国开《管理英语4》形考参考答案

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满分10.00

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题干

— Could you give us a speech on management functions some day this week?

—________________.

选择一项：

A. That'a good idea

B. No, I already have plans

C. I'd love to, but I'm busy this week

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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“I'm afraid…/No, …/I'd love to, but…”，

所以答案是C。

题目2

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题干

— We could let some of the staff work from home.________________?

— That's a good idea.

选择一项：

A. Do you have any good ideas

B. What do you think of it

C. Is there anything else

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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

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The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process.

选择一项：

A. imply

B. indicate

C. interrupt

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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

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题干

It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies.

选择一项：

A. that

B. /

C. which

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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

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题干

The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant.

选择一项：

A. these

B. those

C. which

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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

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满分50.00

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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 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