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.

Breadandbutter（）likedbyWesterners.

_____enoughtimeandmoney,theresearcherswouldhavebeenabletodiscovermoreinthisfield.

TheBentPyramidoutsideCairo__________ancientEgypt’sfirstattempttobuildasmooth-sidedpyramid.

TEXTD

Personalityis，tolargeextent,inherent--A-typeparentsusuallybringaboutA-typeoffspring.Butthe

environmentmustalsohaveaprofoundeffect,sinceifcompetitionisimprotanttotheparents,itislikelytobecomeamajorfactorlivesoftheirchildren.OneplacewherechildrensoakupAcharacteristicsisschool,whichis,byitsverynature,ahighlycompetitiveinstitution.Toomanyschoolsadoptthe"winatallcosts"moralstandardandmeasuretheirsuccessbysportingachievements.Thecurrentpassionformakingchildrencompeteagainsttheirclassmatesoragainsttheclockproducesatwo-layersystem,inwhichcompetitiveAtypesseeminsomewaybetterthantheirB-typefellows.Beingtookeentowincanhavedangerousconsequences:rememberthatPheidippides,thefirstmarathonrunner,droppeddeadsecondsaftersaying:"Rejoice,weconquer!".Byfartheworstformofcompetitioninschoolisthedisproportionateemphasisonexaminations.Itisarareschoolthatallowspupilstoconcentrateonthosethingstheydowell.Themeritsofcompetitionbyexaminationaresomewhatquestionable,butcompetitioninthecertainknowledgeoffailureispositivelyharmful.Obviously,itisneitherpracticalnordesirablethatallAyoungsterschangeinto'B's.Thewouldneedstypes,andschoolshaveanimportantdutytotrytofitachild'spersonalitytohispossiblefutureemployment.Itistopmanagement.16.Accordingtotheauthor,whatfactorscontributetothebuildingofpersonality?

A.inheritance

b.inheritance,competitionandenvironment

c.competition

d.environment

17.Whichofthefollowingstatementsisnottrueaccordingtotheauthorofthepassage?

A.Schoolsusuallyadoptseverecompetitivepolicies.

B.Studentsareoftendividedbycompetitionresults.

C.Schoolisplacewherechildrencultivatetheircharacteristics.

D.Thestrongerdesireforwinning,thebetter.

18.Thephrase"soakup"isclosestinmeaningto____.

A.pullup

b.takeup

c.takein

d.pullin

19.Whatattitudedoestheauthorholdtowardexaminationsinschools?

A.positive

b.negative

c.doubtful

d.neutral

20.whatsuggestiondoestheauthormakeconcerningthemanagementofschools?

A.AllstudentsbemadeintocompetitiveAtypes.

B.Achild'spersonalitybeconsideredinregardtohispossiblefuturejob.

C.AllstudentsbechangedintoBcharacteristics.

D.Schoolsabolishallformsofexaminations.