Physicsisthepresentdayequivalentof____usedtobecallednaturalphilosophy,from____mostofpresentdaysciencearose.

Thebackgardenofourhousecontainsalawn，（）verypleasanttositoninsummer.

—Haveyoufinishedthework?

—Notyet,butnomatterhowharditis,we'llkeep___untilwemakeit.

TEXTB

Whatweknowofprenataldevelopmentmakesallthisattemptmadebyamothertomoldthecharacterofherunbornchildbystudyingpoetry,art,ormathematicsduringpregnancyseemutterlyimpossible.Howcould

suchextremelycomplexinfluencespassfromthemothertothechild?Thereisnoconnectionbetweentheirnervoussystems.Eventhebloodvesselsofmotherandchilddonotjoindirectly.Anemotionalshocktothemotherwillaffectherchild,becauseitchangestheactivityofherglandsandsothechemistryherblood.Anychemicalchangeinthemother'sbloodwillaffectthechildforbetterorworse.Butwecannotseehowalooking

formathematicsorpoeticgeniuscanbedissolvedinbloodandproduceasimilarlikingorgeniusinthechild.

Inourdiscussionofinstinctswesawthattherewasreasontobelievethatwhateverweinheritmustbeof

someverysimplesortratherthananycomplicatedorverydefinitekindofbehavior.Itiscertainthatnoone

inheritsaknowledgeofmathematics.Itmaybe,however,thatchildreninheritmoreorlessofarathergeneral

abilitythatwemaycallintelligence.Ifveryintelligentchildrenbecomedeeplyinterestedinmathematics,they

willprobablymakeasuccessofthatstudy.

Asformusicalability,itmaybethatwhatisinheritedisanespeciallysensitiveear,apeculiarstructureofthe

handsorthevocalorgansconnectionsbetweennervesandmusclesthatmakeitcomparativelyeasytolearnthe

movementsamusicianmustexecute,andparticularlyvigorousemotions.Ifthesefactorsareallorganized

aroundmusic,thechildmaybecomeamusician.Thesamefactors,inothercircumstancemightbeorganized

aboutsomeothercenterofinterest.Therichemotionalequipmentmightfindexpressioninpoetry.Thecapable

fingersmightdevelopskillinsurgery.Itisnottheknowledgeofmusicthatisinherited,thennoreventheloveof

it,butacertainbodilystructurethatmakesitcomparativelyeasytoacquiremusicalknowledgeandskill.

Whetherthatabilityshallbedirectedtowardmusicorsomeotherundertakingmaybedecidedentirelybyforces

intheenvironmentinwhichachildgrowsup.

6.Whichofthefollowingstatementsisnottrue?

A.Somemotherstrytoinfluencetheirunbornchildrenbystudyingartandothersubjectsduringtheir

pregnancy.

B.Itisutterlyimpossibleforustolearnanythingaboutprenataldevelopment.

C.Thebloodvesselsofmotherandchilddonotjoindirectly.

D.Therearenoconnectionbetweenmother'snervoussystemsandherunbornchild's.

7.Amotherwillaffectherunbornbabyontheconditionthat____.

A.sheisemotionallyshocked

B.shehasagoodknowledgeofinheritance

C.shetakespartinallkindofactivities

D.shestickstostudying

8.Accordingtothepassage,achildmayinherit____.

A.everythingfromhismotherB.aknowledgeofmathematics

C.arathergeneralabilitythatwecallintelligence

D.hermother'smusicalability

9.Ifachildinheritssomethingfromhismother,suchasanespeciallysensitiveear,apeculiarstructureofthe

handsorofthevocalorgans,hewill____.

A.surelybecomemusician

B.mostlybecomeapoet

C.possiblybecomeateacher

D.becomeamusicianontheconditionthatallthesefactorsareorganizedaroundmusic

10.Whichofthefollowingisthebesttitleforthepassage?

A.RoleofInheritance.

B.AnUnbornChild.

C.Functionofinstincts.

D.InheritedTalents.

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.