1 1389 国开电大本科《管理英语 4》历年期末考试(第三大题阅读判断题) 试题及答案汇编(珍藏版) 2021 年 7 月试题及答案 26-30 题：请根据短文内容判断给出的语句是否正确，正确的写“T”，错误的写“F”，并将答案写在答题 纸上。 Passage 2 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 has 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 workout 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 potluck lunches ， take the team to a sporting event，sponsor dinner sat 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 icebreakers and teamwork exercises at meetings-these help team members get to know each other，share details about each other＇s 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. 附： 第 2 段 当您想到团队建设时，您是否会立即想象您的团队在度假村玩游戏或悬挂在绳索上？传统上，许多 组织以这种方式进行团队建设，但是，他们想知道为什么会表现出这种美妙的团队合作意识在务虚会或 研讨会上无法影响工作中的长期信念和行动。 我不反对静修、计划会议、研讨会和团队建设活动—事实上我领导他们—但它们必须成为更大的团 队合作的一部分。你不会通过作为一个团体“撤退”来建立团队合作每年几天，而不是您需要将团队建设 视为您每天都在做的事情。 组建团队以解决实际工作问题并改进实际工作流程。提供系统方法的培训，使团队将精力花在项目 上，而不是尝试锻炼如何作为一个团队一起工作来解决问题。 召开部门会议，审查项目和进展，获得广泛的意见，协调共享的工作流程。如果团队成员之间存在 摩擦，检查他们共同拥有的工作流程—问题通常不是他们的性格，而是往往团队成员尚未就如何交付产 品或服务或完成某事所需的步骤达成一致。 ●将有趣和共享的场合纳入组织的议程—举办便餐午餐、带团队参加体育赛事、赞助当地餐厅共进 晚餐、远足或去游乐园。每月举行一次公司会议，赞助运动队并鼓励欢呼的球队球迷。 ●在会议上使用破冰活动和团队合作练习—这些有助于团队成员相互了解，分享彼此的生活细节， 一起开怀大笑。2 ●公开庆祝团队的成功。有很多方法可以做到这一点，例如给每个人买同样的 T 恤或帽子，抽出团 队成员的名字作为公司商品和礼券。唯一限制你的是你的想象力。 如果您进行上述类型的团队建设，您会惊讶于您在创建团队合作文化方面所取得的进步，这种文化 使个人能够做出比他们想象的更多的贡献。 26.Team building event is traditionally related to playing games at resort. [答案]T 27.The author claims that playing games together is as important as forming teams to solve real work issues and to improve real work processes for team building. [答案]F 28.“Retreat”in the first paragraph means withdrawal of troops after a defeat. [答案]F 29.Ice breaking motivates team members to compete with each other. [答案]F 30.A good teamwork culture enables individuals to make more efforts together. [答案]T 附： 26.团队建设活动传统上与在度假村玩游戏有关。 [答案]T 27.作者声称，一起玩游戏与组建团队解决实际工作问题和改进团队建设的实际工作流程一样重要。 [答案]F 28.第一款中的“退”，是指战败后撤军。 [答案]F 29.破冰激励团队成员相互竞争。 [答案]F 30.良好的团队合作文化使个人能够共同做出更多的努力。 [答案]T 2021 年 1 月试题及答案 26-30 题：请根据短文内容判断给出的语句是否正确，正确的写“T”，错误的写“F”，并将答案写在答题 纸上。 Passage 2 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 5essential 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 a restoring 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，lookout 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.3 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 maybe 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. 附： 第 2 段 好的领导者也是好的沟通者，这已经不是什么秘密了。事实上，沟通和领导力是密不可分的。如果 你不以清晰、可信和真实的方式进行沟通，你怎么能激励、激励或引导他人？这里有 5 个基本的沟通实 践有效的领导者： 1.注意说与做的差距。信任是有效领导的基石—你的行为是你唯一最好的沟通方式，它必须与你所 说的一致。如果你的行动与你的言辞不一致，你就是一个为未来解决麻烦。 2.化繁为简。有效的领导者将复杂的思想和策略提炼成简单易记的术语，让同事和客户能够掌握并 采取行动。最重要的是弄清楚你想说什么，注意技术术语，避免商业说话，这增加了复杂性。用尽可能 少的词说出你的意思。 3.找到你自己的声音。使用明显属于你自己的语言；让你的价值观在你的交流中体现出来。正确使 用语言和语法当然很重要，但不要为了口才而过分专注于口才；专注于与众不同，真实。人要真实，人 尊重真实，人追随真实。 4.可见。可见性是让你的关键利益相关者了解你是谁以及你关心什么。不要躲在电脑后面，只与人 进行电子互动—面对面和语音对语音，以及以真实、实质性的方式与他们互动。在当今人们经常精疲力 竭的环境中，员工与您和您所相信的工作建立个人联系非常重要。向为您工作的人展示您是。 5.用眼睛和耳朵倾听。有效的沟通是一个双向的过程，好的领导者知道如何提出好的问题，然后用 眼睛和耳朵倾听他们的耳朵。因为你处于权威的位置，别人可能不愿意直接向你表达他们的真实意见。 你不会总是得到直接的反馈，所以你也需要能够读懂字里行间，寻找非语言暗示。 26.Communication and leadership don＇t always go hand in hand. [答案]F 27.The say-do gap happens when people misunderstand their leader＇s intention. [答案]F 28.Using technical jargon makes a leader convincing. [答案]F 29.Communicating sincerely is always the best. [答案]T 30.Observation is as important as communication when you want to know what people really think. [答案]T 附： 26.沟通和领导力并不总是齐头并进的。 [答案]F 27.当人们误解了领导者的意图时，就会出现说做差距。 [答案]F 28.使用技术术语使领导者具有说服力。 [答案]F 29.真诚的沟通永远是最好的。 [答案]T 30.当你想知道人们的真实想法时，观察与交流一样重要。 [答案]T 2020 年 9 月试题及答案 26-30 题：请根据短文内容判断给出的语句是否正确，正确的写“T”，错误的写“F”，并将答案写在答题 纸上。 Passage 24 In competitive markets，leaders are under increased pressure to maintain a positive work culture.A positive work culture cultivates greater employee satisfaction ； greater employee satisfaction contributes to higher performance；higher performance impacts improved client outcomes；improved client outcomes contribute to service excellence. Positive work cultures are built overtime and need constant attention.Such cultures are dependent on leadership vision and values. An effective leader sets the tone for the team，encourages a positive workplace culture an disable to bring about cultural change. Workplace culture is made up of the shared attitudes，beliefs，behaviors，values and expectations that influence the way people work in the workplace.It is“the way we do things around here”. Some cultural aspects are understood by all and are obvious such as turning up for wok on time，while others maybe“unwritten rules”that are not so obvious for example how personal issues are resolved with work colleagues. Many factors that influence whether a workplace has a positive outlook are within the control of people who work in a workplace.There are also factors out of their control，such as slumps in global prices or a change in demand and supply.The company can，however，control how they respond to these factors. Those companies that do create positive workplace environments develop a reputation in their community as being‘good to work for＇ and have a competitive edge.Not only are these companies more able to attract and retain people，they tend to be more stable as they proactively deal with issues and adapt to change. Teams work best when they are clear about what is expected of them.They are more able to deal with difficult issues if they feel the values of the organization are supportive of them. For a workplace culture to be positive，the direction and actions of the business must be consistent with the core values of the people in the workplace.The people must trust each other and be able to openly express and exchange ideas. Working through these steps will help with developing a positive business culture. 附： 第 2 段 在竞争激烈的市场中，领导者面临着维持积极工作文化的压力越来越大。积极的工作文化可以培养 更高的员工满意度；更高的员工满意度有助于提高绩效；更高的绩效会改善客户成果；改善客户成果有 助于提供卓越的服务。 积极的工作文化是加班建立的，需要不断的关注。这种文化取决于领导的远见和价值观。 有效的领导者为团队定下基调，鼓励积极的工作场所文化，并鼓励残疾人带来文化变革。 工作场所文化由共同的态度、信念、行为、价值观和期望组成，这些共同的态度、信念、行为、价 值观和期望会影响人们在工作场所的工作方式。它是“我们在这里做事的方式”。 一些文化方面是众所周知的，是显而易见的，例如准时上锅，而另一些则可能是“不成文的规则”， 而不是那么明显，例如如何与同事解决个人问题。 影响工作场所是否具有积极前景的许多因素都在工作场所工作人员的控制范围内。也有一些他们无 法控制的因素，例如全球价格暴跌或供需变化。公司可以，但是，控制他们对这些因素的反应。 那些确实创造了积极的工作环境的公司在他们的社区中建立了“适合工作”的声誉并具有竞争优势。 这些公司不仅更能吸引和留住员工，而且由于积极主动，它们往往更稳定处理问题并适应变化。 当团队清楚对他们的期望时，他们工作得最好。如果他们觉得组织的价值观支持他们，他们就更有 能力处理困难的问题。 要使工作场所文化变得积极，企业的方向和行动必须与工作场所人员的核心价值观保持一致。人们 必须相互信任，能够公开表达和交流思想。 完成这些步骤将有助于发展积极的商业文化。 26.A positive work culture will give workers more satisfaction. [答案]T 27.Positive cultures have a lot to do with leadership vision and values. [答案]T 28.The direction and actions for the business must differ from the core values of the employees in order for a5 workplace culture to be positive. [答案]F 29.In competitive markets，leaders are under more and more pressure to keep a positive work culture. [答案]T 30.Positive work culture can be built in a short period of time. [答案]F 附： 26.积极的工作文化会给工人更多的满足感。 [答案]T 27.积极的文化与领导愿景和价值观有很大关系。 [答案]T 28.企业的方向和行动必须与员工的核心价值观不同，才能使工作场所文化变得积极。 [答案]F 29.在竞争激烈的市场中，领导者承受着越来越大的压力来保持积极的工作文化。 [答案]T 30.积极的工作文化可以在短时间内建立起来。 [答案]F 2020 年 7 月试题及答案 26-30 题：请根据短文内容判断给出的语句是否正确，正确的写“T”，错误的写“F”，并将答案写在答题 纸上。 Passage 2 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 CEOin1981at 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 1or2in the irrespective 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一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. 附： 第 2 段 2001 年通用电气(GE)董事长兼 CEO 杰克·韦尔奇退休后，他的职业生涯可以说是非常成功。1981 年，45 岁的他成为 CEO。当时，通用电气的组织结构非常复杂，官僚主义相当严重。 他的第一个变化是启动一个战略制定过程，其指导方针是每个业务在各个领域都应该是第一或第 二。如果不是这样，经理们可以选择解决问题，出售他们的特定业务，或者关闭它。为了精简组织，韦 尔奇取消了部门级别，并取消了数千个带薪和小时工职位。 重组之后，GE 管理人员的组织文化和管理风格发生了变化。其中一个项目是 Work-Out(策群群力)。6 在为期三天的会议上，各组管理人员齐聚一堂，公开分享他们的观点。会议上，上级向他或她的组织单 位提出了挑战。然后上级不得不离开，要求小组找到解决问题的方法。主持人(会议主持人)帮助这些讨 论。最后一天，上级出现了提出解决方案。然后他或她有三个选择：接受建议，不接受建议，或收集更 多信息。这个过程对上级做出决定的压力很大。 另一个提高有效性和效率的计划是最佳实践。其目的是向其他公司学习他们如何获得客户满意度， 他们如何与供应商建立联系，以及他们以何种方式开发新产品。这有助于 GE 人员专注于在他们的操作 过程中，将提高公司的业绩。 杰克·韦尔奇亲自参与了通用电气位于克罗顿维尔的培训中心的管理人员培养工作。韦尔奇建议，领 导者不仅是取得成果的人，而且是分享公司价值观的人。 26.Jack Welch retired at the age of 65. [答案]T 27.Jack Welch insisted that each of the businesses should beat least number 3in their respective area. [答案]F 28.If the business could not meet Welch＇s change requirements，its manager had 3choices. [答案]T 29.The restructuring went before changing the organizational culture and the managerial styles of GE＇s managers. [答案]T 30.The Work Outlasted a week. [答案]F 附： 26.杰克·韦尔奇 65 岁退休。 [答案]T 27.杰克韦尔奇坚持认为，每家企业都应该在各自领域中至少击败第三名。 [答案]F 28.如果业务不能满足韦尔奇的变更要求，其经理有 3 个选择。 [答案]T 29.重组是在改变通用电气管理人员的组织文化和管理风格之前进行的。 [答案]T 30.工作持续了一周。 [答案]F 2020 年 1 月试题及答案 26-30 题：请根据短文内容判断给出的语句是否正确，正确的写“T”，错误的写“F”，并将答案写在答题 纸上。 Passage 2 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 5essential 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 a restoring 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，lookout 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.7 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 maybe 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. 附： 第 2 段 好的领导者也是好的沟通者，这已经不是什么秘密了。事实上，沟通和领导力是密不可分的。如果 你不以清晰、可信和真实的方式进行沟通，你怎么能激励、激励或引导他人？这里有 5 个基本的沟通实 践有效的领导者： 1.注意说与做的差距。信任是有效领导的基石—你的行为是你唯一最好的沟通方式，它必须与你所 说的一致。如果你的行动与你的言辞不一致，你就是一个为未来解决麻烦。 2.化繁为简。有效的领导者将复杂的思想和策略提炼成简单易记的术语，让同事和客户能够掌握并 采取行动。最重要的是弄清楚你想说什么，注意技术术语，避免商业说话，这增加了复杂性。用尽可能 少的词说出你的意思。 3.找到你自己的声音。使用明显属于你自己的语言；让你的价值观在你的交流中体现出来。正确使 用语言和语法当然很重要，但不要为了口才而过分专注于口才；专注于与众不同，真实。人要真实，人 尊重真实，人追随真实。 4.可见。可见性是让你的关键利益相关者了解你是谁以及你关心什么。不要躲在电脑后面，只与人 进行电子互动—面对面和语音对语音，以及以真实、实质性的方式与他们互动。在当今人们经常精疲力 竭的环境中，员工与您和您所相信的工作建立个人联系非常重要。向为您工作的人展示您是参与，并且 您关心他们和他们的工作。 5.用眼睛和耳朵倾听。有效的沟通是一个双向的过程，好的领导者知道如何提出好的问题，然后用 眼睛和耳朵来倾听。因为你处于权威的位置，其他人可能不愿意直接向你表达他们的真实意见。你不会 总是得到直接的反馈，所以你也需要能够读懂字里行间，寻找非语言的暗示。 26.Communication and leadership don＇t always go hand in hand. [答案]F 27.The say-do gap happens when people misunderstand their leader＇s intention. [答案]F 28.Using technical jargon makes a leader convincing. [答案]F 29.Communicating sincerely is always the best. [答案]T 30.Observation is as important as communication when you want to know what people really think. [答案]T 附： 26.沟通和领导力并不总是齐头并进的。 [答案]F 27.当人们误解了领导者的意图时，就会出现说做差距。 [答案]F 28.使用技术术语使领导者具有说服力。 [答案]F 29.真诚的沟通永远是最好的。 [答案]T 30.当你想知道人们的真实想法时，观察与交流一样重要。8 [答案]T 2019 年 7 月试题及答案 26-30 题：请根据短文内容判断给出的语句是否正确，正确的写“T”，错误的写“F”，并将答案写在答题 纸上。 Passage 2 Nokia executives attempted to explain its fall from the top of the smart phone 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 smart phone 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. 附： 第 2 段 诺基亚高管试图用三个因素来解释其从智能手机金字塔顶端跌落的原因：1)诺基亚在技术上不如苹 果;2)公司自满;3)其领导者没有看到颠覆性的 iPhone 到来。 也有人认为，以上都不是。诺基亚输掉了智能手机大战，因为公司中层和高层管理人员之间存在共 同的恐惧，导致公司范围内的惰性使其无力应对苹果的博弈。 根据深入调查和对高层和中层管理人员、工程师和外部专家的 76 次访谈的结果，研究人员发现了 由气质型领导者造成的恐惧文化，受惊的中层管理人员害怕说真话。 冻结公司的恐惧来自两个方面。首先，公司的高层管理人员声名狼藉。诺基亚董事会和高层管理人 员的一些成员被描述为“极端脾气暴躁”，他们经常对人大喊大叫。 ”。不想听到的事情很难告诉他们。 其次，高层管理人员害怕外部环境，无法完成季度目标，这也影响了他们对待中层管理人员的方式。 高层管理者因此使中层管理者害怕让他们失望。中层管理者被告知他们没有足够的野心来实现高层 管理者的目标。 由于害怕高层的反应，中层管理者要么保持沉默，要么提供乐观的过滤信息。因此，中层管理者直 接向高层撒谎。 更糟糕的是，诺基亚内部的地位文化让每个人都想保持既得权力，因为如果他们传递了坏消息或表9 明他们没有足够的胆量或雄心来承担具有挑战性的任务，他们害怕资源被分配到其他地方。 除了口头上的压力之外，高层管理人员还施加压力，要求在人员选拔中提高绩效。这导致中层管理 人员过度承诺和交付不足。一位中层管理人员告诉我们，“你可以通过提前承诺或承诺很多来获得资源。 这就是销售工作。” 虽然适度的恐惧可能对激励是有益的，但滥用它可能就像过度使用药物一样，可能会产生有害的副 作用。为了降低这种风险，领导者应该协调员工的不同情绪。诺基亚的高层管理人员应该鼓励安全对话， 内部协调和反馈，以了解组织中的真实情绪。 26.Nokia lost the smart phone battle because its technology is not as good as that of Apple. [答案]F 27.Nokia＇s middle managers were frank to tell the truth，but the top ones didn＇t listen to them. [答案]F 28.Nokia＇s top managers were too moody to hear anything good but harsh. [答案]T 29.Middle managers in Nokia delivered results more than they promised earlier. [答案]F 30.Nokia＇s top managers should have had better conversation techniques to encourage internal coordination and truth. [答案]T 附： 26.诺基亚在智能手机大战中输了，因为它的技术不如苹果。 [答案]F 27.诺基亚的中层管理人员坦率地说实话，但高层不听他们的。 [答案]F 28.诺基亚的高层管理人员喜怒无常，只听到刺耳的好话。 [答案]T 29.诺基亚的中层管理人员交付的结果比他们之前承诺的要多。 [答案]F 30.诺基亚的高层管理人员应该有更好的谈话技巧来鼓励内部协调和真实。 [答案]T 2019 年 1 月试题及答案 26-30 题：请根据短文内容判断给出的语句是否正确，正确的写“T”，错误的写“F”，并将答案写在答题 纸上。 Passage 2 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 a restoring 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，lookout 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 voice10 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 maybe 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. 附： 第 2 段 好的领导者也是好的沟通者，这已经不是什么秘密了。事实上，沟通和领导力是密不可分的。如果 你不以清晰、可信和真实的方式进行沟通，你怎么能激励、启发或引导他人？这里有 5 个基本的沟通实 践有效领导者： (1)注意说与做之间的差距。信任是有效领导的基石—你的行为是你唯一最好的沟通方式，它必须与 你所说的一致。如果你的行为与你的言辞不一致，你为未来恢复麻烦。 (2)化繁为简。有效的领导者将复杂的思想和策略提炼成简单易记的术语，让同事和客户能够掌握并 采取行动，最重要的是明确你想说的话，注意技术术语并避免业务说话，这增加了复杂性。用尽可能少 的词说出你的意思。 (3)找到你自己的声音。使用明显属于你自己的语言；让你的价值观在你的交流中体现出来，正确使 用语言和语法当然很重要，但不要为了口才而过分专注于口才；集中注意力人要真实，人尊重真实，人 追随真实。 (4)可见。可见性是让您的关键利益相关者了解您是谁以及您关心什么。不要躲在电脑后面，只与人 进行电子互动—面对面和语音对语音，并以真实、实质性的方式与他们互动。在当今人们经常精疲力竭 的环境中，员工与您和您所相信的工作建立个人联系非常重要。向为您工作的人展示您重新订婚，并且 你关心他们和他们的工作。 (5)用眼睛和耳朵倾听。有效的沟通是一个双向的过程，好的领导者知道如何提出好的问题，然后用 眼睛和耳朵来倾听。因为你处于一个权威，其他人可能不愿意直接向你表达他们的真实意见。你不会总 是得到直接的反馈，所以你也需要能够读懂字里行间，寻找非语言的暗示。 26.Communication and leadership don＇t always go hand in hand. [答案]F 27.The say-do gap happens when people misunderstand their leader＇s intention. [答案]F 28.Using technical jargon makes a leader convincing. [答案]F 29.Communicating sincerely is always the best. [答案]T 30.Observation is as important as communication when you want to know what people really think. [答案]T 附： 26.沟通和领导力并不总是齐头并进的。 [答案]F 27.当人们误解了领导者的意图时，就会出现说做差距。 [答案]F 28.使用技术术语使领导者具有说服力。 [答案]F 29.真诚的沟通永远是最好的。 [答案]T 30.当你想知道人们的真实想法时，观察与交流一样重要。 [答案]T11 2018 年 7 月试题及答案 26-30 题：请根据短文内容判断给出的语句是否正确，正确的写“T”，错误的写“F”，并将答案写在答题 纸上。 Passage 2 In competitive markets，leaders are under increased pressure to maintain a positive work culture.A positive work culture cultivates greater employee satisfaction ； greater employee satisfaction contributes to higher performance；higher performance impacts improved client outcomes；improved client outcomes contribute to service excellence. Positive work cultures are built overtime and need constant attention.Such cultures are dependent on leadership vision and values. An effective leader sets the tone for the team，encourages a positive workplace culture an disable to bring about cultural change. Workplace culture is made up of the shared attitudes，beliefs，behaviors，values and expectations that influence the way people work in the workplace.It is“the way we do things around here”. Some cultural aspects are understood by all and are obvious such as turning up for wok on time，while others maybe“unwritten rules”that are not so obvious for example how personal issues are resolved with work colleagues. Many factors that influence whether a workplace has a positive outlook are within the control of people who work in a workplace.There are also factors out of their control，such as slumps in global prices or a change in demand and supply.The company can，however，control how they respond to these factors. Those companies that do create positive workplace environments develop a reputation in their community as being‘good to work for＇ and have a competitive edge.Not only are these companies more able to attract and retain people，they tend to be more stable as they proactively deal with issues and adapt to change. Teams work best when they are clear about what is expected of them.They are more able to deal with difficult issues if they feel the values of the organization are supportive of them. For a workplace culture to be positive，the direction and actions of the business must be consistent with the core values of the people in the workplace.The people must trust each other and be able to openly express and exchange ideas. Working through these steps will help with developing a positive business culture. 附： 第 2 段 在竞争激烈的市场中，领导者面临着维持积极工作文化的压力越来越大。积极的工作文化可以培养 更高的员工满意度；更高的员工满意度有助于提高绩效；更高的绩效会改善客户成果；改善客户成果有 助于提供卓越的服务。 积极的工作文化是加班建立的，需要不断的关注。这种文化取决于领导的远见和价值观。 一个有效的领导者为团队定下基调，鼓励积极的工作场所文化和残疾人带来文化变革。 工作场所文化由共同的态度、信念、行为、价值观和期望组成，这些共同影响人们在工作场所的工 作方式。它是“我们在这里做事的方式”。 有些文化方面是大家都理解的，很明显，比如准时上锅，而另一些则可能是“不成文的规则”，不那 么明显，比如如何与同事解决个人问题。 影响工作场所是否具有积极前景的许多因素都在工作场所工作人员的控制范围内。也有一些他们无 法控制的因素，例如全球价格暴跌或供需变化。公司可以，但是，控制他们对这些因素的反应。 那些确实创造了积极的工作环境的公司在他们的社区中建立了“适合工作”的声誉并具有竞争优势。 这些公司不仅更能吸引和留住员工，而且由于积极主动，它们往往更稳定处理问题并适应变化。 当团队清楚对他们的期望时，他们会工作得最好。如果他们觉得组织的价值观支持他们，他们就更 有能力处理困难的问题。 要使工作场所文化变得积极，企业的方向和行动必须与工作场所人员的核心价值观保持一致。人们 必须相互信任，能够公开表达和交流思想。 完成这些步骤将有助于发展积极的商业文化。 26.A positive work culture will give workers more satisfaction.12 [答案]T 27.Positive cultures have a lot to do with leadership vision and values. [答案]T 28.The direction and actions for the business must differ from the core values of the employees in order for a workplace culture to be positive. [答案]F 29.In competitive markets，leaders are under more and more pressure to keep a positive work culture. [答案]T 30.Positive work culture can be built in a short period of time. [答案]F 附： 26.积极的工作文化会给工人更多的满足感。 [答案]T 27.积极的文化与领导愿景和价值观有很大关系。 [答案]T 28.企业的方向和行动必须与员工的核心价值观不同，才能使工作场所文化变得积极。 [答案]F 29.在竞争激烈的市场中，领导者承受着越来越大的压力来保持积极的工作文化。 [答案]T 30.积极的工作文化可以在短时间内建立起来。 [答案]F 2018 年 1 月试题及答案 26-30 题：请根据短文内容判断给出的语句是否正确，正确的写“T”，错误的写“F”，并将答案写在答题 纸上。 Passage 2 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 CEOin1981at 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 numberlor 2 in the irrespective 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. 附： 第 2 段 2001 年通用电气(GE)董事长兼 CEO 杰克·韦尔奇退休后，他的职业生涯可以说是非常成功。198113 年，45 岁的他成为 CEO。当时，通用电气的组织结构非常复杂，官僚作风相当严重。 他的第一个变化是启动战略制定过程，其指导方针是每个业务在各个领域都应该是第二个。如果不 是这样，经理们可以选择解决问题，出售他们的特定业务， 或关闭它。为了精简组织，韦尔奇取消了 部门级别，并取消了数千个受薪和小时工的职位。 重组之后，GE 管理人员的组织文化和管理风格发生了变化。其中一个项目就是“策群力”。 在为期三天的会议上，经理们聚集在一起，公开分享他们的观点。会议开始时，上级提出了对他或 她的组织单位的挑战。然后上级不得不离开，要求各组找到解决问题的方法。 主持人(会议主持人)帮助 这些讨论。最后一天，上级提出了解决方案。然后他或她有三个选择：接受建议，不接受建议，或收集 更多信息。这流程给上级决策带来很大压力。 另一个提高有效性和效率的计划是最佳实践。其目的是向其他公司学习他们如何获得客户满意度， 他们如何与供应商建立联系，以及他们以何种方式开发新产品。这有助于 GE 人员专注于在他们的操作 过程中，将提高公司的业绩。 杰克·韦尔奇亲自参与了通用电气位于克罗顿维尔的培训中心的管理人员培养工作。韦尔奇建议，领 导者不仅是那些取得成果的人，而且是那些分享公司价值观的人。 26.Jack Welch retired at the age of 65. [答案]T 27.Jack Welch insisted that each of the businesses should beat least number 3 in their respective area. [答案]F 28.If the business could not meet Welch＇s change requirements，its manager had 3 choices. [答案]T 29.The restructuring went before changing the organizational culture and the managerial styles of GE＇s managers. [答案]T 30.The Work Outlasted a week. [答案]F 附： 26.杰克·韦尔奇 65 岁退休。 [答案]T 27.杰克·韦尔奇坚持认为，每家企业都应该在各自领域中至少击败第三名。 [答案]F 28.如果业务不能满足韦尔奇的变更要求，其经理有 3 个选择。 [答案]T 29.重组是在改变通用电气管理人员的组织文化和管理风格之前进行的。 [答案]T 30.工作持续了一周。 [答案]F