Bernard Bailyn has recentlyreinterpretedthe early historyof the United States by applyingnew socialresearchfindingson theexperiencesofEuropean migrants.Inhisreinterpretation,migrationbecomes the organizingprinciplefor rewritingthe historyofpreindustrial North America. His approach rests on four separate propositions.The firstof these asserts that residentsof early modern England moved regularlyabouttheir countryside; migrating to the New World was simply a natural spillover. Although atfirstthe colonies held littlepositiveattractionfor the English D they would rather havestayed home D by the eighteenth century people increasingly migrated to America becausethey regarded it as the land of opportunity. Secondly, Bailyn holds that, contrary to thenotion that used to flourish in America history textbooks, there was never a typical NewWorld community.For example, the economic and demographiccharacterof early New Englandtowns varied considerably.Bailyn's third proposition suggest two general patterns prevailing among the manythousands of migrants:one group came as indenturedservants,another came to acquire land.Surprisingly,Bailyn suggests that those who recruitedindentured servants were the drivingforces of transatlanticmigration.These colonialentrepreneurshelped determine the socialcharacterof people who came to preindustrialNorth America.At first,thousands ofunskilled laborers were recruited; by the 1730's, however, American employers demandedskilled artisans.Finally, Bailyn argues that the colonies were a half-civilized hinterland of theEuropean culture system. He is undoubtedly correct to insist that the colonies were partof an Anglo-American empire. But to divide the empire into English core and colonialperiphery, as Bailyn does, devalues the achievements of colonial culture. It is true, asBailyn claims, that high culture in the colonies never matched that in England. But whatof seventeenth-century New England, where the settlers created effective laws, built adistinguished university, and published books Bailyn might respond that New England wasexceptional. However, the ideas and institutions developed by New England Puritans hadpowerful effects on North American culture.Although Bailyn goes on to apply his approach to some thousands of indenturedservantswho migrated just prior to the revolution, he fails to link their experience with thepolitical development of the United States. Evidence presented in his work suggests howwe might make such a connection. These indentured servants were treated as slaves for theperiod during which they had sold their time to American employers. It is not surprisingthat as soon as they served their time they passed up good wages in the cities and headedwest to ensure theirpersonal independence by acquiringland. Thus, it is in the west thata peculiarly American political culture began, among colonists who were suspicious ofauthority and intensely anti-aristocratic.

1.Which of the followingstatements about migrants to colonialNorth America is supportedby information in the text

[A] A larger percentage of migrants to colonial North America came as indenturedservants than as free agents interested in acquiring land.

[B] Migrants who came to the colonies as indentured servants were more successful atmaking a livelihood than were farmers and artisans.

[C] Migrants to colonialNorth America were more successfulat acquiringtheir own landduring the eighteenth century than during the seventeenth century.

[D] By the 1730's,migrants already skilled in a trade were in more demand by Americanemployers than were unskilled laborers.

2.The author of the text states that Bailyn failed to

[A] Give sufficient emphasis to the cultural and political interdependence of thecolonies and England.

[B] Describe carefully how migrants of different ethnic backgrounds preserved theirculture in the United States.

[C] Take advantage of social research on the experiences of colonists who migrated tocolonial North America specifically to acquire land.

[D] Relate the experience of the migrants to the politicalvalues that eventuallyshapedthe character of the United States.

3.Which of the following best summarizes the author's evaluation of Bailyn's fourthproposition

[A] It is totally implausible.

[B] It is partially acceptable.

[C] It is highly admirable.

[D] It is controversial though persuasive.

4.According to the text,Bailyn and the author agree on which of the followingstatementsabout the culture of colonial New England

[A] High culture in New England never equaled the high culture of England.

[B] The culturalachievements of colonialNew England have generallybeen unrecognizedby historians.

[C] The colonistsimitatedthe high cultureof England ， and did not develop a culturethat was uniquely their own.

[D] The southern colonies were greatly influenced by the high culture of New England.

5.The author of the text would be most likely to agree with which of the followingstatements about Bailyn's work

[A] Bailyn underestimates the effects of Puritan thought on North American culture.

[B] Bailyn overemphasizes the economic dependence of the colonies on Great Britain.

[C] Bailyn'sdescriptionof thecoloniesas part of an Anglo-American empireis misleading and incorrect.

[D] Bailyn failedto test his propositionson a specificgroup of migrants to colonialNorth America.

We can ____ the two islands with a bridge.

Thecaris_____expensive_____hecan’tbuyit.

You’dbettersing.Itdoesn’t______whetheryoucansingwellornot.

The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed intuition to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise ; and to integrate action into the process of thinking. Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness. Isenberg's recent research on the cognitive processes of senior managers reveals that managers' intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bitsm of data and practice into an integrated picture, often in an Aha! experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.One of the implications of the intuitive style of executive management is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act first and explain later.Analysis is inextricably tiedto actionin thinking/actingcycles,in which managers develop thoughtsabout theircompanies and organizations not by analyzing aproblematic situation and then acting, butby acting and analyzing in close concert.Given the great uncertainty of many of the management issues that they face, seniormanagers often instigatea course of action simply to learn more about an issue. They thenuse the results of the action to develop a more complete understanding of the issue. Oneimplicationof thinking/actingcycles is that action is often part of definingthe problem,not just of implementing the solution.

1. According to the text, senior managers use intuition in all of the following ways EXCEPT to

[A] Speed up of the creation of a solution to a problem.

[B] Identify a problem.

[C] Bring together disparate facts.

[D] Stipulate clear goals.

2. The text suggests which of the following about the writers on management mentionedin line 1, paragraph 2

[A] They have criticized managers for not following the classical rational model ofdecision analysis.

[B] They have not based their analyses on a sufficientlylarge sample of actual managers.

[C] They have relied in drawing their conclusions on what managers say rather than onwhat managers do.

[D] They have misunderstood how managers use intuition in making business decisions.

3. It can be inferred from the text that which of the following would most probablybe one major differencein behavior between Manager X, who uses intuitionto reach decisions,and Manager Y, who uses only formal decision analysis

[A] Manager X analyzes first and then acts; Manager Y does not.

[B] Manager X checks possiblesolutions toa problem by systematicanalysis ; ManagerY does not.

[C] Manager X takes action in order to arrive at the solution to a problem; ManagerY does not.

[D] Manager Y draws on years of hands-on experience in creatinga solutionto a problem ;Manager X does not.

4. The text provides support for which of the following statements

[A] Managers who rely on intuition are more successful than those who rely on formaldecision analysis.

[B] Managers cannot justify their intuitive decisions.

[C] Managers'' intuition works contrary to their rational and analytical skills.

[D] Intuitionenables managers to employ theirpracticalexperience more efficiently.

5. Which of the following best describes the organization of the first paragraph of the text

[A] An assertion is made and a specific supporting example is given.

[B] A conventional model is dismissed and an alternative introduced.

[C] The results of recent research are introduced and summarized.

[D] Two opposing points of view are presented and evaluated.