自测1
一 、选择填空题(每题10分，共5题)
We could let some of the staff work from home. What do you think of ?- That's a good idea.
— Could思念故乡的诗句 you give us a speech on management functions some day this week?-— I'd love to, but I'm busy this week .
The Human Resource Managing Department at Honda is given specific nstructions on how to employ the best possible workers.
It is through enthusiasm and quiet intensity hat we transform creativity and vision into the technologies.
ue to his anger the employees called him Mr.Thunder,but they loved
him.
二、 阅读理解：根据文章内容，判断正误(共50分)。
Who Killed Nokia?
Nokia executives attempted to explain its fall from the top of the smartphone pyramid with three factors:1) that Nokia was technically inferior to Apple,2) that the company was complacent and 3) that its leaders didn't e the disruptive iPhone coming.
It has 母的笔画顺序also been argued that it was none of the above. Nokia lost the
smartphone battle becau 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.
Bad on the findings of an in-depth investigation and 76 interviews with top and middle managers, engineers少儿音乐 and external experts, the rearchers 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.
花卷馒头
Fearing the reactions of top managers, middle managers remained silent or provided optimistic, filtered information. Thus, middle managers directly lied to top management.
Wor, a culture of status inside Nokia made everyone want to hold onto vested power for fear of resources being allocated elwhere 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 lection. This led middle managers to over promi 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洋葱鸡蛋饼 generating harmful side effects. To reduce this risk, leaders should coordinate with the varied emotions of the staff.Nokia's 四维检查时间top
managers should have encouraged safe dialogue, internal coordination and feedback to understand the true emotion in the organization.
操作提示：正确选T,错误选F。
1Nokia lost the smartphone battle becau its technology is not as good as that of Apple.F
2. Nokia's middle managers were frank to 韩国辣炒年糕tell the truth, but the top ones didn't listen to them.F
3. Nokia's top managers were too moody to hear anything good but harsh. 回
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4. Middle managers in Nokia delivered results more than they promid earlier.F
5 Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth. 回
