题目内容（请给出正确答案）

[主观题]

Every time I tried to say something, he would ______ to something else.A: move offB; mov

Every time I tried to say something, he would ______ to something else.

A: move off

B; move on

C; move over

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更多“Every time I tried to say some…”相关的问题

第1题

Effective leaders distill complex thoughts and strategies into simple, memorable terms

__________ colleagues and customers can grasp and act upon.

A: when

B; that

C; who

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第2题

—How did your meeting go yesterday?— ____________________actually, it was really frustra

—How did your meeting go yesterday?

— ____________________actually, it was really frustrating.

A: Not so good

B; Very good

C; Nothing special

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第3题

—____________________identify the problems that have been occurring?—Well, as you know,

—____________________identify the problems that have been occurring?

—Well, as you know, the problems we had with Gary caused a lot of friction among the team.

A: What would you

B; Will you

C; Are you able to

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第4题

— Will you go on a picnic with us tomorrow?—____________________.A: Yes, but I'll ha

— Will you go on a picnic with us tomorrow?

—____________________.

A: Yes, but I'll have English classes

B; Sorry, I have an appointment with Dr. Brown

C; I'm afraid I have no idea

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第5题

— If you can't say what you've come to say at the meeting, what's the poin

—____________________,but I think you might need to change your approach somewhat.

A: I am not sure

B; I can see that

C; I know that

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第6题

阅读理解WHO KILLED NOKIA?Nokia executives attempted to explain its fall from the top of

阅读理解

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 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.

操作提示：正确选T，错误选F。

1. Nokia lost the smartphone battle because its technology is not as good as that of Apple.{T; F}

2. Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them.{T; F}

3. Nokia's top managers were too moody to hear anything good but harsh.{T; F}

4. Middle managers in Nokia delivered results more than they promised earlier.{T; F}

5. Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth.{T; F}

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第7题

AT&T found that employees with better planning and decision－making skills were __

AT&T found that employees with better planning and decision-making skills were ______ to be promoted into management jobs.

A: more likely

B; more like

C; more unlikely

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第8题

The responsibilities in handbook ______ that managers have to be concerned with effici

ency and effectiveness in the work process.

A: imply

B; indicate

C; interrupt

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第9题

The Human Resource Managing Department at Honda is given specific instructions ______

employ the best possible workers.

A: how to

B; on what to

C; on how to

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第10题

The demands and requirements placed on the CEO of Sony are different from ______ on th

e manager of your local Wendy's restaurant.

A: these

B; those

C; which

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