BP, C1, Unit 7.1 and 7.2 Vocabulary review

Froggy Jumps

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BP, C1, Unit 7.1 and 7.2 Vocabulary review

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Julia Kostochkina

Colombia

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BP, C1, Unit 7.1 and 7.2 Vocabulary review


Froggy Jumps BP, C1, Unit 7.1 and 7.2 Vocabulary reviewOnline version BP, C1, Unit 7.1 and 7.2 Vocabulary review by Julia Kostochkina 1 By setting clear expectations and encouraging open dialogue from day one, the team ____________, which helped prevent unnecessary conflicts later on. a got off to a good start b breathed down employees’ necks c didn't pull their weight 2 Instead of blaming individuals, the manager organised a meeting _________, discovering that unclear procedures were causing most of the tension. a to get to the root of the problem b to pin the blame on the team c on top of his game 3 Everyone sensed that something was wrong in the department, but no one could ___________ why morale had dropped so suddenly. a put their finger on b be on top of them c cross the line 4 As a _________ , she joined the team during peak periods, which earned her respect and reduced resentment among staff. a hands-on manager b fine line c power struggle 5 Productivity declined when the supervisor started ____________ down employees’ necks, making them anxious and afraid to take initiative. a breathing b talking c holding 6 Tensions arose in the project team because one member was clearly not ___________ their weight, leaving others to compensate. a pulling b dragging c carrying 7 The manager stayed ___________ the new hires at first, not out of mistrust, but to ensure they fully understood the company’s processes. a on top of b hands-on c demanding 8 When the project failed, senior management tried to________ the blame on a junior employee rather than acknowledge their own poor decision-making. a pin b pong c get 9 There’s a _______ line between being firm enough to maintain authority and being so rigid that you alienate your team. a fine b small c fat 10 The discussion was productive until he ______________ by questioning his colleague’s integrity in front of the entire department. a crossed the line b toed the line c put his finger on 11 What started as a minor disagreement over responsibilities quickly turned into a power ____________, undermining collaboration across teams. a struggle b fight c imbalance 12 In an organisation with a strict hierarchy, managers were expected to ________ the line, even when they privately disagreed with company policy. a toe b cross c jump over 13 Several employees were hesitant to ___________ the issue of unequal workloads, fearing it might be interpreted as a lack of commitment. a raise b talk c involve 14 Despite the pressure and tight deadlines, the negotiator stayed on top __________, defusing tensions before they escalated into open conflict. a of his game b of the world c of the abilities

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BP, C1, Unit 7.1 and 7.2 Vocabulary review

Froggy Jumps

About this activity

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Download the paper version to play

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BP, C1, Unit 7.1 and 7.2 Vocabulary reviewOnline version

by Julia Kostochkina

By setting clear expectations and encouraging open dialogue from day one, the team ____________, which helped prevent unnecessary conflicts later on.

Instead of blaming individuals, the manager organised a meeting _________, discovering that unclear procedures were causing most of the tension.

Everyone sensed that something was wrong in the department, but no one could ___________ why morale had dropped so suddenly.

As a _________ , she joined the team during peak periods, which earned her respect and reduced resentment among staff.

Productivity declined when the supervisor started ____________ down employees’ necks, making them anxious and afraid to take initiative.

Tensions arose in the project team because one member was clearly not ___________ their weight, leaving others to compensate.

The manager stayed ___________ the new hires at first, not out of mistrust, but to ensure they fully understood the company’s processes.

When the project failed, senior management tried to________ the blame on a junior employee rather than acknowledge their own poor decision-making.

There’s a _______ line between being firm enough to maintain authority and being so rigid that you alienate your team.

The discussion was productive until he ______________ by questioning his colleague’s integrity in front of the entire department.

What started as a minor disagreement over responsibilities quickly turned into a power ____________, undermining collaboration across teams.

In an organisation with a strict hierarchy, managers were expected to ________ the line, even when they privately disagreed with company policy.

Several employees were hesitant to ___________ the issue of unequal workloads, fearing it might be interpreted as a lack of commitment.

Despite the pressure and tight deadlines, the negotiator stayed on top __________, defusing tensions before they escalated into open conflict.