1
1389 国开电科理英语 4历年期末考试(第三题阅读判断题)
试题答案汇编(珍藏版)
2021 年 7 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
When you think of team buildingdo you immediately picture your group off at a resort playing games or
hanging from ropes？Traditionallymany organizations approach team building in this way butthenthey
wonder why that wonderful sense of teamwork that has been displayed at the retreat or the seminar fails to
impact longterm beliefs and actions back at work
I＇m not averse to retreatsplanning sessionsseminars and team building activitiesin fact I lead thembut they
have to form part of a much larger teamwork effortYou will not build teamwork byretreatingas a group for a
couple of days each yearinstead 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 processesProvide training in systematic
methods so the team expends its energy on the projectnot on trying to workout how to work together as a team
to approach the problem
Hold department meetings to review projects and progressto obtain broad inputand to coordinate shared work
processesIf there is friction between team members examine the work processes they mutually ownthe
problem is not usually their personalities insteadit is often the fact that the team members haven＇t agreed on
how they will deliver a product or serviceor the steps required to get something done
●Build fun and shared occasions into the organization’s agendahold potluck lunches take the team to a
sporting eventsponsor dinner sat a local restaurantgo hiking or go to an amusement parkHold a monthly
company meetingsponsor sports teams and encourage cheering team fans
●Use icebreakers and teamwork exercises at meetingsthese help team members get to know each othershare
details about each other＇s livesand have a laugh together
●Celebrate team successes publiclyThere are many ways you could do thisfor instance by buying everyone
the same Tshirt or hat putting team member names in a draw for company merchandise and gift
certificatesThe only thing limiting you is your imagination
If you do the types of teamwork building listed aboveyou＇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
possibletogether
附：
第 2 段
您想团队建设时您否会立想象您团队度假村玩游戏悬挂绳索？传统许
组织种方式进行团队建设想知道什会表现出种美妙团队合作意识务虚会
研讨会法影响工作中长期信念行动
反静修计划会议研讨会团队建设活动—事实领导—必须成更团
队合作部分会通作团体撤退建立团队合作年天您需团队建设
视您天做事情
组建团队解决实际工作问题改进实际工作流程提供系统方法培训团队精力花项目
尝试锻炼作团队起工作解决问题
召开部门会议审查项目进展获广泛意见协调享工作流程果团队成员间存
摩擦检查拥工作流程—问题通常性格团队成员尚未交付产
品服务完成某事需步骤达成致
●趣享场合纳入组织议程—举办便餐午餐带团队参加体育赛事赞助餐厅进
晚餐远足游乐园月举行次公司会议赞助运动队鼓励欢呼球队球迷
●会议破冰活动团队合作练—助团队成员相互解分享彼生活细节
起开怀笑2
●公开庆祝团队成功方法做点例买样 T 恤帽子抽出团
队成员名字作公司商品礼券唯限制想象力
果您进行述类型团队建设您会惊讶您创建团队合作文化方面取进步种文化
够做出想象更贡献
26Team building event is traditionally related to playing games at resort
[答案]T
27The 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
28Retreatin the first paragraph means withdrawal of troops after a defeat
[答案]F
29Ice breaking motivates team members to compete with each other
[答案]F
30A good teamwork culture enables individuals to make more efforts together
[答案]T
附：
26团队建设活动传统度假村玩游戏关
[答案]T
27作者声称起玩游戏组建团队解决实际工作问题改进团队建设实际工作流程样重
[答案]F
28第款中退指战败撤军
[答案]F
29破冰激励团队成员相互竞争
[答案]F
30良团队合作文化够做出更努力
[答案]T
2021 年 1 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
It＇s no secret that good leaders are also good communicatorsIndeed communication and leadership are
inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible
and authentic way？Here are 5essential communication practices of effective leaders：
1Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode of
communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou a
restoring up trouble for the future
2Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable
terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you
want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean
in as few words as possible
3Find your own voiceUse language that＇s distinctly your own let your values come through in your
communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated
on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect real
people follow real
4Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care
aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice
to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned
outit＇s important for employees to have a personal connection with you and the work you believe inShow the
people that work for you that you＇re engaged and that you care about them and their work3
5Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders
know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a
position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get
direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附：
第 2 段
领导者沟通者已什秘密事实沟通领导力密分果
清晰信真实方式进行沟通激励激励引导？里 5 基沟通实
践效领导者：
1注意说做差距信效领导基石—行唯沟通方式必须
说致果行动言辞致未解决麻烦
2化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握
采取行动重弄清楚想说什注意技术术语避免商业说话增加复杂性
少词说出意思
3找声音明显属语言价值观交流中体现出正确
语言语法然重口分专注口专注众真实真实
尊重真实追真实
4见见性关键利益相关者解谁关心什躲电脑面
进行电子互动—面面语音语音真实实质性方式互动常精疲力
竭环境中员工您您相信工作建立联系非常重您工作展示您
5眼睛耳朵倾听效沟通双程领导者知道提出问题然
眼睛耳朵倾听耳朵处权威位置愿意直接表达真实意见
会总直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand
[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention
[答案]F
28Using technical jargon makes a leader convincing
[答案]F
29Communicating sincerely is always the best
[答案]T
30Observation is as important as communication when you want to know what people really think
[答案]T
附：
26沟通领导力总齐头进
[答案]F
27误解领导者意图时会出现说做差距
[答案]F
28技术术语领导者具说服力
[答案]F
29真诚沟通永远
[答案]T
30想知道真实想法时观察交流样重
[答案]T
2020 年 9 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 24
In competitive marketsleaders are under increased pressure to maintain a positive work cultureA positive
work culture cultivates greater employee satisfaction greater employee satisfaction contributes to higher
performancehigher performance impacts improved client outcomesimproved client outcomes contribute to
service excellence
Positive work cultures are built overtime and need constant attentionSuch cultures are dependent on leadership
vision and values
An effective leader sets the tone for the teamencourages a positive workplace culture an disable to bring about
cultural change
Workplace culture is made up of the shared attitudesbeliefsbehaviorsvalues and expectations that influence
the way people work in the workplaceIt isthe way we do things around here
Some cultural aspects are understood by all and are obvious such as turning up for wok on timewhile others
maybeunwritten rulesthat 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 workplaceThere are also factors out of their controlsuch as slumps in global prices or a change in
demand and supplyThe company canhowevercontrol how they respond to these factors
Those companies that do create positive workplace environments develop a reputation in their community as
beinggood to work for＇ and have a competitive edgeNot only are these companies more able to attract and
retain peoplethey 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 themThey 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 positivethe direction and actions of the business must be consistent with the core
values of the people in the workplaceThe 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
竞争激烈市场中领导者面着维持积极工作文化压力越越积极工作文化培养
更高员工满意度更高员工满意度助提高绩效更高绩效会改善客户成果改善客户成果
助提供卓越服务
积极工作文化加班建立需断关注种文化取决领导远见价值观
效领导者团队定基调鼓励积极工作场文化鼓励残疾带文化变革
工作场文化态度信念行价值观期组成态度信念行价
值观期会影响工作场工作方式里做事方式
文化方面众周知显易见例准时锅成文规
明显例事解决问题
影响工作场否具积极前景许素工作场工作员控制范围
法控制素例全球价格暴跌供需变化公司控制素反应
确实创造积极工作环境公司社区中建立适合工作声誉具竞争优势
公司仅更吸引留住员工积极动更稳定处理问题适应变化
团队清楚期时工作果觉组织价值观支持更
力处理困难问题
工作场文化变积极企业方行动必须工作场员核心价值观保持致
必须相互信够公开表达交流思想
完成步骤助发展积极商业文化
26A positive work culture will give workers more satisfaction
[答案]T
27Positive cultures have a lot to do with leadership vision and values
[答案]T
28The 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
29In competitive marketsleaders are under more and more pressure to keep a positive work culture
[答案]T
30Positive work culture can be built in a short period of time
[答案]F
附：
26积极工作文化会工更满足感
[答案]T
27积极文化领导愿景价值观关系
[答案]T
28企业方行动必须员工核心价值观工作场文化变积极
[答案]F
29竞争激烈市场中领导者承受着越越压力保持积极工作文化
[答案]T
30积极工作文化短时间建立起
[答案]F
2020 年 7 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
When Jack Welchthe Chairman and CEO at General Electric(GE) retired in 2001he could look back at a very
successful careerHe became CEOin1981at the age of 45At that timeGE 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 areasIf this was not the casemanagers had the options of
fixing the problemselling their particular businessor closing itIn 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
managersOne such program was the WorkOut(群策群力) Groups of managers were assembled to share their
views openly in threeday sessionsAt the beginning of the meetingsthe superior presented the challenges for
his or her organizational unitThen the superior had to leaverequesting the groups to find solutions to the
problemsFacilitators(会议持) helped these discussionsOn the last daythe superior was presented with
proposed solutionsHe or she then had three choices：to accept the proposalnot to accept itor to collect more
informationThis process put great pressure on the superior to make decisions
Another program to improve effectiveness and efficiency was Best PracticesThe aim was to learn from other
companies how they obtained customer satisfactionhow they related to their suppliersand in what ways they
developed new productsThis 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 CrotonvilleLeaders
Welch suggestedare not only those who achieve results but also those who share the values of the company
附：
第 2 段
2001 年通电气(GE)董事长兼 CEO 杰克·韦尔奇退休职业生涯说非常成功1981
年45 岁成 CEO时通电气组织结构非常复杂官僚义相严重
第变化启动战略制定程指导方针业务领域应该第第
二果样理选择解决问题出售特定业务者关闭精简组织韦
尔奇取消部门级取消数千带薪时工职位
重组GE 理员组织文化理风格发生变化中项目 WorkOut(策群群力)6
期三天会议组理员齐聚堂公开分享观点会议级组织单
位提出挑战然级离开求组找解决问题方法持(会议持)帮助讨
天级出现提出解决方案然三选择：接受建议接受建议收集更
信息程级做出决定压力
提高效性效率计划佳实践目公司学获客户满意度
供应商建立联系种方式开发新产品助 GE 员专注操作
程中提高公司业绩
杰克·韦尔奇亲参通电气位克罗顿维尔培训中心理员培养工作韦尔奇建议领
导者仅取成果分享公司价值观
26Jack Welch retired at the age of 65
[答案]T
27Jack Welch insisted that each of the businesses should beat least number 3in their respective area
[答案]F
28If the business could not meet Welch＇s change requirementsits manager had 3choices
[答案]T
29The restructuring went before changing the organizational culture and the managerial styles of GE＇s
managers
[答案]T
30The Work Outlasted a week
[答案]F
附：
26杰克·韦尔奇 65 岁退休
[答案]T
27杰克韦尔奇坚持认家企业应该领域中少击败第三名
[答案]F
28果业务满足韦尔奇变更求理 3 选择
[答案]T
29重组改变通电气理员组织文化理风格前进行
[答案]T
30工作持续周
[答案]F
2020 年 1 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
It＇s no secret that good leaders are also good communicatorsIndeed communication and leadership are
inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible
and authentic way？Here are 5essential communication practices of effective leaders：
1Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode of
communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou a
restoring up trouble for the future
2Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable
terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you
want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean
in as few words as possible
3Find your own voiceUse language that＇s distinctly your own let your values come through in your
communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated
on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect real
people follow real7
4Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care
aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice
to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned
outit＇s important for employees to have a personal connection with you and the work you believe inShow the
people that work for you that you＇re engaged and that you care about them and their work
5Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders
know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a
position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get
direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附：
第 2 段
领导者沟通者已什秘密事实沟通领导力密分果
清晰信真实方式进行沟通激励激励引导？里 5 基沟通实
践效领导者：
1注意说做差距信效领导基石—行唯沟通方式必须
说致果行动言辞致未解决麻烦
2化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握
采取行动重弄清楚想说什注意技术术语避免商业说话增加复杂性
少词说出意思
3找声音明显属语言价值观交流中体现出正确
语言语法然重口分专注口专注众真实真实
尊重真实追真实
4见见性关键利益相关者解谁关心什躲电脑面
进行电子互动—面面语音语音真实实质性方式互动常精疲力
竭环境中员工您您相信工作建立联系非常重您工作展示您参
您关心工作
5眼睛耳朵倾听效沟通双程领导者知道提出问题然
眼睛耳朵倾听处权威位置愿意直接表达真实意见会
总直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand
[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention
[答案]F
28Using technical jargon makes a leader convincing
[答案]F
29Communicating sincerely is always the best
[答案]T
30Observation is as important as communication when you want to know what people really think
[答案]T
附：
26沟通领导力总齐头进
[答案]F
27误解领导者意图时会出现说做差距
[答案]F
28技术术语领导者具说服力
[答案]F
29真诚沟通永远
[答案]T
30想知道真实想法时观察交流样重8
[答案]T
2019 年 7 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
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 Apple2) that the company was complacent and3) that its leaders didn＇t
see the disruptive iPhone coming
It has also been argued that it was none of the aboveNokia lost the smart phone battle because of divergent
shared fears among the company＇s middle and top managers which led to companywide inertia that left it
powerless to respond to Apple＇s game
Based on the findings of an indepth investigation and 76 interviews with top and middle managersengineers
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 placesFirstthe company＇s top managers had a terrifying
reputationSome members of Nokia＇s board and top management were described as extremely temperamental
and they regularly shouted at people at the top of their lungsIt was very difficult to tell them things they
didn＇t want to hearSecondly top managers were afraid of the external environment and not meeting their
quarterly targetswhich also impacted how they treated middle managers
Top managers thus made middle managers afraid of disappointing themMiddle 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
informationThusmiddle managers directly lied to top management
Worsea 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 pressuretop managers also applied pressure for faster performance in personnel selectionThis
led middle managers to over promise and under deliverOne middle manager told us that you can get resources
by promising something earlieror promising a lotIt＇s sales work
While modest fear might be healthy for motivationabusing it can be like overusing a drugwhich risks
generating harmful side effectsTo reduce this riskleaders should coordinate with the varied emotions of the
staffNokia＇s top managers should have encouraged safe dialogue internal coordination and feedback to
understand the true emotion in the organization
附：
第 2 段
诺基亚高试图三素解释智手机金字塔顶端跌落原：1)诺基亚技术苹
果2)公司满3)领导者没颠覆性 iPhone
认诺基亚输掉智手机战公司中层高层理员间存
恐惧导致公司范围惰性力应苹果博弈
根深入调查高层中层理员工程师外部专家 76 次访谈结果研究员发现
气质型领导者造成恐惧文化受惊中层理员害怕说真话
冻结公司恐惧两方面首先公司高层理员声名狼藉诺基亚董事会高层理
员成员描述极端脾气暴躁常喊 想听事情难告诉
次高层理员害怕外部环境法完成季度目标影响中层理员方式
高层理者中层理者害怕失中层理者告知没足够野心实现高层
理者目标
害怕高层反应中层理者保持沉默提供乐观滤信息中层理者直
接高层撒谎
更糟糕诺基亚部位文化想保持权力果传递坏消息表9
明没足够胆量雄心承担具挑战性务害怕资源分配方
口头压力外高层理员施加压力求员选拔中提高绩效导致中层理
员度承诺交付足位中层理员告诉通提前承诺承诺获资源
销售工作
然适度恐惧激励益滥度药物样会产生害副
作降低种风险领导者应该协调员工情绪诺基亚高层理员应该鼓励安全话
部协调反馈解组织中真实情绪
26Nokia lost the smart phone battle because its technology is not as good as that of Apple
[答案]F
27Nokia＇s middle managers were frank to tell the truthbut the top ones didn＇t listen to them
[答案]F
28Nokia＇s top managers were too moody to hear anything good but harsh
[答案]T
29Middle managers in Nokia delivered results more than they promised earlier
[答案]F
30Nokia＇s top managers should have had better conversation techniques to encourage internal coordination and
truth
[答案]T
附：
26诺基亚智手机战中输技术苹果
[答案]F
27诺基亚中层理员坦率说实话高层听
[答案]F
28诺基亚高层理员喜怒常听刺耳话
[答案]T
29诺基亚中层理员交付结果前承诺
[答案]F
30诺基亚高层理员应该更谈话技巧鼓励部协调真实
[答案]T
2019 年 1 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
It＇s no secret that good leaders are also good communicatorsIndeed communication and leadership are
inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible
and authentic way？Here are 5 essential communication practices of effective leaders：
(1)Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode
of communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou
a restoring up trouble for the future
(2)Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable
terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you
want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean
in as few words as possible
(3)Find your own voiceUse language that＇s distinctly your own let your values come through in your
communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated
on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect real
people follow real
(4)Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care
aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice10
to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned
outit＇s important for employees to have a personal connection with you and the work you believe inShow 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 earsEffective communication is a twoway process and good
leaders know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a
position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get
direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附：
第 2 段
领导者沟通者已什秘密事实沟通领导力密分果
清晰信真实方式进行沟通激励启发引导？里 5 基沟通实
践效领导者：
(1)注意说做间差距信效领导基石—行唯沟通方式必须
说致果行言辞致未恢复麻烦
(2)化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握
采取行动重明确想说话注意技术术语避免业务说话增加复杂性少
词说出意思
(3)找声音明显属语言价值观交流中体现出正确
语言语法然重口分专注口集中注意力真实尊重真实
追真实
(4)见见性您关键利益相关者解您谁您关心什躲电脑面
进行电子互动—面面语音语音真实实质性方式互动常精疲力竭
环境中员工您您相信工作建立联系非常重您工作展示您重新订婚
关心工作
(5)眼睛耳朵倾听效沟通双程领导者知道提出问题然
眼睛耳朵倾听处权威愿意直接表达真实意见会总
直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand
[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention
[答案]F
28Using technical jargon makes a leader convincing
[答案]F
29Communicating sincerely is always the best
[答案]T
30Observation is as important as communication when you want to know what people really think
[答案]T
附：
26沟通领导力总齐头进
[答案]F
27误解领导者意图时会出现说做差距
[答案]F
28技术术语领导者具说服力
[答案]F
29真诚沟通永远
[答案]T
30想知道真实想法时观察交流样重
[答案]T11
2018 年 7 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
In competitive marketsleaders are under increased pressure to maintain a positive work cultureA positive
work culture cultivates greater employee satisfaction greater employee satisfaction contributes to higher
performancehigher performance impacts improved client outcomesimproved client outcomes contribute to
service excellence
Positive work cultures are built overtime and need constant attentionSuch cultures are dependent on leadership
vision and values
An effective leader sets the tone for the teamencourages a positive workplace culture an disable to bring about
cultural change
Workplace culture is made up of the shared attitudesbeliefsbehaviorsvalues and expectations that influence
the way people work in the workplaceIt isthe way we do things around here
Some cultural aspects are understood by all and are obvious such as turning up for wok on timewhile others
maybeunwritten rulesthat 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 workplaceThere are also factors out of their controlsuch as slumps in global prices or a change in
demand and supplyThe company canhowevercontrol how they respond to these factors
Those companies that do create positive workplace environments develop a reputation in their community as
beinggood to work for＇ and have a competitive edgeNot only are these companies more able to attract and
retain peoplethey 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 themThey 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 positivethe direction and actions of the business must be consistent with the core
values of the people in the workplaceThe 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
竞争激烈市场中领导者面着维持积极工作文化压力越越积极工作文化培养
更高员工满意度更高员工满意度助提高绩效更高绩效会改善客户成果改善客户成果
助提供卓越服务
积极工作文化加班建立需断关注种文化取决领导远见价值观
效领导者团队定基调鼓励积极工作场文化残疾带文化变革
工作场文化态度信念行价值观期组成影响工作场工
作方式里做事方式
文化方面家理解明显准时锅成文规
明显事解决问题
影响工作场否具积极前景许素工作场工作员控制范围
法控制素例全球价格暴跌供需变化公司控制素反应
确实创造积极工作环境公司社区中建立适合工作声誉具竞争优势
公司仅更吸引留住员工积极动更稳定处理问题适应变化
团队清楚期时会工作果觉组织价值观支持更
力处理困难问题
工作场文化变积极企业方行动必须工作场员核心价值观保持致
必须相互信够公开表达交流思想
完成步骤助发展积极商业文化
26A positive work culture will give workers more satisfaction12
[答案]T
27Positive cultures have a lot to do with leadership vision and values
[答案]T
28The 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
29In competitive marketsleaders are under more and more pressure to keep a positive work culture
[答案]T
30Positive work culture can be built in a short period of time
[答案]F
附：
26积极工作文化会工更满足感
[答案]T
27积极文化领导愿景价值观关系
[答案]T
28企业方行动必须员工核心价值观工作场文化变积极
[答案]F
29竞争激烈市场中领导者承受着越越压力保持积极工作文化
[答案]T
30积极工作文化短时间建立起
[答案]F
2018 年 1 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
When Jack Welchthe Chairman and CEO at General Electric(GE) retired in 2001he could look back at a
very successful careerHe became CEOin1981at the age of 45At 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 areasIf this was not the casemanagers had the options of
fixing the problemselling their particular businessor closing itIn 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
managersOne such program was the WorkOut(群策群力)
Groups of managers were assembled to share their views openly in threeday sessionsAt the beginning of the
meetings the superior presented the challenges for his or her organizational unitThen the superior had to
leave requesting the groups to find solutions to the problemsFacilitators( 会 议 持 ) helped these
discussionsOn the last day the superior was presented with proposed solutionsHe or she then had three
choices：to accept the proposalnot to accept itor to collect more informationThis process put great pressure
on the superior to make decisions
Another program to improve effectiveness and efficiency was Best PracticesThe aim was to learn from other
companies how they obtained customer satisfactionhow they related to their suppliersand in what ways they
developed new productsThis 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 CrotonvilleLeaders
Welch suggestedare not only those who achieve results but also those who share the values of the company
附：
第 2 段
2001 年通电气(GE)董事长兼 CEO 杰克·韦尔奇退休职业生涯说非常成功198113
年45 岁成 CEO时通电气组织结构非常复杂官僚作风相严重
第变化启动战略制定程指导方针业务领域应该第二果
样理选择解决问题出售特定业务 关闭精简组织韦尔奇取消
部门级取消数千受薪时工职位
重组GE 理员组织文化理风格发生变化中项目策群力
期三天会议理聚集起公开分享观点会议开始时级提出
组织单位挑战然级离开求组找解决问题方法 持(会议持)帮助
讨天级提出解决方案然三选择：接受建议接受建议收集
更信息流程级决策带压力
提高效性效率计划佳实践目公司学获客户满意度
供应商建立联系种方式开发新产品助 GE 员专注操作
程中提高公司业绩
杰克·韦尔奇亲参通电气位克罗顿维尔培训中心理员培养工作韦尔奇建议领
导者仅取成果分享公司价值观
26Jack Welch retired at the age of 65
[答案]T
27Jack Welch insisted that each of the businesses should beat least number 3 in their respective area
[答案]F
28If the business could not meet Welch＇s change requirementsits manager had 3 choices
[答案]T
29The restructuring went before changing the organizational culture and the managerial styles of GE＇s
managers
[答案]T
30The Work Outlasted a week
[答案]F
附：
26杰克·韦尔奇 65 岁退休
[答案]T
27杰克·韦尔奇坚持认家企业应该领域中少击败第三名
[答案]F
28果业务满足韦尔奇变更求理 3 选择
[答案]T
29重组改变通电气理员组织文化理风格前进行
[答案]T
30工作持续周
[答案]F
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1389 国开电科理英语 4历年期末考试(第三题阅读判断题)
试题答案汇编(珍藏版)
2021 年 7 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
When you think of team buildingdo you immediately picture your group off at a resort playing games or
hanging from ropes？Traditionallymany organizations approach team building in this way butthenthey
wonder why that wonderful sense of teamwork that has been displayed at the retreat or the seminar fails to
impact longterm beliefs and actions back at work
I＇m not averse to retreatsplanning sessionsseminars and team building activitiesin fact I lead thembut they
have to form part of a much larger teamwork effortYou will not build teamwork byretreatingas a group for a
couple of days each yearinstead 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 processesProvide training in systematic
methods so the team expends its energy on the projectnot on trying to workout how to work together as a team
to approach the problem
Hold department meetings to review projects and progressto obtain broad inputand to coordinate shared work
processesIf there is friction between team members examine the work processes they mutually ownthe
problem is not usually their personalities insteadit is often the fact that the team members haven＇t agreed on
how they will deliver a product or serviceor the steps required to get something done
●Build fun and shared occasions into the organization’s agendahold potluck lunches take the team to a
sporting eventsponsor dinner sat a local restaurantgo hiking or go to an amusement parkHold a monthly
company meetingsponsor sports teams and encourage cheering team fans
●Use icebreakers and teamwork exercises at meetingsthese help team members get to know each othershare
details about each other＇s livesand have a laugh together
●Celebrate team successes publiclyThere are many ways you could do thisfor instance by buying everyone
the same Tshirt or hat putting team member names in a draw for company merchandise and gift
certificatesThe only thing limiting you is your imagination
If you do the types of teamwork building listed aboveyou＇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
possibletogether
附：
第 2 段
您想团队建设时您否会立想象您团队度假村玩游戏悬挂绳索？传统许
组织种方式进行团队建设想知道什会表现出种美妙团队合作意识务虚会
研讨会法影响工作中长期信念行动
反静修计划会议研讨会团队建设活动—事实领导—必须成更团
队合作部分会通作团体撤退建立团队合作年天您需团队建设
视您天做事情
组建团队解决实际工作问题改进实际工作流程提供系统方法培训团队精力花项目
尝试锻炼作团队起工作解决问题
召开部门会议审查项目进展获广泛意见协调享工作流程果团队成员间存
摩擦检查拥工作流程—问题通常性格团队成员尚未交付产
品服务完成某事需步骤达成致
●趣享场合纳入组织议程—举办便餐午餐带团队参加体育赛事赞助餐厅进
晚餐远足游乐园月举行次公司会议赞助运动队鼓励欢呼球队球迷
●会议破冰活动团队合作练—助团队成员相互解分享彼生活细节
起开怀笑2
●公开庆祝团队成功方法做点例买样 T 恤帽子抽出团
队成员名字作公司商品礼券唯限制想象力
果您进行述类型团队建设您会惊讶您创建团队合作文化方面取进步种文化
够做出想象更贡献
26Team building event is traditionally related to playing games at resort
[答案]T
27The 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
28Retreatin the first paragraph means withdrawal of troops after a defeat
[答案]F
29Ice breaking motivates team members to compete with each other
[答案]F
30A good teamwork culture enables individuals to make more efforts together
[答案]T
附：
26团队建设活动传统度假村玩游戏关
[答案]T
27作者声称起玩游戏组建团队解决实际工作问题改进团队建设实际工作流程样重
[答案]F
28第款中退指战败撤军
[答案]F
29破冰激励团队成员相互竞争
[答案]F
30良团队合作文化够做出更努力
[答案]T
2021 年 1 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
It＇s no secret that good leaders are also good communicatorsIndeed communication and leadership are
inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible
and authentic way？Here are 5essential communication practices of effective leaders：
1Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode of
communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou a
restoring up trouble for the future
2Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable
terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you
want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean
in as few words as possible
3Find your own voiceUse language that＇s distinctly your own let your values come through in your
communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated
on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect real
people follow real
4Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care
aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice
to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned
outit＇s important for employees to have a personal connection with you and the work you believe inShow the
people that work for you that you＇re engaged and that you care about them and their work3
5Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders
know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a
position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get
direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附：
第 2 段
领导者沟通者已什秘密事实沟通领导力密分果
清晰信真实方式进行沟通激励激励引导？里 5 基沟通实
践效领导者：
1注意说做差距信效领导基石—行唯沟通方式必须
说致果行动言辞致未解决麻烦
2化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握
采取行动重弄清楚想说什注意技术术语避免商业说话增加复杂性
少词说出意思
3找声音明显属语言价值观交流中体现出正确
语言语法然重口分专注口专注众真实真实
尊重真实追真实
4见见性关键利益相关者解谁关心什躲电脑面
进行电子互动—面面语音语音真实实质性方式互动常精疲力
竭环境中员工您您相信工作建立联系非常重您工作展示您
5眼睛耳朵倾听效沟通双程领导者知道提出问题然
眼睛耳朵倾听耳朵处权威位置愿意直接表达真实意见
会总直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand
[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention
[答案]F
28Using technical jargon makes a leader convincing
[答案]F
29Communicating sincerely is always the best
[答案]T
30Observation is as important as communication when you want to know what people really think
[答案]T
附：
26沟通领导力总齐头进
[答案]F
27误解领导者意图时会出现说做差距
[答案]F
28技术术语领导者具说服力
[答案]F
29真诚沟通永远
[答案]T
30想知道真实想法时观察交流样重
[答案]T
2020 年 9 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 24
In competitive marketsleaders are under increased pressure to maintain a positive work cultureA positive
work culture cultivates greater employee satisfaction greater employee satisfaction contributes to higher
performancehigher performance impacts improved client outcomesimproved client outcomes contribute to
service excellence
Positive work cultures are built overtime and need constant attentionSuch cultures are dependent on leadership
vision and values
An effective leader sets the tone for the teamencourages a positive workplace culture an disable to bring about
cultural change
Workplace culture is made up of the shared attitudesbeliefsbehaviorsvalues and expectations that influence
the way people work in the workplaceIt isthe way we do things around here
Some cultural aspects are understood by all and are obvious such as turning up for wok on timewhile others
maybeunwritten rulesthat 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 workplaceThere are also factors out of their controlsuch as slumps in global prices or a change in
demand and supplyThe company canhowevercontrol how they respond to these factors
Those companies that do create positive workplace environments develop a reputation in their community as
beinggood to work for＇ and have a competitive edgeNot only are these companies more able to attract and
retain peoplethey 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 themThey 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 positivethe direction and actions of the business must be consistent with the core
values of the people in the workplaceThe 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
竞争激烈市场中领导者面着维持积极工作文化压力越越积极工作文化培养
更高员工满意度更高员工满意度助提高绩效更高绩效会改善客户成果改善客户成果
助提供卓越服务
积极工作文化加班建立需断关注种文化取决领导远见价值观
效领导者团队定基调鼓励积极工作场文化鼓励残疾带文化变革
工作场文化态度信念行价值观期组成态度信念行价
值观期会影响工作场工作方式里做事方式
文化方面众周知显易见例准时锅成文规
明显例事解决问题
影响工作场否具积极前景许素工作场工作员控制范围
法控制素例全球价格暴跌供需变化公司控制素反应
确实创造积极工作环境公司社区中建立适合工作声誉具竞争优势
公司仅更吸引留住员工积极动更稳定处理问题适应变化
团队清楚期时工作果觉组织价值观支持更
力处理困难问题
工作场文化变积极企业方行动必须工作场员核心价值观保持致
必须相互信够公开表达交流思想
完成步骤助发展积极商业文化
26A positive work culture will give workers more satisfaction
[答案]T
27Positive cultures have a lot to do with leadership vision and values
[答案]T
28The 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
29In competitive marketsleaders are under more and more pressure to keep a positive work culture
[答案]T
30Positive work culture can be built in a short period of time
[答案]F
附：
26积极工作文化会工更满足感
[答案]T
27积极文化领导愿景价值观关系
[答案]T
28企业方行动必须员工核心价值观工作场文化变积极
[答案]F
29竞争激烈市场中领导者承受着越越压力保持积极工作文化
[答案]T
30积极工作文化短时间建立起
[答案]F
2020 年 7 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
When Jack Welchthe Chairman and CEO at General Electric(GE) retired in 2001he could look back at a very
successful careerHe became CEOin1981at the age of 45At that timeGE 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 areasIf this was not the casemanagers had the options of
fixing the problemselling their particular businessor closing itIn 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
managersOne such program was the WorkOut(群策群力) Groups of managers were assembled to share their
views openly in threeday sessionsAt the beginning of the meetingsthe superior presented the challenges for
his or her organizational unitThen the superior had to leaverequesting the groups to find solutions to the
problemsFacilitators(会议持) helped these discussionsOn the last daythe superior was presented with
proposed solutionsHe or she then had three choices：to accept the proposalnot to accept itor to collect more
informationThis process put great pressure on the superior to make decisions
Another program to improve effectiveness and efficiency was Best PracticesThe aim was to learn from other
companies how they obtained customer satisfactionhow they related to their suppliersand in what ways they
developed new productsThis 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 CrotonvilleLeaders
Welch suggestedare not only those who achieve results but also those who share the values of the company
附：
第 2 段
2001 年通电气(GE)董事长兼 CEO 杰克·韦尔奇退休职业生涯说非常成功1981
年45 岁成 CEO时通电气组织结构非常复杂官僚义相严重
第变化启动战略制定程指导方针业务领域应该第第
二果样理选择解决问题出售特定业务者关闭精简组织韦
尔奇取消部门级取消数千带薪时工职位
重组GE 理员组织文化理风格发生变化中项目 WorkOut(策群群力)6
期三天会议组理员齐聚堂公开分享观点会议级组织单
位提出挑战然级离开求组找解决问题方法持(会议持)帮助讨
天级出现提出解决方案然三选择：接受建议接受建议收集更
信息程级做出决定压力
提高效性效率计划佳实践目公司学获客户满意度
供应商建立联系种方式开发新产品助 GE 员专注操作
程中提高公司业绩
杰克·韦尔奇亲参通电气位克罗顿维尔培训中心理员培养工作韦尔奇建议领
导者仅取成果分享公司价值观
26Jack Welch retired at the age of 65
[答案]T
27Jack Welch insisted that each of the businesses should beat least number 3in their respective area
[答案]F
28If the business could not meet Welch＇s change requirementsits manager had 3choices
[答案]T
29The restructuring went before changing the organizational culture and the managerial styles of GE＇s
managers
[答案]T
30The Work Outlasted a week
[答案]F
附：
26杰克·韦尔奇 65 岁退休
[答案]T
27杰克韦尔奇坚持认家企业应该领域中少击败第三名
[答案]F
28果业务满足韦尔奇变更求理 3 选择
[答案]T
29重组改变通电气理员组织文化理风格前进行
[答案]T
30工作持续周
[答案]F
2020 年 1 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
It＇s no secret that good leaders are also good communicatorsIndeed communication and leadership are
inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible
and authentic way？Here are 5essential communication practices of effective leaders：
1Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode of
communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou a
restoring up trouble for the future
2Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable
terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you
want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean
in as few words as possible
3Find your own voiceUse language that＇s distinctly your own let your values come through in your
communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated
on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect real
people follow real7
4Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care
aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice
to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned
outit＇s important for employees to have a personal connection with you and the work you believe inShow the
people that work for you that you＇re engaged and that you care about them and their work
5Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders
know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a
position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get
direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附：
第 2 段
领导者沟通者已什秘密事实沟通领导力密分果
清晰信真实方式进行沟通激励激励引导？里 5 基沟通实
践效领导者：
1注意说做差距信效领导基石—行唯沟通方式必须
说致果行动言辞致未解决麻烦
2化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握
采取行动重弄清楚想说什注意技术术语避免商业说话增加复杂性
少词说出意思
3找声音明显属语言价值观交流中体现出正确
语言语法然重口分专注口专注众真实真实
尊重真实追真实
4见见性关键利益相关者解谁关心什躲电脑面
进行电子互动—面面语音语音真实实质性方式互动常精疲力
竭环境中员工您您相信工作建立联系非常重您工作展示您参
您关心工作
5眼睛耳朵倾听效沟通双程领导者知道提出问题然
眼睛耳朵倾听处权威位置愿意直接表达真实意见会
总直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand
[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention
[答案]F
28Using technical jargon makes a leader convincing
[答案]F
29Communicating sincerely is always the best
[答案]T
30Observation is as important as communication when you want to know what people really think
[答案]T
附：
26沟通领导力总齐头进
[答案]F
27误解领导者意图时会出现说做差距
[答案]F
28技术术语领导者具说服力
[答案]F
29真诚沟通永远
[答案]T
30想知道真实想法时观察交流样重8
[答案]T
2019 年 7 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
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 Apple2) that the company was complacent and3) that its leaders didn＇t
see the disruptive iPhone coming
It has also been argued that it was none of the aboveNokia lost the smart phone battle because of divergent
shared fears among the company＇s middle and top managers which led to companywide inertia that left it
powerless to respond to Apple＇s game
Based on the findings of an indepth investigation and 76 interviews with top and middle managersengineers
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 placesFirstthe company＇s top managers had a terrifying
reputationSome members of Nokia＇s board and top management were described as extremely temperamental
and they regularly shouted at people at the top of their lungsIt was very difficult to tell them things they
didn＇t want to hearSecondly top managers were afraid of the external environment and not meeting their
quarterly targetswhich also impacted how they treated middle managers
Top managers thus made middle managers afraid of disappointing themMiddle 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
informationThusmiddle managers directly lied to top management
Worsea 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 pressuretop managers also applied pressure for faster performance in personnel selectionThis
led middle managers to over promise and under deliverOne middle manager told us that you can get resources
by promising something earlieror promising a lotIt＇s sales work
While modest fear might be healthy for motivationabusing it can be like overusing a drugwhich risks
generating harmful side effectsTo reduce this riskleaders should coordinate with the varied emotions of the
staffNokia＇s top managers should have encouraged safe dialogue internal coordination and feedback to
understand the true emotion in the organization
附：
第 2 段
诺基亚高试图三素解释智手机金字塔顶端跌落原：1)诺基亚技术苹
果2)公司满3)领导者没颠覆性 iPhone
认诺基亚输掉智手机战公司中层高层理员间存
恐惧导致公司范围惰性力应苹果博弈
根深入调查高层中层理员工程师外部专家 76 次访谈结果研究员发现
气质型领导者造成恐惧文化受惊中层理员害怕说真话
冻结公司恐惧两方面首先公司高层理员声名狼藉诺基亚董事会高层理
员成员描述极端脾气暴躁常喊 想听事情难告诉
次高层理员害怕外部环境法完成季度目标影响中层理员方式
高层理者中层理者害怕失中层理者告知没足够野心实现高层
理者目标
害怕高层反应中层理者保持沉默提供乐观滤信息中层理者直
接高层撒谎
更糟糕诺基亚部位文化想保持权力果传递坏消息表9
明没足够胆量雄心承担具挑战性务害怕资源分配方
口头压力外高层理员施加压力求员选拔中提高绩效导致中层理
员度承诺交付足位中层理员告诉通提前承诺承诺获资源
销售工作
然适度恐惧激励益滥度药物样会产生害副
作降低种风险领导者应该协调员工情绪诺基亚高层理员应该鼓励安全话
部协调反馈解组织中真实情绪
26Nokia lost the smart phone battle because its technology is not as good as that of Apple
[答案]F
27Nokia＇s middle managers were frank to tell the truthbut the top ones didn＇t listen to them
[答案]F
28Nokia＇s top managers were too moody to hear anything good but harsh
[答案]T
29Middle managers in Nokia delivered results more than they promised earlier
[答案]F
30Nokia＇s top managers should have had better conversation techniques to encourage internal coordination and
truth
[答案]T
附：
26诺基亚智手机战中输技术苹果
[答案]F
27诺基亚中层理员坦率说实话高层听
[答案]F
28诺基亚高层理员喜怒常听刺耳话
[答案]T
29诺基亚中层理员交付结果前承诺
[答案]F
30诺基亚高层理员应该更谈话技巧鼓励部协调真实
[答案]T
2019 年 1 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
It＇s no secret that good leaders are also good communicatorsIndeed communication and leadership are
inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible
and authentic way？Here are 5 essential communication practices of effective leaders：
(1)Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode
of communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou
a restoring up trouble for the future
(2)Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable
terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you
want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean
in as few words as possible
(3)Find your own voiceUse language that＇s distinctly your own let your values come through in your
communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated
on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect real
people follow real
(4)Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care
aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice10
to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned
outit＇s important for employees to have a personal connection with you and the work you believe inShow 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 earsEffective communication is a twoway process and good
leaders know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a
position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get
direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附：
第 2 段
领导者沟通者已什秘密事实沟通领导力密分果
清晰信真实方式进行沟通激励启发引导？里 5 基沟通实
践效领导者：
(1)注意说做间差距信效领导基石—行唯沟通方式必须
说致果行言辞致未恢复麻烦
(2)化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握
采取行动重明确想说话注意技术术语避免业务说话增加复杂性少
词说出意思
(3)找声音明显属语言价值观交流中体现出正确
语言语法然重口分专注口集中注意力真实尊重真实
追真实
(4)见见性您关键利益相关者解您谁您关心什躲电脑面
进行电子互动—面面语音语音真实实质性方式互动常精疲力竭
环境中员工您您相信工作建立联系非常重您工作展示您重新订婚
关心工作
(5)眼睛耳朵倾听效沟通双程领导者知道提出问题然
眼睛耳朵倾听处权威愿意直接表达真实意见会总
直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand
[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention
[答案]F
28Using technical jargon makes a leader convincing
[答案]F
29Communicating sincerely is always the best
[答案]T
30Observation is as important as communication when you want to know what people really think
[答案]T
附：
26沟通领导力总齐头进
[答案]F
27误解领导者意图时会出现说做差距
[答案]F
28技术术语领导者具说服力
[答案]F
29真诚沟通永远
[答案]T
30想知道真实想法时观察交流样重
[答案]T11
2018 年 7 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
In competitive marketsleaders are under increased pressure to maintain a positive work cultureA positive
work culture cultivates greater employee satisfaction greater employee satisfaction contributes to higher
performancehigher performance impacts improved client outcomesimproved client outcomes contribute to
service excellence
Positive work cultures are built overtime and need constant attentionSuch cultures are dependent on leadership
vision and values
An effective leader sets the tone for the teamencourages a positive workplace culture an disable to bring about
cultural change
Workplace culture is made up of the shared attitudesbeliefsbehaviorsvalues and expectations that influence
the way people work in the workplaceIt isthe way we do things around here
Some cultural aspects are understood by all and are obvious such as turning up for wok on timewhile others
maybeunwritten rulesthat 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 workplaceThere are also factors out of their controlsuch as slumps in global prices or a change in
demand and supplyThe company canhowevercontrol how they respond to these factors
Those companies that do create positive workplace environments develop a reputation in their community as
beinggood to work for＇ and have a competitive edgeNot only are these companies more able to attract and
retain peoplethey 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 themThey 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 positivethe direction and actions of the business must be consistent with the core
values of the people in the workplaceThe 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
竞争激烈市场中领导者面着维持积极工作文化压力越越积极工作文化培养
更高员工满意度更高员工满意度助提高绩效更高绩效会改善客户成果改善客户成果
助提供卓越服务
积极工作文化加班建立需断关注种文化取决领导远见价值观
效领导者团队定基调鼓励积极工作场文化残疾带文化变革
工作场文化态度信念行价值观期组成影响工作场工
作方式里做事方式
文化方面家理解明显准时锅成文规
明显事解决问题
影响工作场否具积极前景许素工作场工作员控制范围
法控制素例全球价格暴跌供需变化公司控制素反应
确实创造积极工作环境公司社区中建立适合工作声誉具竞争优势
公司仅更吸引留住员工积极动更稳定处理问题适应变化
团队清楚期时会工作果觉组织价值观支持更
力处理困难问题
工作场文化变积极企业方行动必须工作场员核心价值观保持致
必须相互信够公开表达交流思想
完成步骤助发展积极商业文化
26A positive work culture will give workers more satisfaction12
[答案]T
27Positive cultures have a lot to do with leadership vision and values
[答案]T
28The 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
29In competitive marketsleaders are under more and more pressure to keep a positive work culture
[答案]T
30Positive work culture can be built in a short period of time
[答案]F
附：
26积极工作文化会工更满足感
[答案]T
27积极文化领导愿景价值观关系
[答案]T
28企业方行动必须员工核心价值观工作场文化变积极
[答案]F
29竞争激烈市场中领导者承受着越越压力保持积极工作文化
[答案]T
30积极工作文化短时间建立起
[答案]F
2018 年 1 月试题答案
2630 题：请根短文容判断出语句否正确正确写T错误写F答案写答题
纸
Passage 2
When Jack Welchthe Chairman and CEO at General Electric(GE) retired in 2001he could look back at a
very successful careerHe became CEOin1981at the age of 45At 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 areasIf this was not the casemanagers had the options of
fixing the problemselling their particular businessor closing itIn 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
managersOne such program was the WorkOut(群策群力)
Groups of managers were assembled to share their views openly in threeday sessionsAt the beginning of the
meetings the superior presented the challenges for his or her organizational unitThen the superior had to
leave requesting the groups to find solutions to the problemsFacilitators( 会 议 持 ) helped these
discussionsOn the last day the superior was presented with proposed solutionsHe or she then had three
choices：to accept the proposalnot to accept itor to collect more informationThis process put great pressure
on the superior to make decisions
Another program to improve effectiveness and efficiency was Best PracticesThe aim was to learn from other
companies how they obtained customer satisfactionhow they related to their suppliersand in what ways they
developed new productsThis 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 CrotonvilleLeaders
Welch suggestedare not only those who achieve results but also those who share the values of the company
附：
第 2 段
2001 年通电气(GE)董事长兼 CEO 杰克·韦尔奇退休职业生涯说非常成功198113
年45 岁成 CEO时通电气组织结构非常复杂官僚作风相严重
第变化启动战略制定程指导方针业务领域应该第二果
样理选择解决问题出售特定业务 关闭精简组织韦尔奇取消
部门级取消数千受薪时工职位
重组GE 理员组织文化理风格发生变化中项目策群力
期三天会议理聚集起公开分享观点会议开始时级提出
组织单位挑战然级离开求组找解决问题方法 持(会议持)帮助
讨天级提出解决方案然三选择：接受建议接受建议收集
更信息流程级决策带压力
提高效性效率计划佳实践目公司学获客户满意度
供应商建立联系种方式开发新产品助 GE 员专注操作
程中提高公司业绩
杰克·韦尔奇亲参通电气位克罗顿维尔培训中心理员培养工作韦尔奇建议领
导者仅取成果分享公司价值观
26Jack Welch retired at the age of 65
[答案]T
27Jack Welch insisted that each of the businesses should beat least number 3 in their respective area
[答案]F
28If the business could not meet Welch＇s change requirementsits manager had 3 choices
[答案]T
29The restructuring went before changing the organizational culture and the managerial styles of GE＇s
managers
[答案]T
30The Work Outlasted a week
[答案]F
附：
26杰克·韦尔奇 65 岁退休
[答案]T
27杰克·韦尔奇坚持认家企业应该领域中少击败第三名
[答案]F
28果业务满足韦尔奇变更求理 3 选择
[答案]T
29重组改变通电气理员组织文化理风格前进行
[答案]T
30工作持续周
[答案]F
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