Thereareonlytenapplesleftinthebaskets,_____thespoiltones.

Everything____intoconsideration,IproposethatthefirstprizeshouldbegiventoLiuQiang.

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.

—Canyoutakethedayofftomorrow?

—Well，I‘allhavetoget（）frommyboss.

Whichissafer-stayingathome，travelingtoworkonpublictransport，orworkingintheoffice?Surprisingly，eachofthesecarriesthesamerisk，whichisverylow.However，whataboutflyingcomparedtoworkinginthechemicalindustry?Unfortunately，theformeris65timesriskierthanthelatter!Infact，theaccidentrateofworkersinthechemicalindustryislessthanthatofalmostanyofhumanactivity，andalmostassafeasstayingathome.

Thetroublewiththechemicalindustryisthatwhenthingsgowrongtheyoftencausedeathtothoselivingnearby.Itisthiswhichmakeschemicalaccidentssonewsworthy.Fortunately，theyareextremelyrare.ThemostfamousoneshappenedatTexasCity(1947)，Flixborough(1974)，Seveso(1976)，Pemex(1984)andBhopal(1984)。

Someofthesearealwaysinthemindsofthepeopleeventhoughthelossoflifewassmall.NoonediedatSeveso，andonly28workersatFlixborough.TheworstaccidentofallwasBhopal，whereupto3，000werekilled.TheTexasCityexplosionoffertilizerkilled552.ThePemexfireatastorageplantfornaturalgasinthesuburbsofMexicoCitytook542lives，justamonthbeforetheunfortunateeventatBhopal.

Someexpertshavediscussedtheseaccidentsandusedeachaccidenttoillustrateaparticulardanger.ThustheTexasCityexplosionwascausedbytonsofammoniumnitrate(硝酸铵)，whichissafeunlessstoredingreatquantity.TheFlixboroughfireballwasthefaultofmanagement，whichtookriskstokeepproductiongoingduringessentialrepairs.TheSevesoaccidentshowswhathappensifthelocalauthoritieslackknowledgeofthedangerontheirdoorstep.Whenthepoisonousgasdriftedoverthetown，localleaderswereincapableoftakingeffectiveaction.ThePemexfirewasmadeworsebyanoverloadedsiteinanovercrowdedsuburb.Thefiresetoffachainreactionosexplodingstoragetanks.Yet，byamiracle，thetwolargesttanksdidnotexplode.Hadthesecaughtfire，then3，000strongrescueteamandfirefighterswouldallhavedied.

1.Chemicalaccidentsareusuallyimportantenoughtobereportedasnewsbecause____.

A.theyareveryrare

B.theyoftencauselossoflife

C.theyalwaysoccurinbigcities

D.theyarousetheinterestofallthereaders

2.Whichofthefollowingstatementsistrue?

A.Workingattheofficeissaferthanstayingathome.

B.Traverllingtoworkonpublictransportissaferthanworkingattheoffice.

C.Stayingathomeissaferthanworkinginthechemicalindustry.

D.Workinginthechemicalindustryissaferthantravelingbyair.

3.Accordingtopassage，thechemicalaccidentthatcausedbythefaultofmanagementhappenedat____.

A.TexascityB.FlixboroughC.SevesoD.MexicoCity

4.Fromthediscussionamongsomeexpertswemaycocludethat____.

A.toavoidanyaccidentsweshouldnotrepairthefacilitiesinchemicalindustry

B.thelocalauthoritiesshouldnotbeconcernedwiththeproductionofthechemicalindustry

C.alltheseaccidentscouldhavebeenavoidedorcontrolledifeffectivemeasurehadbeentaken

D.naturalgasstoredinverylargetanksisalwayssafe

5.Fromthepassageweknowthatammoniumnitrateisakindof____.

A.naturalgas，whichcaneasilycatchfire

B.fertilizer，whichcan'tbestoredinagreatquantity

C.poisonoussubstance，whichcan'tbeusedinovercrowdedareas

D.fuel，whichisstoredinlargetanks