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1、题目1未回答满分10.00未标记标记题目题干 Could you give us a speech on management functions some day this week?_.选择一项：A. Thata good ideaB. No, I already have plansC. Id love to, but Im busy this week反馈你的回答不正确解析：本题考核“拒绝他人”的交际用语。拒绝他人的答语通常有“Im afraid/No, /Id love to, but”，所以答案是C。题目2未回答满分10.00未标记标记题目题干 We could let some
2、of the staff work from home._? Thats a good idea.选择一项：A. Do you have any good ideasB. What do you think of itC. Is there anything else反馈你的回答不正确解析：本题考核“表达意见建议”的交际用语。A是询问有什么好建议， B是询问对所提建议的看法， C是询问是否还有要说明、补充的。根据答语，确定这里是询问看法，所以答案是B。题目3未回答满分10.00未标记标记题目题干The responsibilities in handbook _ that managers h
3、ave to be concerned with efficiency and effectiveness in the work process.选择一项：A. implyB. indicateC. interrupt反馈你的回答不正确译文：手册中的职责表明，管理者必须关注工作过程的效率和效力。解析：imply意为“暗指，暗示”；indicate“表明；标示”；interrupt“打断；短暂中止”。根据句意，应选择词义表达“说明；解释”的动词，所以答案是B。题目4未回答满分10.00未标记标记题目题干It is through enthusiasm and quiet intensity _
4、 we transform creativity and vision into the technologies.选择一项：A. thatB. /C. which反馈你的回答不正确译文：通过热情和全心投入，我们将创意和想法转化为技术。解析：此句为强调句It is that，所以答案是A。题目5未回答满分10.00未标记标记题目题干The demands and requirements placed on the CEO of Sony are different from _ on the manager of your local Wendys restaurant.选择一项：A. th
5、eseB. thoseC. which反馈你的回答不正确译文：对索尼首席执行官的标准和要求与那些在当地温迪餐厅担任经理的人不同。解析：句中的过去分词短语placed on the CEO of Sony做定语修饰demands and requirements，be different from，those作替代词，指代demands and requirements，所以答案是B。题目6未回答满分50.00未标记标记题目题干二、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 f
6、all 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 didnt see the disruptive iPhone coming.It has also been argued that it was none of the above. Nokia lost the smartphone battle be
7、cause of divergent shared fears among the companys middle and top managers which led to company-wide inertia that left it powerless to respond to Apples game.Based on the findings of an in-depth investigation and 76 interviews with top and middle managers, engineers and external experts, the researc
8、hers 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 companys top managers had a terrifying reputation. Some members of Nokias board and top management were
9、 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 didnt want to hear. Secondly, top managers were afraid of the external environment and not meeting their quarterly targets, which also impacted how
10、 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 informat
11、ion. 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 as
12、signments.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. Its sales work.”W
13、hile 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. Nokias top managers should have encouraged safe dialogue, internal coordinatio
14、n 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.回答不正确2. Nokias middle managers were frank to tell the truth, but the top ones didnt listen to them.回答不正确3. Nokias top managers
15、were too moody to hear anything good but harsh.回答不正确4. Middle managers in Nokia delivered results more than they promised earlier.回答不正确5. Nokias top managers should have had better conversation techniques to encourage internal coordination and truth.回答不正确反馈答案：1. F 2. F 3. T 4. F 5. T一、选择填空题（每题10分，共5题）题目1未回答满分10.00未标记标记题目题干 Is it possible for you to work out the plan tonight?_选择一项：A.
