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We were told that the stone figure _______ back to the 16th century was of great value.

A、dated
B、dating
C、coming
D、kept
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正确答案:

B

答案解析:

本句中含有be+of+n.这个结构。datingbacktothe16thcentury的逻辑主语是stonefigure。

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Thecelebritysaysincourtpapersshe“hasno__________ofgivinganyauthorizationtoanyonetoproceedwithadivorce.”

翻译训练:

筷子(chopsticks)是中国传统的独具特色的进食工具(diningutensils),至今已有数千年的历史。筷子在古代被称为“箸”,大约从明朝开始才有了“筷子”的称呼。筷子多为竹子制成,也有用木头、象牙(ivory)、金属或其他材料制作而成。它要么上方下圆,要么上下全圆而上粗下细。不管其形状如何,筷子必须是成对使用的,并且两只筷子的大小长短要相同。筷子是中国人日常生活的必备工具,它的发明充分反映了中国人民的智慧。

WhichofthefollowingitalicizedwordsDOESNOTcarrythemetaphoricalmeaning?

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.

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