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序号:1, 题目类型:交际用语(单选题)
题目: - Will you go on a picnic with us tomorrow? -_____________________.
选项:
A. Yes, but I'll have English classes
B. Sorry, I have an appointment with Dr. Brown
C. I'm afraid I have no idea
答案:
B. Sorry, I have an appointment with Dr. Brown
序号:2, 题目类型:交际用语(单选题)
题目: - I think we'll have to talk later. I've got to go now. Great seeing you. - _____________________.
选项:
A. Nice meeting you
B. Good idea
C. You must be joking
答案:
A. Nice meeting you
序号:3, 题目类型:交际用语(单选题)
题目: - Do you know where I can repair my motorcar? -_____________________.
选项:
A. It's cheap to repair a motorcar
B. Around the street corner
C. You drive too fast to damage it
答案:
B. Around the street corner
序号:4, 题目类型:交际用语(单选题)
题目: - Over-the-top? You mean... -_____________________.
选项:
A. Well, sometimes your co-workers feel that you are too loud
B. No, I don't
C. Thanks a lot
答案:
A. Well, sometimes your co-workers feel that you are too loud
序号:5, 题目类型:交际用语(单选题)
题目: - The Auto Show in the City Stadium has been canceled? - Oh, no!_____________________!
选项:
A. What a pity
B. It doesn't matter
C. It's not interesting at all
答案:
A. What a pity
序号:6, 题目类型:词汇与结构(单选题)
题目: With the _____ of China's economic reforms, there is greater cooperation and interdependence between the private and the public sector.
选项:
A. deepening
B. strengthening
C. broadening
答案:
A. deepening
序号:7, 题目类型:词汇与结构(单选题)
题目: If there is friction between team members, examine the work processes they mutually own. Which of the following words can replace the above underlined word?
选项:
A. currently
B. jointly
C. simply
答案:
B. jointly
序号:8, 题目类型:词汇与结构(单选题)
题目: Google does just that by hosting employee forums every Friday, ________ they discuss the 20 most-asked questions.
选项:
A. what
B. that
C. where
答案:
C. where
序号:9, 题目类型:词汇与结构(单选题)
题目: The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant.
选项:
A. these
B. those
C. which
答案:
B. those
序号:10, 题目类型:词汇与结构(单选题)
题目: While modest fear might be healthy for motivation, ______ it can be like overusing a drug, which risks generating harmful side effects.
选项:
A. abuse
B. abused
C. abusing
答案:
C. abusing
序号:11, 题目类型:词汇与结构(单选题)
题目: Leaders, Welch suggested, are _____ those who achieve results _____ those who share the values of the company.
选项:
A. not only, but also
B. neither, nor
C. either, or
答案:
A. not only, but also
序号:12, 题目类型:词汇与结构(单选题)
题目: I have been very lucky to have had ______ managers during my career so far.
选项:
A. terrific
B. terrible
C. terrifying
答案:
A. terrific
序号:13, 题目类型:词汇与结构(单选题)
题目: Redundancy happens when employees need to _____ their workforce. And as a result, someone gets dismissed from work.
选项:
A. reform
B. reproduce
C. reduce
答案:
C. reduce
序号:14, 题目类型:词汇与结构(单选题)
题目: Ineffective communication can be ______.
选项:
A. disastrous
B. damaged
C. destroyed
答案:
A. disastrous
序号:15, 题目类型:词汇与结构(单选题)
题目: Provide training in systematic methods so the team ______ its energy ______ the project.
选项:
A. expend…to
B. expend…in
C. expend…on
答案:
C. expend…on
序号:16, 题目类型:词汇与结构(单选题)
题目: Some employees are putting up resistance for fear of a reduction in benefits or being _____.
选项:
A. laid aside
B. laid off
C. laid out
答案:
B. laid off
序号:17, 题目类型:词汇与结构(单选题)
题目: Linda walked at the head, ________ by her colleagues.
选项:
A. followed
B. following
C. to follow
答案:
A. followed
序号:18, 题目类型:词汇与结构(单选题)
题目: The most important thing is to clarify _____ you want to say.
选项:
A. that
B. what
C. which
答案:
B. what
序号:19, 题目类型:词汇与结构(单选题)
题目: __________ he was exhausted, he kept on working.
选项:
A. If
B. Although
C. Even if
答案:
B. Although
序号:20, 题目类型:词汇与结构(单选题)
题目: Each employee, __________ his/her spot on the totem pole, has an influence on how Google performs.
选项:
A. regardless of
B. even though
C. although
答案:
A. regardless of
序号:21, 题目类型:单选题
题目: 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. @@@What was the purpose of holding this team-building event?
选项:
A. Helping the employees become more concentrated on their work.
B. Making the team members know how to cooperate with each other.
C. Building up team morale.
答案:
B. Making the team members know how to cooperate with each other.
序号:22, 题目类型:单选题
题目: 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. @@@Where was the event held?
选项:
A. In a restaurant.
B. In a coffee shop.
C. In a classroom.
答案:
A. In a restaurant.
序号:23, 题目类型:单选题
题目: 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. @@@About how many team members were out of the second round of the activity?
选项:
A. 30.
B. 35.
C. 5.
答案:
B. 35.
序号:24, 题目类型:单选题
题目: 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. @@@Which statement below is correct about the event?
选项:
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 to find the balloon with their name on it.
C. In the third round, everybody had their own balloon within 2 minutes.
答案:
C. In the third round, everybody had their own balloon within 2 minutes.
序号:25, 题目类型:单选题
题目: 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. @@@What was the event going to teach these employees?
选项:
A. Cooperating with other members is more efficient when they are working together.
B. Focusing on one's own pursuits is not allowed in the workplace.
C. Failure of teamwork is caused by individuals.
答案:
A. Cooperating with other members is more efficient when they are working together.
序号:26, 题目类型:资料来源:谋学网(www.mouxue.com)
题目: 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? @@@A CEO only needs to be passionate and enthusiastic.
选项:
A. T
B. F
答案:
B. F
序号:27, 题目类型:资料来源:谋学网(www.mouxue.com)
题目: 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? @@@It is not professional that PayPal CEO blames his employees for not using PayPal or forgetting PayPal passwords.
选项:
A. T
B. F
答案:
A. T
序号:28, 题目类型:资料来源:谋学网(www.mouxue.com)
题目: 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? @@@“A one-sided note” refers to the root of PayPal's problem.
选项:
A. T
B. F
答案:
B. F
序号:29, 题目类型:资料来源:谋学网(www.mouxue.com)
题目: 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? @@@When faced with internal problems, good executives find the root of a problem in their executive team first.
选项:
A. T
B. F
答案:
A. T
序号:30, 题目类型:资料来源:谋学网(www.mouxue.com)
题目: 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? @@@Good executives need to give feedback immediately when they are listening to the staff.
选项:
A. T
B. F
答案:
B. F
序号:31, 题目类型:写作(问答题)
题目: Write a passage of at least 100 words according to the title and the following requirements. 题目: Where to Live, City or Countryside? 主要内容: (1) Advantages of living in the city. (2) Advantages of living in the countryside. (3) Where do you like to live, in the city or the countryside? Why?
选项:
答案:
1.评分原则
(1)本题总分为,按6个档次给分。
(2)评分时,先根据文章的内容和语言初步确定其所属档次,然后以该档次的要求来衡量、确定或调整档次,最后给分。
(3)评分时应注意的主要内容为:内容要点、句型变化、词汇运用和语法结构的准确性,语义的连贯性、逻辑性以及应用文的格式要求。
(4)评分时,若拼写错误较多,书写较差,以至影响交际,则将分数降低一个档次。
2.各档次的给分范围和要求
16~20 分
* 完全完成了试题规定的任务;
* 覆盖所有内容要点;
* 语法结构、句型和词汇有变化;
* 语法结构和用词准确;
* 语义连贯、逻辑性强
11~15 分
* 较好地完成了试题规定的任务;
* 覆盖所有内容要点;
* 句型和词汇有变化;
* 语法结构和词汇运用基本准确,些许错误主要是由尝试使用较复杂的语法结构或词汇所致;
* 语义基本连贯、有一定的逻辑性
6~10 分
* 基本完成了试题规定的任务;
* 覆盖所有内容要点;
* 语法结构和词汇运用方面的能力能满足任务的基本要求;
* 有一些语法结构或词汇运用方面的错误,但不影响理解;
* 语义连贯性及逻辑性方面存在一定问题
3~5 分
* 虽尽力但不足以完成试题规定的任务;
* 仅覆盖部分主要内容,或写了一些无关内容;
* 语法结构和词汇运用能力很弱;
* 有许多语法结构或词汇运用方面的错误,影响了对写作内容的理解;
* 语义不连贯,逻辑性方面问题较大
1~
* 未完成试题规定的任务;
* 句子不完整或无法理解;
* 语法结构或词汇运用方面错误连篇,影响对写作内容的理解;语言运用能力差;
* 语义不清,毫无逻辑
* 未答题,或虽作答但让人不知所云,或所写内容与要求写作内容无关
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