-
[
题目
]
—
This project is
too big for me to finish on time.
—
________________.
[
答案
]I' ll give
you a hand
[
题
目
]
AT&T
found
that
employees
with
better
planning
and
decision-making skills
were ______
to be promoted into
management jobs.
[
答案
]more likely
[
题目
]______ CEOs
spend planning, the more profitable their
companies
are.
[
答案
]The more time
[
题目
]______ his
anger the employees called him Mr. Thunder, but
they
loved him.
[
答案
]Due to
[
题目
]______
managers spend most of their time in face-to-face
contact
with others, but they
spend much of it obtaining and sharing
information.
[
答案
]Not only do <
/p>
[
题目
]
—
Could
you
give
us
a
speech
on
management
functions
some
day this
week
？
—
________________.
[
答案
]I' d love to,
but I' m busy this week
[
题目<
/p>
]
—
I
think things have been a bit difficult for us the
last couple of
months.
—
__________. We' ve been
working hard, but still getting behind.
[
答案
]You' re right
[
题目
]
—<
/p>
Is it possible for you to
work out the plan tonight
？
—
__________
[
答案
]I think so. <
/p>
[
题
目
]
—
We
could
let
some
of
the
staff
work
from
home.
________________
？
—
That' s a good
idea.
[
答案
]What do
you think of it
[
题目
]Even the best
continually seek ways to ______ their skills.
[
答案
]sharpen
[
题目
]It is through
enthusiasm and quiet intensity ______ we transform
creativity and vision
into
the technologies.
[
答案
]that
< br>[
题
目
]Supervisor
s
should
______
their
employees
in
two-way
communication so that understanding
takes place.
[
答案
]engage
[
题目
]The
demands
and
requirements
placed
on
the
CEO
of
Sony
are
different from ______ on the
manager of your local Wendy' s
restaurant.
[
答案
]those
[
题目
]The
Human
Resource
Managing
Department
at
Honda
is
given
specific instructions
______
employ the best possible
workers.
[
答案
]on
how to
[
题
目
]The
responsibilities
in
handbook
______
that
managers
have
to be concerned with
efficiency and effectiveness in the
work process.
[
答案
]indicate
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。
1. What
kind of role is Melinda taking on for her
job
？
[C]
A. HR manager.
B. Project
manager.
C. Project coordinator.
2. How long will Melinda be trained for
her new role
？
[B]
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
？
[A]
A. Once a month.
B. Twice a month.
C. Once a
week.
4. What kind of contract can
Melinda sign with outside
contractors
？
[B]
A. Permanent worker contract.
B. Standard temporary-worker contract.
C. Standard industry contract.
5. Which one does NOT belong to
Melinda' s responsibilities
？
[A]
A. Formulate the
industry standard of payment.
B. Manage
and coordinate her project team.
C.
Report the project progress to the board.
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.
[F]
2. Nokia' s middle managers were
frank to tell the truth, but the top ones
didn' t listen to
them. [F]
3.
Nokia'
s
top
managers
were
too
moody
to
hear
anything
good
but
harsh.
[T]
4. Middle managers in Nokia
delivered results more than they promised
earlier. [F]
5.
Nokia'
s
top
managers
should
have
had
better
conversation
techniques to
encourage internal
coordination and
truth. [T]
单元自测
2
试题及答案
[
题目
]
—
If
you
can'
t
say
what
you'
ve
come
to
say
at
the
meeting,
what' s the
point
？
—
____________________,
but
I
think
you
might
need
to
change
your
approach somewhat.
[
答案
]I can see
that
[
题目
]
< br>—
Will you go on a picnic
with us tomorrow
？
—
____________________.
[
答案
]I' m afraid I
have no idea
[
题目
]
—
____________________identif
y
the
problems
that
have
been
occurring
？
—
Well,
as
you
know,
the
problems
we
had
with
Gary
caused
a
lot
of
friction among the team.
[
答案
]Are you able
to
[
题目
]
—
How can you explain the latest
situation
？
—
____________________, I
know it is all my fault.
[
答案
]Sorry
[
题目
]
—
< br>How did your meeting go yesterday
？
—
____________________actually, it was
really frustrating.
[
答案
]Not so good
[
题目
]Effective
leaders
distill
complex
thoughts
and
strategies
into
simple, memorable terms
__________ colleagues and customers can
grasp and act upon.
[
答案
]that
< br>[
题
目
]Every
time
I
tried
to
say
something,
he
would
______
to
something else.
[
答案
]move on
[
题目
]He' s left
now, but productivity hasn' t ______that much.
[
答案
]picked up
[
题目
]I think the
primary ______factor is there' s been so much
absence
lately.
[
答案
]contributing
[
题目
]If demand is
rising but the firm __________ from communication
failure, then stocks
will
fall and there will be understaffing.
[
答案
]is suffering
[
题目
]In
today'
s
environment,
__________
people
are
often
burned
out, it' s important
for
employees
to
have
a
personal
connection
with
you
and
the
work
you
believe
in.
[
答案
]where
[
题目
]What you need
to do is to keep things short and sweet, just the
______.
[
答案
]highlights
[
题目
]When
the
message
finally
reached
the
Command
Center,
it
__________ mutated to become
—
Send three and four-pence,
we' re going to a dance.
[
答案
]had
[
题目
]Who was
______ the meeting
？
[
答案
]chairing