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Passage4
Questions16to20arebasedonthefollowingpassage:
Successfulinnovationshavedrivenmanyoldertechnologiestoextinctionandhaveresultedinhigherproductivity,greaterconsumptionofenergy,increaseddemandofrawmaterials,acceleratedflowofmaterialsthroughtheeconomyandincreasedquantitiesofmetalsandothersubstancesinuseeachperson.Thehistoryofindustrialdevelopmentaboundswithexamples.
In1870,horsesandmulesweretheprimesourceofpoweronU.S.farms.Onehorseormulewasrequiredtosupportfourhumanbeingsaratiothatremainedalmostconstantformanydecades.Atthattime,hadanationalcommissionbeenaskedtoforecastthepopulationfor1970,itsanswerprobablywouldhavedependedonwhetheritsconsultantswereofaneconomicortechnologicalturnofmind.Hadtheybeen“economists”,theywouldprobablyhaveprojectedthe1970horsesormulepopulationtobemorethan50million.Hadtheybeen“technologists”,theywouldhaverecognizedthatthepowerofsteamhadalreadybeenharnessedtoindustryandtolearnandoceantransport.Theywouldhaverecognizedfurtherthatitwouldbetheprimesourceofpoweronthefarm.Itwouldhavebeendifficultforthemtoavoidtheconclusionthatthehorseandmulepopulationwoulddeclinerapidly.
16.Accordingtothepassage,whatsuppliedmostofthepoweronU.S.farmsin1870?
A.AnimalsB.HumansC.EnginesD.Water
17.WhichofthefollowingisNOTmentionedbytheauthorasaconsequenceofnewtechnologicaldevelopments?
A.Oldertechnologiesdieaway.
B.ThequalityoflifeisImproved.
C.Overallproductivityincrease.
D.Morerawmaterialsbecomenecessary.
18.Itcanbeinferredfromthepassagethatby1870.
A.technologybegantobemoreeconomical
B.thesteamenginehadbeeninvented
C.theU.S.horsepopulationwasabout10million
D.anationalcommissionwasabout10million
19.Inthesecondparagraph,theauthorsuggeststhat“economists”would.
A.plantheeconomythroughyearlyforecasts
B.failtoconsidertheinfluenceoftechnologicalinnovation
C.valuetheeconomiccontributionoffarmanimals
D.consultthenationalcommissionontheeconomy
20.Whatistheauthor’sattitudetowardchangesbroughtonbytechnologicalinnovations?
A.Heisexcitedaboutthem.
B.Heacceptthemasnatural.
C.Heisdisturbedbythem.
D.Hequestionstheirusefulness.
Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclarifyinggoals,assessingtheproblem,formulatingoptions,estimatinglikelihoodsofsuccess,makingadecision,andonlythentakingactiontoimplementthedecision.Rather,intheirday-by-daytacticalmaneuvers,theseseniorexecutivesrelyonwhatisvaguelytermedintuitiontomanageanetworkofinterrelatedproblemsthatrequirethemtodealwithambiguity,inconsistency,novelty,andsurprise;andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintuition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseforcapriciousness.Isenberg'srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers'intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatleastfivedistinctways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformwell-learnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-onexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsmofdataandpracticeintoanintegratedpicture,ofteninanAha!experience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.Mostseniorexecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.Oneoftheimplicationsoftheintuitivestyleofexecutivemanagementisthatthinkingisinseparablefromacting.Sincemanagersoftenknowwhatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninstigateacourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplicationofthinking/actingcyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution.
1.Accordingtothetext,seniormanagersuseintuitioninallofthefollowingwaysEXCEPTto
[A]Speedupofthecreationofasolutiontoaproblem.
[B]Identifyaproblem.
[C]Bringtogetherdisparatefacts.
[D]Stipulatecleargoals.
2.Thetextsuggestswhichofthefollowingaboutthewritersonmanagementmentionedinline1,paragraph2
[A]Theyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis.
[B]Theyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers.
[C]Theyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo.
[D]Theyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions.
3.ItcanbeinferredfromthetextthatwhichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerX,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis
[A]ManagerXanalyzesfirstandthenacts;ManagerYdoesnot.
[B]ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis;ManagerYdoesnot.
[C]ManagerXtakesactioninordertoarriveatthesolutiontoaproblem;ManagerYdoesnot.
[D]ManagerYdrawsonyearsofhands-onexperienceincreatingasolutiontoaproblem;ManagerXdoesnot.
4.Thetextprovidessupportforwhichofthefollowingstatements
[A]Managerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis.
[B]Managerscannotjustifytheirintuitivedecisions.
[C]Managers''intuitionworkscontrarytotheirrationalandanalyticalskills.
[D]Intuitionenablesmanagerstoemploytheirpracticalexperiencemoreefficiently.
5.Whichofthefollowingbestdescribestheorganizationofthefirstparagraphofthetext
[A]Anassertionismadeandaspecificsupportingexampleisgiven.
[B]Aconventionalmodelisdismissedandanalternativeintroduced.
[C]Theresultsofrecentresearchareintroducedandsummarized.
[D]Twoopposingpointsofviewarepresentedandevaluated.
PartIIICloze
Directions:Therearetwentyblanksinthefollowingpassage.Foreachblanktherearefourchoices.ChoosetheonethatbestfitsintothepassageandthenmarksyouranswerontheAnswerSheet.
In1982,MarkThatcher,thesonofMrs.Thatcherwasreported61intheSaharaDesertwhilecompetingintheGrandPrixmotorracefromParistoDakar.Thissadnews,so62,shooktheusuallycalmandunperturbedseasonedpolitician63herbalance.Thoughshedidherbesttopretendasif64hadhappenedandmadeherpublicappearancesasusual,peoplecouldnot65tonoticethatshewasnolongertheold66primeministerwhoalwayshadeverything67control.68shehadbecomeaverysadmotherwhowasunabletorecoverfromhershock.
Oneday,whenshewastospeakataluncheonparty,areportercaughther69herguardby70upthesubjectofhermissingsonagain.Shewastotallymentally71forthequestionandlostherselfcontrol.Tearswererollingdownhereyesasshesobbinglytoldthereporterthatthere72stillnonewsofMarkandthatshewasveryworriedabouthim.Shesaidthatallthecountries73hadpromisedtodotheirbesttohelpherfindherson.74thatshebrokedowncompletelyandsobbedsilentlyforquiteawhile.Graduallyshe75downandstartedtospeakas76.itwasaverymovingscenewhich77anewsideofMrs.Thatcher’scharacterthepublicdonotusuallysee,78peoplebegantotalkabouttheIronWoman’smaternallove,asentimentthatis79toallhumankind.
LaterMarkreturned80andsoundtohismother’sside,good-humoredandallsmilesasusual,asifnothingunusualhadeverhappened.TheIronWoman,however,brokedownagainaswassobbingforthesecondtime.
61.A.missingB.missedC.wantingD.wanted
62.A.expectedB.expectingC.unexpectedD.unexpecting
63.A.withB.onC.outD.off
64.A.somethingB.anythingC.nothingD.everything
65.A.missB.failC.pretendD.expect
66.A.reassuredB.self-assuredC.assuringD.self-assuring
67.A.forB.beneathC.belowD.under
68.A.InsteadB.howeverC.ThereforeD.So
69.A.intoB.outofC.onD.off
70.A.puttingB.bringingC.takingD.giving
71.A.readyB.preparedC.unpreparedD.unexpected
72.A.wasB.wereC.shouldbeD.wouldbe
73.A.concerningB.concernedC.worryingD.worried
74.A.AtB.BeforeC.AfterD.With
75.A.satB.brokeC.calmedD.became
76.A.plannedB.planningC.plansD.aplan
77.A.explainedB.exposedC.excludedD.exclaimed
78.A.howeverB.insteadC.soD.but
79.A.universalB.uniqueC.singleD.strange
80.A.safeB.safelyC.sightD.hearing
