你和领导一起参加一个重要会议，在飞机上发现重要文件没有带来，你怎么办?

在一个项目论证会上，两名专家发生争持，其中一位是核心专家，核心专家拂袖而去，你是会议主持人，怎么办?

Iftheoldmaximthatthecustomerisalwaysrightstillhasmeaning,thentheairlinesthatplytheworld’sbusiestairroutebetweenLondonandParishaveaflightontheirhands.

TheEurostartrainservicelinkingtheUKandFrenchcapitalsviatheChannelTunneliswinningcustomersinincreasingnumbers.InlateMay,itcarrieditsonemillionthpassenger,havingrunonlyalimitedservicebetweenLondon,ParisandBrusselssinceNovember1994,startingwithtwotrainsadayineachdirectiontoParisandBrussels.By1997,thecompanybelievesthatitwillbecarryingtenmillionpassengersayear,andcontinuetogrowfromthere.

FromJuly,EurostarstepsitsservicetoninetrainseachwaybetweenLondonandParis,andfivebetweenLondonandBrussels.Eachtraincarriesalmost800passengers,210oftheminfirstclass.

Theairlinesestimatethattheywillinitiallylosearound15%-20%oftheirLondon-ParistraffictotherailwaysonceEurostarstartsafullservicelaterthisyear(1995),with15trainsadayeachway.AsimilarservicewillstarttoBrussels.Thedamagewillbelimited,however,theairlinesbelieve,withpassengernumbersreturningtopreviouslevelswithintwotothreeyears.

Intheshortterm,thedamagecausedbythe1millionpeople-levelstravelingbetweenLondonandParisandBrusselsonEurostartrainsmeansthatsomeairservicesarealreadysuffering.Someofthemajorcarrierssaythattheirpassengernumbersaredownbylessthan5%andpointtotheirrivals-ParticularlyAirFrance-ashavingsufferedtheproblems.OntheBrusselsroute,therailwaycompanyhadlesssuccess,andtheairlinesreportanythingfromarounda5%droptonovisibledeclineintraffic.

Theairlines’optimismonreturningtrafficlevelsisbasedonhistoricalprecedent.BritishMidland,forexample,pointstoitsexperienceonHeathrowLeedsBradfordservicewhichsawpassengernumbersfoldby15%whenBritishRailelectrifiedandmodernizedtherailwaylinebetweenLondonandYorkshire.Twoyearslater,travelhadrisenbetweenthetwodestinationstothepointwheretheairlinewascarryingrecordnumbersofpassengers.

1.Britishairlinesconfideinthefactthat__.

A.theyaremorepowerfulthanotherEuropeanairlines.

B.theirtotallosswon’tgobeyondadropof5%passengers.

C.theirtrafficlevelswillreturnin2-3years.

D.travelingbyrailcannevercatchupwithtravelingbyair.

2.Theauthor’sattitudetowardsthedropofpassengersmaybedescribedas__.

A.worried.B.delightedC.puzzled.D.unrivaled.

3.Inthepassage,BritishRail(Para6)ismentionedto__.

A.provideacomparisonwithEurostar.

B.supporttheairlines’optimism.

C.provetheinevitabledropofairpassengers.

D.callforelectrificationandmodernizationoftherailway.

4.Therailway’sBrusselsrouteisbroughtforthtoshowthat__.

A.theEurostartrainserviceisnotdoinggoodbusiness.

B.theairlinescanwellcompetewiththerailway.

C.theEurostartrainserviceonlycausedlittledamage.

D.onlysomeairlines,suchasAirFrance,aresuffering.

5.Thepassageistakenfromthefirstofanessay,fromwhichwemaywellpredictthatinthefollowingparttheauthorisgoingto__.

A.praisetheairlines’clear-mindedness.

B.warntheairlinesofhigh-speedrailservices.

C.proposeareductionofLondon/Parisflights.

D.advisetheairlinestofollowBritishMidlandastheirmodel.

团队中怎么避免相互之间的疑心?

你工作中有位同事，喜欢向领导打你的小报告，请问你如何处理?

触电急救的基本原则是什么?

目前会议效率比较低，你认为应该怎样提高会议效率?

PartIVTranslation

Thesubjectsinhisexperimentwere75collegestudents.TheyrepresentedalllevelsofabilityinEnglish:beginning,intermediate,andnative-speakingstudents.(PassageTwo)

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.

翻译：

Cultureshockiscausedbytheanxietythatresultsfromlosingallfamiliarsignsandsymbolsofsocialintercourse.(PassageFour)