20Project managers that are available to answer questions, provide guidance when need, and

None of the managers said that,______？

A. didn't they

B. did they

C. aren't they

D. are they

s.

A．being restructured

B．restructuring

C．restructure

D．restructured

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}

p to talk. I've got to hurry.()

A. Stay longer

B. Go slowly.

C. Ok, see you later.

A One of them hopes to quit now ;

B There's been a good atmosphere at the first management meetings ;

C They don't seem to know each other

Project managers must know:

A What kind of message to send

B to whom to send the message

C how to translate the message into a language that everyone can understand

D All of the above

E A and B only

141 Which of the following statements is in agreement with McGregor's concepts concerning Theory X and Theory Y managers？

A. Theory X managers view subordinates as being lazy, irresponsible, and resistant to change

B. Theory Y managers view subordinates as being imaginative, creative, and willing to accept responsibility

C. Theory X managers tend to be autocratic whereas Theory Y managers are more likely to delegate responsibility

D. A and B.

E. All of the above

A、Go slowly.

B、Stay longer.

C、Ok, see you later.

hey can help managers decide on a future course of action, and they can then help with the follow-up checks on performance to see if planned goals are being achieved. By using accurate and timely facts supplied by data base management software, a manager can do a better job of identifying problems and opportunities. And managers may not need to spend as much time in controlling when a computer can respond with a triggered report if actual performance varies from what was planned. The time saved in controlling may allow managers to give more attention to employees' concerns, and this, in turn, may result in improved morale (士气).

But employment benefits certainly aren't restricted to managers. Healthcare researchers and other scientists also use computers to conduct research into complex problem areas that couldn't otherwise be studied. Lawyers use online legal data banks to locate precedent (先前的) cases in order to serve clients better. Salespeople can receive more timely information about products in stock, can promise customers that their sales orders will be handled promptly, and can thus improve their sales performance because of the computer system. And the job duties of some office and factory workers have changed from routine, repetitive operations to more varied and appealing tasks through computer usage. For example, office workers who understand text processing, computing, and data communication usually have vital roles and are given critical office functions to perform.

Which of the following examples shows the controlling function of a computer？

A．Helping managers decide on a future course of action.

B．Helping managers check if planned goals are reached.

C．Helping managers save time in writing a report.

D．Helping managers design a spreadsheet package.