The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed intuition to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise ; and to integrate action into the process of thinking. Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness. Isenberg's recent research on the cognitive processes of senior managers reveals that managers' intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bitsm of data and practice into an integrated picture, often in an Aha! experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.One of the implications of the intuitive style of executive management is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act first and explain later.Analysis is inextricably tiedto actionin thinking/actingcycles,in which managers develop thoughtsabout theircompanies and organizations not by analyzing aproblematic situation and then acting, butby acting and analyzing in close concert.Given the great uncertainty of many of the management issues that they face, seniormanagers often instigatea course of action simply to learn more about an issue. They thenuse the results of the action to develop a more complete understanding of the issue. Oneimplicationof thinking/actingcycles is that action is often part of definingthe problem,not just of implementing the solution.
1. According to the text, senior managers use intuition in all of the following ways EXCEPT to
[A] Speed up of the creation of a solution to a problem.
[B] Identify a problem.
[C] Bring together disparate facts.
[D] Stipulate clear goals.
2. The text suggests which of the following about the writers on management mentionedin line 1, paragraph 2
[A] They have criticized managers for not following the classical rational model ofdecision analysis.
[B] They have not based their analyses on a sufficientlylarge sample of actual managers.
[C] They have relied in drawing their conclusions on what managers say rather than onwhat managers do.
[D] They have misunderstood how managers use intuition in making business decisions.
3. It can be inferred from the text that which of the following would most probablybe one major differencein behavior between Manager X, who uses intuitionto reach decisions,and Manager Y, who uses only formal decision analysis
[A] Manager X analyzes first and then acts; Manager Y does not.
[B] Manager X checks possiblesolutions toa problem by systematicanalysis ; ManagerY does not.
[C] Manager X takes action in order to arrive at the solution to a problem; ManagerY does not.
[D] Manager Y draws on years of hands-on experience in creatinga solutionto a problem ;Manager X does not.
4. The text provides support for which of the following statements
[A] Managers who rely on intuition are more successful than those who rely on formaldecision analysis.
[B] Managers cannot justify their intuitive decisions.
[C] Managers'' intuition works contrary to their rational and analytical skills.
[D] Intuitionenables managers to employ theirpracticalexperience more efficiently.
5. Which of the following best describes the organization of the first paragraph of the text
[A] An assertion is made and a specific supporting example is given.
[B] A conventional model is dismissed and an alternative introduced.
[C] The results of recent research are introduced and summarized.
[D] Two opposing points of view are presented and evaluated.
DDCDB
1.「答案」D
「考點解析」這是一道歸納推導題。本題題干中的seniormanagers暗示本題的答案信息在第三段,因為第三段首句包含題干中的seniormanagers。通過仔細閱讀和理解本段中所談到的五點,我們可推導出本題的正確選項是選項D.本題選項A、B、C所涉及的內容分別在本段的第五點、第一點和第三點提到。考生在解題時一定要學會認真歸納和總結原文所表達的每一層含義。
2.「答案」D
「考點解析」這是一道句間關系題。題干已將本題的答案信息圈定在第二段。本段中的第二句是本題答案信息的最主要來源,通過閱讀和理解此句,我們可推導出本題的正確選項是D.考生在解題時一定要適當理解上下句之間的關系。
3.「答案」C
「考點解析」本題是一道審題定位題。題干中的whousesintuitiontoreachdecisions暗示本題的答案信息在第四段,因為第四段首句含有和題干中whousesintuitiontoreachdecisions大致相同的theintuitivestyleofexecutivemanagement。通過仔細閱讀和理解第四段的每一句話,我們可發現第四段的第一句話都在強調act(行動),可見本題的正確選項應該是強調行動的選項C.本題的答案信息來源是第四段的第二句話。考生在解題時一定要首先準確地審題定位,然后要善于歸納和理解原文中的中心主旨信息。
4.「答案」D
「考點解析」本題是一道審題定位題。題干中并沒有明確指出本題答案信息在原文的準確位置。在這種情況下,考生往往迷失解題思路。在考生迷失解題思路時一定要牢記全文中心主旨,并且抓住各段的核心句。本文的中心主旨句在第一段的尾句。如果考生能夠抓住第一段的尾句,并結合第三段的第四、五句,就可以推導出本題的正確選項應該是D.考生在解題時,尤其是在迷失解題思路時,一定要首先抓全文的中心主旨句,同時還要抓一些明確表示啟承轉合關系的句子結構。
5.「答案」B
「考點解析」本題是一道段落結構題。第一句話中的donot和第二句句首的rather是破解本題的關鍵。抓住這兩個關鍵就可以推導出本題的正確選項應該是B.考生在解題時一定要注意表示否定的詞語以及表示啟承轉合的詞語,更要注意句子之間的相互關系。
Youmustpayimport____oncertaingoodsbroughtintothiscountry.
Thereasonthathispropertywasconfiscatedbythecountry,it____,wasthathewasinvolvedinalotoffraudulentactivitiesduringthewar.
Tomhasbeenavegetarian____principleforyears.
Writing:
Astatementgoesthat"boththedevelopmentoftechnologicaltoolsandtheusestowhichhumanityhasputthemhavecreatedmoderncivilizationsinwhichlonelinessiseverincreasing."Towhatdegreedoyouagreewiththisstatement?Writeanessayofabout400words.
Inthefirstpartofyouressayyoushouldstateclearlyyourmainargument,andinthesecondpartyoushouldsupportyourargumentwithappropriatedetails.Inthelastpartyoushouldbringwhatyouhavewrittentoanaturalconclusionormakeasummary.
Youshouldsupplyanappropriatetitleforyouressay.
Markswillbeawardedforcontent,organization,grammarandappropriateness.Failuretofollowtheaboveinstructionsmayresultinalossofmarks.
漢譯英;但是正如其他許多已經發生過的事情一樣，當他們最終結婚后，發現最憧憬的生活變得再實際不過了。他們非但沒有分擔各自原先的責任---正如那些學生們所說"一半一半"，相反卻發現生活的重擔加倍了。這使得我們那兩個結婚的朋友時常覺得沮喪;他們突然發現自己并沒有過著天堂般的生活而是仍實實在在地生活在地球上，而且成為了新規則和新約束的奴隸。生活并沒有比以前更自由、更幸福，因為他們要去承擔新的責任。既然成立了一個新的家庭，那就無論如何也要盡一點家庭的義務。他們深情地回想起訂婚的那段時光，曾經如此地渴望擁有彼此而忘掉這個世界，然而現在最深切的感受卻是自己仍是這個世界的一份子。
