国开《管理英语4》形考参考答案.docx

1、国开管理英语4形考参考答案题目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 co

2、uld let some 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 _ th

3、at managers have 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 quie

4、t intensity _ 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 restaura

5、nt.选择一项：A. theseB. 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：根据文章容，判断正误（共50分）。Who Killed Nokia?Nokia executives attempted to e

6、xplain 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 didnt see the disruptive iPhone coming.It has also been argued that it was none of the above. Nokia lost the smartpho

7、ne battle because 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,

8、 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 companys top managers had a terrifying reputation. Some members of Nokias board and top man

9、agement 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 didnt want to hear. Secondly, top managers were afraid of the external environment and not meeting their quarterly targets, which also

10、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, filte

11、red 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 ch

12、allenging 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. Its s

13、ales 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. Nokias top managers should have encouraged safe dialogue, internal

14、 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.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 t

15、op managers 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

16、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. Ill do that.B. I think so.C. Id love to.反馈你的回答不正确解析：本题考核“询问可能性”的交际用语。常用的答语一般使用I think/I dont think等句型表达可能或否定。根据第一说话人传递的信息，这是询问能否完成任务，所以答案是B。题目2未回答满分10.00未标记标记题目题干 This project is too big for me to finis

17、h on time._.选择一项：A. Please do me a favorB. That is a daydreamC. Ill give you a hand反馈你的回答不正确解析：本题考核“提供帮助”的交际用语。答语A意思是“寻求他人帮助”；答语B 意思为“这是白日做梦”，答语C是“提供帮助”。根据第一说话人传递的信息，所以答案是C。题目3未回答满分10.00未标记标记题目题干The Human Resource Managing Department at Honda is given specific instructions _ employ the best possible

18、 workers.选择一项：A. how toB. on what toC. on how to反馈你的回答不正确译文：本田公司的人力资源管理部门被给予如何聘用潜在的最好员工的具体指示。解析：此句为instruction引导的结构，后接on how to do，所以答案是C。题目4未回答满分10.00未标记标记题目题干Supervisors should _ their employees in two-way communication so that understanding takes place.选择一项：A. enableB. engageC. encourage反馈你的回答不正确

19、译文：管理者应该与员工进行双向沟通，以增进相互理解。解析：短语engage somebody in conversation为固定搭配，意为“与某人攀谈”，所以答案是B。题目5未回答满分10.00未标记标记题目题干_ CEOs spend planning, the more profitable their companies are.选择一项：A. The more timeB. The moreC. The less time反馈你的回答不正确译文：首席执行官们花费在规划上的时间越多，他们的公司就越有效益。解析：此句为the more the more引导的比较结构，根据句意，应选择表示

20、更多时间，所以答案是A。题目6部分正确获得50.00分中的20.00分未标记标记题目题干二、听力理解：听录音，选择最佳答案（共50分）。请听录音：播放静音加载完毕: 0%进度: 0%剩余时间 -0:0000:00/02:27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? 回答不正确 A. HR manager. B. Project manager. C. Project coordinator.2. How long will Melinda be trained for her new rol

21、e? 回答不正确 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? 回答正确 A. Once a month. B. Twice a month. C. Once a week.4. What kind of contract can Melinda sign with outside contractors? 回答不正确 A. Permanent worker contract. B. Standa

22、rd temporary-worker contract. C. Standard industry contract.5. Which one does NOT belong to Melindas responsibilities? 回答正确 A. Formulate the industry standard of payment. B. Manage and coordinate her project team. C. Report the project progress to the board.反馈答案：1.C 2.B 3.A 4.B 5.A If you cant say w

23、hat youve come to say at the meeting, whats the point?_,but I think you might need to change your approach somewhat.选择一项：A. I am not sureB. I can see thatC. I know that反馈你的回答不正确解析：本题考核“对他人观点表示赞同”的交际用语。此处需要用一句较短的话语来对第一说话人的观点进行评价，为下文进一步的说明做铺垫。第一个选项没有给出明确的观点，第三个选项虽然表明了说话人的观点但是不够礼貌，只有选项B对第一说话人的观点给予了明确和礼

24、貌的评价，所以答案是B。题目2未回答满分10.00未标记标记题目题干How did your meeting go yesterday? _actually, it was really frustrating.选择一项：A. Not so goodB. Very goodC. Nothing special反馈你的回答不正确解析：本题考核“消极评价”的交际用语。根据句意，第二说话人要表达的是负面评价，Very good不合题意，Nothing special所蕴含的消极程度与后面的frustrating也不匹配，所以答案是A。题目3未回答满分10.00未标记标记题目题干Who was _ t

25、he meeting？选择一项：A. chairingB. leadingC. charging反馈你的回答不正确译文：谁主持的会议？解析：chair为多义词，除用作名词外还可用作及物动词，表示主持，lead不和meeting搭配，charge也不适用于该语境，因此答案是A。题目4未回答满分10.00未标记标记题目题干Effective leaders distill complex thoughts and strategies into simple, memorable terms _ colleagues and customers can grasp and act upon.选择一

26、项：A. whenB. thatC. who反馈你的回答不正确译文：善于交际的领导者能够把复杂的思想和策略提炼成简单易记的语句，便于同事和顾客领会执行。解析：根据句意，此处的从句应为定语从句，修饰terms，因此需要关系代词that/which，所以答案是B。题目5未回答满分10.00未标记标记题目题干I think the primary _factor is theres been so much absence lately. 选择一项：A. contributingB. causingC. affecting反馈你的回答不正确译文：我认为最主要的原因是最近缺勤太多。解析： contri

27、buting为形容词，由动词+ing构成，cause的形容词形式为causal，causing是cause的动名词形式，而非形容词，affecting不适用于此句，所以答案是A。题目6未回答满分50.00未标记标记题目题干二、阅读理解：根据文章容，判断正误（共50分）。Habits of Highly Effective CommunicatorsIts no secret that good leaders are also good communicators. Indeed, communication and leadership are inextricably tied. How

28、can you galvanize, inspire or guide others if you dont 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 communicatio

29、n, and it must be congruent with what you say. If your actions dont 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

30、. 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 thats distinctly your own; let your values come through in your communication. Correct use of language and grammar are important, of course, but dont become overly fixated on eloquence for eloquences sake; concentrate on being distinct and rea