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国家开放大学-管理英语4
— Can I have three days off next week, Mr. Smith?
— _____. I can manage without you.
选择一项：
A.
I.m afraid not
B.
Of course
C.
It depends
Without his assistance, I ________ the research last month. 选择一项： A. would not have completed B. could not finish C. should not finish
An agreement was reached on the _____ of mutual respect and mutual interest. 选择一项： A. basic B. base C. basis
The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process. 选择一项： A. imply B. indicate C. interrupt
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. 选择一项： A. where B. when C. while
To build the reservoir（水库）， thousands of people have to be_______ . 选择一项： A. relocated B. repeated C. reopened
We need ________ communication skills: listen carefully, think before you speak and manage conflicts diplomatically. 选择一项： A. outstanding B. plain C. general
Self-esteem needs might include the ______ from a workplace. 选择一项： A. rewards B. rewarded C. rewarded
There is no _____ the fact that he is the best student in the class. 选择一项： A. deny B. denies C. denying
_____ his anger the employees called him Mr. Thunder, but they loved him. 选择一项： A. Due to B. In spite of C. Because
Effective leaders distill complex thoughts and strategies into simple, memorable terms __________ colleagues and customers can grasp and act upon. 选择一项： A. when B. that C. who
Every time I tried to say something, he would ______ to something else. 选择一项： A. move off B. move on C. move over
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.回答 2. The say-do gap happens when people misunderstand their leader.s intention.回答 3. Using technical jargon makes a leader convincing.回答 4. Communicating sincerely is always the best.回答 5. Observation is as important as communication when you want to know what people really think.回答
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。 1. Jack Welch retired at the age of 65.回答 2. Jack Welch insisted that each of the businesses should be at least number 3 in their respective area.回答 3. If the business could not meet Welch.s change requirements, its manager had 3choices.回答 4. The restructuring went before changing the organizational culture and the managerial styles of GE.s managers.回答 5. The Work Out lasted a week.回答
Complete the Promotion Project with the given Chinese. Promotion mix Email Direct Mail Workshop Sales force Goals To __________________（六个月增加10%的销售） Target market Businesses that __________________（需求人力资源管理软件处理人力管理职能） Lunch date __________________（2015年1月） Key messages to get leads to respond to your offer/call to action Present software.s unique features that address users. needs. __________________（邀请销售领军人物参加免费的研讨会） Activities/Timing Jan 15, send 500 emails to a list of company.s target market Feb 15, send direct mail to 50 qualifying sales leads, and register 20 to attend free workshop Mar 15 3 hours of workshop for 20 prospects __________________（三月到五月，向有意向的客户直接销售） Lunch date Email Response Rate: 10% of 500 emails (50 sales leads) Direct Mail Response Rate: 20 prospects out of 50 sales leads Number of new clients:10 out of 20 prospects Sales: Increase sales by 10%
Without his assistance, I ________ the research last month. 选择一项： A. would not have completed B. could not finish C. should not finish
An agreement was reached on the _____ of mutual respect and mutual interest. 选择一项： A. basic B. base C. basis
The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process. 选择一项： A. imply B. indicate C. interrupt
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. 选择一项： A. where B. when C. while
To build the reservoir（水库）， thousands of people have to be_______ . 选择一项： A. relocated B. repeated C. reopened
We need ________ communication skills: listen carefully, think before you speak and manage conflicts diplomatically. 选择一项： A. outstanding B. plain C. general
Self-esteem needs might include the ______ from a workplace. 选择一项： A. rewards B. rewarded C. rewarded
There is no _____ the fact that he is the best student in the class. 选择一项： A. deny B. denies C. denying
_____ his anger the employees called him Mr. Thunder, but they loved him. 选择一项： A. Due to B. In spite of C. Because
Effective leaders distill complex thoughts and strategies into simple, memorable terms __________ colleagues and customers can grasp and act upon. 选择一项： A. when B. that C. who
Every time I tried to say something, he would ______ to something else. 选择一项： A. move off B. move on C. move over
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.回答 2. The say-do gap happens when people misunderstand their leader.s intention.回答 3. Using technical jargon makes a leader convincing.回答 4. Communicating sincerely is always the best.回答 5. Observation is as important as communication when you want to know what people really think.回答
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。 1. Jack Welch retired at the age of 65.回答 2. Jack Welch insisted that each of the businesses should be at least number 3 in their respective area.回答 3. If the business could not meet Welch.s change requirements, its manager had 3choices.回答 4. The restructuring went before changing the organizational culture and the managerial styles of GE.s managers.回答 5. The Work Out lasted a week.回答
Complete the Promotion Project with the given Chinese. Promotion mix Email Direct Mail Workshop Sales force Goals To __________________（六个月增加10%的销售） Target market Businesses that __________________（需求人力资源管理软件处理人力管理职能） Lunch date __________________（2015年1月） Key messages to get leads to respond to your offer/call to action Present software.s unique features that address users. needs. __________________（邀请销售领军人物参加免费的研讨会） Activities/Timing Jan 15, send 500 emails to a list of company.s target market Feb 15, send direct mail to 50 qualifying sales leads, and register 20 to attend free workshop Mar 15 3 hours of workshop for 20 prospects __________________（三月到五月，向有意向的客户直接销售） Lunch date Email Response Rate: 10% of 500 emails (50 sales leads) Direct Mail Response Rate: 20 prospects out of 50 sales leads Number of new clients:10 out of 20 prospects Sales: Increase sales by 10%