---Wouldyouliketogooutforawalkwithus?
---_____,butImustfinishmyhomeworkfirst.
Insomecountrieswhereracialprejudiceisacute,violencehassocometobetakenforgrantedasameansofsolvingdifferences,thatitisnotevenquestioned.Therearecountrieswherethewhitemanimposeshisrulebybruteforce;therearecountrieswheretheblackmanprotestsbysettingfiretocitiesandbylootingandpillaging.Importantpeopleonbothsides,whowouldinotherrespectsappeartobereasonablemen,getupandcalmlyargueinfavorofviolence–asifitwerealegitimatesolution,likeanyother.Whatisreallyfrightening,whatreallyfillsyouwithdespair,istherealizationthatwhenitcomestothecrunch,wehavemadenoactualprogressatall.Wemaywearcollarsandtiesinsteadofwar-paint,butourinstinctsremainbasicallyunchanged.Thewholeoftherecordedhistoryofthehumanrace,thattediousdocumentationofviolence,hastaughtusabsolutelynothing.Wehavestillnotlearntthatviolenceneversolvesaproblembutmakesitmoreacute.Thesheerhorror,thebloodshed,thesufferingmeannothing.Nosolutionevercomestolightthemorningafterwhenwedismallycontemplatethesmokingruinsandwonderwhathitus.Thetrulyreasonablemenwhoknowwherethesolutionsliearefindingitharderandherdertogetahearing.Theyaredespised,mistrustedandevenpersecutedbytheirownkindbecausetheyadvocatesuchapparentlyoutrageousthingsaslawenforcement.Ifhalftheenergythatgoesintoviolentactswereputtogooduse,ifoureffortsweredirectedatcleaninguptheslumsandghettos,atimprovingliving-standardsandprovidingeducationandemploymentforall,wewouldhavegonealongwaytoarrivingatasolution.Ourstrengthissappedbyhavingtomopupthemessthatviolenceleavesinitswake.Inawell-directedeffort,itwouldnotbeimpossibletofulfilltheidealsofastablesocialprogramme.Thebenefitsthatcanbederivedfromconstructivesolutionsareeverywhereapparentintheworldaroundus.Genuineandlastingsolutionsarealwayspossible,providingweworkwithintheframeworkofthelaw.Beforewecanevenbegintocontemplatepeacefulco-existencebetweentheraces,wemustappreciateeachother'sproblems.Andtodothis,wemustlearnaboutthem:itisasimpleexerciseincommunication,inexchanginginformation."Talk,talk,talk,"theadvocatesofviolencesay,"allyoueverdoistalk,andwearenonethewiser."It'sratherlikethestoryofthefamousbarristerwhopainstakinglyexplainedhiscasetothejudge.Afterlisteningtoalengthyargumentthejudgecomplainedthatafterallthistalk,hewasnonethewiser."Possible,mylord,"thebarristerreplied,"nonethewiser,butsurelyfarbetterinformed."Knowledgeisthenecessaryprerequisitetowisdom:theknowledgethatviolencecreatestheevilsitpretendstosolve.
1.Whatisthebesttitleforthispassage?
[A]AdvocatingViolence.
[B]ViolenceCanDoNothingtoDiminishRacePrejudice.
[C]ImportantPeopleonBothSidesSeeViolenceAsaLegitimateSolution.
[D]TheInstinctsofHumanRaceAreThirstyforViolence.
2.Recordedhistoryhastaughtus
[A]violenceneversolvesanything.[B]nothing.[C]thebloodshedmeansnothing.[D]everything.
3.Itcanbeinferredthattrulyreasonablemen
[A]can'tgetahearing.
[B]arelookeddownupon.
[C]arepersecuted.
[D]Havedifficultyin
advocatinglawenforcement.
4."Hewasnonethewiser"means
[A]hewasnotatallwiseinlistening.
[B]Hewasnotatallwiserthannothingbefore.
[C]Hegainsnothingafterlistening.
[D]Hemakesnosenseoftheargument.
5.Accordingtheauthorthebestwaytosolveraceprejudiceis
[A]lawenforcement.[B]knowledge.[C]nonviolence.[D]Moppinguptheviolentmess.
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.