1、答案解析在題的下面選擇填空題ZI一 IS it POSSible for you to WOrk OUt the PIantOnight?選擇一項：ll do that.I think so.d IOVe to.l 一 We COUIcl Iet SOme Of the Staff WOrk from home.?一 Thats a good idea.選擇一項：DO you have any good ideasWhat do YOU think Of itIS there anything elsefmanagers SPend most Of their time in face-to-

2、face COntaCt With OtherSZbut they SPend much Of it Obtaining and Shanng information.選擇一項：NOt OnlyDO not OnIyNOt Only dof SUPerViSOrS ShOUIdtheir employees in two-way COmrnUnicatiOn SO thatUnderstanding takes place.選擇項：enableengageenCOUragef It is through enthusiasm and quiet intensityWe tranSfOrrn C

3、reatiVity andViSiOn into the tech no IOgieSe選擇一項：that/WhiCh解析解析：本題考核詢問可能性的交際用語。常用的答語一般使用I think./I don, t think.等句型表達可能或否定。根據第T兌話人傳遞的信息，這是詢問 能否完成任務,所以答案是BO解析：本題考核表達意見建議的交際用語。A是詢問有什么好建議,B是 詢問對所提建議的看法，C是詢問是否還有要說明、補充的。根據答語，確定 這里是詢問看法,所以答案是B, 解析：由not only. but also弓|導的結構,當not Only置于句首時,要采用倒裝結構,所以答案是Co,

4、解析：短語engage SOmebOdy in COnVerSatiOn為固定搭配,意為與某人攀談，所以答案是B。, 解析：此句為強調句It is. that.,所以答案是Ao、選擇填空題, 一HOW did your meeting go yesterday?一一actually, it WaS really frustrating.選擇一項：NOt SO goodVery goodNOthing SPeCialf identify the PrOblemS that have been OCCUrTing?一WellZ as you know, the PrOblemS We had Wi

5、th Gary CaUSeCI a IOt Of friction among the team.選擇一項：What WOUICl youWill youAre you able tof If dema nd is rising but the firmfrom COmrn UniCatiOn failure, the nStOCkS Will fall and there WiIl be Understaffing.選擇一項：has been SUfferingis going to SUfferis SUfferingf CreatiVityz especiallyWhiCh takes

6、PlaCe across departmentalboundaries, is Iikely to SUffer hugely as team Synergy slips.選擇項：thatthose,5 j WhO WaSthe meeting ?選擇一項：ChainngIeaClingCharging解析：本題考核消極評價的交際用語。根據句意，第二說話人要表達的是 負面評價,Very good不合題意,NOthing SPeeial所蘊含的消極程度與后面的 frustrating也不匹配,所以答案是A。解析：本題考核詢問工作情況的交際用語。選項A用的疑問詞不對,正確 的問句是How WOUI

7、d you;選項B不適用于詢問工作情況;選項C表達了 第一說話人需要明確回答的意思,是此處較為理想的答案，所以答案是CO譯文：如果需求持續増加而公司遭遇溝通失誤，那么庫存將下降并且出現人手 不足的情況。解析：此處使用現在迸行時用來表示變化、趨勢和發展,是表示一種可能性, 而并非實際發生的或計劃發生的事情,因此正確答案是CO4 , 譯文：創造力，特別是那些需要跨部門完成的創造性活動，可能因團隊協作能 力下降而受到很大沖擊。解析：根據句意,此處需要補充一個指代前文CreatiVity的代詞，those為復數 形式不匹配，另外也不能缺省不用,因此正確答案應該是AO5,譯文：誰主持的會議?解析：Cha

8、ir為多義詞,除用作名詞外還可用作及物動詞,表示主持” lead不和 meeting搭配，Charge也不適用于該語境,因此答案是A。選擇填空題1 f 一 COUId I borrow your iPad for a few hours?選擇項：YeSZ you CarLSUreZ here you are. EnjOy your time.It doesrt matter.,2 Z WiIl you help me arrange a meeting With Mr. BrOWr please?選擇項：A inSide Of the boxOf the boxOUtSide Of the b

9、ox解析1, 解析：本題考核征求允許的交際用語。常用的答語一般有Sure0fCOUrSe/No PrObIem等表示同意。根據第一說話人傳遞的信息，這是征求允許, 所以答案是Bo2 , 解析：本題考核尋求幫助的交際用語。拒絕他人請求幫助的答語通常有Trn afraid./Sorry, .d be glad to, but.,所以答案是 Co譯文：在高中，我既能作為團隊一員舒心地工作，也能一個人自在地獨立工作。解析：句中的be COmfOrtabIe ,后接名詞或動名詞,所以答案是BO譯文：這些團隊性的挑戰絕大多數都是無處不在的。解析：情態動詞Can表示推測，be +過去分詞為被動語態。根據句意

10、，所以答 案是CO譯文：我喜歡跳出固有的思維模式，常常是打破現狀、應對挑戰發現新出路 的那個人。解析:think OUtSide Of the box為固定搭配，暗喻跳出固有思維模式;兌框架 思考,相同的表達還有 thinking OUt Of the box Or thinking beyond the box ,所以答 案是C選擇填空題,1 , 一 DO you mind if I USe VOUCherS to SPe nd in a restaura nt?選擇項：Yes, PleaSeeNOt at all. GO ahead.No, thank you.2 I Wow! ThiS

11、is a fantastic project! ve never known yore SO creative.選擇一項：DOrrtrnentiOn it.GreatZ I dare to Say Iama talent.ThankS for your COmPliments,3 ICIearIy COmrnUnicate With and actively IiSten to employees is essential toimprove their PerfOrmanee.選擇一項：Be able toBeing ableBeing able to4 I Fifty-five Per C

12、ent Of the respOndentS Saicl that PraiSe and attention from theirSUPerViSOr WOUld make them feelthe COmPany Cared about them and theirwell-bei ng.選擇一項：as ifeven ifIikef AIl the team members tried their best. We IOSt the game,選擇一項：howeverthereforeSinCe1 ,解析：本題考核詢問意見的交際用語，如果不介意，應該用no之類的答語回 復，如果介意，應該委婉

13、建議對方不這樣做,所以答案是BO,2 ,解析：本題考核贊揚夸獎他人的交際用語。常用的答語一般使用Thank you/Thanks等句型表達贊同,但也不應該太過高調,根據第一說話人傳遞的信息，這是 夸獎，所以答案是CO譯文：能淸楚的與員工交流并主動聆聽他們是提高他們績效的關鍵。解析：此句中is essential to為謂語部分，and連接兩個相同的成分CIearIyCOmrTlUnicate With employees 及 actively IiSten to employees ,不定式或動名詞可以做 主語,所以答案是CO4 ,譯文：55%的回答問題者表示，上級的表揚與關注使他們覺得公司是

14、關心他們和他 們的幸福的。解析:as if 好像;似乎;仿佛;even if 即便,即使；Iike 像“,介詞。根據 句子結構，需要一個連接從句的詞語，選項為A , B ,根據句意，所以答案是A。5,譯文：所有隊員都盡力了，但我們還是比賽失敗了。解析：therefore意思是因此,表示結果,SinCe意思是因為,表示原因,however意 思是但是，表示轉折。這里是表示轉折的意思，所以答案是A.閱讀理解：根據文章內容,完成選擇題HOW to HandIe a Bad PerfOrmance ReVieWGetting a bad PerfOrmance review CBn make you

15、feel angryz Unappreciated, defeated, and hopeless BUt its not the end Of the WOrId 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 in accurate and that your boss is COmPIeteIy wrong, you Will ben efit by reacting

16、 in a mature, adult manner. Here are SOme SUggeStiOns:Stay calm. Relax. Breathe. DO not OVerreaet and be objective. ESPeCjallyZ do not Say things that WiIl IikeIy be regretted later. Besides, the PerSOngiVing the PerfOrmance review may Or may not be the One WhO has Written the bad review.What to DO

17、When ReCeiVing a Bad PerfOrmance ReVieWIt,s best to IiSten attentively. And make COmments Or remarks OnlyWhen asked for them. BeSideSZ during the PerfOrmance review, you WiIl be given the Chance to respOnd and may disagree.What to DO After ReCeiVing a Bad PerfOrmance ReVieWDOrrt be intimidated by th

18、e bad PerfOrmance review and Want to quit the job; inSteadZ Iearn 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 bed PerfOrmance review; for instanCeZ an em

19、ployee may express their different Understanding and, at the Same time, a WilIingness to COmPly With any conStrUctiVe SUggeStiOns.WayS to ImPrOVe a Bad PerfOrma nce ReVieWA Way to improve a bad PerfOrmance review is to Set self-reviews, that is, establish PerfOrmance Standards. AnOther Way to improv

20、e a bad review is to Iearn more about What the manager, supervisor, Or boss WantS Or expects from his/her employees. Learning What it WaS that CaUSeCl 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

21、review next time.What ShOUld you do When you are given a bad PerfOrmance review?回答ArgUe With your boss.Make immediate remarks.Stay Calrn and IiSten CarefUlly.What ShOUId you do after you are given a bad PerfOrmance review?回答QUit your job immediately.InSiStOn making COmmentsLearn from the review.What

22、 ShOUId you do if you do not agree With the bad PerfOrmance review?回答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 Clifferent Understanding in a Written StatementHOW do you improve a bad PerfOrmance revie

23、w?回答Understand the established PerfOrmance Standards.Learn more about What the employee WantS Or expects.Learn What the PerSOn WhO gives the review may 岀ink.Why ShOUld We Understand the CaUSe Of a bad PerfOrmance review?回答BeCaUSe it helps the employee to get PrOmOteCl immediately.BeCaUSe it enCOUrag

24、eS and motivates the WOrker to do better.BeCaUSe it PreVents the employee from PrOfeSSiOnal growth.答案：1 C 2. C 3. B 4. A 5. B解析：這是一道推斷題。本題詢問的是當你剛拿到的績效考核結果不佳時應該做出的反 應是什么，根據文中提到的Stay calm. Relax. Breathe. DO not OVerreaCt and be objective.和It S best to IiSten attentively.表達了保持鎮靜和汪意聆聽的意思， 所以答案是CO這是一道推斷

25、題。本題詢問當你拿到差的績效考核結果后應該怎么做。根據文 中提至U Dorf t be intimidated by the bad PerfOrmance review and Want to quit the job; instead, Iearn from it.表達了從中學習的意思,所以答案是C。這是一道細節題。本題詢問當你不同意業績評價的結果時應該怎么做。此信息 又寸應文章中表述if the OrganizatiOn allows their employees to make a WrItten Statement On their OWn behalf, do make one.

26、 所以答案是 Bo這是一道細節題。本題詢問如果績效考核結果不佳Z今后應該如何改進工作。 此信息對應文童中的表述A Way to improve a bad PerfOrmanCe review is to Set selfreviews, that is, establish PerfOrmance Standardsx 所以答案是 A。這是一道判斷題。本題詢問為什么我們應該了解績效考核結果不佳的原因,此 信息對應文章中的表述Learning What it WaS that CaUSeCl a bad PerfOrmance review helps to improve PrOfeSSiO

27、nal growth and enCOUrageS as WeIl as motivates the WOrker to do better in Order to receive a good review next time. 所以答案是 BO閱讀理解:根據文章內容,完成選擇題HOW to AdaPt to Change in the WOrkPlaCeIf theres One WOrd that CaPtUreS the essence Of What is OCCUrring in the WOrIcl today, its /zchange. DOWnSiZingZ reorgan

28、izing, and CUtting COStSZ are now the norm for SUrViVaL NO industry is exempt. EVen the most COnSerVatiVe inStitUtiOns areUndergoing SignifiCant Change just to survive.Changemanagement has always been an issue Of debate amongst scholars: how Can employers Create SUitable COnditiOnS for a SUCCeSSfUl

29、Change process? And What Can employees do to get through it?TiPS for dealing With Change in the WOrkPlace.Make yourself aware that Change happens: it happens in PerSOnal life, it happens in your PrOfeSSiOnal life. YOU CannOt IiVe in the past, SO denying that Change COUIel OCCUr Only makes things mor

30、e COmPliCated for you.Stay alert in the WOrkPlace: know What is happening around you. When you COme across ClUeS that hint Cha nge is On the WayZ ack no WIedge them!Maintain OPen COmrnUniCatiOn Channels: DOrYt Iay back and expect things to PaSS you by SmOOthly. YOU need to get acquainted With the OC

31、CUrnng Changes Seek more CletailS from your management and PeerS to form an accurate Understanding Of the matter. Be tranSParent and honest about your fears: dealing With the UnknOWn is Often resented and daunting Make the PiCtUre as Clear as you CarLAssess yourself: Change is a time When OnWSCOnfid

32、ence about ones SkilIS and CaPabiIitieS gets shaky. ReCOgnize your Strengths and Where you COUld bring them into play. At the Same time, Stay aware Of your developmental areas and WOrk On improving those.Dont be stiff: It Will make the Change PrOCeSS much harder if you are rigid. Be flexible enoUgh

33、to IOOk at the Clifferent angles Of the Change and See Where you COUIcl apply your existing SkiIlS and knoWIedge, and What news SkilIS you need to acquire.Stay OPtimistic: KeeP a POSitiVe attitude and dont Iet yourself ClrOWn in UnCertainty InVOlVe yourself in the new process; IOCate yourself PrOPer

34、ly in the new SCenario. Adjust!You Carrt get to the top Of EVereSt by jumping UP the mountain. YOU get to the mountaintop by taking inCremental steps. SteP by step, you get to the goal Z SayS RObin SharmaZ One Of the worlds most-sought-after IeaderShiP and PerSOnal SUCCeSS experts.Enterprises Carry

35、OUt downsizing丿 reorganizing and CUtting COStS in Order to 回答CUt down On the number Of WOrkerSreshuffle the OrganizatiOnSUrViVeNo industry is exempt means 回答NO industry is an exceptiOnNO industry is an exampleNOt every industry Can be exemptedThe following questiOnS are Often discussed among SChOlar

36、S EXCEPT 回答HOW Can bosses Create favorable COnditiOnS for ChangeHOW Can PrOdUctiVity be inCreaSeClWhat Can WOrkerS do to get through ChangeHOW many SUggeStiOnS does the author PUt forward?回答 TOC o 1-5 h z 456FrOrn the PaSSageZ We know that RObin Sharma is 回答an expert On IeaderShiPZ and PerSOnal SUCC

37、eSSa great IeaderSOmeOne WhO IikeS to Play the game Of Hide and Seek答案：1 C 2. A 3. B 4. C 5. A解析：1這句話的意思是：為了生存(SUrViVe),企業需要裁員，重組以及降低成本。所以選 擇C。乙EXemPt是免除的意思，整句意為沒有那個行業可以例外，所以選擇A。3.這是一道細節題。根據原文中第二段,學者們經常討論how Can employers Create SUitable COnditiOnS for a SUCCeSSfUl Change process? And What Can emplo

38、yees do to get through it?O選項B與本句意思符合j故選BO原文中 TiPS for dealing With Change in the WOrkPlaCe 給出了六個 TiPS 即建議Z 所以選CO從原文最后一段可知RObin Sharma是全球炙手可得的研究領導和成才的專家OneOf the worlds most-sought-after IeaderShiP and PerSOnal SUCCeSS experts f 所以選 Ao選擇填空題（每題10分，共5題）1 f 一 Ternbly SOrry to in terrupt, but may I USe

39、your diction ary?Yes,.選擇一項：Of COUrSeit does nt matterno hurry,2 I 一 The AUtO ShOW in the City StadiUm has been CanCeleC1.一 0h, no !選擇一項：What a pity!It doesrt matter!C Its not interesting at all!/,3 I Their economy is export.選擇一項：OnentedOnentatingOnentation TOC o 1-5 h z 4 f What Can We expecthim?選擇一

40、項:infromOnf After days OfinVeStigatior the POIiCe Werereality.選擇一項：IOOking intoB approach!ngC finding,解析：本題考查交際用語。no hurry不必看急；it doesnt matter沒關系;Of COUrSe當然。所以答案是A。,解析：本題考核交際用語和語境理解能力。根據Oh, no可知說話人對汽車展的 取消感到很遺憾。A選項What a Pity意為真可惜；B選項It doesnt matter意為沒關系；C選項Its not interesting at all意為一點也沒意思。根據語境

41、應用What a pity.作答,表示很遺憾，所以答案是AO,3譯文：他們的經濟是外向型的。解析：外向型經濟的英語表達是export Onented ,所以答案是AO4 ,譯文：我們可以指望從他那丿到什么?解析：expect Sth from sb,意為指望從某人得到某物。符合語境,所以答案是BO5,譯文：經過幾天的調查，警察正在接近真相。解析：IoOkintO意為調查approach意為接近汕nd意為發現，但一般 不與進行時態連用，所以答案是BOHOW DO YOU Create a CUItUre Of InnOVatiOn?HaVe you nOtiCed the COUrage bur

42、ied in the WOrel encourage? TO Create a CUltUre in WhiCh innoVatiOn flourishes takes courage. Determined innoVatOrS are always COUrageOUS enoUgh to establish a CUltUre in WhiCh innoVatiOn is greatly enCOUrageCl and rewarded. Here are three WayS to do that.PUt innoVatiOn at the heart Of StrategyZ and

43、 PerSiSt it in every message. Think Of innoVatiOn Strategy as a pyramid: big bets at the top, a few PrOjeCtS in development in the middle, and a broad base Of COntinUOUS improvements, IaSting COntributiOnSF and early-stage new ideas at the bottom.Define jobs around innoVatiOrL Make it a job PrereqUi

44、site. COnSider 3Mz S move to become One Of the first COmPanies to tell PrOfeSSiOnaIS that they COUld SPend 15 PerCent Of their time On PrOjeCtS Of their OWn ChOOSing NOW many high-tech COmPanies know that they CarVt get the best talent WithOUt PrOViding this kind Of flexibility. And SOme Of those Se

45、If-SeleCtedZ Self-Organized PrOjeCtS might even result in a blockbuster PrOdUCt Or Iine Of business. FOr 3Mz it WaS the Post-it note.ReCOgnize innoVatiOn in every Part Of the COmPany TO build a CUltUre Of CreatiVity and innoVatiOr Gillette developed an innoVatiOn fair in WhiCh every Unit COUld ShOW

46、Off its most PrOmiSing new concepts. It ShOWS that everyOne has a role to Play in a CUItUre OfinnOVatiOrLTO go from idea to SUCCeSSfUl innoVatiOn requires a great deal Of SUPPOrt and COIlabOration. When PeOPIe are SUrrOUnded by COnStant COmrnUniCation and enCOUragement, they Can find the COUrage to

47、try, fail, redo, and try again.What is necessary in Creating innoVatiOn CUItUre?回答communicatio nBxourageCimmitatio nHOW does 3M Create its innoVatiOn CUltUre?回答PUt innoVatiOn at the heart Of strategy, and PerSiSt it in every message.define jobs around innoVatiOrLReCOgnize innoVatiOn in every Part Of

48、 the COmPany.The WOrel PrereqUiSite in Make it a job PrereqUiSiten means 回答required as a PriOr COnditiOngoing afterPriOr to requestHOW does GiIlette Create its innoVatiOn CUItUre?回答PUt innoVatiOn at the heart Of StrategyZ and PerSiSt it in every message.define jobs around innoVatiOrLReCOgnize innoVa

49、tiOn in every Part Of the COmPany.The formation from idea to innoVatiOn needs 回答discussiOnand revisefailure and COUrageSUPPOrt and COOPeratiOn答案：1 B 乙 B 3. A 4. C 5. C解析：1這是一道細節題。本題詢問創造一種創新文化，最必要的因素是什么？J 此題 信息對應文章第一段的第三句話 Determined innovators are always COUrageOus. Z 所 以選擇BO這是一道主題句理解題。本題詢問3M公司是怎么建立

50、它的創新文化的？ “此題信 息對應文章第三段里主題句的例子支撐,即Define jobs around innovation.,所以 選擇B3.這是一道詞義判斷題。本題詢問prerequisite的含義，首先從構詞法的角度來看, PrereqUiSite中含有前綴Pre,表示前，根據三個選項的意思，排除B(going after 隨后）,PnOr to request 表示之前的請求，放入句子 Make it a job PrereqUiSite , 意思不正確，所以選擇A。4.這是一道主題句理解題。本題詢問吉列公司是怎么建立它的創新文化的？此題 信息對應文章第四段里主題句的例子支撐,即ReC

51、OgniZe innovation in every Part Of the company.,所以選擇 CO5.這是一道關鍵詞理解題。本題詢問從想法到創新的實現需要。此題信息對 應文章的結尾部分,所以選擇Co、閱讀理解：根據文章內容，判斷正誤WhO KiIIed Nokia?NOkia executives attempted to explain its fall from the top Of the SmartPhOne PyramiCl With three factors: 1) that NOkia WaS technically inferior to Apple, 2) th

52、at the COmPany WaS COmPlaCent and 3) that its IeaderS didnt See the disruptive iPhone coming.It has also been argued that it WaS none Of the above. NOkia IOSt the SmartPhOne battle because Of diverge nt ShareCl fears among the COmPany,s middle and top managers WhiCh Ied to COmPanywide inertia that I

53、eft it POWerleSS to respond to Apples game.BaSeCl On the findings Of an in-depth investigation and 76 interviews With top and middle managers, engineers and external experts, the researchers CliSCOVereel a CUItUre Of fear due to temperamental IeaderS and that frightened middle managers Were SCareCl

54、Of telling the truth.The fear that froze the COmPany Came from two places. FirStJ the companys top managers had a terrifying reputation. SOme members Of Nokias board and top management Were described as UeXtremely temperamental” and they regularly ShOUted at PeOPIe “at the top Of their IUngs”. It Wa

55、S Very CIiffiCUlt 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 impacted how they treated middle managers.TOP managers thus made middle managers afraid Of CliSaPPOinting them. Midclle ma

56、nagers Were told that they Were not ambitious enoUgh to meet top managers goals.Fearing the reactions Of top managers, middle managers remained Silent Or PrOVidecl OPtimiStic, filtered informatiOrL ThUS) middle managers ClireCtly Iied to top management.Worse, a CUItUre Of StatUS inside NOkia made ev

57、eryOne 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.BeyOncl Verbal PreSSUre, top managers also applied PreSSUre for faster PerfOrmanCe in PerSOnnel

58、SeleCtiOn. ThiS Ied middle managers to OVer PrOmiSe and Under deliver. One middle manager told US that UyOU Can get resources by PrOmiSing SOmething earlier, Or PrOmiSing a lot. Its SaleS work.MWhiIe modest fear might be healthy for motivation, abusing it Can be Iike OVerUSing a drug, WhiCh risks ge

59、nerating harmful Side effects. TO reduce this risk, IeaderS ShOUlel COOrCIinate With the Varied emotions Of the staff. Nokias top managers ShOUlCl have encouraged Safe dialogue, internal COOrClinatiOn and feedback to UnderStand the true emotiOn in the OrganizatiOrL操作提示：正確選T,NOkia IOSt the SmartPhOne

60、 battIe because its technology is not as good as that Of Apple.回答I二INokias middle managers Vyere frank to tell the truth, but the top OneS Clidnt IiSten to them.回答3Nokias top managers Were too moody to hear any thing good but harsh.回答 勺Middle managers in NOkia delivered results more than they PrOmiS