we are willing to share with each other and much better at problem solving when we are working together, not individually.” 　　Sometimes, members of teams create obstacles by focusing solely on their own pursuits and goals. Every member of the team should ask themselves on a regular basis what they are doing and what they can do for the team. 操作提示：通过题目后的下拉选项框选择正确答案。 1. This team building event was aimed at . A. helping these young, bright and enthusiastic employees become more concentrated on their work B. making the team members know how to share information or solutions and cooperate with each other C. building up team morale 2. This event was held in . A. a self-service restaurant B. a coffee shop C. a classroom 3. About how many team members were out of the second round of the activity? A. 30. B. 35. C. 5. 4. Which statement below is correct? A. In the second round, every one of the team had found their balloons after 15 minutes. B. In the third round, the team members were asked them to find the balloon with their name on it amongst the hundreds of other balloons in the room. C. In the third round, everybody had their own balloon with help from others within 2 minutes. 5. What was the event going to teach these employees? A. Sharing and cooperating with other team members is more efficient when they are working together. B. Focusing solely on employees' own pursuits is not allowed in workplace. C. Failure of teamwork is caused by individual.

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47. 7. — 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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48. 8. If I take the time to talk with my manager at the beginning of a project, we ______ off to a great start on the same page.

A. can get

B. have got

C. get

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49. 9. Team members are ______ as unique people with irreplaceable experiences, points of view, and knowledge to contribute.

A. treated

B. viewed

C. known

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50. 10. The team creates an environment ______ people are comfortable in communicating, advocating positions, and taking action.

A. that

B. which

C. in which

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51. 11. — 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 my project right now.

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52. 12. 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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53. 13. 阅读理解：根据文章内容，判断正误（共50分）。 Tips for Team Building 　　When you think of team building, do you immediately picture your group off at a resort playing games or hanging from ropes? Traditionally, many organizations approach team building in this way but, then, they wonder why that wonderful sense of teamwork that had been displayed at the retreat or the seminar fails to impact long term beliefs and actions back at work. 　　I'm not averse to retreats, planning sessions, seminars and team building activities — in fact I lead them — but they have to form part of a much larger teamwork effort. You will not build teamwork by “retreating” as a group for a couple of days each year, instead you need to think of team building as something you do every single day. 　　• Form teams to solve real work issues and to improve real work processes. Provide training in systematic methods so the team expends its energy on the project, not on trying to work out how to work together as a team to approach the problem. 　　• Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes. If there is friction between team members, examine the work processes 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 they will 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 luck lunches, take the team to a sporting event, sponsor dinners at a local restaurant, go hiking or go to an amusement park. Hold a monthly company meeting, sponsor sports teams and encourage cheering team fans. 　　• Use ice breakers and teamwork exercises at meetings — these help team members get to know each other, share details about each others lives, and have a laugh together. 　　• Celebrate team successes publicly. There are many ways you could do this, for instance by buying everyone the same T-shirt or hat, putting team member names in a draw for company merchandise and gift certificates. The only thing limiting you is your imagination. 　　If you do the types of teamwork building listed above, you'll be amazed at the progress you will make in creating a teamwork culture, a culture that enables individuals to contribute more than they ever thought possible — together. 操作提示：正确选T，错误选F。 1.Team building event is traditionally related to playing games at resort. 2. The author claims that playing games together is as important as form teams to solve real work issues and to improve real work processes for team building. 3. “Retreat” in the first paragraph means withdrawal of troops after a defeat. 4. Ice breaking motivates team members compete with each other. 5. A good teamwork culture enables individuals make more efforts together.

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54. 1. — Wow! This is a fantastic project! I've never known you're so creative. — __________

A. Don't mention it.

B. Great, I dare to say I am a talent.

C. Thanks for your compliments.

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55. 2. — __________ — You might as well 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 the rewards?

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56. 3. An appreciated gift and the gesture of providing it will ______ your coworker's day.

A. look up

B. light up

C. lift to

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57. 4. 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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58. 5. All the team members tried their best. We lost the game, _________.

A. however

B. therefore

C. since

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59. 6. 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 is a dream of many, not just because of what this company has achieved in the last 15 years, but because of its enviable work culture. With about 37,000 employees in 40 countries, you might wonder how Google maintains a motivating work experience throughout its entire company. 　　Working for Google comes with perks that most other organizations can't provide -- bowling alleys, free haircuts, gym memberships, and shuttles to and from work. The company's secret to success is putting the same amount of time and effort into keeping employees happy as it 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 place the most talented people wanted to work at. Their idea was simple: creating a work culture that keeps employees happy will motivate them to do their best and will 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 it here, because that's what's going to make us successful,” said Karen May, the Vice President of people development at Google. 　　Google also makes its employees want to work because managers provide tasks that are inspiring and challenging. Every employee at Google has the opportunity to spend 20% of his or her working time on a project they choose. This freedom takes employees out of their routine and away from the mundane tasks that often make workers feel uninspired about their jobs. 　　Lastly, Google shows each employee just how important he or she is to the company. Each employee, regardless of her spot on the 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 employee forums every Friday, where they discuss the 20 most-asked questions. Employees have access to all company information, adding a sense of trust, and employees and 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 would you describe Google? A. Medium-sized international company B. Large global enterprises C. Large American company 2. Which one does NOT belong to the methods that Google motivate its employees? A. Promoting the employee who has more influence on Google the higher job position. B. Shuttling the employees between home and office. C. Offering entertaining equipment in workplace. 3. Who founded Google? A. Larry Page and Sergey Brin B. Karen May C. Sergey Brin 4. If you are a normal employee of Google, what could you do EXCEPT? A. Know all information of Google and discuss questions with your leaders. B. Only work for the project you choose. C. Play bowling with your colleagues and get away from mundane errands. 5. What is Google's secret to success? A. Innovating hi-tech products. B. Paying high salary to the employees and practicing strict management. C. Valuing the happiness of its employees as much as innovating good products.

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60. 1. — I think I have made a great mistake. — ____________

A. I don't think so. You really made an error.

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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61. 2. — 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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62. 3. Good work ________ good pay.

A. deserves

B. requests

C. deserts

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63. 4. 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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64. 5. A child's character is greatly influenced by his home ________.

A. case

B. environment

C. situation

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65. 6. 二、阅读理解：根据文章内容，完成选择题（共50分）。 How to Handle a Bad Performance 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 difference in the next one. Even if you believe that the review is inaccurate and that your boss is completely wrong, you will benefit by reacting in a mature, adult manner. Here are some suggestions: 　　Stay calm. Relax. Breathe. Do not overreact and be objective. Especially, do not say things that will likely be regretted later. Besides, the person giving the performance review may or may not be the one who has written the bad review. 　　What to Do When Receiving a Bad Performance Review 　　It's best to listen attentively. And make comments or remarks only when asked for them. Besides, during the performance review, you will be given the chance to respond and may disagree. 　　What to Do After Receiving a Bad Performance Review 　　Don't be intimidated by the bad performance review and want to quit the job; instead, learn from it. Also, if the organization allows their employees to make a written statement on their own behalf, do make one. It is important for the worker to show why she does not agree with the bed performance review; for instance, an employee may express their different understanding and, at the same time, a willingness to comply with any constructive suggestions. 　　Ways to Improve a Bad Performance Review 　　A way to improve a bad performance review is to set self-reviews, that is, establish performance standards. Another way to improve a bad review is to learn more about what the manager, supervisor, or boss wants or expects from his/her employees. Learning what it was that caused a bad performance review helps to improve professional growth and encourages as well as motivates the worker 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 immediate remarks. C. Stay calm and listen carefully. 2. What should you do after you are given a bad performance review? A. Quit your 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 not agree with the review. B. Make a written statement on your own behalf if it is allowed. C. Do not express your different understanding in a written statement. 4. How do you improve a bad performance review? A. Understand the established performance standards. B. Learn more about what the employee wants or expects. C. Learn what the person who gives the review may think. 5. Why should we understand the cause of a bad performance review? A. Because it helps the employee to get promoted immediately. B. Because it encourages and motivates the worker to do better. C. Because it prevents the employee from professional growth.

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66. 7. — Over-the-top? You mean… — ____________

A. Well, sometimes your co-workers feel that you are too loud.

B. No, I don't.

C. Thanks a lot.

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67. 8. The workmen want to ________ the number of working hours and to increase pay.

A. delete

B. decrease

C. depress

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68. 9. Please ask the solicitor what his ________ would be to take the case to court.

A. fare

B. fee

C. salary

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69. 10. 二、阅读理解：根据文章内容，判断正误（共50分）。 Performance Management and Performance Appraisal 　　Performance management aims to acknowledge employee achievements, support their personal and professional development, and motivate and empower them to perform their work effectively. Performance management helps employees to develop their understanding, knowledge and skills so that they can contribute to the achievement of the enterprise's goals and gain personal and job satisfaction. It is a vital part of any quality human resource system. 　　Every enterprise wants and should expect high performance from each employee.The elements of a competency-based performance management system will, if implemented well, enable high performance which will define enterprise and personal success. Using performance management processes, an enterprise can be better placed to meet competitive challenges. This is done by: 　　●identifying the critical positions 　　●determining the most important competencies for those positions 　　●providing the education, training and feedback required by employees 　　●holding each person accountable for their results 　　The key to the performance management process is ‘performance appraisal'. Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards. It is a systematic process of feedback on an employee's work performance, and agreement to future training plans, job goals and job aspirations. 　　To be effective, a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals. Units of competency provide a very effective tool for setting benchmarks or criteria for work performance. The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review. 操作提示：正确选T，错误选F。 Performance management is a very important part of any quality human resource system. 2. The aim of performance management is to punish the unqualified employees. 3. An enterprise can be better placed to meet competitive challenges by providing the education, training and feedback required by employees, for example. 4. Every enterprise can expect high performance from each employee. 5. “Performance management” is also called “performance appraisal”.

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70. 1. —I'm going to Beijing for a few days. — _______. I wish I could go with you.

A. It doesn't matter

B. Forget it

C. I really envy you

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71. 2. — Don't worry, Mum. The doctor said it was only a common 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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72. 3. They depend on each other to survive. In other words, they are ______ for survival.

A. interwoven

B. interdependent

C. international

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73. 4. Redundancy happens when employees need to _____ their workforce. And as a result, someone gets dismissed from work.

A. reform

B. reproduce

C. reduce

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74. 5. 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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75. 6. 二、阅读理解：根据文章内容，判断正误（共50分）。 Jack Welch Leading Organizational Change at GE 　　When Jack Welch, the Chairman and CEO at General Electric (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 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 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 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 managers. One such program was the Work-Out（群策群力）.Groups of managers were assembled to share their views openly in three-day sessions. At the beginning of the meetings, the superior presented the challenges for his or her organizational unit. Then the superior had to leave, requesting the groups to find solutions to the problems. Facilitators (会议主持人) helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect more information. 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 customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This 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 Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company. 操作提示：正确选T，错误选F。 Jack Welch retired at the age of 65. 2. Jack Welch insisted that each of the businesses should be at least number 3 in their respective area. 3. If the business could not meet Welch's change requirements, its manager had 3choices. 4. The restructuring went before changing the organizational culture and the managerial styles of GE's managers. 5. The Work Out lasted a week.

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76. 1. — The trip ought not to take more than an hour. — ____________ . It is at least two hours.

A. I guess so

B. You must be joking

C. It depends

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77. 2. — The Auto Show in the City Stadium has been canceled. — Oh, no！_________

A. What a pity!

B. It doesn't matter!

C. It's not interesting at all!

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78. 3. _____ there is smoke, there is fire.

A. If

B. When

C. Where

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79. 4. ______ on the hilltop, you could enjoy the scenery of the city bathed in the sun.

A. Standing

B. Stand

C. Stood

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80. 5. After days of investigation, the police were ____ reality.

A. looking into

B. approaching

C. finding

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81. 6. 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.Two different corporate cultures are discussed in the dialog. 2. Melinda's company also has a creative culture. 3. According to Jack, the important thing is to hire the right employees in the first place. 4. In a creative culture teamwork is not encouraged. 5. A creative culture is better than a collaborative culture.

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82. 1. got behind

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83. 2. lacked money

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84. 3. got slack on their work

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85. 4. didn't have enough work-hands

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86. 5. did not connect with the German colleagues

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87. 6. were of low efficiency in communication

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88. 7. worked flexibly

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89. 8. had to work in the office

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