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.

Questions1to5arebasedonthefollowingpassage:

Someyearsagothecaptainofashipwasveryinterestedinmedicine.Healwaystookmedicinebookstoseaandlikedtotalkaboutdifferentdiseases.

Onedayalazysailoronhisshippretendedtobeill.Helayonhisbunk(铺)andgroanedasifhewereverysick.Thecaptaincametoseehimandwasverypleasedtohaveapatienttolookafter.Hetoldthemantorestforafewdaysandmadetheothersailorsdohiswork.Threedayslateranothersailorpretendedthathehadsomethingwrongwithhischest.Oncemorethecaptainlookedinhismedicalbooksandtold“sick”mantohavearest.

Theothersailorswereveryangrybecausetheyhadmoreworktodo.Thepatientshadthebestfoodandlaughedattheirfriendswhenthecaptainwasnotlooking.Atlastthemate(船长副手)decidedtocurethe“sick”men.Hemixedupsomesoap,soot(烟灰),glue(胶水)andotherunpleasantthings.Thenheobtainedpermissionfromthecaptaintogivehismedicinetothe“sick”men.Whentheytastedthemedicine,theyreallydidfeelill.Itwassohorriblethatoneofthepatientsjumpedoutofhibunk,ranupondeskandclimbedthehighestmastontheship.Hedidnotwantanymoremedicine.

Thematetoldbothofthementhattheymusttakethemedicineeveryhalfanhour,nightandday.Thissooncuredthem.Theybothsaidtheyfeltbetterandwantedtostartwordagain.Thecaptainrealizedthatthementriedtodeceivehimsohemadethemworkveryhardfortherestofthevoyage.

1.Thefirstsailorpretendedtobeillbecausehewantedto.

A.testthecaptain’sknowledgeofmedicine

B.befreefromwork

C.havethebestfoodontheship

D.playajokeonhisfriends

2.Whenthecaptainknewasailorwasill,he.

A.didn’tcaremuch

B.sentforadoctor

C.lookedafterhimandtoldhimtohavearest

D.gavehimsomemedicine

3.Thepatientsfeltbetterquicklybecause.

A.theyhadbeengivenpropermedicine

B.theylearnedthatthecaptainhadfoundoutthetruth

C.theywerelaughedatbytheirfriends

D.themedicinethemategavewashorrible

4.Whenthecaptainknewhehadbeendeceived,he.

A.toldthemnottodosoagain

B.losthistemper

C.madethemworkharder

D.firedthem

5.Whichofthefollowingbestsummarizesthepassage?

A.AsuddenCure.

B.TwoPatients.

C.CaptainandSailors.

D.ADifficultVoyage.

Our（）sensitivitydecreaseswithage.Byage60，mostpeoplehavelost40percentoftheirabilitytosmelland50percentoftheirtastebuds.

翻译训练：大学生创业

近年来大学生创业(entrepreneurship)问题越来越受到社会的关注,因为受过多年教育的大学生属于高级知识分子,他们背负着社会的种种期望。在社会经济繁荣发展的同时,大学生创业也成为新气象。现代大学生有创新精神,有对传统观念和传统行业挑战的信心和欲望,而这种创新精神也成为大学生创业的动力源泉,成为成功创业的信心基础。大学生怀揣创业梦想,努力打拼,实现自己的理想,证明自己的价值。

Josephwasverylucky____withhislife;healmostdidnotgetoutoftheroom.