最新国家开放大学电大《管理英语4（闭卷）-008》网络机考题库【资料答案】

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序号：1，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：2，题目类型：交际用语（单选题）

题目： -This project is too big for me to finish on time. -_____________________.

选项：

A. Please do me a favor

B. That is a daydream

C. I'll give you a hand

答案：

C. I'll give you a hand

序号：3，题目类型：交际用语（单选题）

题目： - Scott, I'd like to have your opinions about my written report. - _____________________.But I have one suggestion.

选项：

A. That's a good idea

B. You are too modest

C. It looks fine to me

答案：

C. It looks fine to me

序号：4，题目类型：交际用语（单选题）

题目： - I'm going to Beijing for a few days. -_____________________.

选项：

A. It doesn't matter

B. Forget it

C. I really envy you

答案：

序号：5，题目类型：交际用语（单选题）

题目： - Will you help me arrange a meeting with Mr. Brown, please? -_____________________. I have to finish my project right now.

选项：

A. No, no way

B. Yes, will do

C. Sorry, I can't

答案：

序号：6，题目类型：词汇与结构（单选题）

题目： An employee may express their different understanding and, at the same time, a willingness to ________ any constructive suggestions.

选项：

A. comply with

B. complete

C. compose

答案：

序号：7，题目类型：词汇与结构（单选题）

题目： We ________ with achievement.

选项：

A. are done

B. are obsessed

C. catch up

答案：

序号：8，题目类型：词汇与结构（单选题）

题目： I'd like to know _____ the forces for change come from.

选项：

A. where

B. who

C. that

答案：

序号：9，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：

序号：10，题目类型：词汇与结构（单选题）

题目： The meaning of “communication” goes a lot _____ than people often think.

选项：

A. more

B. higher

C. deeper

答案：

序号：11，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：

序号：12，题目类型：词汇与结构（单选题）

题目： Their economy is export ______.

选项：

A. oriented

B. orientating

C. orientation

答案：

序号：13，题目类型：词汇与结构（单选题）

题目： Controlling involves ______ achievement against established objectives and goals.

选项：

A. meeting

B. meaning

C. measuring

答案：

序号：14，题目类型：词汇与结构（单选题）

题目： The workmen want to ________ the number of working hours and to increase pay.

选项：

A. delete

B. decrease

C. depress

答案：

序号：15，题目类型：词汇与结构（单选题）

题目： Middle managers directly ______ top management.

选项：

A. lied in

B. lied to

C. lied with

答案：

序号：16，题目类型：词汇与结构（单选题）

题目： Every time I tried to say something, he would ______ to something else.

选项：

A. move off

B. move on

C. move over

答案：

序号：17，题目类型：词汇与结构（单选题）

题目： Make the picture as _____ as you can.

选项：

A. clear

B. clearer

C. clearest

答案：

序号：18，题目类型：词汇与结构（单选题）

题目： This is the man ______ I saw last night.

选项：

A. him

B. whom

C. what

答案：

序号：19，题目类型：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.

选项：

A. concerned

B. viewed

C. known

答案：

序号：20，题目类型：词汇与结构（单选题）

题目： I would recommend that you ________ on following through with projects.

选项：

A. will work

B. work

C. must work

答案：

序号：21，题目类型：单选题

题目： How to Handle a Bad Performance Review Getting 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 Review It'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 Review Don'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 Review A 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?

选项：

A. Argue with your boss.

B. Make immediate remarks.

C. Stay calm and listen carefully.

答案：

序号：22，题目类型：单选题

选项：

A. Quit your job immediately.

B. Insist on making comments.

C. Learn from the review.

答案：

序号：23，题目类型：单选题

选项：

A. Tell the boss directly that you do not agree with the review.

B. Make a written statement on your own behalf if it is allowed.

C. Do not express your different understanding in a written statement.

答案：

序号：24，题目类型：单选题

选项：

A. Understand the established performance standards.

B. Learn more about what the employee wants or expects.

C. Learn what the person who gives the review may think.

答案：

序号：25，题目类型：单选题

题目： How to Handle a Bad Performance Review Getting 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 Review It'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 Review Don'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 Review A 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?

选项：

A. Because it helps the employee to get promoted immediately.

B. Because it encourages and motivates the worker to do better.

C. Because it prevents the employee from professional growth.

答案：

序号：26，题目类型：判断题

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.

选项：

A. T

B. F

答案：

序号：27，题目类型：判断题

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.

选项：

A. T

B. F

答案：

序号：28，题目类型：判断题

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.

选项：

A. T

B. F

答案：

序号：29，题目类型：判断题

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.

选项：

A. T

B. F

答案：

序号：30，题目类型：判断题

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.

选项：

A. T

B. F

答案：

序号：31，题目类型：写作（问答题）

题目： Write a composition of at least 100 words on My Dream Job. Your writing should include the followings: (1) Position: customer service representative; (2) Ability: communication and customer service skills; (3) Reason: an expert in the product line and strong relationships with customers.

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；