Ifnot_____withtherespecthefeelsduetohim,Jackgetsveryill-temperedandgrumblesallthetime.

Ifasubstanceisdissolvedinwaterorheated，itmay（）agas.

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'

_________,themostcontroversialcandidateintheelectioncampaign,hehasbeenstronglycriticizedforhiscrudecommentsaboutwomen.

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.