山东开放大学管理英语4作业答案

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山东开放大学管理英语4作业答案

管理英语4
学校: 山东开放大学
平台: 国家开放大学
题目如下：
1. — 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.
答案: I think so.
2. — This project is too big for me to finish on time.
—________________.
A. Please do me a favor
B. That is a daydream
C. I'll give you a hand
答案: I'll give you a hand
3. Supervisors should ______ their employees in two-way communication so that understanding takes place.
A. enable
B. engage
C. encourage
答案: engage
4. ______ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.
A. Not only
B. Do not only
C. Not only do
答案: Not only do
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
答案: those
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.
答案: F# F# T# F# T
7. — I think things have been a bit difficult for us the last couple of months.
—__________. We've been working hard, but still getting behind.
A. You're right
B. I'm afraid
C. I don’t think so
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8. — Could you give us a speech on management functions some day this week?
—________________.
A. That's a good idea
B. No, I already have plans
C. I'd love to, but I'm busy this week
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
9. The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.
A. how to
B. on what to
C. on how to
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10. The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process.
A. imply
B. indicate
C. interrupt
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11. — 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.
A. I am not sure
B. I can see that
C. I know that
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12. —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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13. Effective leaders distill complex thoughts and strategies into simple, memorable terms __________ colleagues and customers can grasp and act upon.
A. when
B. that
C. who
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
14. Who was ______ the meeting？
A. chairing
B. leading
C. charging
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15. What you need to do is to keep things short and sweet, just the ______.
A. questions
B. topics
C. highlights
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16. 二、完型填空（共50分）
操作提示：通过下拉选项框选择正确的词汇。
What We Have Here: A Failure to Communicate
　　It is the thing. There are more ways than ever to communicate with people, yet it sometimes seems like it is more difficult to connect — and stay — with anyone.
　　Should you off an email? Tap out a text? Post a private message on Facebook? Write on their Facebook wall? Skype, poke, ping or conjure them up on a digital tin can phone?
　　And once you reach someone, you wonder: Is he paying attention? How do you know? Even with the techno-ease of communication devices, conversations can still be troublesome. Questions are asked and answered of order. Instructions and directions go half-read. Meetings are botched. Feelings are hurt.
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
17. —____________________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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18. He's left now, but productivity hasn't ______that much.
A. carried on
B. caught up
C. picked up
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19. —How can you explain the latest situation?
—____________________,I know it is all my fault.
A. Sorry
B. Excuse me
C. I'm afraid
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20. 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.
A. where
B. when
C. while
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
21. 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.
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
22. When the message finally reached the Command Center, it __________ “mutated” to become —“Send three and four-pence, we're going to a dance.”
A. was
B. had
C. have
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23. 二、阅读理解：根据文章内容，完成选择题（共50分）。
Communication Failure
　　The meaning of “communication” goes a lot deeper than people often think. Communication is about conceiving, sending, receiving, and interpreting messages as well as confirming reception of these messages. A failure at any point in this chain can result in ineffective communication.
　　Ineffective communication can be disastrous. There is a famous story of a British Army Commander who sent the message “Send reinforcements, we're going to advance.” back to his Command Center, through a long chain of subordinates. When the message finally reached the Command Center, it had “mutated” to become -- “Send three and four-pence, we're going to a dance.” The reinforcements never arrived.
　　You can demonstrate this same principle, albeit on a less dramatic scale, by trying to play Chinese Whispers with more than 20 people. It is highly unlikely the same message you started with will be the one you end with.
　　In a business, there are three main types of communication failure. Each has its own indicative signs.
　　•The first type is known as allocative failure. This occurs when a firm is not gathering enough intelligence about its market or (most often), the information is not reaching the right points. The firm will not be allocating resources in step with the shifts in demand. If demand is rising but the firm is suffering from allocative communication failure, then stocks will fall and there will be understaffing. If the inverse happens, there will be a surplus of stocks and overstaffing.
　　•The second type is executive failure, where communication to trigger specific events/actions is either late, lacking or in error. The symptoms of this are a general loss of direction in the company or departments, a loss of co-ordination and an increase in complaints from customers as things happen late or not at all.
　　•The final type is human failure. This occurs when the general culture of a business or the relationships between particular individuals or departments do not foster effective communication. This leads to alienated staff, an increase in staff turnover, an increase in absenteeism and general frustration among staff. Creativity, especially that which takes place across departmental boundaries, is likely to suffer hugely as team synergy slips.
操作提示：通过题目后的下拉选项框选择正确答案。
Confirming reception of the sent messages means .
A. the messages are sent to right receivers
B. the messages are correctly understood
C. the messages are correctly understood by right receivers
2. In the famous British Army Commander story, which step probably did NOT go wrong in the communication chain?
A. Conceiving.
B. Sending.
C. Receiving.
3. What is Chinese whispers?
A. Who whispers in Chinese.
B. A game to pass message around in a whisper.
C. Chinese people who don't normally talk very loudly.
4. Allocative failure does NOT happen when .
A. the right information goes to the right place
B. a company gathers false information
C. the correct information is not received by the right department or person
5. According to the passage, which of the following cases does NOT belong to human failure?
A. Decreasing creativity across departments.
B. Inadequate communication between departments.
C. Increasing customer complaints.
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
24. — Will you go on a picnic with us tomorrow?
—____________________.
A. Yes, but I'll have English classes
B. Sorry, I have an appointment with Dr. Brown
C. I'm afraid I have no idea
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
25. —_____________
— I'd like to have this film developed.
A. What's it?
B. May I help you?
C. What do you want?
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
26. — 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.
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
27. Regular and concrete feedback is important ______ who is not performing up to her potential.
A. when to deal with a worker
B. when dealing with a worker
C. when dealt with a worker
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28. Team members are ______ as unique people with irreplaceable experiences, points of view, and knowledge to contribute.
A. treated
B. viewed
C. known
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
29. How do you get your members to ______ as a team?
A. pull apart
B. pull up
C. pull together
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
30. 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.
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
31. — I am sorry for what I have said to you.
—_____________
A. No problem.
B. I'm sure about that.
C. Don't think any more about it.
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
32. — 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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33. 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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34. In high school, I am equally comfortable______as a member of a team and independently.
A. to work
B. working
C. work
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35. — 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.
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
36. I have been very lucky to have had ______ managers during my career so far.
A. terrific
B. terrible
C. terrifying
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37. —Can I get you a couple of tea?
—_________________________.
A. That's very nice of you
B. With pleasure
C. You can, please
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38. — You'd better not push yourself too hard. You can ask the team and listen.
— __________
A. You are right.
B. No, we can't do that.
C. I think it will kill our time.
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
39. All the team members tried their best. We lost the game, _________.
A. however
B. therefore
C. since
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40. 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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41. ______ clearly communicate with and actively listen to employees is essential to improve their performance.
A. Be able to
B. Being able
C. Being able to
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42. 二、阅读理解：根据文章内容，判断正误（共50分）。
The Right Way to Motivate Employees
　　It's important for a CEO to be passionate and enthusiastic, but there's a line of professionalism that must always be maintained.
　　According to a report from the technology website Venture Beat, PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn't have the passion to use the products they work for.
　　According to the website, part of the leaked letter reads:
　　“It's been brought to my attention that when testing paying with mobile at Cafe 17 last week, some of you refused to install the PayPal app, and others didn't even remember their PayPal passwords. That's unacceptable to me, and the rest of my team, everyone at PayPal should use our products where available. That's the only way we can make them better, and better.”
　　“In closing, if you are one of the folks who refused to install the PayPal app or if you can't remember your PayPal password, do yourself a favor, go and find something that will connect with your heart and mind elsewhere.”
　　While not obvious at first, the letter reveals a problem of morale and culture at PayPal. As an executive, you certainly want your employees to use and promote your products. However, when faced with a situation where staff isn't embracing what they make, you need to investigate the root of the problem -- not threaten.
When faced with internal problems, good executives start by asking “why”. They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it. Sending out a one-sided note about the problem is not leading, it's retreating.
　　Leadership starts by listening. Good executives need to get out among the staff and ask questions and listen without judgment or reaction. The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection. At the end of the day, if his employees have to be forced to use the app, how can he expect consumers to want to willingly pay to use it? Marcus should have focused on three questions:
　　• Why are you not using the app?
　　• What is it that we can do to ensure you use our app?
　　• What do you need from me?
操作提示：正确选T，错误选F。
A CEO only needs to be passionate and enthusiastic.
2. It is not professional that PayPal CEO blames his employees not to use PayPal or forget PayPal passwords.
3. “A one-sided note” refers to the root of PayPal's problem.
4. When faced with internal problems, good executives find the root of a problem in their executive team first.
5. Good executives need to give feedback immediately when they are listening to the staff.
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
43. — __________
— 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?
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
44. Learning new things has always been a great ______ for me.
A. motivator
B. motivate
C. motivation
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
45. Self-esteem needs might include the ______ from a workplace.
A. rewards
B. rewarded
C. rewarded
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
46. 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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47. — Do you mind if I use vouchers to spend in a restaurant?
— __________
A. Yes, please.
B. Not at all. Go ahead.
C. No, thank you.
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48. 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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49. ______ the job, employers don't want to hire people who are difficult to get along with.
A. Despite of
B. Regardless
C. Regardless of
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50. — 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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51. — Haven't seen you for ages. What are you busy doing now?
— ____________
A. Yes ,long time no see.
B. Yeah, thanks for coming.
C. I am working part time in a bookstore.
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52. Wendy suggests that we ________ tomorrow.
A. shall go
B. should go
C. will go
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53. They have come to the conclusion ________ this winter will be even colder than before.
A. that
B. for
C. which
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54. The workmen want to ________ the number of working hours and to increase pay.
A. delete
B. decrease
C. depress
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55. 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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56. — Do you know where I can repair my motorcar?
— ____________
A. It's cheap to repair a motorcar.
B. Around the street corner.
C. You drive too fast to damage it.
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57. 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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58. Good work ________ good pay.
A. deserves
B. requests
C. deserts
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59. Linda walked at the head, ________ by her colleagues.
A. followed
B. following
C. to follow
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60. 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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61. — 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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62. Please ask the solicitor what his ________ would be to take the case to court.
A. fare
B. fee
C. salary
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63. — 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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64. Without his assistance, I ________ the research last month.
A. would not have completed
B. could not finish
C. should not finish
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65. — Can I have three days off next week, Mr. Smith?
— _____. I can manage without you.
A. I'm afraid not
B. Of course
C. It depends
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66. — If you don't believe in yourself, no one else will.
— _____. Confidence is really important.
A. That's not the point
B. I don't think so
C. I couldn't agree more
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67. All _____ glitters (闪闪发光) is not gold.
A. that
B. which
C. what
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68. 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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69. By the end of the year, the sales plan for the next year______.
A. will be made
B. will have been made
C. have been made
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70. 二、阅读理解：根据文章内容，完成选择题（共50分）。
How to Adapt to Change in the Workplace
　　If there's one word that captures the essence of what is occurring in the world today, it's “change.” Downsizing, reorganizing, and cutting costs, are now the norm for survival. No industry is exempt. Even the most conservative institutions are undergoing significant change just to survive.
　　Change management has always been an issue of debate amongst scholars: how can employers create suitable conditions for a successful change process? And what can employees do to get through it?
　　Tips for dealing with change in the workplace.
　　●Make yourself aware that change happens: it happens in personal life, it happens in your professional life. You cannot live in the past, so denying that change could occur only makes things more complicated for you.
　　●Stay alert in the workplace: know what is happening around you. When you come across clues that hint change is on the way, acknowledge them!
　　●Maintain open communication channels: Don't lay back and expect things to pass you by smoothly. You need to get acquainted with the occurring changes. Seek more details from your management and peers to form an accurate understanding of the matter. Be transparent and honest about your fears: dealing with the unknown is often resented and daunting. Make the picture as clear as you can.
　　●Assess yourself: Change is a time when one's confidence about one's skills and capabilities gets shaky. Recognize your strengths and where you could bring them into play. At the same time, stay aware of your developmental areas and work on improving those.
　　●Don't be stiff: It will make the change process much harder if you are rigid. Be flexible enough to look at the different angles of the change and see where you could apply your “existing” skills and knowledge, and what news skills you need to acquire.
　　●Stay optimistic: Keep a positive attitude and don't let yourself drown in uncertainty. Involve yourself in the new process; locate yourself properly in the new scenario. Adjust!
　　“You can't get to the top of Everest by jumping up the mountain. You get to the mountaintop by taking incremental steps. Step by step, you get to the goal”, says Robin Sharma, one of the world's most-sought-after leadership and personal success experts.

操作提示：通过题目后的下拉选项框选择正确答案。
1. Enterprises carry out downsizing, reorganizing and cutting costs in order to .
A. cut down on the number of workers
B. reshuffle the organization
C. survive
2. “No industry is exempt” means .
A. No industry is an exception
B. No industry is an example
C. Not every industry can be exempted
3. The following questions are often discussed among scholars EXCEPT .
A. How can bosses create favorable conditions for change
B. How can productivity be increased
C. What can workers do to get through change
4. How many suggestions does the author put forward?
A. 4
B. 5
C. 6
5. From the passage, we know that Robin Sharma is .
A. an expert on leadership, and personal success
B. a great leader
C. someone who likes to play the game of Hide and Seek
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71. 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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72. To build the reservoir（水库）， thousands of people have to be_______ .
A. relocated
B. repeated
C. reopened
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73. 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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74. — Sorry for being late. I should have called you earlier.
—__________. I've just arrived
A. That's no trouble
B. You are welcome
C. That's all right
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75. — Terribly sorry to interrupt, but may I use your dictionary?
— Yes,______________.
A. of course
B. it doesn’t matter
C. no hurry
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76. An agreement was reached on the _____ of mutual respect and mutual interest.
A. basic
B. base
C. basis
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77. ______ 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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78. ______ the importance of English, we should put more effort into it and try to learn it well.
A. Given
B. Giving
C. Gave
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79. 二、完型填空（共50分）
操作提示：通过下拉选项框选择正确的词汇。
　　What is museum? A museum is a good place to keep old and beautiful things. A museum may be a place to learn about science. A museum can be a place  art of Indians or animals. What is inside a museum? Some museums have old cars and airplanes. Many museums have pictures and statues （雕像）. Others have rocks and old bones. One museum even has  coal mine inside! Many cities have museums. Some very small  have museums, too. Indianapolis has a  museum. Children do not have to pay to get in. Children go to the museum often. They like to look at the dinosaur bones. They see a white bear ten feet tall. They go inside an old log cabin （小木屋）. On Saturday, Indianapolis children can  talks about animals and trees. They see movies.
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
80. — 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!
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
81. What can we expect ____him?
A. in
B. from
C. on
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82. — ____________________________
—Actually I prefer working on my own.
A. Could I use this dictionary?
B. May I open the window to let in some fresh air?
C. Do you prefer teamwork or working individually?
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
83. — 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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84. — 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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85. We ________ with achievement.
A. done
B. are obsessed
C. catch up
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86. please ______ your hand if you have any question at all.
A. raise
B. rise
C. arise
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87. 二、阅读理解：根据文章内容，完成选择题（共50分）。
How Do You Create a Culture of Innovation?
　　Have you noticed the courage buried in the word encourage? To create a culture in which innovation flourishes takes courage. Determined innovators are always courageous enough to establish a culture in which innovation is greatly encouraged and rewarded. Here are three ways to do that.
　　Put innovation at the heart of strategy, and persist it in every message. Think of innovation strategy as a pyramid: big bets at the top, a few projects in development in the middle, and a broad base of continuous improvements, lasting contributions, and early-stage new ideas at the bottom.
　　Define jobs around innovation. Make it a job prerequisite. Consider 3M’s move to become one of the first companies to tell professionals that they could spend 15 percent of their time on projects of their own choosing. Now many high-tech companies know that they can’t get the best talent without providing this kind of flexibility. And some of those self-selected, self-organized projects might even result in a blockbuster product or line of business. For 3M, it was the Post-it note.
　　Recognize innovation in every part of the company. To build a culture of creativity and innovation, Gillette developed an innovation fair in which every unit could show off its most promising new concepts. It shows that everyone has a role to play in a culture of innovation.
　　To go from idea to successful innovation requires a great deal of support and collaboration. When people are surrounded by constant communication and encouragement, they can find the courage to try, fail, redo, and try again.

操作提示：通过题目后的下拉选项框选择正确答案。
1. What is necessary in creating innovation culture?
A.communication
B.courage
C.immitation
2. How does 3M create its innovation culture?
A. Put innovation at the heart of strategy, and persist it in every message.
B. define jobs around innovation.
C. Recognize innovation in every part of the company.
3. The word prerequisite in “Make it a job prerequisite” means .
A. required as a prior condition
B. going after
C. prior to request
4. How does Gillette create its innovation culture?
A. Put innovation at the heart of strategy, and persist it in every message.
B. define jobs around innovation.
C. Recognize innovation in every part of the company.
5. The formation from idea to innovation needs .
A. discussion and revise
B. failure and courage
C. support and cooperation
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88. ______ 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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89. 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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90. 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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91. — 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.
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。
92. He will write to me as soon as he ______ home.
A. will have returned
B. returns
C. will return
答案：请关注【雅宝知识库】 公众号，发送题目获取正确答案。