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交际用语（单选题）
题目
- I have at least half an hour exercise in speaking English every day.- Terrific! _____________________！
Good luck
Keep it up
Cheer up
答案
Keep it up
交际用语（单选题）
题目
- How was your job interview last Monday?- _____________________. She seemed interested in my working experience, but she didn't ask for references.
Perfect
I'm not sure
That's right
答案
I'm not sure
交际用语（单选题）
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
答案
Sorry, I have an appointment with Dr. Brown
交际用语（单选题）
题目
- Over-the-top? You mean...-_____________________.
Well, sometimes your co-workers feel that you are too loud
No, I don't
Thanks a lot
答案
Well, sometimes your co-workers feel that you are too loud
交际用语（单选题）
题目
- It's about a successful businessman's management experience, isn't it? - _____________________!
My pleasure
That's right
It's up to you
答案
That's right
词汇与结构（单选题）
题目
Team members are ______ as unique people with irreplaceable experiences, points of view, and knowledge to contribute.
concerned
viewed
known
答案
viewed
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.
deepening
strengthening
broadening
答案
deepening
词汇与结构（单选题）
题目
We need ________ communication skills: listen carefully, think before you speak and manage conflicts diplomatically.
outstanding
plain
general
答案
outstanding
词汇与结构（单选题）
题目
________ foster a creative culture, it is important to find the right employees during the recruitment process and bring them into the company.
With the purpose of
In order that
In order to
答案
In order to
词汇与结构（单选题）
题目
Whilemodest fear might be healthy for motivation, ______ it can be like overusing a drug, which risks generating harmfulside effects.
abuse
abused
abusing
答案
abusing
词汇与结构（单选题）
题目
All _____ glitters are not gold.
that
which
what
答案
that
词汇与结构（单选题）
题目
We've asked the stand designers we used before to ____ up with some designs for us.
come
hurry
get
答案
come
词汇与结构（单选题）
题目
Learning new things has always been a great ______ for me.
motivator
movement
motor
答案
motivator
词汇与结构（单选题）
题目
Self-esteem needs might include the ______ from a workplace.
rewards
rewarded
rewarding
答案
rewards
词汇与结构（单选题）
题目
As I see it, you should manage—coordinate—the project and ______ the teams needed to complete it successfully.
bring together
bring in
bring on
答案
bring together
词汇与结构（单选题）
题目
________ 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?
At the end of
By the end of
In the end of
答案
At the end of
词汇与结构（单选题）
题目
Along the dusty road ______ a group of tourists.
to come
coming
came
答案
came
词汇与结构（单选题）
题目
Every employee at Google has the opportunity to _________ 20% of his or her working time on a project they choose.
waste
use
spend
答案
spend
词汇与结构（单选题）
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.”
has
had
have
答案
had
词汇与结构（单选题）
题目
The total budget has been______ for this project.
allocate
allocates
allocated
答案
allocated
单选题
题目
How to Handle a Bad Performance ReviewGetting a bad performance review can make you feel angry, unappreciated, defeated, and hopeless. But it's not the end of the world. Remember that the way you respond to this appraisal can make all the difference in the next one. Even if you believe that the review is inaccurate and that your boss is completely wrong, you will benefit by reacting in a mature, adult manner. Here are some suggestions: Stay calm. Relax. Breathe. Do not overreact and be objective. Especially, do not say things that will likely be regretted later. Besides, the person giving the performance review may or may not be the one who has written the bad review. * What to Do When Receiving a Bad Performance ReviewIt's best to listen attentively. And make comments or remarks only when asked for them. Besides, during the performance review, you will be given the chance to respond and may disagree.* What to Do After Receiving a Bad Performance ReviewDon't be intimidated by the bad performance review and want to quit the job; instead, learn from it. Also, if the organization allows their employees to make a written statement on their own behalf, do make one. It is important for the worker to show why she does not agree with the bad performance review; for instance, an employee may express their different understanding and, at the same time, a willingness to comply with any constructive suggestions. * Ways to Improve a Bad Performance ReviewA way to improve a bad performance review is to set self-reviews, that is, establish performance standards. Another way to improve a bad review is to learn more about what the manager, supervisor, or boss wants or expects from his/her employees. Learning what it was that caused a bad performance review helps to improve professional growth and encourages as well as motivates the worker to do better in order to receive a good review next time.@@@What should you do when you are given a bad performance review?
Argue with your boss.
Make immediate remarks.
Stay calm and listen carefully.
答案
Stay calm and listen carefully.
单选题
题目
How to Handle a Bad Performance ReviewGetting a bad performance review can make you feel angry, unappreciated, defeated, and hopeless. But it's not the end of the world. Remember that the way you respond to this appraisal can make all the difference in the next one. Even if you believe that the review is inaccurate and that your boss is completely wrong, you will benefit by reacting in a mature, adult manner. Here are some suggestions: Stay calm. Relax. Breathe. Do not overreact and be objective. Especially, do not say things that will likely be regretted later. Besides, the person giving the performance review may or may not be the one who has written the bad review. * What to Do When Receiving a Bad Performance ReviewIt's best to listen attentively. And make comments or remarks only when asked for them. Besides, during the performance review, you will be given the chance to respond and may disagree.* What to Do After Receiving a Bad Performance ReviewDon't be intimidated by the bad performance review and want to quit the job; instead, learn from it. Also, if the organization allows their employees to make a written statement on their own behalf, do make one. It is important for the worker to show why she does not agree with the bad performance review; for instance, an employee may express their different understanding and, at the same time, a willingness to comply with any constructive suggestions. * Ways to Improve a Bad Performance ReviewA way to improve a bad performance review is to set self-reviews, that is, establish performance standards. Another way to improve a bad review is to learn more about what the manager, supervisor, or boss wants or expects from his/her employees. Learning what it was that caused a bad performance review helps to improve professional growth and encourages as well as motivates the worker to do better in order to receive a good review next time.@@@What should you do after you are given a bad performance review?
Quit your job immediately.
Insist on making comments.
Learn from the review.
答案
Learn from the review.
单选题
题目
How to Handle a Bad Performance ReviewGetting a bad performance review can make you feel angry, unappreciated, defeated, and hopeless. But it's not the end of the world. Remember that the way you respond to this appraisal can make all the difference in the next one. Even if you believe that the review is inaccurate and that your boss is completely wrong, you will benefit by reacting in a mature, adult manner. Here are some suggestions: Stay calm. Relax. Breathe. Do not overreact and be objective. Especially, do not say things that will likely be regretted later. Besides, the person giving the performance review may or may not be the one who has written the bad review. * What to Do When Receiving a Bad Performance ReviewIt's best to listen attentively. And make comments or remarks only when asked for them. Besides, during the performance review, you will be given the chance to respond and may disagree.* What to Do After Receiving a Bad Performance ReviewDon't be intimidated by the bad performance review and want to quit the job; instead, learn from it. Also, if the organization allows their employees to make a written statement on their own behalf, do make one. It is important for the worker to show why she does not agree with the bad performance review; for instance, an employee may express their different understanding and, at the same time, a willingness to comply with any constructive suggestions. * Ways to Improve a Bad Performance ReviewA way to improve a bad performance review is to set self-reviews, that is, establish performance standards. Another way to improve a bad review is to learn more about what the manager, supervisor, or boss wants or expects from his/her employees. Learning what it was that caused a bad performance review helps to improve professional growth and encourages as well as motivates the worker to do better in order to receive a good review next time.@@@What should you do if you disagree with the bad performance review?
Tell the boss directly that you do not agree with the review.
Make a written statement on your own behalf if it is allowed.
Do not express your different understanding in a written statement.
答案
Make a written statement on your own behalf if it is allowed.
单选题
题目
How to Handle a Bad Performance ReviewGetting a bad performance review can make you feel angry, unappreciated, defeated, and hopeless. But it's not the end of the world. Remember that the way you respond to this appraisal can make all the difference in the next one. Even if you believe that the review is inaccurate and that your boss is completely wrong, you will benefit by reacting in a mature, adult manner. Here are some suggestions: Stay calm. Relax. Breathe. Do not overreact and be objective. Especially, do not say things that will likely be regretted later. Besides, the person giving the performance review may or may not be the one who has written the bad review. * What to Do When Receiving a Bad Performance ReviewIt's best to listen attentively. And make comments or remarks only when asked for them. Besides, during the performance review, you will be given the chance to respond and may disagree.* What to Do After Receiving a Bad Performance ReviewDon't be intimidated by the bad performance review and want to quit the job; instead, learn from it. Also, if the organization allows their employees to make a written statement on their own behalf, do make one. It is important for the worker to show why she does not agree with the bad performance review; for instance, an employee may express their different understanding and, at the same time, a willingness to comply with any constructive suggestions. * Ways to Improve a Bad Performance ReviewA way to improve a bad performance review is to set self-reviews, that is, establish performance standards. Another way to improve a bad review is to learn more about what the manager, supervisor, or boss wants or expects from his/her employees. Learning what it was that caused a bad performance review helps to improve professional growth and encourages as well as motivates the worker to do better in order to receive a good review next time.@@@How do you improve a bad performance review?
Understand the established performance standards.
Learn more about what the employee wants or expects.
Learn what the person who gives the review may think.
答案
Understand the established performance standards.
单选题
题目
How to Handle a Bad Performance ReviewGetting a bad performance review can make you feel angry, unappreciated, defeated, and hopeless. But it's not the end of the world. Remember that the way you respond to this appraisal can make all the difference in the next one. Even if you believe that the review is inaccurate and that your boss is completely wrong, you will benefit by reacting in a mature, adult manner. Here are some suggestions: Stay calm. Relax. Breathe. Do not overreact and be objective. Especially, do not say things that will likely be regretted later. Besides, the person giving the performance review may or may not be the one who has written the bad review. * What to Do When Receiving a Bad Performance ReviewIt's best to listen attentively. And make comments or remarks only when asked for them. Besides, during the performance review, you will be given the chance to respond and may disagree.* What to Do After Receiving a Bad Performance ReviewDon't be intimidated by the bad performance review and want to quit the job; instead, learn from it. Also, if the organization allows their employees to make a written statement on their own behalf, do make one. It is important for the worker to show why she does not agree with the bad performance review; for instance, an employee may express their different understanding and, at the same time, a willingness to comply with any constructive suggestions. * Ways to Improve a Bad Performance ReviewA way to improve a bad performance review is to set self-reviews, that is, establish performance standards. Another way to improve a bad review is to learn more about what the manager, supervisor, or boss wants or expects from his/her employees. Learning what it was that caused a bad performance review helps to improve professional growth and encourages as well as motivates the worker to do better in order to receive a good review next time.@@@Why should we understand the cause of a bad performance review?
Because it helps the employee to get promoted immediately.
Because it encourages and motivates the worker to do better.
Because it prevents the employee from professional growth.
答案
Because it encourages and motivates the worker to do better.
资料来源：谋学网（www.mouxue.com）
题目
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.@@@Nokia lost the smartphone battle because its technology is not as good as that of Apple.
T
F
答案
F
资料来源：谋学网（www.mouxue.com）
题目
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.@@@Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them.
T
F
答案
F
资料来源：谋学网（www.mouxue.com）
题目
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.@@@Nokia's top managers were too moody to hear anything unpleasant.
T
F
答案
T
资料来源：谋学网（www.mouxue.com）
题目
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.@@@Middle managers in Nokia delivered results more than they promised earlier.
T
F
答案
F
资料来源：谋学网（www.mouxue.com）
题目
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.@@@Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth.
T
F
答案
T
写作（问答题）
题目
Write a composition of at least 100 words about an unforgettable traveling in your memory. Your writing should include the 5Ws and 1H elements. (5Ws and 1H elements: Who, What, When, Where, Why, and How)
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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发表于 2024-12-15 11:04:49
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