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.
DDCDB
暂无解析
—Icametoyourofficeyesterdaymorning,butnobodywasin.
—Oh,we__________ameetinginthemeetingroom.
Her____washeldatthelocalchurch.
汉译英;但是正如其他许多已经发生过的事情一样，当他们最终结婚后，发现最憧憬的生活变得再实际不过了。他们非但没有分担各自原先的责任---正如那些学生们所说"一半一半"，相反却发现生活的重担加倍了。这使得我们那两个结婚的朋友时常觉得沮丧;他们突然发现自己并没有过着天堂般的生活而是仍实实在在地生活在地球上，而且成为了新规则和新约束的奴隶。生活并没有比以前更自由、更幸福，因为他们要去承担新的责任。既然成立了一个新的家庭，那就无论如何也要尽一点家庭的义务。他们深情地回想起订婚的那段时光，曾经如此地渴望拥有彼此而忘掉这个世界，然而现在最深切的感受却是自己仍是这个世界的一份子。
It’snecessary_________usallto________
Thetouristtradeisbooming.Withallthiscomingandgoing，you'dexpectgreaterunderstandingodevelopbetweenthenationsoftheworld.Notabitofit!Superbsystemsofcommunicationbyair，seaandlandmakeitpossibleforustovisiteachother'scountriesatamoderatecost.Whatwasoncethe'grandtour'，reservedforonlytheveryrich，isnowwithineverybody'sgrasp?
Thepackagetourandcharteredflightsarenottobesneeredat.Moderntravelersenjoyalevelofcomfortwhichthelordsandladiesongrandtoursintheolddayscouldn'thavedreamedof.Butwhat'sthesenseofthismassexchangeofpopulationsifthenationsoftheworldremainbasicallyignorantofeachother?
Manytouristorganizationsaredirectlyresponsibleforthisstateofaffairs.Theydeliberatelysetouttoprotecttheirclientsfromtoomuchcontactwiththelocalpopulation.Themoderntouristleadsacosseted，shelteredlife.Helivesatinternationalhotels，whereheeatshisinternationalfoodandsipshisinternationaldrinkwhilehegazesatthenativesfromadistance.Conductedtourstoplacesofinterestarecarefullycensored.Thetouristisallowedtoseeonlywhattheorganizerswanthimtoseeandnomore.Astrictschedulemakesitimpossibleforthetouristtowanderoffonhisown;andanyway，languageisalwaysabarrier，soheisonlytoohappytobeprotectedinthisway.Atitsveryworst，thisleadstoanewandhideouskindofcolonization.
Thesummerquartersoftheinhabitantsoftheciteuniversitaire：aretemporarilyreestablishedontheislandofCorfu.BlackpoolisrecreatedatTorremolinoswherethetravelergoesnottoeatpaella，butfishandchips.Thesadthingaboutthissituationisthatitleadstothepersistenceofnationalstereotypes.Wedon'tseethepeopleofothernationsastheyreallyare，butaswehavebeenbroughtuptobelievetheyare.Youcantestthisforyourself.Takefivenationalities，say，French，German，English，AmericanandItalian.Nowinyourmind，matchthemwiththesefiveadjectives：musical，amorous，cold，pedantic，native.Farfromprovidinguswithanyinsightintothenationalcharacteristicsofthepeoplesjustmentioned，theseadjectivesactuallyactasbarriers.Sowhenyousetoutonyourtravels，theonlycharacteristicsyounoticearethosewhichconfirmyourpreconceptions.Youcomeawaywiththehighlyunoriginalandinaccurateimpressionthat，say，'Anglo-Saxonsarehypocrites'ofthat'Latinpeoplesshoutalot'.Youonlyhavetomakeafewforeignfriendstounderstandhowabsurdandharmfulnationalstereotypesare.Buthowcanyoumakeforeignfriendswhenthetouristtradedoesitsbesttopreventyou?Carriedtoanextreme，stereotypescanbepositivelydangerous.Wildgeneralizationsstirupracialhatredandblindustothebasicfact〞howtriteitsounds!每Thatallpeoplearehuman.Weareallsimilartoeachotherandatthesametimeallunique.
1.Thebesttitleforthispassageis
[A]Tourismcontributesnothingtoincreasingunderstandingbetweennations.
[B]Tourismistiresome.
[C]Conductedtourisdull.
[D]Tourismreallydoessomethingtoone'scountry.
2.Whatistheauthor'sattitudetowardtourism?
[A]apprehensive.[B]negative.[C]critical.[D]appreciative.
3.WhichwordinthefollowingisthebesttosummarizeLatinpeopleshoutalot?
[A]silent.[B]noisy.[C]lively.[D]active.
4.Thepurposeoftheauthor'scriticismistopointout
[A]conductedtourisdisappointing.
[B]thewayoftouringshouldbechanged.
[C]whentraveling，younoticecharacteristicswhichconfirmpreconception.
[D]nationalstereotypesshouldbechanged.
5.Whatis'grandtour'now?
[A]moderatecost.
[B]localsight-seeingisinvestigatedbythetouristorganization.
[C]peopleenjoythefirst-ratecomforts.
[D]everybodycanenjoythe'grandtour'
