TEXTC

Therearetwofactorswhichdetermineanindividual'sintelligence.Thefirstisthesortofbrainheisbornwith.

Humanbrainsdifferconsiderably,somebeingmorecapablethanothers.Butnomatterhowgoodabrainhehas

tobeginwith,anindividualwillhavealoworderofintelligenceunlesshehasopportunitiestolearn.Sothe

secondfactoriswhathappenstotheindividual—thesortofenvironmentinwhichheisbroughtup.Ifan

individualishandicapped(不利)environmentally,itislikelythathisbrainwillfailtodevelopandhewillnever

attainthelevelofintelligenceofwhichheiscapable.Theimportanceofenvironmentindetermininganindividual'sintelligencecanbedemonstratedbythecasehistoryoftheidenticaltwins,PeterandMark.Beingidentical,thetwinshadidenticalbrainsatbirth,andtheirgrowthprocesseswerethesame.Whenthetwinswerethreemonthsold,theirparentsdied,andtheywere

placedinseparatefoster(抚养)homes.Peterwasraisedbyparentsoflowintelligenceinanisolatedcommunity

withpooreducationalopportunities.Markwasrearedinthehomeofwell-to-doparentswhohadbeentocollege.Hewasreadtoasachild,senttogoodschools,andgiveneveryopportunitytobestimulated

intellectually.Thisenvironmentaldifferencecontinueduntilthetwinswereintheirlateteens,whentheywere

giventeststomeasuretheirintelligence.Mark'sI.Q.was125,twenty-fivepointshigherthantheaverageand

fullyfortypointshigherthanhisidenticalbrother.Givenequalopportunities,thetwins,havingidenticalbrains,

wouldhavetestedatroughlythesamelevel.

11.Thisselectioncanbestbetitled____________.

A.MeasuringYourIntelligence

B.IntelligenceandEnvironment

C.TheCaseofPeterandMark

D.HowtheBrainInfluencesIntelligence

12.Thebeststatementofthemainideaofthispassageisthat_______.

A.humanbrainsdifferconsiderably

B.thebrainapersonisbornwithisimportantindetermininghisintelligence

C.environmentiscrucialindeterminingaperson'sintelligence

D.personshavingidenticalbrainswillhaveroughlythesameintelligence

13.Accordingtothepassage,theaverageI.Q.is_______.

A.85.B.100C.110D.125

14.Thecasehistoryofthetwinsappearstosupporttheconclusionthat_______.

A.individualswithidenticalbrainsseldomtestatthesamelevelB.anindividual'sintelligenceisdeterminedonlybyhisenvironment

C.lackofopportunityblocksthegrowthofintelligence

D.changesofenvironmentproducechangesinthestructureofthebrain

15.Thispassagesuggeststhatanindividual'sI.Q._______.

A.canbepredictedatbirth

B.staysthesamethroughouthislife

C.canbeincreasedbyeducation

D.isdeterminedbyhischildhood

Underthis____pressuresomeoftherocksevenbecameliquid.

青年女性李××，平素体健，三日前突受惊吓，先心悸易惊，作卧不宁，少寐多梦，舌苔薄白，脉弦治疗宜选

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.

Ofcourse，（）mostimmigrantsdidnotgetrichovernight，buttheofthemwereeventuallyabletoimproveupontheirformerstandardofliving.