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国开作业公共政策概论
About ______ of the students attended the meeting.
A、two thirds
B、two third
C、two three
—I.m sorry. I shouldn.t have put the printer here. — _______________
A、Well, it’s OK.
B、No, it’s all right.
C、You are welcome.
—How was the traffic coming over here? —___________
A、I am so glad that there was no traffic jam.
B、I came here by taxi.
C、I don’t care.
—This is Henry speaking. May I ask who is calling please? —_______
A、This is Mandy from SOM Company.
B、Sorry , it is my business.
C、Wait a moment .Let me think of it.
—How about playing the game for a while before going to bed? —_______________
A、That’s fantastic.
B、You are welcome.
C、OK, see you then.
Instead of trying to beat back the rising flood, innovative amphibious buildings can adapt to the rising flood. These buildings are ready for whatever Mother Nature might throw at them– even 10-foot floodwaters. Let.s take a look at just two of them. The UK.s First Amphibious House The UK.s first amphibious house is located on the Thames River. And the first amphibious building in Britain will be completed soon. Baca Architects designed this home for a couple who wanted to live on a flood-prone island, an island easy to be attacked by floods, in the Thames River. This building is equipped with a terraced landscape. And this terraced landscape acts as an early warning system when the waters are rising. The terraces will be filled with water before the ‘wet dock’ under the house does, and then the home itself will slowly rise to stay above the water. Solar Powered Floating School in Nigeria Residents of Makoko in Nigeria have been building houses on stilts for generations. People there go from one house to another by canoe. As sea levels are rising, officials threaten to tear down the entire community. If these houses are tore down, 250,000 people will be homeless and have to look for a new place to live. Architects found a solution in floating structures with improved sanitation conditions. The first completed example is a three-storey solar-powered school. This amazing floating school addresses social, physical and ecological needs. Built on top of 256 recycled blue barrels, the school buildings are made of triangular bamboo and wood. Makoko.s residents made full use of their skills when building these structures. With three levels, the solar-powered high school has room for 100 local kids and recycles rainwater to flush the toilets. And the cost for the whole school structures was under $7,000.
1-1、Innovative amphibious buildings have adaptation to the rising flood.
A、√
B、×
We call for people to take actions to create a _____ future for the planet.
A、capable
B、available
C、sustainable
__________________________ he opened the car door and drove the car away .
A、Sensibly
B、Significantly
C、Unconsciously
The company is _______ busy ______it.s hiring 55,000 workers to deliver gifts.
A、so …that
B、too…to
C、not only…but also
He designed a glass and steel pyramid to ______ the entrance to the Louvre.
A、use as
B、serve as
C、play as
—Can you turn down the radio, please? —________________
A、Oh, I know.
B、I’m sorry, I didn’t realize it was that loud.
C、Please forgive me.
—Can you tell me about the trash collection? — _______________
A、OK, let me show you .
B、Sorry, I have no time.
C、Try it on you own, please.
— What.s your major please? —_______
A、I’m not sure.
B、Who knows.
C、I’m majoring in Interior Design.
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.
1-1、Nokia lost the smartphone battle because its technology is not as good as that of Apple.
A、√
B、×
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 bad 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.
1-1、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.
A、two thirds
B、two third
C、two three
—I.m sorry. I shouldn.t have put the printer here. — _______________
A、Well, it’s OK.
B、No, it’s all right.
C、You are welcome.
—How was the traffic coming over here? —___________
A、I am so glad that there was no traffic jam.
B、I came here by taxi.
C、I don’t care.
—This is Henry speaking. May I ask who is calling please? —_______
A、This is Mandy from SOM Company.
B、Sorry , it is my business.
C、Wait a moment .Let me think of it.
—How about playing the game for a while before going to bed? —_______________
A、That’s fantastic.
B、You are welcome.
C、OK, see you then.
Instead of trying to beat back the rising flood, innovative amphibious buildings can adapt to the rising flood. These buildings are ready for whatever Mother Nature might throw at them– even 10-foot floodwaters. Let.s take a look at just two of them. The UK.s First Amphibious House The UK.s first amphibious house is located on the Thames River. And the first amphibious building in Britain will be completed soon. Baca Architects designed this home for a couple who wanted to live on a flood-prone island, an island easy to be attacked by floods, in the Thames River. This building is equipped with a terraced landscape. And this terraced landscape acts as an early warning system when the waters are rising. The terraces will be filled with water before the ‘wet dock’ under the house does, and then the home itself will slowly rise to stay above the water. Solar Powered Floating School in Nigeria Residents of Makoko in Nigeria have been building houses on stilts for generations. People there go from one house to another by canoe. As sea levels are rising, officials threaten to tear down the entire community. If these houses are tore down, 250,000 people will be homeless and have to look for a new place to live. Architects found a solution in floating structures with improved sanitation conditions. The first completed example is a three-storey solar-powered school. This amazing floating school addresses social, physical and ecological needs. Built on top of 256 recycled blue barrels, the school buildings are made of triangular bamboo and wood. Makoko.s residents made full use of their skills when building these structures. With three levels, the solar-powered high school has room for 100 local kids and recycles rainwater to flush the toilets. And the cost for the whole school structures was under $7,000.
1-1、Innovative amphibious buildings have adaptation to the rising flood.
A、√
B、×
We call for people to take actions to create a _____ future for the planet.
A、capable
B、available
C、sustainable
__________________________ he opened the car door and drove the car away .
A、Sensibly
B、Significantly
C、Unconsciously
The company is _______ busy ______it.s hiring 55,000 workers to deliver gifts.
A、so …that
B、too…to
C、not only…but also
He designed a glass and steel pyramid to ______ the entrance to the Louvre.
A、use as
B、serve as
C、play as
—Can you turn down the radio, please? —________________
A、Oh, I know.
B、I’m sorry, I didn’t realize it was that loud.
C、Please forgive me.
—Can you tell me about the trash collection? — _______________
A、OK, let me show you .
B、Sorry, I have no time.
C、Try it on you own, please.
— What.s your major please? —_______
A、I’m not sure.
B、Who knows.
C、I’m majoring in Interior Design.
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.
1-1、Nokia lost the smartphone battle because its technology is not as good as that of Apple.
A、√
B、×
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 bad 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.
1-1、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.