电大《管理英语4》形考题库
电大《管理英语4》形考题库
"题目：— This project is too big for me to finish on time.
—________________.
Please do me a favor
That is a daydream
I'll give you a hand"
题目：AT&；T found that employees with better planning and decision-making skills were ______ to be promoted into management jobs.
more likely
more like
more unlikely"
题目：______ CEOs spend planning， the more profitable their companies are.
The more time
The more
The less time"
题目：______ his anger the employees called him Mr. Thunder， but they loved him.
Due to
In spite of
Because"
题目：______ managers spend most of their time in face-to-face contact with others， but they spend much of it obtaining and sharing information.
Not only
Do not only
Not only do"
题目：— Could you give us a speech on management functions some day this week？
—________________.
That'a good idea
No， I already have plans
I'd love to， but I'm busy this week"
题目：— I think things have been a bit difficult for us the last couple of months.
—__________. We've been working hard， but still getting behind.
You're right
I'm afraid
I don’t think so"
题目：— Is it possible for you to work out the plan tonight？
—__________
I'll do that.
I think so.
I'd love to."
题目：— We could let some of the staff work from home.________________？
— That's a good idea.
Do you have any good ideas
What do you think of it
Is there anything else"
题目：Even the best continually seek ways to ______ their skills.
sharp
sharpener
sharpen"
题目：It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies.
that
/
which"
题目：Supervisors should ______ their employees in two-way communication so that understanding takes place.
enable
engage
encourage"
题目：The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant.
these
those
which"
题目：The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.
how to
on what to
on how to"
题目：The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process.
imply
indicate
interrupt"
"二、听力理解：听录音，选择最佳答案（共50分）。
请听录音： UNIT1TL.MP3
操作提示：通过下拉选项框，选择答案。
1. What kind of role is Melinda taking on for her job？ {A； B； C}
A. HR manager.
B. Project manager.
C. Project coordinator.
2. How long will Melinda be trained for her new role？ {A； B； C}
A. One month.
B. Half a month.
C. One year.
3. How often should Melinda report to the board on the progress of the project？ {A； B； C}
A. Once a month.
B. Twice a month.
C. Once a week.
4. What kind of contract can Melinda sign with outside contractors？ {A； B； C}
A. Permanent worker contract.
B. Standard temporary-worker contract.
C. Standard industry contract.
5. Which one does NOT belong to Melinda's responsibilities？ {A； B； C}
A. Formulate the industry standard of payment.
B. Manage and coordinate her project team.
C. Report the project progress to the board."
"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 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}"
"题目：— If you can't say what you've come to say at the meeting， what's the point？
—____________________，but I think you might need to change your approach somewhat.
I am not sure
I can see that
I know that"
题目：— Will you go on a picnic with us tomorrow？
—____________________.
Yes， but I'll have English classes
Sorry， I have an appointment with Dr. Brown
I'm afraid I have no idea"
题目：—____________________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.
What would you
Will you
Are you able to"
题目：—How can you explain the latest situation？
—____________________，I know it is all my fault.
Sorry
Excuse me
I'm afraid"
题目：—How did your meeting go yesterday？
— ____________________actually， it was really frustrating.
Not so good
Very good
Nothing special"
题目：Effective leaders distill complex thoughts and strategies into simple， memorable terms __________ colleagues and customers can grasp and act upon.
when
that
who"
题目：Every time I tried to say something， he would ______ to something else.
move off
move on
move over"
题目：He's left now， but productivity hasn't ______that much.
carried on
caught up
picked up"
题目：I think the primary ______factor is there's been so much absence lately.
contributing
causing
affecting"
题目：If demand is rising but the firm __________ from communication failure， then stocks will fall and there will be understaffing.
has been suffering
is going to suffer
is suffering"
题目：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.
where
when
while"
题目：What you need to do is to keep things short and sweet， just the ______.
questions
topics
highlights"
题目：When the message finally reached the Command Center， it __________ “mutated” to become —“Send three and four-pence， we're going to a dance.”
was
had
have"
题目：Who was ______ the meeting？
chairing
leading
charging"
"二、完型填空（共50分）
操作提示：通过下拉选项框选择正确的词汇。
WHAT WE HAVE HERE: A FAILURE TO COMMUNICATE
It is the{weirder； weirdest； weird}thing. There are more ways than ever to communicate with people， yet it sometimes seems like it is more difficult to connect — and stay{connecting； connected； to connect} — with anyone.
Should you{shoot； mail； give} off an email？ Tap out a text？ Post a private message on Facebook？ Write on their Facebook wall？ Skype， poke， ping or conjure them up on a digital tin can phone？
And once you reach someone， you wonder: Is he paying attention？ How do you know？ Even with the techno-ease of{uncountable； countable； countless} communication devices， conversations can still be troublesome. Questions are asked and answered{out； away； within} of order. Instructions and directions go half-read. Meetings are botched. Feelings are hurt."
"二、阅读理解：根据文章内容，判断正误（共50分）。
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.{T； F}
2. The say-do gap happens when people misunderstand their leader's intention.{T； F}
3. Using technical jargon makes a leader convincing.{T； F}
4. Communicating sincerely is always the best.{T； F}
5. Observation is as important as communication when you want to know what people really think.{T； F}"
"二、阅读理解：根据文章内容，完成选择题（共50分）。
COMMUNICATION FAILURE
The meaning of “communication” goes a lot deeper than people often think. Communication is about conceiving， sending， receiving， and interpreting messages as well as confirming reception of these messages. A failure at any point in this chain can result in ineffective communication.
Ineffective communication can be disastrous. There is a famous story of a British Army Commander who sent the message “Send reinforcements， we're going to advance.” back to his Command Center， through a long chain of subordinates. When the message finally reached the Command Center， it had “mutated” to become -- “Send three and four-pence， we're going to a dance.” The reinforcements never arrived.
You can demonstrate this same principle， albeit on a less dramatic scale， by trying to play Chinese Whispers with more than 20 people. It is highly unlikely the same message you started with will be the one you end with.
In a business， there are three main types of communication failure. Each has its own indicative signs.
•The first type is known as allocative failure. This occurs when a firm is not gathering enough intelligence about its market or （most often）， the information is not reaching the right points. The firm will not be allocating resources in step with the shifts in demand. If demand is rising but the firm is suffering from allocative communication failure， then stocks will fall and there will be understaffing. If the inverse happens， there will be a surplus of stocks and overstaffing.
•The second type is executive failure， where communication to trigger specific events/actions is either late， lacking or in error. The symptoms of this are a general loss of direction in the company or departments， a loss of co-ordination and an increase in complaints from customers as things happen late or not at all.
•The final type is human failure. This occurs when the general culture of a business or the relationships between particular individuals or departments do not foster effective communication. This leads to alienated staff， an increase in staff turnover， an increase in absenteeism and general frustration among staff. Creativity， especially that which takes place across departmental boundaries， is likely to suffer hugely as team synergy slips.
操作提示：通过题目后的下拉选项框选择正确答案。
1. Confirming reception of the sent messages means {A； B； C}.
A. the messages are sent to right receivers
B. the messages are correctly understood
C. the messages are correctly understood by right receivers
2. In the famous British Army Commander story， which step probably did NOT go wrong in the communication chain？{A； B； C}
A. Conceiving.
B. Sending.
C. Receiving.
3. What is Chinese whispers？{A； B； C}
A. Who whispers in Chinese.
B. A game to pass message around in a whisper.
C. Chinese people who don't normally talk very loudly.
4. Allocative failure does NOT happen when {A； B； C}.
A. the right information goes to the right place
B. a company gathers false information
C. the correct information is not received by the right department or person
5. According to the passage， which of the following cases does NOT belong to human failure？{A； B； C}
A. Decreasing creativity across departments.
B. Inadequate communication between departments.
C. Increasing customer complaints."
"题目：How do you get your members to ______ as a team？
pull apart
pull up
pull together"
题目：I like to think ______. I am always the one finding new ways to a situation or challenge.
inside of the box
of the box
outside of the box"
题目：In high school， I am equally comfortable______as a member of a team and independently.
to work
working
work"
题目：The team creates an environment ______ people are comfortable in communicating， advocating positions， and taking action.
that
which
in which"
题目：— Could I borrow your iPad for a few hours？
—_____________
Yes， you can.
Sure， here you are. Enjoy your time.
It doesn't matter."
题目：— I am sorry for what I have said to you.
—_____________
No problem.
I'm sure about that.
Don't think any more about it."
题目：— What are your teammates like？
—_____________
They are all warmhearted and helpful.
They all like sports and games.
They are all good friends."
题目：— Will you help me arrange a meeting with Mr. Brown， please？
—_____________
No， no way.
No， I can't.
Sorry I can't. I have to finish my project right now."
题目：—_____________
— I'd like to have this film developed.
What's it？
May I help you？
What do you want？"
题目：I believe that I have a lot to contribute ______ a team environment， and am comfortable in both leadership and player roles.
to
with
for"
题目：I have been very lucky to have had ______ managers during my career so far.
terrific
terrible
terrifying"
题目：If I take the time to talk with my manager at the beginning of a project， we ______ off to a great start on the same page.
can get
have got
get"
题目：Regular and concrete feedback is important ______ who is not performing up to her potential.
when to deal with a worker
when dealing with a worker
when dealt with a worker"
题目：Team members are ______ as unique people with irreplaceable experiences， points of view， and knowledge to contribute.
treated
viewed
known"
题目：The majority of these team challenges ______ anywhere.
can deliver
are delivered
can be delivered"
"二、阅读理解：根据文章内容，完成选择题（共50分）。
A TEAMWORK GAME
A team of about 35 employees had come together for a team building event. They were a young， bright and enthusiastic team. However， one of their chief problems was the fact that they wouldn't share information or solutions with each other， and the team leader thought they were too focused on themselves and not on the team. As a result， she brought them all into the cafeteria. All of the tables and chairs had been stored away， and fun decorations and hundreds of different colored balloons had been placed around the room.
In the center of the room was a big box of balloons that hadn't been blown up yet. The team leader instructed everybody to pick a balloon， blow it up， and write their name on it， but they had to be careful not to burst the balloon.
Although they were given a second chance if their first balloon popped， they were out of the game the second time round. In the end， about 30 team members wrote their names without their balloons popping. They were then asked to leave the room and， after five minutes， the team leader brought them back in and asked them to find the balloon with their name on it amongst the hundreds of other balloons in the room. After 15 minutes of searching， no one had found their balloon， and the team were told that they were then going to move on to the third round of the activity.
In this round， each team member was instructed to find any balloon with a name on it and then give that balloon to the person whose name was on it. Within two minutes， everybody had their own balloon. The team leader summarized the activity thus: “We are much more efficient when we are willing to share with each other and much better at problem solving when we are working together， not individually.”
Sometimes， members of teams create obstacles by focusing solely on their own pursuits and goals. Every member of the team should ask themselves on a regular basis what they are doing and what they can do for the team.
操作提示：通过题目后的下拉选项框选择正确答案。
1. This team building event was aimed at {A； B； C}.
A. helping these young， bright and enthusiastic employees become more concentrated on their work
B. making the team members know how to share information or solutions and cooperate with each other
C. building up team morale
2. This event was held in {A； B； C}.
A. a self-service restaurant
B. a coffee shop
C. a classroom
3. About how many team members were out of the second round of the activity？{A； B； C}
A. 30.
B. 35.
C. 5.
4. Which statement below is correct？{A； B； C}
A. In the second round， every one of the team had found their balloons after 15 minutes.
B. In the third round， the team members were asked them to find the balloon with their name on it amongst the hundreds of other balloons in the room.
C. In the third round， everybody had their own balloon with help from others within 2 minutes.
5. What was the event going to teach these employees？{A； B； C}
A. Sharing and cooperating with other team members is more efficient when they are working together.
B. Focusing solely on employees' own pursuits is not allowed in workplace.
C. Failure of teamwork is caused by individual."
"阅读理解：根据文章内容，判断正误（共50分）。
TIPS FOR TEAM BUILDING
When you think of team building， do you immediately picture your group off at a resort playing games or hanging from ropes？ Traditionally， many organizations approach team building in this way but， then， they wonder why that wonderful sense of teamwork that had been displayed at the retreat or the seminar fails to impact long term beliefs and actions back at work.
I'm not averse to retreats， planning sessions， seminars and team building activities — in fact I lead them — but they have to form part of a much larger teamwork effort. You will not build teamwork by “retreating” as a group for a couple of days each year， instead 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 processes. Provide training in systematic methods so the team expends its energy on the project， not on trying to work out how to work together as a team to approach the problem.
• Hold department meetings to review projects and progress， to obtain broad input， and to coordinate shared work processes. If there is friction between team members， examine the work processes they mutually own — the problem is not usually their personalities； instead， it is often the fact that the team members haven't agreed on how they will deliver a product or service， or the steps required to get something done.
• Build fun and shared occasions into the organization's agenda — hold pot luck lunches， take the team to a sporting event， sponsor dinners at a local restaurant， go hiking or go to an amusement park. Hold a monthly company meeting， sponsor sports teams and encourage cheering team fans.
• Use ice breakers and teamwork exercises at meetings — these help team members get to know each other， share details about each others lives， and have a laugh together.
• Celebrate team successes publicly. There are many ways you could do this， for instance by buying everyone the same T-shirt or hat， putting team member names in a draw for company merchandise and gift certificates. The only thing limiting you is your imagination.
If you do the types of teamwork building listed above， you'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 possible — together.
操作提示：正确选T，错误选F。
1. Team building event is traditionally related to playing games at resort.{T； F}
2. The author claims that playing games together is as important as form teams to solve real work issues and to improve real work processes for team building.{T； F}
3. “Retreat” in the first paragraph means withdrawal of troops after a defeat.{T； F}
4. Ice breaking motivates team members compete with each other.{T； F}
5. A good teamwork culture enables individuals make more efforts together.{T； F}"
"题目：Self-esteem needs might include the ______ from a workplace.
rewards
rewarded
rewarded"
题目：______ clearly communicate with and actively listen to employees is essential to improve their performance.
Be able to
Being able
Being able to"
题目：______ the job， employers don't want to hire people who are difficult to get along with.
Despite of
Regardless
Regardless of"
题目：— __________
— You might as well write a thanks-note.
How do you like the rewards？
What do you do with the rewards？
Could you suggest some ways of the rewards？"
题目：— Do you mind if I use vouchers to spend in a restaurant？
— __________
Yes， please.
Not at all. Go ahead.
No， thank you."
题目：— Wow! This is a fantastic project! I've never known you're so creative.
— __________
Don't mention it.
Great， I dare to say I am a talent.
Thanks for your compliments."
题目：— You'd better not push yourself too hard. You can ask the team and listen.
— __________
You are right.
No， we can't do that.
I think it will kill our time."
题目：—Can I get you a couple of tea？
—_________________________.
That's very nice of you
With pleasure
You can， please"
题目：All the team members tried their best. We lost the game， _________.
however
therefore
since"
题目：An appreciated gift and the gesture of providing it will ______ your coworker's day.
look up
light up
lift to"
题目：Companies are ______ interested in your soft skills ______ they are in your hard skills.
so… that…
as…as…
not…until…"
题目：Fifty-five per cent of the respondents said that praise and attention from their supervisor would make them feel ______ the company cared about them and their well-being.
as if
even if
like"
题目：I think a big part of it is ______ we know how to have fun on the job.
that
which
why"
题目：Learning new things has always been a great ______ for me.
motivator
motivate
motivation"
题目：The leader ______ at creating opportunities to provide rewards， recognition and thanks to his or her staff.
exceeds
excellent
excels"
"二、听力理解：听录音，判断正误（共50分）。
请听录音： UNIT4TL.MP3
操作提示：正确选“T”，错误选“F”。
1. Human resources supported the proposal of giving the business intelligence a pay incentive every three months at the beginning.{T； F}
2. Brad from human resources supports Scott's idea.{T； F}
3. Carlotta is the manager of HRD.{T； F}
4. Men and women in the business intelligence team who have been selected to get the prize will receive the same rewarding things.{T； F}
5. The prize-winner cannot choose the prize that costs more than $500. 7. The prize-winner can only have material awards and no day off.{T； F}"
"二、阅读理解：根据文章内容，判断正误（共50分）。
THE RIGHT WAY TO MOTIVATE EMPLOYEES
It's important for a CEO to be passionate and enthusiastic， but there's a line of professionalism that must always be maintained.
According to a report from the technology website Venture Beat， PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn't have the passion to use the products they work for.
According to the website， part of the leaked letter reads:
“It's been brought to my attention that when testing paying with mobile at Cafe 17 last week， some of you refused to install the PayPal app， and others didn't even remember their PayPal passwords. That's unacceptable to me， and the rest of my team， everyone at PayPal should use our products where available. That's the only way we can make them better， and better.”
“In closing， if you are one of the folks who refused to install the PayPal app or if you can't remember your PayPal password， do yourself a favor， go and find something that will connect with your heart and mind elsewhere.”
While not obvious at first， the letter reveals a problem of morale and culture at PayPal. As an executive， you certainly want your employees to use and promote your products. However， when faced with a situation where staff isn't embracing what they make， you need to investigate the root of the problem -- not threaten.
When faced with internal problems， good executives start by asking “why”. They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it. Sending out a one-sided note about the problem is not leading， it's retreating.
Leadership starts by listening. Good executives need to get out among the staff and ask questions and listen without judgment or reaction. The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection. At the end of the day， if his employees have to be forced to use the app， how can he expect consumers to want to willingly pay to use it？ Marcus should have focused on three questions:
• Why are you not using the app？
• What is it that we can do to ensure you use our app？
• What do you need from me？
操作提示：正确选T，错误选F。
1. A CEO only needs to be passionate and enthusiastic.{T； F}
2. It is not professional that PayPal CEO blames his employees not to use PayPal or forget PayPal passwords.{T； F}
3. “A one-sided note” refers to the root of PayPal's problem.{T； F}
4. When faced with internal problems， good executives find the root of a problem in their executive team first.{T； F}
5. Good executives need to give feedback immediately when they are listening to the staff.{T； F}"
"二、阅读理解：根据文章内容，完成选择题（共50分）。
HOW GOOGLE CONTINUES TO KEEP EMPLOYEES HAPPY
Working for Google is a dream of many， not just because of what this company has achieved in the last 15 years， but because of its enviable work culture. With about 37，000 employees in 40 countries， you might wonder how Google maintains a motivating work experience throughout its entire company.
Working for Google comes with perks that most other organizations can't provide -- bowling alleys， free haircuts， gym memberships， and shuttles to and from work. The company's secret to success is putting the same amount of time and effort into keeping employees happy as it does into innovating products.
Back when the company was just a start-up， co-founders Larry Page and Sergey Brin had the goal of making Google a place the most talented people wanted to work at. Their idea was simple: creating a work culture that keeps employees happy will motivate them to do their best and will keep them loyal to the company.
“It's less about the aspiration to be No. 1 in the world， and more that we want our employees and future ones to love it here， because that's what's going to make us successful，” said Karen May， the Vice President of people development at Google.
Google also makes its employees want to work because managers provide tasks that are inspiring and challenging. Every employee at Google has the opportunity to spend 20% of his or her working time on a project they choose. This freedom takes employees out of their routine and away from the mundane tasks that often make workers feel uninspired about their jobs.
Lastly， Google shows each employee just how important he or she is to the company. Each employee， regardless of her spot on the totem pole， has an influence on how Google performs.
“If you value people， and care about them as whole people， one thing you do is giving them a voice， and you really listen，” May said.
Google does just that by hosting employee forums every Friday， where they discuss the 20 most-asked questions. Employees have access to all company information， adding a sense of trust， and employees and leaders work together to solve problems.
操作提示：通过题目后的下拉选项框选择正确答案。
1. How would you describe Google？{A； B； C}
A. Medium-sized international company
B. Large global enterprises
C. Large American company
2. Which one does NOT belong to the methods that Google motivate its employees？{A； B； C}
A. Promoting the employee who has more influence on Google the higher job position.
B. Shuttling the employees between home and office.
C. Offering entertaining equipment in workplace.
3. Who founded Google？{A； B； C}
A. Larry Page and Sergey Brin
B. Karen May
C. Sergey Brin
4. If you are a normal employee of Google， what could you do EXCEPT？{A； B； C}
A. Know all information of Google and discuss questions with your leaders.
B. Only work for the project you choose.
C. Play bowling with your colleagues and get away from mundane errands.
5. What is Google's secret to success？{A； B； C}
A. Innovating hi-tech products.
B. Paying high salary to the employees and practicing strict management.
C. Valuing the happiness of its employees as much as innovating good products."
★《布宫号》提醒您：民俗信仰仅供参考，请勿过度迷信！