---

---

---

---

---

2020年最新国家开放大学电大管理英语4和成本管理汇编网络核心课形考网考作业及答案最新国家开放大学电大管理英语4网络核心课形考网考作业及答案100%通过考试说明：2020年春期电大把管理英语4网络核心课纳入到“国开平台”进行考核，它共有八个单元自测。针对该门课程，给出了每个单元自测的二套标准题库，在考试中可多次抽取试题，直至与其中的一套答案相近即可。本文库还有其他网核及教学考一体化答案，敬请查看。单元自测1第一套一、选择填空题（每题10分，共5题）题目1 This project is too big for me to finish on time.选择一项：C. Ill give you a hand 题目2 I think things have been a bit difficult for us the last couple of months._. Weve been working hard, but still getting behind.选择一项：A. Youre right 题目3AT&T found that employees with better planning and decision-making skills were _ to be promoted into management jobs.选择一项：A. more likely 题目4The Human Resource Managing Department at Honda is given specific instructions _ employ the best possible workers.选择一项：C. on how to 题目5The responsibilities in handbook _ that managers have to be concerned with efficiency and effectiveness in the work process.选择一项：B. indicate 题目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 didnt 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 companys middle and top managers which led to company-wide inertia that left it powerless to respond to Apples 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 companys top managers had a terrifying reputation. Some members of Nokias 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 didnt 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 th、ey 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 pr、omising something earlier, or promising a lot. Its 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. Nokias top managers should have encouraged safe dialogue, internal co

---

---

---

---

• 一级注册建筑师
• 传输设备PTN L3
• 11345文体写作
• 00405教育原理
• 康复医学与技术(医学高级)
• 家庭教育知识竞赛
• 技术干部继续教育
• 铁路劳动安全知识竞赛
• 世界当代史
• 急救护理(医学高级)
• 岗位胜任力与创新研究力知识竞赛
• 多媒体作品制作员(师)
• 曾国藩与中国式领导力
• 超文本标记语言(HTML)
• 江苏住院医师麻醉科
• 化学实验技能知识竞赛
• 自动化控制仪表安装工程预算
• 市场营销学
• 四川住院医师儿外科
• 农村信用社考试