Unless all the members agree to __8__to the plan there may be further development in the course of action.

A、tumble
B、stick
C、come
D、adjust
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正确答案:

B

答案解析:

【句意】除非所有成员都同意坚持这个计划,否则行动过程中会有进一步改进。

【难点】stickto意为“坚持;坚守”;tumbleto意为“突然察觉”;cometo意为“降临,发生”;adjustto意为“调整;适应”。

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Californiaisalandofvarietyandcontrast.Almosteverytypeofphysicallandfeature,sortofarcticicefieldsandtropicaljunglescanbefoundwithinitsborders.Sharplycontrastingtypesoflandoftenlieveryclosetooneanother.PeoplelivinginBakersfield,forinstance,canvisitthePacificOceanandthecoastalplain,thefertileSanJoaquinValley,thearidMojaveDesert,andthehighSierraNevada,allwithinaradiusofabout100miles.Inotherareasitispossibletogosnowskiinginthemorningandsurfingintheeveningofthesameday,withouthavingtotravellongdistance.ContrastaboundsinCalifornia.ThehighestpointintheUnitedStates(outsideAlaska)isinCalifornia,andsoisthelowestpoint(includingAlaska)。MountWhitney,14,494feetabovesealevel,isseparatedfromDeathValley,282feetbelowsealevel,byadistanceofonly100miles.Thetwoareashaveadifferenceinaltitudeofalmostthreemiles.Californiahasdeep,clearmountainlakeslikeLakeTahoe,thedeepestinthecountry,butitalsohasshallow,saltydesertlakes.IthasLakeTulainyo,12,020feetabovesealevel,andthelowestlakeinthecountry,theSaltonSea,236feetbelowsealevel.Someofitslakes,likeOwensLakeinDeathValley,arenotlakesatall:theyaredrieduplakebeds.Inadditiontomountains,lakes,valleys,deserts,andplateaus,CaliforniahasitsPacificcoastline,stretchinglongerthanthecoastlinesofOregonandWashingtoncombined.

1.WhichofthefollowingisthelowestpointintheUnitedStates?

A.LakeTulainyoB.MojavedesertC.DeathValleyD.TheSaltonSea

2.WhereisthehighestpointintheUnitedStateslocated?

A.LakeTahoe.

B.SierraNevada.C.MountWhitney.

D.Alaska.

3.HowfarawayisDeathValleyfromMountWhitney?

A.About3miles.

D.14,494feet.

4.WhichofthefollowingisNOTmentionedinthepassageasbeingwithinaradiusofabout100milesofBakersfield?

A.ThePacificOcean.

B.SanJoaquinValley.

C.MojaveDesert.

D.OregonandWashington.

5.WhichstatementbestdemonstratesthatCaliforniaisalandofvarietyandcontrast?

A.ThehighestlakeinCaliforniaisLakeTulainyo.

B.ItispossibletogosurfingandsnowskiinginsomepartsofCaliforniawithouthavingtotravellongdistance.

C.SierraNevada,SanJoaquinValley,MojaveDesertandthePacificOceanallliewithinaradiusofabout100miles.

D.OwensLake,inDeathValley,isnotreallyalakeatall.

Insomecountrieswhereracialprejudiceisacute,violencehassocometobetakenforgrantedasameansofsolvingdifferences,thatitisnotevenquestioned.Therearecountrieswherethewhitemanimposeshisrulebybruteforce;therearecountrieswheretheblackmanprotestsbysettingfiretocitiesandbylootingandpillaging.Importantpeopleonbothsides,whowouldinotherrespectsappeartobereasonablemen,getupandcalmlyargueinfavorofviolence–asifitwerealegitimatesolution,likeanyother.Whatisreallyfrightening,whatreallyfillsyouwithdespair,istherealizationthatwhenitcomestothecrunch,wehavemadenoactualprogressatall.Wemaywearcollarsandtiesinsteadofwar-paint,butourinstinctsremainbasicallyunchanged.Thewholeoftherecordedhistoryofthehumanrace,thattediousdocumentationofviolence,hastaughtusabsolutelynothing.Wehavestillnotlearntthatviolenceneversolvesaproblembutmakesitmoreacute.Thesheerhorror,thebloodshed,thesufferingmeannothing.Nosolutionevercomestolightthemorningafterwhenwedismallycontemplatethesmokingruinsandwonderwhathitus.Thetrulyreasonablemenwhoknowwherethesolutionsliearefindingitharderandherdertogetahearing.Theyaredespised,mistrustedandevenpersecutedbytheirownkindbecausetheyadvocatesuchapparentlyoutrageousthingsaslawenforcement.Ifhalftheenergythatgoesintoviolentactswereputtogooduse,ifoureffortsweredirectedatcleaninguptheslumsandghettos,atimprovingliving-standardsandprovidingeducationandemploymentforall,wewouldhavegonealongwaytoarrivingatasolution.Ourstrengthissappedbyhavingtomopupthemessthatviolenceleavesinitswake.Inawell-directedeffort,itwouldnotbeimpossibletofulfilltheidealsofastablesocialprogramme.Thebenefitsthatcanbederivedfromconstructivesolutionsareeverywhereapparentintheworldaroundus.Genuineandlastingsolutionsarealwayspossible,providingweworkwithintheframeworkofthelaw.Beforewecanevenbegintocontemplatepeacefulco-existencebetweentheraces,wemustappreciateeachother'sproblems.Andtodothis,wemustlearnaboutthem:itisasimpleexerciseincommunication,inexchanginginformation."Talk,talk,talk,"theadvocatesofviolencesay,"allyoueverdoistalk,andwearenonethewiser."It'sratherlikethestoryofthefamousbarristerwhopainstakinglyexplainedhiscasetothejudge.Afterlisteningtoalengthyargumentthejudgecomplainedthatafterallthistalk,hewasnonethewiser."Possible,mylord,"thebarristerreplied,"nonethewiser,butsurelyfarbetterinformed."Knowledgeisthenecessaryprerequisitetowisdom:theknowledgethatviolencecreatestheevilsitpretendstosolve.

1.Whatisthebesttitleforthispassage?

[A]AdvocatingViolence.

[B]ViolenceCanDoNothingtoDiminishRacePrejudice.

[C]ImportantPeopleonBothSidesSeeViolenceAsaLegitimateSolution.

[D]TheInstinctsofHumanRaceAreThirstyforViolence.

2.Recordedhistoryhastaughtus

[A]violenceneversolvesanything.[B]nothing.[C]thebloodshedmeansnothing.[D]everything.

3.Itcanbeinferredthattrulyreasonablemen

[A]can'tgetahearing.

[B]arelookeddownupon.

[C]arepersecuted.

[D]Havedifficultyin

advocatinglawenforcement.

4."Hewasnonethewiser"means

[A]hewasnotatallwiseinlistening.

[B]Hewasnotatallwiserthannothingbefore.

[C]Hegainsnothingafterlistening.

[D]Hemakesnosenseoftheargument.

5.Accordingtheauthorthebestwaytosolveraceprejudiceis

[A]lawenforcement.[B]knowledge.[C]nonviolence.[D]Moppinguptheviolentmess.

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.

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[A]Speedupofthecreationofasolutiontoaproblem.

[B]Identifyaproblem.

[C]Bringtogetherdisparatefacts.

[D]Stipulatecleargoals.

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[A]Theyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis.

[B]Theyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers.

[C]Theyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo.

[D]Theyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions.

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[A]ManagerXanalyzesfirstandthenacts;ManagerYdoesnot.

[B]ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis;ManagerYdoesnot.

[C]ManagerXtakesactioninordertoarriveatthesolutiontoaproblem;ManagerYdoesnot.

[D]ManagerYdrawsonyearsofhands-onexperienceincreatingasolutiontoaproblem;ManagerXdoesnot.

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[A]Managerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis.

[B]Managerscannotjustifytheirintuitivedecisions.

[C]Managers''intuitionworkscontrarytotheirrationalandanalyticalskills.

[D]Intuitionenablesmanagerstoemploytheirpracticalexperiencemoreefficiently.

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[A]Anassertionismadeandaspecificsupportingexampleisgiven.

[B]Aconventionalmodelisdismissedandanalternativeintroduced.

[C]Theresultsofrecentresearchareintroducedandsummarized.

[D]Twoopposingpointsofviewarepresentedandevaluated.

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